Trying to keep young employees from quitting? It’s not about money.

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When young people talk about wanting faster promotions or higher salaries, it’s a red herring. What young people really want at work is opportunity for personal growth, but they’re scared that you won’t be able to give that to them, so they ask for a promotion instead. The problem is that a title change and four percent raise are not going to matter much to the twentysomething who is not planning to climb your corporate ladder anyway.

What will matter? Here are some ideas to consider:

1. Offer good projects.
It’s not that young people won’t do bottom-rung work. They will. Every twenty-two year old understands that someone has to operate the copy machine. The important thing is that this should not be the whole job. One hour a day of getting coffee is fine if the rest of the day is spent writing feature articles for Vogue. Today the workplace is transactional. There are not long-term promises, there is, What can you do for me today? Tell the young worker what you need done, right now, and tell him or her what growth opportunity you will offer in exchange, right now. We all know that jobs are not long-term engagements anymore, so don’t make the promise of interesting work based on a long-term stay.

2. Flexible hours.
When managers institute a policy for measuring work completed rather than hours at the office, employee turnover decreases by more than 50%. Younger workers are the most indignant when it comes to being required to work 9-5 every day. So instituting flexible hours will have the most impact on this group of employees. Don’t be shy about countering a request for a raise with an offer for flexible work days. In poll after poll young workers say flexibility is more important in a job than money, and if you are in doubt that this applies to your own employees, use employee survey companies to find out.

3. Training.
The average salary increase is four percent. Even if it were double that, you are not going to change anyone’s life with that raise, and they know it. But training and building a new skill set can change someone’s career by opening new doors. So find out what sort of skills your employees are looking to build and help them with that education. Also, keep in mind that training doesn’t have to cost your company a cent. Young people place enormous value on mentoring. They want constant feedback. Offer structured, constant feedback in place of salary increases and promotions. If the mentoring is good, the lack of promotion won’t be a sticking point.

4. Intrapraneurship opportunities.
If you ask young people what their dream job is, most will say entrepreneurship. But most don’t have any idea what sort of company they might start. So, in the mean time, while they’re dreaming up company ideas, they need corporate jobs. You can endear yourself to your young employees by giving them intrapraneurship opportunities – these are startup situations within a larger company that give participants training for when they want to start their own company. You can also help a young person to engage in work by explaining why a given skill will be essential to their future as an entrepreneur. In one of the great ironies of the new generation, if you teach someone skills to run their own company, they are more likely to stay longer at your company.

5. Offer Office Perks
More than ever, younger employees are incentivized and motivated by their office environment. This includes positive relationships with fellow employees, feelings of teamwork and encouragement, and free snacks and beverages. Offering a modern break room with quality, healthy snacks and office coffee services, as well as facilitating positive team interactions are great ways to create a rewarding office environment.

I’m curious to hear from readers. In a workplace where people switch jobs all the time, what are other things that make you stay in a job?

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7 Tricks for negotiating in business situations

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Your gender might matter most when it comes to negotiation — women just aren’t as good at it as men. Part of the reason for this is that women are more hesitant to ask. But to be fair, women who negotiate competitively are judged negatively, whereas men aren’t.

BATNA Thousand

Another factor that has a huge impact on your ability to negotiate is the power of your BATNA — or Best Alternative to a Negotiated Deal. William Ury, author of the negotiation bible “Getting to Yes,” says that the key to effective negotiation is learning how to read the core needs of each side. If you can estimate the BATNA of each party, then you’ll be clear on where you can push during the compromising stages.

I learned about Ury’s methods when my husband and I were in couples therapy. The therapist taught us to stop trying to change each others’ needs and to understand them instead. This is how we got better at accommodating each other in a way that didn’t crush us. And it was a great lesson in negotiating that went way beyond our marriage.

Meeting Expectations

Ury focuses on strategy — he teaches how to understand the big picture from both sides. But you also need to have some tactical plans. I learned mine from one of my former bosses. My strengths are management and coming up with ideas. One of the reasons I took a job with this guy was because I knew he had totally different skills from mine: He was a great dealmaker, especially in business meetings.

This boss gave me so much negotiating advice it could fill 50 columns. Here are seven of the most memorable tactics I learned from him:

1. Don’t attend a meeting without decision-makers.

If you can’t get the meeting organizers to tell you who’ll be making decisions about the items under discussion, tell them you’re sending an admin to the meeting in your place. When they complain, say, “Then why don’t we both send our decision-makers?”

2. Don’t take a meeting unless you know who’s attending.

If the person who scheduled the meeting won’t tell you who’s going to be there, call just before the meeting and say, “I’m calling to see if the meeting’s still on. Please give me a call.”

When my former boss did this and got a call back 10 minutes later saying that the meeting was on, he asked, “Great, who’s coming?”

3. Always have a scapegoat handy for hard questions.

This is a person who takes the first shot at an answer to tough questions.

When my boss and I went into a partnership meeting and they asked how we would handle billing to small businesses, I told them we’d do it by hand. After a half-minute of me going on, my boss came up with a more reasonable answer because I had bought him the time to think.

4. Treat your lawyer like your friend.

Of course, the company’s lawyer was my boss’s friend because he only hired his friends. But lawyers at top-tier firms are generally smart people who shunned a risky career path by going to law school and then straight into a big law firm.

Consequently, they can keep a meeting strategy in their head and help you think of the other company’s point of view. And while some people say lawyers are slow thinkers, I think this is an illusion created by hourly billing.

5. Inundate the other side with information.

When my boss and I met with venture capitalists, they fired off question after question. We began to be able to predict their questions and created bright, visual charts and diagrams to answer them.

This caused the VCs to slow down in order to look at the charts, which allowed us to finally say what we wanted to say.

6. Don’t fidget.

In the first meeting I had with my boss, he noticed that I dropped my pen eight times. A fidgeter doesn’t know she’s fidgeting because she’s too absorbed in the fidgeting.

Someone who’s relaxed and confident doesn’t look rigid, and definitely doesn’t fidget. Even if you can’t master this, at least look around the room to see who has: They’ll be the toughest negotiator.

7. Believe you’re good at negotiating.

If you think you’re bad, you’ll be bad. If you believe you’re smart and you do a lot of preparation, then there’s no reason not to think you’re good.

If you really, really don’t think you’re a good negotiator, go to work for someone like my ex-boss. When you’re surrounded by great dealmakers, some of it starts to rub off on you — that’s how it worked for me.

 

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Hold CEOs accountable for their bad parenting

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Recently, Wellpoint dismissed its CFO, David Colby. Wellpoint cites personal reasons. The LA Times tells us that it’s the numerous mistresses he was leading supposedly exclusive relationships with. The problem here is not that executives cheat on their wives. They do it all the time. What we can take from the Wellpoint dismissal is that big companies value discretion when it comes to cheating on a wife. Three at once, and they’re all talking – that’s too much for a board to take.

But here’s the bottom line from all this corporate discipline hoopla: Senior executives must lead their personal lives in accordance with the values of corporate boards. Their personal life is no longer their own, according to Shelly Lazarus, CEO of Ogilvy & Mather.

Thank goodness these boards do not value fathering, or else there would be no one to run the Fortune 500. Because there appears to be little room for parenting if you’re at the very top.

Fortune magazine ran an article about Howard Stringer, CEO of Sony. He is married with two children and is quoted as saying at company meeting, “I don’t see my family much. My family is you.”

Fortune ran a profile of Jeff Immelt, chief executive of GE. Immelt said that he has been working 100-hour weeks for the last twenty years. He also said that he is married and they have an eighteen year-old-daughter.

I can’t decide which is more pathetic – the way these men approach their role as a parent, or the way that Fortune magazine writes about it without any commentary.

How can there be no mention of the fact that these CEOs are neglecting their kids?

We have a double standard in our society: If you are poor and you abandon your kids you are a bad parent. But if you are rich and you abandon them to run a company, you are profiled in Fortune magazine.

I now quote a government publication aimed at low-income fathers:

“All children need emotional and financial support from both parents. The campaign goal is to convey…the importance of family life and to encourage fathers – whether married, divorced or single – to become involved in their children’s lives… Responsible fathers are men who actively share with the mother in providing physical, emotional and intellectual needs for their child.”

This standard applies to Stringer and Immelt. Just because they’re rich doesn’t mean their kids don’t need to see them. How is Stringer providing emotional support to his children when he is telling his employees that he has replaced his family with his employees? And I question how someone can spend 100 hours a week working and still find time to actively share in parenting responsibilities.

Fortunately, respect for this sort of parenting outside the board room is dwindling as baby boomers disappear from the parenting picture and Gen-Xers take their place. Sylvia Hewlett presents research to show that while baby boomers are willing to work extreme hours, younger people scoff at the idea of doing that for more than a year. And recent polls (via Hole in the Fence) show that men are sick of the long hours and want more time with their kids: Almost 40% of working dads would take a pay cut to spend more time with their kids.

It’ll be a great day when CEOs are dismissed for neglecting their kids. Meanwhile, employees, beware: CEOs like Stringer and Immelt have a negative effect on your own ability to keep your personal life intact, because work-life policy starts at the top and trickles down.

When you are looking for a company to work for, look at the CEO. If you find out he’s having sex with four different women, you don’t have to worry – he’s about to be fired. But if he works insane hours, you can bet that you will be expected to do the same, on some level. And my gosh, if he refers to you as his family, run!

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Brazen Careerist blog makes its television debut

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So, I went to Tampa, FL for two days. I met a bunch of great people at the book signing, and I did a couple television interviews about the book — one with Charley Belcher who is a very funny guy. The Tampa Tribune called my blog “smart and insightful” and Fox News did a news segment about me blogging. The most interesting part of this program might be the fifty camera tricks it takes to make the actual act of blogging look visually interesting. Check out the Fox News segment here.

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Twentysomething: Problems with working at a big company

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By Ryan Healy — If there is an overarching impact my generation is already having on the corporate world, it is entrepreneurship. Roughly 80% of my friends and acquaintances plan to start their own business at some point. Both males and females, college grads and current students, everyone wants to run their own business, and many of us will.

However, it is not practical to assume that everyone will. In fact, I would bet that less than half of the aforementioned people will take the plunge into entrepreneurship. The economy needs both entrepreneurs and employees to run successfully and let’s face it, not everyone is cut out for the risky, constantly changing life of an entrepreneur.

That said, I don’t think my friends will land at large companies, either. They’ll go to smaller ones. Here are three reasons why large companies will have an increasingly difficult time trying to recruit and retain their young talent.

1. Following the crowd is boring.
To me, there is something very unsatisfying about being one of many. This does not mean that I want to rebel or move to a remote village and drop out of society. This means that I know I am an individual and I know I can achieve what I set my mind to. Because of this, following the crowd and working in a large organization with hundreds or thousands of people doing the same tasks is very disheartening.

Ben Casnocha, the best example of a young entrepreneur I can think of, sums it up best in his book, My Start Up Life. He says, “I don’t want to be normal, I want to be something else.” Simple, straight forward and to the point, this quote sums up how young, ambitious people think. These days, it’s all about going above and beyond “the crowd.” And where do you follow the crowd more than in a massive organization?

2. Bureaucracy is a waste of time.
During one of my far-too-common discussions with a friend about paychecks, raises and the corporate BS involved with them, my friend said, “I’m going to start looking for another job that pays more money. I can’t ask for a raise –I don’t even know who to ask!”

If you have a boss who reports to a boss, who reports to another boss etc. it is going to take weeks or months to get your request to the right people. And who exactly are these right people anyway? Many people I know have multiple supervisors. Which one do you ask?

I guess my friend could go to the HR department with the request, but the chances of the HR folks knowing his job responsibilities or knowing which manager to contact about the request are slim. When HR finally figures all of this out, my friend would have missed out on three or four paychecks that could have been paid at the higher rate.

So it’s not hard to understand why he is about to begin interviewing with other, smaller companies.

3. I can be a CEO and an intern at the same time.
Because of the hierarchical structures that nearly all organizations adhere to, big decisions and big-picture work happen at the top of the food chain. Smaller organizations can be much less rigid and more lenient then large organizations because of the high visibility across the organization. Even if a young person isn’t able to make the huge decision, at least they know the person who did. And they can decide if they trust the decision-maker to lead the company in the right direction.

It’s ironic that I am barely a step above an intern at my corporate job, but one could argue that I am the CEO of Employee Evolution. During the day I often perform low-level intern-type tasks, but at night I have meetings with entrepreneurs and authors, record podcasts for the Wall Street Journal and discuss my vision for the future of Employee Evolution with my web designer. It’s not hard to see why 9 to 5 at a big company probably isn’t the quickest way to the top.

Ryan Healy’s blog is Employee Evolution.

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How to negotiate when you have nothing to leverage

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You probably know by now that while I go by the name Penelope today, it didn’t start out as my real name. It was a pen name. My editor at Time Warner gave it to me, and the first time I saw it was in a contract. It looked like a good place to start negotiating.

But when asked about writing under a different name my editor said, “When you’re Dominick Dunne you can negotiate with Time Warner.”

And herein lays the problem with most negotiations. You are in a great position if you have something to leverage, like, another person willing to give you the same type of deal. This is called your BATNA (best alternative to negotiated agreement). But in most cases, one party has an especially terrible BATNA. In the case of me and Time Warner, if I said no to them, they would have ten million people who would love to write a column for them. If they said no to me, I would not have a column.

Yet most advice about negotiating assumes you have a good BATNA. In an interview I did with William Ury, the author of my favorite negotiation book, Getting to Yes, he said that negotiation is all about knowing your BATNA and knowing the other party’s BATNA and then helping both of you to get what you want.

If you think about negotiating from this vantage point, then you can understand why job hopping is okay in today’s market: the BATNA for young people is stronger than the BATNA for hiring managers. Hiring managers are scrambling to hire young people and the young people are quitting faster than human resources can replace them. Meanwhile, the alternatives for young people are increasing – they can live at their parents’ house, they can start their own company, and they can travel. All great alternatives to getting a job at a company.

That said, sooner or later each of us finds ourselves in a situation where we have a really lousy BATNA. I find myself in this position a lot, as a writer. For example, a very large syndicate asked me to write for them. It would have meant having my column run in 400 newspapers at a time when I had about ten newspapers. I sent the contract to my lawyer, thinking he’d just take a quick look and say yes. But he told me that there was a clause that made me essentially unable to write for anyone else. Ever. We tried negotiating and they wouldn’t budge. Of course they wouldn’t. Millions of people want to write a syndicated column. So I had to say no. It was a very hard decision. In hindsight I am thankful for that lawyer, but for years after that, every time I found myself struggling, I worried that I did the wrong thing with the syndicate.

When Yahoo offered me the chance to write for them, they gave me a difficult contract. I gave it to the lawyer and the lawyer was very frank: It’s not a great contract, but it’s a great opportunity, and you should take it. So we talked about some things I could try asking for that would not be that hard for Yahoo to give on, just to be nice. I gave Yahoo a short list, they picked a few things, and I signed.

So what have I learned from all this? If one person has a great BATNA and the other has a terrible one, it’s not really negotiations; it’s trying to get a little something extra. It’s asking for a favor. If you approach negotiations from this perspective then you are much more likely to get a little bit of what you want.

Figure out where your counterpart might be willing to give a little. Even if your BATNA clearly stinks, most people you negotiate with will be willing to give a little just to create some good will for the working relationship you are establishing.

So you can read all the negotiation advice in the world, but if you have a terrible BATNA, what you really need is advice about how to ask for a favor. And, ironically, the advice for asking for a favor is the same advice for negotiating: Know what is most important and least important to both parties.

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Reminder: I’m in Tampa today

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I hope I’ll get to meet a bunch of you tonight, at 6pm.

Inkwood Books
216 South Armenia Avenue
Tampa, FL 33609-3310
(813) 253-2638

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How to get a six-figure book deal from your blog

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I’m going to tell you how to get a six-figure book deal from your blog. People ask me this question all the time, and I have been a little hesitant to give people advice because I had only sold one book, and maybe it was luck, because it’s hard to know how to do anything from just doing it once. But now I feel like I know a bit because I just got my second book contract, based on my blog.

Here are ten tips for getting a book deal of your own that is based on that blog you’ve been writing.

1. Solve a problem.
Non-fiction books define a problem and offer a solution. This is what makes the consumer buy the book. A blog can be a fun rant. A book needs to be more than that.

Do the “how to be” test. Can you say, “My blog is about how to ….” And finish the sentence? You need to be able to do that to turn your blog into a nonfiction book.

For my book, I said I’m solving the problem that most career advice books are irrelevant to the current market. I did a they say/I say section. For example, they say report sexual harassment/I say don’t. They say don’t lie on your resume/ I say be practical.

2. Have a big idea.
A blog is a big pile of small ideas adding up to a community of people talking about those ideas. A book needs to be more than that. A book needs to add up to a big idea. You get your advance based on how big the idea is. One of the hardest lessons for me was that I thought I would just put a bunch of posts together in to a book. But my editor rejected that when I turned it in. The posts need to be organized in a way that builds up into bigger ideas (chapters) into a big, grand idea (the book).

Aside from Seth Godin, who is an industry unto himself (mostly as a public speaker), there is no record of printing out a blog and having a six-figure-worthy book.

3. If you’re in a niche, make it a big one.
Editors don’t like to buy a book that is in a field where no other books exist. In the blogosphere, if no one is blogging about your topic, it’s probably because you’re in a very small niche. Niches are fine for blogs, but not for six-figure book contracts.

Also, ask yourself if you are solving a problem for a mass market or a niche market. If you’re in a niche, you need to expand your reach by choosing topics for a more broad audience.

4. Have a big audience, but say they are old rather than young if you want a lot of money.
Most blog readers are young and most book buyers are old. Therefore, books that are geared exclusively toward young people often come out as paperback originals, which don’t get huge advances. Figure out how to sell your broader portion of the population.

5. Have a lot of blogger friends to promote the book, but talk mostly about USA Today.
It’s true that a few books, like The No Asshole Rule and The 4-Hour Work Week, got to the top because of initial support from bloggers. But publishers aren’t making bets that they can tell which books this will happen with next time. So you need to tell the book publishers that you can get a lot of attention from conventional media outlets. Editors are more comfortable with traditional media. After all, that’s what book publishing is.

6. Follow conventions.
Most of the non-blog world sees bloggers as the Wild West, at best, and a freak show at worst. The publishing industry is wary of being able to translate bloggers into authors, and there have been a lot of high profile flops. So make your writing look like the kind of writing that agents and editors are used to dealing with. This means not only very high quality writing samples (which will probably be blog posts). But you also need to follow the conventions for writing a killer proposal.

7. Find someone to model yourself after.
I am not the only person to get a book contract from a blog. Here are some others: Gina Trapani at Lifehacker, Shauna James at Gluten-Free Girl, and Joe Bageant. When you were in sixth grade, you read five paragraph essays in order to figure out how to write one. When you started blogging, you read other peoples’ blogs to figure out how you wanted to do your own. Now you should read books by bloggers in order to figure out how to package your own blog into a book.

8. Put your blog in the marketing section of your proposal.
A book proposal is about the idea, and who you are and how you’re going to sell the book. If you have a large blog readership, you can say that in the marketing section. You can’t say they’ll all buy the book. If that were true, Gina Trapani would have the one of the biggest selling books ever. But you can say that the blog will provide a lot of buzz and a lot of customers.

9. Trust that agents know a good proposal when they see one, but try again if you get a bad response.
Here’s how I got my agent: I bought The Writer’s Market and picked out five agents. Here was my criterion: I only chose agents who said they weren’t accepting new clients, because I wanted someone who was established and doing well. And I picked people whose last names started with letters at the end of the alphabet because I thought other people who pick agents randomly probably start at the beginning, so people at the end must not get as much mail.

This experience makes me trust the agenting system. It’s not hard to tell the big agents – look at the books they represent. Send your proposal to agents who represent books like yours. If no one likes your proposal, admit that your idea is flawed. Figure out why, fix the problems, and try again with another proposal.

10. Use blog comments to train yourself for rejection.
If there is any way to prepare for the constant rejection from the publishing industry, it’s by answering the negative commenters on your blog. Respond in an even-handed, respectful way. This is how you’ll have to respond to agents and editors who try to poke holes in your proposal. For example, I wrote eleven proposals that my agent said no to before she sold my most recent one.

That’s a lot of work. But, to be honest, it’s not as much work as posting to a blog five days a week.

 

This is cross-posted at ProBlogger. Which, by the way, is the online resource that has been the most helpful to me over the past year as I have been figuring out the blogging world. ProBlogger has great answers to a very wide range of how-to-blog questions.

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Workplace etiquette and the art of selling it

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Have you read Bob Sutton’s book The No Asshole Rule? It’s a great book because it is the harbinger of two trends that I care a lot about.

First, this book is the first business book we can definitively say that the bloggers made a bestseller. Offline bookstores wouldn’t carry it because of the A word. And print publications wouldn’t write about the book either. My column in the Boston Globe is a good example. I wrote about the book, and my editor refused to run the title. But Bob got great press online, and eventually, brick-and-mortar stores had to carry the book because it was a bestseller.

This book also definitively marks the moment when it stopped being okay to be a jerk at work. People used to think it was okay to be the eccentric, difficult genius. When the Harvard professor Tiziana Casciaro conducted research about how people would rather work with someone incompetent than unlikable, I jumped all over it, but to be honest, the data went mostly unnoticed outside of the corner offices and the academics who visit them.

Bob Sutton ushered in the broad understanding that the total cost of working with an asshole is so high that it’s not worth it. He started naming names (Steve Jobs, anyone?). And he gave a self-exam that more than 100,000 people have taken. The book is so full of research that it has become impossible to justify being a jerk. Even to yourself.

There are some other books about workplace etiquette that have the good fortune of coming out right as Sutton’s book has paved the way for us to start talking about the nuts and bolts of being nice at work.

30 Reasons Employees Hate their Managers, by Bruce Katcher
Yes, I know it says thirty, but most of the reasons can be boiled down to one reason: Gratitude. If you manage someone, they are trying to please you. They are trying to do what you want. How can you not thank them? This is something we teach to five-year-olds.

The idea that you don’t have to verbally acknowledge people comes from the old-fashioned idea that managers can motivate people with money. That used to work well, but it doesn’t anymore. Today it is insulting to suggest that your employees are just there for the money. They want way more than that. They want to stretch themselves to do their best work and then get acknowledgement for it. And before you get all snippy about this being unreasonable, take a look at this article in the Harvard Business Review that says reaching goals and receiving praise for it makes for the most productive and happy workplace. Managers: People do not want your money as much as your acknowledgement.

Work 101: Learning the Ropes of the Workplace Without Hanging Yourself, by Elizabeth Freedman
This book is an offbeat etiquette book for people who will never need to know how to use a fingerbowl. (Side note: Yes, I did have finger bowls at my sixteenth birthday, and yes, it was insane because none of my friends knew what they were.) If you are just entering the workforce, this book will be a good introduction the unspoken rules at work, like “Your boss holds the keys to the kingdom.”

If you have been in the workforce a while, this book is a great introduction to how to use a book to propel one’s consulting business. Freedman goes to companies and teaches young people how to be more professional. And this book is a great calling card for consulting gigs, which pay way better than book publishing. Another side note: When I was younger, my boss hired a consultant to help me with these issues. She told me not to show so much cleavage. I never knew I had any. In this way she boosted my confidence and changed how I saw myself.

45 Things You Do That Drive Your Boss Crazy, And How to Avoid Them, by Anita Bruzzese
This book, too, is basically 45 things that come down to one: If you are a jerk, your boss won’t like you. The thing is that there are so many ways to be a jerk, and it’s a pleasure to see them organized into essential categories like “Stupid, sloppy and sleepy” and “Snippy, snotty and socially stunted.”

Maybe I’m partial because we’re both newspaper columnists, but I have to say that Bruzzese writes very well. But side note: What’s up with her name? Who has any idea how to pronounce it? If you want people to talk about the stuff you do, you need a name people can say. Of course, this is easy for me to say since I’m already on my fourth name now. But remember how blogs did wonders for the book with the unprintable title? Maybe blogs can also do wonders for an author with the unpronounceable last name.

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Twentysomething: The Paradox of Choice, gen-Y style

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By Ryan Healy — Go to college, graduate with a technical degree and become a professional, preferably a doctor, lawyer or accountant. Join the workforce for a few years, then get married and have a kid or two.”

According to my father this was the typical advice given to young baby boomer boys growing up. Their parents expected them to follow the same straight and narrow path as them. They had a few choices; follow the advice or rebel and make it on their own.

“Be whatever you want to be. Find something you love and pursue that passion. With enough desire and enough hard work you can do anything you set your mind to.”

This was the advice I received growing up. Flash forward to today and I’m still trying to figure out what it is that I love. There are too many choices! Should I join the Peace Corps and rebuild houses in Mongolia? Should I work for a presidential campaign for a year? Should I go to Wall Street and become a money making machine with no time for a social life?

Not only can I choose any career, but I can choose any city, state or country. My family lives all over the United States and my friends live all over the world. I can communicate and keep relationships with them through the internet no matter where I move. I feel no pressure to get married or start a family any time soon. I can do all of these things when I am ready.

The choices go way beyond career and family. I can choose from hundreds of TV channels, and if I don’t like the graphics I can choose to watch them in HD. The Internet, where I spend too much time, is a big black hole of decisions about information. Even the cereal aisle at the grocery store can turn into a painful decision process. Life in the 21st century is a constant choice.

If you don’t have you’re head on straight it is much easier today to become paralyzed into inaction because you don’t know what the perfect choice is. Many of my peers will probably never specialize in anything because we will never be satisfied. How can we be? There is so much more to do and so much more to explore. And it’s just a click or two away!

Having an unlimited amount of possibilities is one reason so many of my friends move back home after college. They just don’t know what the right choice is. I can see why some people think this is a problem. Living at home until age twenty-five was not the norm in the old days, but neither was working eight different jobs by the time you are thirty. As long as you are working towards an end goal or figuring out what line of work will be best for you, living at home for a few years is a great option.

One of the most difficult realizations I have made is that there is no such thing as the perfect decision. Whether you are picking out what type of cereal to buy, what TV show to watch, or what career path to venture down, you can only make a decision based on what you know at that particular time. This is why it is so cool to be joining the workforce today. If you make a bad decision and enter a new career that doesn’t align with your strengths, wants, or desires, then you can simply pick up and make another career change with very little consequence.

Making the wrong career choice is not nearly as life altering as it was thirty years ago. It’s a different world today. It’s a beautiful world filled with endless possibilities, and maybe too many. But you know what? I would never trade a life filled with unlimited possibility for a pre-written script. Luckily, that’s one choice I don’t have to make.

Ryan Healy’s blogs is Employee Evolution.

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