The mood you come to work with sets the mood for your workday. This is the conclusion of a study by Wharton professor Nancy Rothbard. (Shout out to Wendy for sending this link to me.)
This study is a rallying cry for personal responsibility. Rothbard challenges you to stop blaming your boss or your co-workers for ruining your day: “The mood you bring with you to work has a stronger effect on the day’s mood — and on work performance – than mood changes caused by events in the workplace.”
This is good news for people who accept personal responsibility for doing the things proven to create a good mood — like a reasonable commute, a morning visit to the gym, and, in a more broad sense, cultivating a sunny outlook. For people who don’t want to take personal responsibility for their happiness, you will have to figure out a way to discount this study in order to continue blaming other people at the office for your bad mood.
This way of thinking works on the other end of the day, too. Keep your commute short so you are not a wreck on the way home, and say hello when you walk in the door to start the evening out right.
This means, of course, that if your personal life is going well, you are likely to be happier at work. Because you are more likely to walk into work in a good mood: “Start-of-day mood may come from myriad sources including persistent life challenges and opportunities, positive or negative family experiences before leaving for work, or even the commute into work,” writes Rothbard. “Non-work and work domains are permeable, and mood often spills over form one to the other. Specifically, start-of-day mood might affect one’s appraisal of subsequent events.”
This is reason number fifty why the term “work-life-balance” doesn’t work. It’s not a balance so much as a synergy that we should aim for. Work and life have to feed each other rather than provide a counter-balance.
The way you talk about yourself is very powerful. Whether or not you are conscious of it, the way you tell stories of your life frames how people see you, and how you see yourself. So you may as well do this consciously, and also be conscious that people get the most tripped up in their storytelling when they are talking about uncertain moments in their career.
“The stories we tell make an enormous difference in how we cope with change,” writes Herminia Ibarra in the Harvard Business Review. Crafting good story is essential for making a successful transition to your next point. Yet most of us do it badly — we can’t figure out a story arc, so we just start listing the facts of our career. But if you can’t tell people why your prior path and your new path are part of one story, then you probably can’t see it yourself, and that leads to feelings of being confused, lost and insecure — all the feelings that are typical of an uncertain life but do not have to be.
“Creating a story that resonates helps us believe in ourselves. We need a good story to reassure us that our plans make sense — that, in [making our next step], we are not discarding everything we have worked so hard to accomplish. A story gives us motivation to help us endure frustration, suffering and hard work,” says Ibarra.
For example, when someone bugs you about how can I trust you to stay at this company when you’ve changed your mind before, you can come at that person with a story. Don’t hide things because coherence is important. When you’re telling a story about yourself, coherence is the key to making the listener trust you. If you can make your story of change and self-discovery “seem coherent,” writes Ibrarra, “you will have gone far in convincing the listener that the change makes sense for you and is likely to bring success — and that you’re a stable, trustworthy person.”
Most importantly, coherence goes a long way in convincing yourself. “Think of the cartoon character who’s run off the edge of a cliff, legs still churning like crazy, he doesn’t realize he’s over the abyss until he looks down. Each of us in transition feels like that character. Coherence is the solid ground under our feet.”
The first way to envision yourself in a new phase of your life is to tell people about it. But there is another benefit to meeting new people: You can see yourself in a different light. Ibarra writes, ” Strangers can best help you see who you’re becoming, providing fresh ideas uncolored by your previous identity.”
The best reasons for wanting to change what you’re doing are grounded in character — they talk about who you are, what you are good at, what you like. Bad reasons are external, like getting fired. Giving external reasons for making change make you look like someone who is a fatalist. You need to show that you are taking charge of your life, not just reacting to what comes along.
More is good, though: The more detailed and more varied your reasons are, the more acceptable your next steps will seem to other people.
You feel comfortable telling it and the other person gives you positive feedback in the nonverbal cues department. When you are practicing, the best people to try it on are people who don’t know you. They don’t bring any preconceived notions of who you are to the conversation, so you can tell them whatever you want. In the conversation with a stranger you can try out being your new self, and you can tell if you ruin your clean slate with a terrible story.
Storytelling takes practice, but everyone who is making a big change in their life has everything a good story needs. You are the protagonist, and there is intrinsic conflict in that something changed in your world to make you want to change jobs. The journey of your story is your search for your next job.
If you’re feeling lost on this read John Gardner’s book, the Art of Fiction. Maybe you think it’s totally over the top to read 200 pages about story telling so that you can tell a one-minute story. But this is your life. And you are going to get through all the tough parts of your life by telling stories, intentionally or not. So why not take control of things and get good at talking to yourself about yourself?
The odds are that you will probably consider self-employment at some point: Eighty-nine percent of people in the United States who make more than $50,000 a year are self-employed, according to Entrepreneur magazine.
As with all decision points, the way to make the best choice is to know yourself. If you get bored easily, do a lot of different jobs. If you are a type-A hyperachiever, do one business really, really well. If you have a small tolerance for risk, keep a full-time job while you explore other options. All are great ways to make the shift to working for yourself.
One of the most interesting recipes for self-employment comes from self-employment evangelist Barbara Winter. Winter says that it’s easier to have five jobs that generate $10,000 a year than it is to have one job that generates $50,000 a year — the perfect scenario for opening an eBay business, renting out a room in your condo, writing press releases for your friend’s startup, etc.
This is, essentially, juggling five jobs, but Winter’s book describes ways of making it seem manageable: “The juggler walks out on the stage with ten sticks and ten plates, but doesn’t begin spinning them all at once. Methodically, the juggler positions the first plate on a stick and gets it into motion. Once done, the juggler moves on to the next, then the next, and so forth. Eventually, all ten of the plates are spinning away, each with its own momentum.” (This is how I feel about blogging — it’s like throwing another plate in the air for me.)
If you have spent some time in the workforce, consider becoming a consultant, which essentially is making a single, focused business out of yourself. “You should have at least five years of workplace experience before you go on your own,” says Laurie Young, founder of Flexible Resources, “because you are offering your experience.” Also, you need marketing skills to sell yourself. It takes a certain kind of talent “to show people you have skills they can use.”
Find a market niche that you can dominate. Otherwise there is no way to distinguish yourself from all the other consultants, no way to stand out. (Two good books on this: Small is the New Big, and The Long Tail.) Young did this herself, as a recruiter. She is a headhunter for people who want flexible jobs (she herself job shares the CEO position at Flexible Resources). If she were a more typical headhunter, she would not stand out above the crowd as well.
Alexandra Levit worked in public relations for Computer Associates and then struck out on her own, as a consultant in publicity and marketing communications. In terms of making the transition, Levit advises that you “try lining up a few jobs that you can have before you take the leap,” and be prepared to spend “about 30% of your time marketing yourself.”
Levit provides a snapshot of reality for all entrepreneurs when she says, “Don’t expect the drawbacks to be only financial. You need a lot of self-discipline to sit down in your home office and work without any external pressure. Working for yourself means you’re responsible for every aspect of the business,” and this means, ironically, even some of the annoying tasks you were trying to avoid by working for yourself.
If I had a dollar for every time I checked the traffic on my blog, I would have a decent income from this thing. The software I’m using is Performancing Metrics, and I adore all the ways it can slice and dice my numbers.
Last week I had uneven traffic, and my overblown analysis of just five days led me to believe that if I post twice a day, I will double my traffic. So I have been testing my theory this week.
The good news is that my traffic doubled. The bad news is that this is very labor intensive. I look at BoingBoing (ka-ching! another link to their site, helping them to hold tight to the number-one spot in Technorati’s ranking of all 37 million blogs) and it looks to me like they post 30 times a day. No wonder they are ranked so high.
Maybe I could post that many times. But I’d go nuts. I’m already going nuts spending about four hours a day on the blog. Plus, I am not a big believer in being a workhorse. It’s not me. I’m a big believer in figuring out shortcuts.
But I haven’t found any. So here is my first of two posts for today.
Research published in Nature Neuroscience says when we are hungry we release a hormone that makes our brain a little bit sharper. So I decided that I would try writing blog entries while I am a little bit hungry — to see if things go faster. Maybe my shortcut will be hunger.
The current issue of Psychology Today asks: Are you too sexy for your job?
This article has good information about managing your image. Here are the nuggets I liked best:
1. Wear short, low-maintenance hair.
“Both sexes perceive women with long, straight, blond hair as being sexy and those who have short, highlighted hair as smart and confident, but not sexy. More hair equals more femininity but also less intelligence. Likewise, high-maintenance hair makes others suspicious about a woman’s competence.” (From Marianne LaFrance, psychologist at Yale University.)
2. Wear a little bit of makeup.
“Women who wear excessive makeup are seen as trying too hard. But both sexes rate women who forgo makeup as less committed to their jobs.” (From Sherry Myaysonave, author of Casual Power.)
3. Don’t dress like the guys.
“When male executives are asked what holds top women back in the workplace, appearing too masculine is always in the top five. Most men think women should be business-like, but should not try to join the club.” (From Debra Benton, author of How to Think Like a CEO.)
The idea of having a perfect online identity is not realistic. Instead, maybe you should focus on making your offline identity one that you’re proud of.
First of all, no one is getting away with anything online. Today recruiters are expert and tireless Internet researchers when it comes to scoping out candidates. I just read a story about someone interviewing for a job who was asked about his wish list on Amazon. I would never have thought of that. (In fact, I can’t even figure out how to find other peoples’ wish lists on Amazon.) The list of ways to snoop feels infinite. And the list of ways to fix snoopable problems seems very limited.
If there’s someone in your life who is glued to their computer each night, posting career-killing commentary, maybe you should forward a link to this Wall St. Journal article by Vauhini Vara chronicling one man’s struggle to get his page removed on MySpace:
“He emailed MySpace, begging the site to take down his old page. Nothing happened. He sent at least eight more urgent messages to the site, including a note to MySpace co-founder Tom Anderson. Finally, he received a cryptic email telling him to write his user name — “craigisanidiot” — and password with a marker on a piece of paper, to take a photo of himself holding it up, and to email it to MySpace along with a note saying, ‘I wish to be removed from MySpace.” (Note to the concerned: It worked.)
A pseudonym will not save you. A majority of bloggers use pseudonyms, but people will find out who you are. The first weekly column I wrote was about my job while I was in my job. I used a pseudonym and presumed I was safe. I wrote about my CEO’s pharmaceutical cocktail and diagnosed him (correctly, I still think) as manic depressive. I described the scene of my boss sexually harassing me. I documented my expensive and useless business trip. It turned out, pretty much the whole company had been reading my column.
If you are going to be anonymous, take a tip from Waiter Rant, who never reveals his restaurant but never disses it either, or Your HR Guy, who writes funny human resources scenes, but publishes his policy of not getting fired for his blog.
But don’t go to the other extreme. If you get too careful, you’ll be like college student Matthew Zimmerman, and find yourself unable to write anything. (Don’t worry, he got over it.)
The BBC News tells us How to Blog and Not Get Fired, but it seems much harder to give advice on how to blog and still get hired. When it comes to recruiters, a blog is like a lighthouse: You don’t know how many people have been repelled because they never show up.
At some point, you just have to be yourself. Figure out your best self and be that — online and offline — and then no one will be surprised.
The people entering the workforce today did not grow up posting every little thing that happened to them. But in five years, those kids coming to work will have no way to cleanse the Internet of their posting transgressions from when they were fifteen years old.
There will have to be new standards for what is okay to have online. It will have to be okay to say, “Oh, yeah. I remember when I posted that. Stupid, huh?” Interviewers will have to judge people by what they are doing right now, or else they won’t be able to hire anyone.
So for now, take a look at that wish list you made. Does it make you look like a moron? Instead of getting rid of anti-social items and replacing them with crowd pleasers, ask yourself why you want to read books that reflect poorly on you. Ask yourself who you are.
Karen Salmansohn writes about the idea of congruence: “Be yourself wherever you are, whether at work, with your partner or with friends. When you compartmentalize yourself to be wildly different in different circumstances you can start to feel out of whack. Create a life that is congruent with the person you truly are.”
The impact of incongruence is big: You’ll have an online persona that conflicts with your work persona. You’ll have huge stress. When I was making fun of my co-workers in my column it was because I was a fish out of water in that office. When your impulse is to write mean things about the people you work with then you probably shouldn’t be there.
Research published in the Harvard Business Review (paid) shows that in order to be a great leader, you need to make your work consistent with your core self. When you can be authentic in your job and authentic when you blog that’s a step toward living congruently and you will be priming yourself for success.
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.