The best thing you can do if you want a flexible schedule is ask for it. Younger workers are finding more and more success when they ask, which should give everyone encouragement to request flextime if they want it.
Laurie Young is a founder of Flexible Resources, a company that specializes in finding flextime jobs for people, and she spends her days convincing employers to create innovative positions. You will probably have to do some convincing as well.
It makes sense: You’d never ask for a raise without presenting competitive salary analysis, and you should do the same when asking for flextime. Fortunately, there is a lot of research to present because many companies offer flextime, and it actually helps those companies because flextime is a cheap and effective tool to boost employee morale.
But keep in mind that flexible schedules aren’t available to people who get the job done. Flextime is generally only offered to overperformers. So be one.
Here’s some advice for those of you who don’t like your job: Maybe your job is not your problem. Maybe it’s that you are not trying hard enough to make friends at work. People with one friend at work are much more likely to find their work interesting. And people with three friends at work are virtually guaranteed to be very satisfied with their life.
These are some of the findings Tom Rath reports in his new book, Vital Friends: The People You Can’t Afford to Live Without. As a longtime Gallup employee, Rath draws on a massive number of interviews conducted by this polling organization.
Rath says a friend who can change your work environment is “someone you spend a lot of time in a relationship with. And you are probably making a difference in that person’s life, too. If the person were gone, work would be less fun.”
Nikhil Rajpal, at Project: Think Different identified a best friend at work immediately: “My friend Will and I go to lunch together every day. When work gets tough the friendship makes it easier to get through the day. When one of us is stressed or had too much work one of us buys the other coffee and we walk around and talk about it.”
Rath has identified eight different friendship roles. No single person can be all these roles at once, and the fatal flaw people make in relationships is asking that of one person — often a boss or a spouse.
A navigator, for example, is someone who is like a mentor. You don’t need to have regular conversations with the person, but when you do, they are very meaningful in your life. A connector is the type of friend made famous by Malcolm Gladwell, in The Tipping Point, for being able to give you a network. And a champion is the type of friend who thrives on your accomplishments and happiness.
The threshold for gaining the benefits of health and life satisfaction from friendship is three or four friends. Here are some steps to make those friends:
1. Identify someone appropriate.
“When I was in human resources I had a lot of confidential information, so it was no surprise that I became friends with the executive assistant for the CEO, who also had a lot of confidential information,” says Heather Mundell, career coach and author of the blog Dream Big.
2. Be open.
On the Internet, where ranting is de rigueur, it would seem that half of all workers are surrounded by idiots. This way of thinking will not find you friends. “We like to think we can size someone up in ten seconds. But often our opinions of people change over time,” says Mundell.
3. Make time for face-to-face contact.
“If someone stops by your cube and says do you have few minutes? It’s nice if you do. Be a good listener,” says Mundell. “Over time, problem solving together and venting will lead to building trust. You should stop by peoples’ cubes and shoot the breeze, too.”
4. Choose your surroundings carefully.
Find an office that encourages friendships — the structure of workspaces, the quality of common areas, the size of the well-stocked fridge — all these factors can contribute to making an office full of friendships. Rath found that you are three times more likely to have a close-knit workgroup if the physical environment makes it easy to socialize.
5. Find coworkers with shared vision and values.
This situation is probably most common at a nonprofit like Project: Think Different: “Everyone is linked together based on a passion for what we’re doing,” says, Raipal. “We all have a strong desire to change messages in pop culture.”
6. Shift your focus away from yourself.
“People spend so much time trying to manage themselves,” says Rath. Formal education focuses on mastery of topic areas, and graduate school allows you to focus on your own interests. But “when it comes to improving our lives,” writes Rath, “it’s the energy between two people that makes a difference.”
This is going to be a big change for most people. Most workers do not make friends at work. But without a best friend at work, the chances of being engaged in your job are slim. So maybe you should put aside advice about finding the perfect job by searching want ads for your calling. Instead, look for a job and an office that facilitate relationships; friendship is your calling.
One of the best ways to get what you want is to be an extraordinary performer at work. Stars get more training, more mentoring, better projects and greater flexibility. Fortunately, you don’t need the perfect job situation in order to be a star, because most star qualities come from you — from taking your basically good skills and bringing them up a notch.
Most people have the ability to be a star, according to Robert Kelly, professor at Carnegie Mellon, and author of How to Be a Star at Work, because “most people genuinely want to be more productive, do their best, and live up to their potential, but they don’t know how to do it.”
The traits that make stars different from everyone else are the strategies they use to do their own work and to work well with other people. Star strategies allow people to be highly effective, yet highly productive at the same time, so that stars can fulfill their potential at work and in their personal lives. (Yes, stars have time for both.)
It isn’t so much what you’re born with as how you use it. And the traits of star performers are traits you can teach yourself. Here are the four areas that Kelly identifies:
1. Initiative
Stars exceed expectations. Just doing your job is not enough. Stars do their own job well and then perform well in areas that exceed the job description. Generally star initiative includes helping people, taking risks and seeing a project through to the end — all in arenas that go beyond their job duties.
2. Networking
Stars don’t think of networking as something to do once a day at 3pm. For stars, it’s a constant. Nothing is a complete waste of time because you can always meet someone, talk to someone, or help someone. That last piece is important — stars know that networking is as much giving as taking. And there is an inherent humility in this way of life; stars know they can’t get what they want by acting alone.
3. Self knowledge
Knowing how to do your job is expected. You need to know how to manage your relationships, your long-term goals, and your personal development. This is not a one-time goal, this is a life commitment to very regular self-assessment. And this is a commitment to soliciting and accepting outside input, because it’s impossible to know for sure how you appear to others.
4. Kindness
Average workers see the world from their point of view. Stars have exceptional empathy and act on it: They are good followers because they know it’s important to help leaders be the best they can be, too; stars can give the right message to the right audience; and they can get an accurate big picture by looking and listening to the people around them.
The interesting thing about star performance at work is that it actually demands that you be the person you want to be anyway. Being a good person, seeking self-knowledge, and taking responsibility for where you’re going are probably key pieces of your core belief system. So you truly do not need to stray from your idea of a good life in order to be wildly successful in your career.
But Kelly is quick to point out that star performers are not people hanging out in lazy-boy chairs relying on their stellar IQ or remarkable social skills. Star performers work hard to live up to the values they believe in.
People who can be their true selves at work will be the outstanding leaders, says Rob Goffee, professor of organizational behavior at London Business School and author of Why Should Anyone Be Lead by You: What It Takes to Be an Authentic Leader. Many of you will find yourselves in a position to lead others. The most successful of you will find the right balance between authenticity and adaptability: No small feat.
To become your best self — a star, a great leader, a fulfilled worker — you need to know yourself and your goals very well. Start now. It’s a lifelong process, and done honestly, it’s the process that makes almost any job intrinsically challenging and interesting.
Since you know you are going to have multiple careers in your life, changing is not high stakes. Don’t make a huge deal about it and don’t spend five years searching your soul. Just start testing the waters — put a toe in the current to see how it feels. Then take a leap, and if you don’t like where you land, reframe your landing pad as just a stepping-stone. And start putting your foot in the water again.
But first, before you do any of this, make sure it’s time for you to change what you’re doing.
Here are some bad reasons to switch careers:
1. You hate your boss. (Switch jobs, not careers.)
2. You want more prestige. (Get a therapist — you’re having a confidence crisis, not a career crisis.)
3. You want to meet new people. (Try going to a bar, or Club Med. What you really want is to get a life. Pick up a hobby.)
Here are some good reasons to switch careers:
1. You want a role that is more creative, more analytic or more management-oriented.
2. You want to live in a location that does not accommodate your current career.
3. You want more flexibility or fewer hours.
Once you decide it’s time to try something new, you should act fast. Herminia Ibarra, a professor of organizational behavior at INSEAD, in France conducted scores of interviews with career changers that lead to her book, Working Identity: Uncovering Strategies for Reinventing Your Career. She concludes that career change is not so much about time spent philosophizing as time spent actually trying something new — anything.
Step 1. Conduct a perfunctory soul search. When you know you want to change, you need to understand what you don’t like about your current situation so that you don’t duplicate it. But don’t assume your current job is not right for your personality. And don’t assume that if you zero-in on your personality you’ll know exactly what you should be doing.
Daniel Gilbert psychology professor at Harvard University, says that in pursuing happiness, “we should have more trust in our own resilience and less confidence in our predictions about how we’ll feel.” Like Ibarra, Gilbert is a fan of jumping into the mix and just trying something.
In fact, Ibarra finds that finding our true soul mate in a job is not so important. There are many. “People have multiple selves. So changing careers means changing our selves, but this is not a process of swapping one identity for another. Rather, it’s a mater of reconfiguring the full set of possibilities. In any of us there’s a part that’s very pragmatic and there’s a part that’s very creative, and there are times in life when we give more time and space and energy on one side than the other. But if it’s in you, eventually it kind of bubbles up, and it wants some airtime.”
You can take personality tests till you’re blue in the face, but Ibarra thinks they have limits. In many cases, you can’t know what you love to do if you haven’t done it. And “all the research says that adults learn by doing.” So less analysis and more action will help you find the best change for you faster.
Step 2. Try it out. You’ll never know if you fit into the career environment until you try it. A baby step, like volunteering, or taking a part-time job will allow you to go back to your original career if need be.
The most effective way make a serious move in your life is to do it in a not-so-serious way. “Play with new professional roles on a limited but tangible scale, without compromising your current job,” says Ibarra. “Try freelance assignments or pro bono work. Moonlight. Use sabbaticals or extended vacation to explore new
directions.”
And by all means, do not enter a degree program for a career change until you are positive that you know what you’ll be doing with the degree. If you don’t know what you’ll be doing once you get the degree, then how do you know you need it?
Step 3: Take a leap. Getting your first job in a new career is hard, especially if you don’t want to work as the copy machine operator. So first try to make the change at the company you’re at, because they already know they like you; ask for a department switch.
If that doesn’t work, use your network, which you probably developed during step two. Headhunters and help wanted ads are geared toward people who have skills in a certain area. People who change jobs probably do not have a lot of skills in the new area, so networking is the best way to get someone to give you a chance.
Sometimes there is room to sell your skills, during a career change. And if you can, you should. For example if you’re a teacher and you want to go into technology, apply for jobs at software firms that sell to the education sector. You’ll be worth a lot more to an education company than a video game company even though both sell technology.
A career change is a chance to address a change of heart by building on proven skills. Done right, this is a chance to show another side of your successful self.
You do not deserve a raise just because you have been doing your job well for x amount of months. It is your job to do your job well. That’s why you were hired.
Also, do not complain about your salary not being at market rate six months after you take your job. Because if you are underpaid it’s your own fault for accepting the job six months ago. Do the salary research before you take the job.
Here is a situation where you do deserve a raise: You are doing more work now than when your salary was set. Caution: This does not mean that you are doing more work within the job description you were hired for. Because then you are just doing what you were hired to do. You need to show you are doing more than you were hired to do.
So if you want a raise in six months, get really good at your job immediately so that you can take on more responsibility in another job, in another capacity. Look around for something more to do, and figure out how to do it. Then tell your boss you are doing more than one job and you want to be paid extra for doing the other job you have already been doing. That’s how to ask for a raise.
What if things are moving too slowly for you? David Christiansen at Information Technology Dark Side gives sound advice for those who are both feisty and mobile — put pressure on your boss relentlessly, and if that fails, job hop.
But hold on. Surely there are more important things you can get from your boss than a little bit more money or a better title. Your career will go further faster if you negotiate for things that really matter.
We spend so much energy trying to decide what career will make us happy, what job to take, what kind of boss we need. But today happiness is actually a science, and we can teach ourselves to make better decisions faster based on what we know about happiness.
This science of happiness is such a popular field that 150 colleges offer courses in it. If you can’t take a class, read this article in New York magazine for a fun introduction to the topic.
The article is slanted for New Yorkers because New Yorkers are more unhappy than everyone else, (which is unfortunate since I live there). But most of the information in the article is useful to everyone.
For example: “No matter where they live, human beings are terrible predictors of what will make them happy.” This is because our mind plays tricks on us: “We are more comfortable with decisions we can’t reverse than ones we can.”
Here is something that really affected me: “Those who seek out the best options in life are called maximizers. And maximizers, in practically every study, are far more miserable than people who are willing to make do.” One way to stop being a maximizer is to move to where you have fewer choices, (which takes us back to the New York City problem.) Another way is to make choices faster, before you obsessively weigh every possibility.
Other zingers: Kids don’t make you happy, losing limbs doesn’t make you sad, and if you have as much money as the people you hang out with you’ll feel like you have enough.
How can you not be curious about this article? I read it three times.
Now, if I could only make better choices…
It’s hard to underestimate the impact of good social skills on your career. In fact, across the board, in a wide variety of businesses, people would rather work with someone who is likeable and incompetent than with someone who is skilled and obnoxious, said Tiziana Casciaro, professor at Harvard Business School, whom I spoke to on the phone. “How we value competence changes depending on whether we like someone or not.” And people who lack social competence end up looking like they lack other competencies, too.
When it comes to holding down a job, social skills matter today more than ever. For people who want to break into a popular field like entertainment, for example, the only way to differentiate yourself at the bottom is to be likeable.
Many fields that used to be havens for loners, like programming, increasingly require exceptional people skills. “The jobs that are staying in the United States are those that require regular touch, face-to-face contact with clients or a manager,” says Erran Carmel, chair of the Information Technology department at American University. The people landing those jobs have great social skills because of the difficulty of “managing teams that are distributed across cultures.”
And as the need for social skills at work grows, the bar for good social skills gets higher. Until the 1970s, a smart child uninterested in playground politics was considered eccentric but okay. Since the 1980s, educators see the playground as essential training for the future, and kids who can’t navigate are often sent to experts for extra help with social skills.
“Today a variety of therapeutic approaches can teach a child social skills while their brain is still forming,” says Amy Berkman, a therapist working with New York schools. “Therapies we’re using now, like cranial sacral and sensory integration did not enter the mainstream until twenty years ago.” The result is that each year, those entering the workforce come in with a better likeability factor than the year before.
Most of us have to work at being likeable. Fortunately, Casciaro’s research shows that the biggest impediment to likeability is not caring. So if you “just decide you want to do better,” you probably will.
Take responsibility for yourself,” says executive coach Susan Hodgkinson. “Everyone needs to know that they are responsible for creating healthy, productive relationships at work.” No one is going to make you likeable. “The people who are likeable actually care about other people and care about the connections they make.”
Being good at talking to people requires that you figure out what interests them. Casciaro recommends a tactical approach: “Find the hook that makes your similarities more visible. For example I might meet a man in his 60s and I’m a woman in my 30s but we both like basketball.”
Also, figure out how to help someone else get what they need. “Recognize what you’re trying to get done and who you are trying to get it done with. Then think beyond your own stuff to what the other people want,” advises Hodgkinson. Think of this as project management synergy, or resume empathy; you need to help others reach their goals. This will make you more likeable and then more likely to reach your own.
And, don’t discount flattery. “Usually the reason we like someone is because we think they like us,” says Casciaro. It’s the rule of prom-dates: He was ugly until he asked you to prom, and now he doesn’t look so bad. Since there is no prom at the office, to make someone feel liked, Casciaro suggests, “smiling and listening to make someone feel liked.” “But it’s not a personality popularity contest,” Hodgkinson says, “you need to stay true to yourself while still expending empathy in order to connect.”
It’s hard to do, but Casciaro says that people are much more likely to notice an increase in your likeability factor than an increase in your skills. So next time you consider areas for self-improvement, choose interpersonal coaching over office skills and you’ll likely get more bang for your buck.
Here are three pieces of etiquette advice that made me go, hmm:
Don’t wear flip flops to work.
“U.S. style gurus are warning that the casual shoe once mainly seen on the beach could be damaging to careers. Shoes convey the mood of a woman. Wearing flip-flops conveys the mood that you are relaxed and on vacation. That’s not a good message in the office.”
Don’t IM someone you don’t know well.
“What's the deal with people you have never met before IMing you? IMing basically says, ‘I know you well enough to do this’ (among friends) or ‘this is urgent’ (among business associates). I cannot tell you how many times I receive IMs that fall into neither category.”
Don’t pull rank at the potty.
“Everyone is equal in the eyes of the bathroom. Even if you’re the boss’ boss. Doesn’t matter a whit in the bathroom, you’ve still got to follow the rules.”
Here’s one of the hottest topics in management training: How to manage the current crop of twentysomethings. Really. Baby boomers are sitting in seminars for hours and hours trying to demystify the alien ways of the new work force.
But what about the opposite situation? One of the most classic pieces of career advice is to manage up: Manage what your boss thinks of you; steer your boss’s plans for you; get your boss to supervise in a way that works well for you. Younger workers need to know how to manage their baby-boomer bosses.
Managing up will not be easy. You’re dealing with someone so different from you that he or she sits through PowerPoint presentations about your emoticons. But there’s hope for you because managing up has always been a generational challenge. Lynn Lancaster, one of the aforementioned consultants on generation Y told me, “All generations are angered that the next generation is not like them.”
Once you’ve established you can reliably meet your boss’s weekly and monthly goals, you can let your boss know about your own goals. When I spoke with Gen-X demographer Laura Shelton, she reminded me that to a boomer, meaningful goals might be a reserved parking space and a new title. So you need to make sure your boss understands that you want shorter-term goals and that you care most about issues like being challenged, learning new skills, and preserving your personal life.
Make your priorities clear to your boss so you don’t get sidetracked in areas that are irrelevant to you. For Francois DeCosterd , a management consultant turned art teacher, problems arose in his consulting job when he found himself working among people so obsessed with rank that he could not focus on the work that interested him. “It is very difficult to find your own voice when you away have to deal with hierarchy and power politics, which are very draining.”
Understand what you can get from your boss, so you can make reasonable, actionable requests for mentoring. When a baby boomer says, “Do you realize how many years of experience I have?” The baby boomer means, “Do you realize how long I’ve paid my dues? Why do you think you can do challenging, interesting, work immediately?”
Don’t be put off by this exchange. Instead, recognize what those years of experience mean for you right now: A lot of experience doesn’t mean someone is clever, likeable or talented. But when you are dealing with people who have worked many, many years, “you can assume they have learned to deal with many different situations” says Fran Pomerantz, executive recruiter at Korn/Ferry International.
So use this person to help you with project management and prioritization because they’ve seen it all before. Your seasoned boss can identify deals that are going to blow up, policies that will derail you, and perks waiting to be claimed.
Investigate which other skills your boss has picked up over the course of his or her long career. Make a list of skills and knowledge you want to accumulate in the next two years. Bring the list to your boss and ask which your boss can help you with. For the others, ask what sort of projects or teams you can get to aquire the skills out of your boss’s reach.
You’re going to get the best results from your boss if you use your boss’s language: The language of diplomacy, says Dianne Durkin, president of Loyalty Factor. You might want to say, “Stop talking to me about my career at this company. I’m leaving in two years to start my own.” But you will get a better response if you say, “It would be a big help to me if we could focus on what I’m doing this quarter.”
The other language barrier you have with your boss is IM. It’s like a poorly spoken second language to boomers, if they know how to use it at all. So effective management of your boss means using email. And take the time to type full words and use a spellchecker; two small concessions to get what you want from your manager.
If you do all this and you don’t get what you want, you should leave. “Don’t sit in a job with a baby boomer boss who doesn’t get it. Vote with your feet,” advises Shelton. “It costs companies so much to replace a worker that they will eventually change. And this will be a better workplace for all generations.”
DeCosterd also advises to leave your job if you don’t feel valued. When he talks about his transition from consulting to teaching art he says, “It’s been remarkable to meet so many people who are excited and supportive about my ideas.”
Understanding your boss is the key to managing up. But what’s the best way to understand your boss? The Myers Briggs survey is a psychological system designed for understanding other people, and it’s a test used by nearly 100% of the Fortune 500 to help senior executives succeed at work. If you understand the test now, earlier in your career, you’ll be able to manage up in a way that will put you on the fast-track to success. Learn how to use this tool in the course from Quistic: Fast Track Your Career with Meyers-Briggs
I swore that I would not write about the Devil Wears Prada because the bad boss topic has gotten so much play lately.
But now respectable news outlets like CBS News and the Chicago Sun-Times have crossed the line for me: As an excuse to run a trailer for the Devil Wears Prada, they are going on about how women want male bosses.
News agencies are citing a poll released by Lifetime media in which 800 women were asked if they prefer a man or a woman boss. Among generation Y respondents, 31% preferred women 47% preferred men and 22% didn’t have a preference.
But the margin of error is 6%, which is so high for a poll like this that you may as well not do it. In this case, with the absurd margin of error, the results could actually be 37% of women prefer women 41% of women prefer men and 22% don’t care. Is this news? No.
But now random people on the street and on the Internet are spouting off about how to explain why women are more difficult to work for.
EVERYONE PLEASE SHUT UP!!! These are not statistics that show that women are any more difficult than men, so we don’t need to dig up reasons why that might be true.
That said, you might want to take a look at the poll results yourself. There are some interesting findings that do not relate to a movie and therefore have gone unreported. For example, women who are single like working for women and women with kids like working for men.
What I really want you to do, though, is take a look at the career pundit who talked about this poll on CBS. Her suit is totally out of control. The last time I had a top that fit like that I had to safety-pin the middle so that my breasts didn’t flop out. What is she thinking?
Everyone — even the 50% of you without breasts — when you have an important thing to do, like appear on a huge television show, have someone who is qualified give you some outfit advice.