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TABLE OF CONTENTS TABLE OF CONTENTS The Treasure of True Grit....................................................................................... 3 Turning the Grind into the Goal............................................................................ 4 Later Will Be Now Before You Know It.................................................................. 5 Professional ADD................................................................................................... 6 Who Thanks Whom............................................................................................... 7 Paying Attention to Retention ................................................................................ 8 Be the Diamond..................................................................................................... 9 Surviving the Slump............................................................................................. 10 Your Dash............................................................................................................. 11 Desire to Inspire................................................................................................... 12 Opportunistic Outsourcing .................................................................................. 13 An Era of Authenticity ......................................................................................... 14 Loss Aversion....................................................................................................... 15 The Marshmallow Experiment............................................................................. 16 Embracing the Entitled ......................................................................................... 17 Establishing Mutual Commitments...................................................................... 18 Is the Golden Rule Selfish . ................................................................................... 19 Curating an Exceptional Culture ........................................................................... 20 The Obstacle is The Way ...................................................................................... 21 Are We Addicted to Stress . .................................................................................. 22
Introduction.....................................................................................................................4
About CPG................................................................................................................. 5-8
Compensation Guide By Position.................................................................... 9-16
CPG Industry Organizations and Resources......................................................17
Conclusion ...................................................................................................................18
3
The Treasure of True Grit
So how can we start to understand an applicant’s or an employee’s grit? Try some or all of these questions to identify the trait:
Tell me about a time when you failed, and what you learned from that experience.” Think of the most successful employees you’ve ever worked with, or the individuals you’ve mentored who excelled the most, or the leaders you’ve studied who seem to achieve every goal they set for themselves. Undoubtedly, a common thread between all will be that those individuals have the strength to learn why they failed, what to do in the future to succeed, and the willpower to get back on the horse and try again. But exactly what is it that leads one person to try again when others just give up? Industrial and organizational psychologists have spent decades researching this very subject. Angela Duckworth, assistant professor at the University of Pennsylvania, and her research focuses on a personality trait she calls “grit.” She defines grit as “sticking with things over the very long term until you master them.” She writes that “the gritty individual approaches achievement as a marathon; his or her advantage is stamina.” Success and Talent What causes an individual to experience significant success? The obvious answer: success is about talent. Successful people can do something – hit a golf ball, dance, trade stocks, write a blog – better than most anyone else. This answer begets another question: What is talent? How did that person get so good at hitting a golf ball or trading stocks? Although talent can appear to be based on inheritance, it turns out that the intrinsic nature of talent may be overrated. The problem is that a major contradiction exists between how we measure talent and the causes of talent. In general, we measure talent using tests of maximum performance. Imagine tryouts for most any sports team; players perform in short bursts under conditions of high intensity and motivation. The purpose of the drills is to see what players are capable of and determine their potential. The problem with these drills is that the real world is not set up for short bursts of work ethic under conditions of high motivation. Instead, professional success requires sustained performance, spending hours upon hours perfecting your craft, deliberately and methodically staying the course during times of frustration or exhaustion. In his book, Self-Made in America, John McCormack references a trait studied by Kathy Kolbe: conation. Conation is “the will to succeed, the quest for success, the attitude that ‘to stop me you’ll have to kill me,’ that elusive ‘fire in the belly’ that manifests itself in drive, enthusiasm, excitement, and single-mindedness in pursuit of a goal – any goal. All consistently successful people have it. Many well-educated, intelligent, enduring, and presentable people don’t have it.” Interviewing for Grit A segment of the workforce is made up of smart people who aren’t high achievers, and others who achieve a lot without having the highest test scores. In one study, Duckworth found that smarter students actually had less grit than their peers who scored lower on an intelligence test. This finding suggests that people who are not as bright as their peers “compensate by working harder and with more determination.” And their effort pays off: The grittiest students, not the smartest ones, had the highest GPAs.
• What experiences do you feel had the most impact in shaping who you are today? • Share with me the details of a time when you stayed with an idea or project for longer than anyone expected you to. • Tell me about some of the obstacles you have had to overcome to reach your present position. • Give me an example of a time when you had to finish a job even though everyone else had given up. • Describe a time when you were asked to complete a difficult task or project where the odds were against you. Were you successful? What did you learn from the experience? • What goal have you had in your life that took you the longest to achieve? What did you learn from that experience? • Describe how you set your goals for the last year and how you measured your work. Did you achieve your goals? Why or why not? • Give me an example of a time you made a major sacrifice to achieve an important goal. • Give me an example of how you have taken control of your career. • What has been the biggest obstacle you’ve overcome in life? What about in your career? • When you found yourself faced with that obstacle, what steps did you take to begin the process of overcoming this challenge? Finding People Who Make a Difference® People are our most valued asset, and for more than 60 years, Sanford Rose Associates® has been committed to “Finding people who make a difference®” for our clients. Executive Search Review has recognized Sanford Rose as being one of the Top 10 Search Firms in North America with 180+ offices worldwide. To learn more about how we can support your professional and organizational growth, please reach out to your Sanford Rose Associates® executive search consultant today. - Karen Schmidt
4
Turning the Grind into the Goal
Developing career capital requires a carefully balanced mix of deliberate action and patience. If you are in a self-directed professional environment and are responsible for carving your own path, take responsibility for the direction in which you are heading – and what you need from others to get there. Do not wait for someone to come along who can help; be proactive in seeking out those who can provide mentorship and guidance along the way. If you are responsible for developing career capital in others, incorporate this exercise in ongoing or annual reviews. Always be aware of the following question: “what I am I doing to help others identify their competitive advantages, and how am I providing opportunities for those strengths to turn into eventual career capital.” Outsourcing Most roles have tasks that are required to engage in repeatedly; know ing the natural progression of a profession is essential. How many partners at a law firm still do all their own research? Does a surgeon want to spend more time in surgery, or in pre-op or post-op care? In these examples, practitioners outsource the less challenging work to junior staff that is not only capable of performing the work at a lower cost but also challenged by the work itself. What is the natural progression of your profession, and have you done a successful job of institutionalizing outsourcing? Within a physician’s office, the nurse practitioner facilitates exams, the nurse checks blood pressure, and the scheduling department makes appointments. Each of those tasks are important but will neither provide the doctor with the challenge they need nor the financial rewards necessary to justify their time. In the case of lawyers, they have paralegals, legal secretaries, and associate lawyers they entrust. The lesson we can learn from both is that outsourcing certain tasks to other team members is not only more financially rewarding but also allows for greater challenges. Be aware of when the grind is necessary in the achievement of a goal, and be aware of when the grind must be alleviated in order to avoid turnover or burnout. Finding People Who Make a Difference® People are our most valued asset, and for more than 60 years, Sanford Rose Associates® has been committed to “Finding people who make a difference®” for our clients. Executive Search Review has recognized Sanford Rose as being one of the Top 10 Search Firms in North America with 180+ offices worldwide. To learn more about how we can support your professional and organizational growth, please reach out to your Sanford Rose Associates® executive search consultant today. - Karen Schmidt
A world-renowned athletic coach was asked once what thedifference was between the best athletes and everyone else. In other words, what do really successful people do that most people don’t? Of course, there were the typical responses of genetics, luck, and talent. But there’s an added element that most don’t think of; it’s the ability to handle the boredom of training every day and doing the same lifts and drills over and over again that separates the professionals from the amateurs. Think about it this way – it’s not that the best athletes have some insane passion or willpower that others don’t have; it’s the exact opposite. They can feel the same boredom and lack of motivation that everyone else feels; they aren’t immune to the daily grind. What sets them apart is their commitment to the process. They fall in love with the daily practice, with the repetition, and with the plan in front of them. Therefore, if you want to be a starting quarterback, you have to be in love with running drills and studying playbooks. If you want to be a New York Times bestseller, you have to be in love with the process of writing. If you want to get in better shape, you have to love the practice of eating in a healthier manner and exercising consistently. You have to love the grind if you ever hope to turn it into the achievement of a goal. The Pursuit of Happiness Though some of the following may not be true all of the time, when you love the process of what you do, the following should ring true much of the time: • You don’t talk about other individuals; you talk about the great things other individuals are doing. • You help without thinking, or without being asked. • You don’t struggle to stay disciplined; you struggle to prioritize. • You’re excited about the job you are doing, but you’re more excited about the people you’re doing it with. • You leave work with items on your to-do list that you are eager to tackle tomorrow. • You think, “I hope I get to...” instead of, “I hope I don’t have to...” • You don’t focus on retirement, because retirement sounds boring – and a lot less fulfilling. Now, there is a chance that our society may have overdone the need for the above to be true all of the time. We have been told that if you do what you love, the money and success will follow. We have been told that if you are not changing the world in bold ways, it is because you are too afraid to find your passion and follow it. The Pursuit of Value Author Cal Newport has emerged as one of the more vocal critics of the only-do-what-you-love movement, and says it is time to end the professional guilt trip. In his book, So Good They Can’t Ignore You, Newport argues that following one’s passions can be a dead end. He maintains that it’s better to identify which skills you have that could be unique and valuable in the workplace, and then hone those skills until you have career capital that you can spend in the way you choose.
5
Later Will Be Now Before You Know It
The Focus It is not possible to manage time; it keeps marching forward regardless of what we do. However, our energy is one of the most valuable things we can control. What do you allow to take this most precious asset of yours; who and what receives your focus and your attention? If you ever feel like your energy is depleted but not sure where it went, you may need to focus on the proverbial ‘apps you have running in the background.’ With so much high-tech in our daily lives, it can leave little energy left for high-touch. Consider the following to give yourself more battery life: • Give yourself a full hour to start your day before allowing yourself to check email on phone/computer • Eat lunch anywhere besides staring at the phone/computer • Disable push notifications for social media, news, email, etc • Leave devices in another room during meals and while sleeping • Delete certain apps entirely and relegate usage of those apps to a web browser only • Switch phone display to grayscale, making the colorful icons less attention-grabbing Recognize that there is something bigger at play here; there may be a deeply rooted connection as to why the phone ceased to be something that is enjoyable, and instead something you are virtually compelled to use. Connect the feeling behind the activity: • Feeling lonely, so time to check social media plan something enjoyable with a friend/family • Need something positive to happen at work, so I’ll keep refreshing my email spend time making new possible opportunities happen at work • Nervous about all of the chaos going on in the world, so need to check the news again do something that makes life feel less chaotic today • Feeling bored, so need a distraction to work on being comfortable spending some time alone with your own thoughts In a culture that is bombarded with information and stimuli, finding time void of noise can seem inconceivable. However, it is in that void that we are able to tap into the part of the brain that can process thoughts of deep significance. Give your mind the space to take all of the information it’s received, and make use of it in important ways. Instead of a fear of feeling bored, consider instead a failure to appreciate the repercussions of not being bored enough.
We have a question to ask you. But you have to slow down to answer it. Stop scrolling. Take a moment. Take a breath. Question: Knowing what you know now,
having all of life’s experiences thus far behind you, what would you do differently?
The Present Why is this important? Because if you are still reading this SRA Update, you’ve got a gift sitting in front of you. Every single person reading this article has this gift in common.
The gift? Is time.
Why is it that the question of “what would you do differently” is most commonly asked following a negative event? A missed opportunity to land a big client, a health scare, the sudden loss of a loved one? Why must it take being jarred out of the routine of life before reflection becomes a prioritization? The weekend should not be a 48-hour countdown until Monday, and Friday should not feel like the victorious finish line of a marathon. What if instead of being vulnerable to the regrets of the future, we take a moment, take a breath, and decide what we want to do differently – starting today. The Past Fill in the blanks: I wish I would have
I would have spent less time I would have spent more time I would have worked I would have focused more on I would have focused less on I would have worried more about I would have worried less about I would have cherished
The intent behind this exercise is not to create a laundry list of missed opportunities; holding on to regrets can be a form of self-sabotage. In fact, in many cases it is impossible to have made a better decision at the time; we were doing the best we could with what we had in the moment. But as life’s experiences evolve, so do we. Values change, financial circumstances change, confidence and maturity change. We are meant to grow and outgrow past versions of ourselves. But life moves fast, and the routine of everyday norms can accidentally engage the auto-pilot setting of survival. Fill in the blanks above for all aspects of a balanced life, including relationships, career, health and financial. Next exercise: take each of the “I would have” statements of the past, and revise them to be your non-negotiables for the future.
Later will be now before you know it. It’s time to value the gift of time.
Finding People Who Make a Difference® People are our most valued asset, and for more than 60 years, Sanford Rose Associates® has been committed to “Finding people who make a difference®” for our clients. Executive Search Review has recognized Sanford Rose as being one of the Top 10 Search Firms in North America with 180+ offices worldwide. To learn more about how we can support your professional and organizational growth, please reach out to your Sanford Rose Associates® executive search consultant today. - Karen Schmidt
6
Professional ADD
In the manufacturing economy, time was the currency. Systems were designed for maximum efficiency, and effectiveness was simply how much time could be dedicated to the process. The assembly line is a perfect example! In today’s information environment, directing our attention in the right places for the right amount of time and focus is the key to effectiveness. Curious if you suffer from Professional ADD? If you have already been distracted at some point during the first paragraph, no assessment necessary! • You are frequently distracted from your current activity, by others, or by your own lack of focus • You finish your day and are surprised how little you actually accomplished despite the fact that you felt “busy” all day • You have a to-do list of important items but always seem to be distracted with more “urgent” activities • You find it difficult to fully focus on another person without thinking of other matters • You check and respond to your email, text messages, instant messages, etc. constantly • You feel a sense of “information overload” frequently • You think you are a great multi-tasker • You are addicted to urgency and pride yourself on being the best “fire fighter” • You love being in the “zone” but are frustrated by how infrequently you truly find yourself in that place If you checked the box to most of these, you may be suffering from Professional Attention Deficit Disorder. The good news is that it is curable and you can fill your own prescription! Create Golden Hours Establish certain times each day that no one can distract you or each other. The only distractions or interruptions should be emergencies; educate your environment when it is best to get with you by phone or in person for activities that are not both urgent and critical. Loosen your Electronic Leash At least four times per day, set 45-minute time blocks where email, instant messages, and any other electronic distractions are turned off. Each time block is dedicated to fully focusing on a specific activity that you have predetermined for that time. Very rarely is anything so urgent and critical that it cannot wait for a reply within an hour; you may even find that issues solve themselves without you having to! Prioritize Long-Term Projects Make a list of all your current important projects that are not urgent. Now, assign at least two one-hour slots a week to do them. Keep these appointments with yourself the same way that you would with a client; do not allow yourself to book anything during those times unless it is a true emergency. If you don’t begin to do some of the strategic work now, when will you? An attic is easier cleaned a few boxes a week rather than the entire attic in a weekend. Minimize Multi-tasking There are some times when multi-tasking and bouncing from one activity to the next is both unavoidable and necessary. However, the majority of times you find yourself busy, multi-tasking, and rushed are self-created and counter-productive in the long run. Practice being fully present and engage in one activity at a time. If someone stops by your
office while you are typing an email, ask them to send you an email to schedule some time so that you can truly focus on their needs at a time that is mutually convenient. Create Blocks of Similar Activities A doctor does not check emails in the middle of surgery, and a lawyer is not accepting incoming calls while the opposing counsel is grilling his client. What makes the critical responsibilities of your role less deserving of your own concentration? We all like diversity and variety, but do your best to plan activities in such a way that complementary activities can be done in groups. Find the Right Work/Life Balance Just as your time at work should have focus and intensity in each activity; so should your time away from work. Being fully present in all your interactions includes those outside of work. When you find your mind drifting to work related activities while with friends or family, remind yourself to focus back on the people or activity at hand. Finding People Who Make a Difference® People are our most valued asset, and for more than 60 years, Sanford Rose Associates® has been committed to “Finding people who make a difference®” for our clients. Executive Search Review has recognized Sanford Rose as being one of the Top 10 Search Firms in North America with 180+ offices worldwide. To learn more about how we can support your professional and organizational growth, please reach out to your Sanford Rose Associates® executive search consultant today. - Karen Schmidt
7
Who Thanks Whom
It’s the Little Things Small things stand out, especially when candidates are in a thriving economy and may have the opportunity to interview with multiple organizations. Take a moment and look at your physical office space through a new lens. What does someone entering your space see and experience? Is your boardroom, interviewing space, or personal office dated and could use some modernization? Do you have anything on the walls that showcase your organization’s accomplishments, or highlight your culture? Think through the impression you make as it relates to your physical office space. When the candidate arrives, give them bottled water without them having to ask or accept it. When the candidate leaves, consider an exit gift of some sort – a small item with your logo on it or something personalized based on what you know about their interests or background. The Sell Take some time to craft concrete answers or success stories around questions such as the following: • What are the primary reasons someone would join your organization instead of another firm? • What is the specific and measurable career path? • What in-house resources do you have that give people a competitive advantage? What external resources? • How does your company differentiate itself from other competitors in your niche, and what would this mean to someone joining your firm? • What is the tenure of your senior staff? What benefit does that provide a new associate? • What future growth plans do you have for your firm? What opportunity does that create for someone? Even if the candidate does not ask the direct question, you want to remain confident that you are articulating “why you” just as much as you are trying to determine “why them.” If, during the interview, a light bulb switches on and you have the revelation that this is the exact person you need to hire, the better you can articulate your true value proposition the higher the chance that candidate will want you as much as you want them. Finding People Who Make a Difference® People are our most valued asset, and for more than 60 years, Sanford Rose Associates® has been committed to “Finding people who make a difference®” for our clients. Executive Search Review has recognized Sanford Rose as being one of the Top 10 Search Firms in North America with 180+ offices worldwide. To learn more about how we can support your professional and organizational growth, please reach out to your Sanford Rose Associates® executive search consultant today. - Karen Schmidt
A recent article penned for Inc by Suzanne Lucas made the bold statement: “Dear Hiring Manager, Perhaps You Should Write the Thank You Note.” She continues: “The traditional thank you note is from candidate to hiring manager. That’s wrong… Just what are you exactly thanking the manager for? Taking the time to talk with you and consider your application for the job, right? But, what were you really doing? You were taking your time out of your day (and often using vacation time from your current job to do so) to try and solve a problem for the hiring manager.” At first glance, most would read statements and think “thank goodness this wasn’t a candidate I interviewed; seems quite entitled.” However inverted of a perspective this author seems to hold from standard interviewing protocol, there is an underlying message communicated by her article.
It may be time to evaluate your hiring process through a new lens.
If we assume it is the candidate’s responsibility to pen the thank- you note, doesn’t that inherently mean that we also assume it’s the candidate’s responsibility to be thankful for being granted an interview to begin with? You may have this mindset and not even realize you have it. A few questions to consider: • How much time do you expect a candidate to prepare for the interview with you? How much time do you spend preparing for that same interview? • You likely have asked the question “so why should we hire you” without batting an eye – how receptive are you when a candidate questions “why should I come to work here?” • Checking candidate references from past employers is a probable interviewing step; candidates volunteer these regularly. What would your reaction be if a candidate asked to check references from those who had worked under your supervision in the past but were no longer with the firm? These are just a few scenarios to help challenge your paradigm. Lucas ultimately summarizes this mental shift: “When we think of all the things we demand of job candidates, we should realize that they are the ones doing the hiring managers big favors. You need that position filled, and these people are graciously helping you to do so.” Start with Motivation Secure more insights than exist on paper. Schedule time with your recruiter to go beyond more than “the individual is looking to take that next step in his career” and instead have a solid understanding of what the candidate does not have currently yet is looking to have within your organization. Know what is most important for this candidate to learn from your initial meeting as it relates to what he is looking to accomplish in this career move. Additionally, make sure you know “why your firm” - why this candidate wants to talk with your firm as opposed to others. What is it that initially sparked their interest, and how you can expand on that to have the candidate walk away with their own motivating factors addressed? Finally, know “why not” – any concerns this candidate in areas such as the cost of living (if relocation is involved), or stability, or any other detail no matter how large or small. This is the opportunity to address them, either openly or candidly, throughout the interview.
8
Paying Attention to Retention
relationship of authenticity. Work on asking purposeful questions and perfecting your active listening skills, and share responses and professional recommendations that are rooted in the intention of serving those you lead. If you truly believe in what you say and the intent behind why you are saying it, others will as well. “Listen with the intent to understand, not the intent to reply.” As it relates to professional purpose and fulfillment, there are two critical elements that are highly intertwined but distinctly different: the responsibilities and the relationships. Retention cannot happen without constant care and feeding around both. The responsibilities: • What’s going well? What wins are you experiencing? • What challenges are you facing? What do you need help with? What is making your job harder than it needs to be? • How are you feeling about the work itself that you are doing? How would you describe your morale? • What have you not been involved with yet, that you would like to be? (types of projects, clients, meetings, responsibilities) • Do any of our processes seem inefficient? How can we fix them? • Wave a wand – what would you love to fix or change about our department? Leadership? Team? Company? Commute? Hours? • – Stephen Covey Inquiring Minds Envision you a year from now. How is that person different than today, and what do we need to do to take perpetual steps to prepare you for that progression? The relationships: • On a scale of 1-100, how confident are you that you’re in the right place, doing the right things, with the right people? What can be done to move us higher up on the scale? • What’s a 7 that could be a 10? Every company does things well, but what’s good that you believe you could help make even better? • Who do you work with (me included) frustrates you, and why? • How can I be better for you as a leader? What should I be doing more of? What should I be doing less of? • What can I do to help make you more successful? • If you were ever to be open to an opportunity outside of our organization, what would it look like and how can we create that here together? Confidential surveys are good for disclosing issues that people don’t feel comfortable sharing. But confidential surveys do not lead to retention; candid conversations do. Finding People Who Make a Difference® People are our most valued asset, and for more than 60 years, Sanford Rose Associates® has been committed to “Finding people who make a difference®” for our clients. Executive Search Review has recognized Sanford Rose as being one of the Top 10 Search Firms in North America with 180+ offices worldwide. To learn more about how we can support your professional and organizational growth, please reach out to your Sanford Rose Associates® executive search consultant today. - Karen Schmidt
You’ve likely started to see a shift in headlines. No longer focused on what we have been through, the new emphasis is on what’s to come. Though it’s impossible to predict the future, it certainly seems reasonable that the forecast could be correct: a mass employee exodus is coming. How can you stop it?
And do you want to?
If the thought is that turnover is a natural evolution of the workforce, it’s true. But as a leader, it’s important to remain on the driving end of those decisions, not the receiving. Creating an environment in which nobody would ever want to leave might sound impossible, but falling a few feet short of that goal is better than never striving to achieve it at all. Imagine if you had a rock-solid team of “A” Players, and a line out the door of more wanting to join. Imagine what the future could hold if your highest potentials never went to your competition, they only joined from them. Would those scenarios allow you to achieve more and (perhaps more important) enjoy more? So yes, it’s fair to say that paying attention to retention is more essential than ever, knowing what’s likely to come. What Matters Inc.com recently published an article that states a jaw-dropping 52% of employees plan to leave their jobs this year. Their research found: • 71% more employees are more disengaged in 2021 than they were at the beginning of 2020, and 66% of employees said they would be more engaged at work if their employer improved company culture. • 46% of employees feel less connected to their company or colleagues since the start of the pandemic; most employees blame a lack of communication (26%) or lack of effort to make remote employees feel connected (25%). • Research found one in four employees (25%) reported work-life balance as the reason they would search for a new job. What do we deduce from this? What kind of culture will inspire and retain the best? How can employees get involved and feel part of something bigger than themselves? What is the right balance of virtual and in-person interactions? These are just a few of endless questions that should be asked within the senior leadership of an organization. Consider though, that the answers aren’t found at the top. What matters to people isn’t the key to retention. What matters to the person is.
It’s time to stop theorizing. It’s time to start asking.
Servant Leadership If you had to name the names of your most important clients, who would immediately come to mind? If the answer is anyone other than the names of your employees, it’s likely time for a paradigm shift. Your people are your most valued asset, and they should feel as though you are dedicated to serving them the same way you do your external ones. Authenticity is paramount; to a certain extent, Zig Zigler’s famous quote that “you will get all you want in life, if you help enough other people get what they want” is commonly mistaken. If the reason you want something from others is because it will benefit you, that is inauthentic behavior that few will trust. If your intent is to genuinely serve those around you, you have begun to create a
9
Be the Diamond
Change is inevitable. Growth is optional.” – John Maxwell There are times in life, both personally and professionally, where circumstances can change at such a rapid speed that our opinions, perspectives, and course of action can change by the day, if not by the hour. When faced with such circumstances, there are generally three groups of people: • Those who take reflective but action-oriented responses to do whatever can be done to mitigate the challenges and seize opportunities • Those who simply panic and overload themselves and others with reactions that may be reasonable but tend to only exacerbate the challenges • Those who are simply bystanders; the proverbial “deer in the headlights” As leaders, we have an obligation to do all we can to put ourselves in the first group. When there is so much we cannot control, we can control being the loudest voice in the room. How can we capitalize on chaos and emerge stronger, both as a leader and as an organization? Embrace the Gray With all that seems to divide the world today, it turns out that we might not be as far apart as it seems. The news feeds on extremes; no longer just a 30-minute daily segment or a newspaper on your doorstep. Rather, social media is the source of news for many. With that shift, it also means now that news is a commodity; media outlets fight for clicks and viewership. Headlines are now competing for your business, and extremes are great for business. More than ever, it is essential to realize that most issues are not problems to be solved. Rather, they are polarities to be managed. There are usually no solutions that don’t have additional problems within that solution. It is important to understand that continuum, evaluate both intended and unintended outcomes, and recognize that most everything is gray. Generally, individuals would declare that they want freedom to assemble, free speech, and the like. They also want safety. If we sacrifice all our freedoms, it is easy to establish order and security. If we don’t sacrifice any freedoms, then security we crave is all but impossible. Thus, there is no perfect solution. Seeing this as a polarity to manage versus a right/wrong approach shifts our paradigm and allows all to better understand each other’s perspective. It is possible to hold two opposing views simultaneously in a world that needs optimization over perfection. Imposter Syndrome It’s only natural, when faced with a new crisis, to harbor a dirty little secret – that deep down inside, you have no idea what you are doing. Many high achievers can at times, feel like complete frauds; your accomplishments are just the result of serendipitous luck. Although you’ve been told many times that one of the secrets to success is “fake it until you make it,” this can also lead to what many label as imposter syndrome – a feeling of inadequacy despite evidence that indicates you’re skilled and quite successful. Here’s the good news: although you might be leading a team through unchartered waters and not sure of your footing, you are completely in control of where you choose to step. You are completely in control of
your voice, your message to others, and your attitude. Recognize that perfectionism and imposter syndrome are often a related pair. Many high performing individuals set excessively high goals for themselves and tend to have a twinge of control-freak woven in; historically, if you want something done right, you have to do it yourself. In times of uncertainty, it may feel like the weight of the world is on your shoulders – so distribute the weight. Find other leaders who are also leading through unchartered waters and learn from them. Create opportunities by delegating responsibilities, and don’t expect immediate perfection from others. Remember that you are better than you think you are, smarter than you think you are, and more worthy than you believe. Ultimately, imposter syndrome might not be something from which you suffer, but it may be for those you lead. Look for signs around you just as much as you look for signs within. Your Choice Protect your mind. In times of unknown, whether it be an acquisition, new leadership, economic uncertainty, or global turmoil, people tend to experience greater anxiety when they feel like they don’t have access to the information that they need. On the other hand, a sense of panic can stem from being immersed 24/7 in reports that focus on inaccurate or overly negative information. “Why is this happening” is a question of despair; “what can we do” is a question of possibilities and hope. The quest for certainty is a quest for comfort. Ultimately, it might be that the support we seek comes from a who rather than a what. People in our lives are what truly shape us. When times are good, our families, friends, work associates, clients…they know us, but in times of adversity, we truly know them. Choose to be the kind of person you would want in your life when you face personal adversity. Choose empathy over judgment. Choose optimism over pessimism. Choose to give over taking. Choose to be the person that makes others feel better after they interact with you. Choose to be with people who make you a better you. Most spend as much time with work associates as they do with even the closest family or friends. What if all of us made a concerted effort to be the best version of ourselves with each other? What if we all treated each other the way that s/he wants to be treated? What if the who we are collectively provides much of the comfort we all seek? What if we then did our best to take this way of being to our family, friends, and community? Times of adversity shape who you will become, but also expose who you are now. Diamonds are just chunks of coal that did well under pressure. In times of chaos, be the diamond. Finding People Who Make a Difference® People are our most valued asset, and for more than 60 years, Sanford Rose Associates® has been committed to “Finding people who make a difference®” for our clients. Executive Search Review has recognized Sanford Rose as being one of the Top 10 Search Firms in North America with 180+ offices worldwide. To learn more about how we can support your professional and organizational growth, please reach out to your Sanford Rose Associates® executive search consultant today. - Karen Schmidt
10
Surviving the Slump
How excited do you think Pat Sajak is to ask contestants to buy a vowel after all these years? Do you think Beyoncé is tired of singing “Single Ladies” yet? Which do you think Michael Jordan loved more – the championship rings or shooting practice free throws for well over two decades of his life? There are monotonous phases of every career, even if your career is that of a pop star, a game show host, or a sports legend. We are certainly not exempt from that monotony either! You might not be experiencing it right now, but someone you lead might be. You might be in the height of peak professional fulfillment season, but start to coast after the holidays and need a boost. The purpose of this SRA Update is not to serve as a downer, but to serve as a preemptive boost to what everyone will experience at times throughout their careers! Our Update addresses short-term solutions for managing a slump, mitigating boredom, and developing a carefully balanced mix of deliberate grind and patience. Even if you are in a great place professionally, if you implement a few of our suggestions, your great year can continue to evolve into something even greater. Slump vs Burnout Before we jump in, recognize that there is a difference between a slump and being burned out. A slump requires reengagement, whereas a burnout requires a comprehensive analysis of responsibilities and an analysis of future career path. A burnout can be solved by adding responsibilities to your plate, by building a team around you, and by outsourcing the competencies that are the lower level competencies that would allow somebody to spend more time performing highly valued tasks. Now, in order to successfully accomplish all of that, you have to be someone who others want to follow! If fearful that you are facing burnout, start first with treating it as a slump so you can pull yourself (or others) out of it long enough to give options for a long- term solution. Commit to Change Pop quiz: Five frogs are sitting on a log. Four decide to jump off. How many are left?
key projects are complete. Contrary to what you might be thinking, this is not being irresponsible or avoiding responsibility; it’s reassessment, and it is at the very heart of getting out of a slump. Eliminate everything with the exception of the most important objectives and don’t get distracted by anything else. Have a Plan Benjamin Franklin is credited with the phrase “If you fail to plan, you are planning to fail.” Two hundred years later, that still rings true. Do not leave the office or go to bed at night without knowing exactly what your day is going to consist of tomorrow. Some adults view a plan as something that is boring and stifling; as an alternative, many “wing” their day and have no idea what they are going to do. Subsequently, many feel stressed, anxious, overwhelmed and as though they are falling short of their true potential. The answer lies in carefully designing a routine that works best for you - one which helps you be productive, in control, and the best version of yourself possible. When you carefully craft a personal routine and stick to it, it allows you get the most important things done first and out of the way. Actively Learn In nature, plants either grow or decompose; they do not stay the same. People are the same way; in an organization, nourishment is supplied by learning. What are you doing to foster training, growth, and new perspectives for yourself on an ongoing basis? Consider this dilemma: a horticulturalist is stressed out because his plants are dying, but is so preoccupied trying to figure out the underlying problem that he does not have time to water the plants. Should he just continue to pray for the good luck of rain, or would he be better served by changing his schedule around so he has time to water his plants? “We don’t have the money to invest in training.” “We’ve had a really bad quarter and don’t have time for this right now.” “I’m not in the right mindset to be open to new ideas right now,”…these are all the same thing as saying “my plants are dying, but I don’t have time to water them.” Be proactive in seeking your own professional water, and actively learn – with outside help if needed! Finding People Who Make a Difference® People are our most valued asset, and for more than 60 years, Sanford Rose Associates® has been committed to “Finding people who make a difference®” for our clients. Executive Search Review has recognized Sanford Rose as being one of the Top 10 Search Firms in North America with 180+ offices worldwide. To learn more about how we can support your professional and organizational growth, please reach out to your Sanford Rose Associates® executive search consultant today. - Karen Schmidt
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The answer is five. Why? Four decided to jump off, but that’s all they did. There’s a big difference between deciding and doing. Commit to just a couple of changes, and commit to how long you will change those things. At the end of that timeline, ask yourself “did I get enough from that that I want to keep doing it?” If you want to keep doing, great! If not, commit to changing something else. But instead of committing to running a marathon, commit to running twice a week for two weeks and then reevaluating. Instead of making dramatic statements about changing your work habits, commit to working late two nights a week for the next two weeks. Do not get overwhelmed with the long-term nature of significant change; instead, focus on small wins that you can control and then control them! Streamline Next, consider removing the unnecessary from the calendar. Focus on whatever those most important objectives are. If your mission is to generate new clients, then remove essentially everything else from your calendar that’s not related to developing new clients. If your key objective is to complete some projects that have been looming over your shoulder, postpone coffee meetings and other tasks until those
11
Your Dash
Alton Maiden played Defensive Tackle for The University of Notre Dame under legendary Coach Lou Holtz. In late October 1996, the Fighting Irish arrived in Dublin, Ireland to prepare for the first-ever Shamrock Classic – a November 2 football game between Notre Dame and the United States Naval Academy. During their time in Ireland, the team was able to do some sightseeing. One of their stops was a 12th century cemetery. Coach Holtz said, “All we saw were dilapidated walls and huge tombstones.” Holtz would soon learn that Maiden saw something very different. Maiden was so moved by the cemetery experience that he sat down in the midst of those dilapidated walls and huge tombstones and wrote a poem called “The Dash.” I’ve seen death staring me with my own eyes in a way many cannot know. I’ve seen death take others, but still leave me here below. I’ve heard many mothers’ cries, but death has refused to hear. In my life I have seen many faces filled with many, many tears. After death has come and gone, a tombstone sits for many to see. But it serves no more than as a symbol of a person’s memory. Under the person’s name it reads the date of birth and the date the person passed. But the more I think about the tombstone, the Important thing is the dash. Yes I see the name of the person, but that I might forget. I read the date of birth and death, but even that may not stick. But thinking about the person, I can’t help but remember the dash. Because it represents a person’s life, and that will always last. So, when you begin to charter your life, make sure you’re on a positive path. Because people may forget your birth and death, but they will never forget your dash. After learning of the poem, Holtz not only read it to the entire football team, he published it in his book, “Winning Every Day” and went on to recite it from memory during his many speaking engagements around the world. What are you doing with the rest of your Dash? There is an opportunity to connect purpose and meaning to each daily activity, and a choice to connect it. We have the freedom to choose our actions, our profession, our financial needs, and the path of our life. Each day is not about what we have to do. It’s about what we get to do. Because, people may forget your birth and death, but they will never forget your Dash. Clayton Christensen offers us some solid advice on our Dash. Christensen was an American academic and business consultant who developed the theory of “disruptive innovation.” He was a Harvard Professor and author of several books, including the groundbreaking The Innovator’s Dilemma. Christensen wrote a 2010 article for The Harvard Business Review called “How Will You Measure Your Life?” that has become a HBR Classic. The article shares how he challenges his students each semester to take the management theories they learn in his class and apply them in answering three questions about themselves:
• How can I be sure I will be happy in my career? Christensen stresses that doing deals doen’t yield the same rewards as building up people. He teaches that management is the most noble of professions if it’s practiced well, as no other profession offers as many ways to help others learn and grow, take responsibility, and be recognized for achievement. • How can I ensure my relationships with my spouse and my family become an enduring source of happiness? Here the Professor encourages his students to create a strategy for their lives, drawing an analogy with how company strategy is defined and implemented. A company’s strategy is defined by the types of initiatives it invests in. If those resource allocations and investments are not managed properly, the outcomes will be very different than those intended. No one leaves college planning to eventually get divorced or have strained/estranged family relationships, yet it is commonplace among Harvard alumni. He stresses to students the importance of keeping the purpose of their lives at the forefront as they decide how to spend their time, talents, and energy. It is those decisions that ultimately shape your life’s strategy. How can I be sure I’ll stay out of jail? Christensen asks this provocative question for a reason. Harvard has had it’s share of alumni make poor decisions that led to jail - Enron’s Jeff Skilling was Christensen’s classmate. Perhaps a more tactful question would be, “How do I live a life of integrity?” Finance and economics courses teach that in evaluating alternative investments, we should ignore sunk and fixed costs and instead base these decisions on marginal costs and marginal revenues. This biases companies to leverage the past versus create the future, but the danger here is that the future is rarely the same as the past. • We unconsciously employ marginal cost thinking in our personal lives when we choose between right and wrong. A voice in our head says, “Look, I know, generally, most people shouldn’t do this, but in this circumstance, just this once, it’s OK.” The perceived low marginal cost of doing something wrong “just this once” suckers you in, and you don’t look at where that path is headed or at the ultimate cost of that choice. Justification for infidelity and dishonesty, in virtually all cases, lies in the marginal cost economics of “just this once.” Your Dash matters. Alton Maiden is a teacher in his hometown of Dallas, TX, focused on students with some of the greatest challenges facing adolescents today. Lou Holtz continues to inspire people all over the world, even though he is 85 years old. Christensen taught thousands of Harvard kids the importance of using the right yardstick to measure their lives. How about you? How will you live the rest of your Dash? Finding People Who Make a Difference® People are our most valued asset, and for more than 60 years, Sanford Rose Associates® has been committed to “Finding people who make a difference®” for our clients. Executive Search Review has recognized Sanford Rose as being one of the Top 10 Search Firms in North America with 180+ offices worldwide. To learn more about how we can support your professional and organizational growth, please reach out to your Sanford Rose Associates® executive search consultant today. - Karen Schmidt
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