Aligning individual aspirations with the constant pressure of organizational expectations can be a daunting task. For many managers, it can feel like two jobs in one. However, the three simple steps we review can go a long way to demystifying the process and creating a more engaging and productive team culture.
Tagged: career planning
This research paper will explore the need for organizations and managers to think differently about career and the important link between career and engagement.
We’ve all been there. Listening to a colleague offer way too much information about his career achievements, management prowess, and soft skills way too soon. It’s painful, but that’s what networking mixers have typically...
Throughout the course of a career today, almost everyone will, at some point, experience a change brought on by organizational shifts, layoffs, or even personal choices, such as a family move, pregnancy, or the realization that they are simply not in the right role. Still, it’s hard to let go of the idea that if we’ve done all the right things – studied, showed up on time, worked hard, and received recognition for doing well – our career still may not go as planned. Things that alter our career journey are called disruptions, and it’s not a matter of if you’ll experience them; it’s when.
Career is deeply personal. And at the same time, it’s about everyone else. It’s this tension, between the personal and the public, self and others, that can be some of the trickiest territory to navigate. But navigating it is essential because career development coalesces in two critical activities – introspection and interconnection.
The zone is that place of high productivity – when everything else around you falls away and you are extremely focused on the task at hand. From a work perspective, we think about that zone as a place of high engagement and we believe that when you are there, you are not only highly productive but also highly satisfied personally.
Each of us has several values, and when one or more of them are not being satisfied, we are (sometimes unknowingly) unhappy. What it all boils down to is this: In the context of feeling fulfilled in our careers, are we working for spare change or are we making a true investment in our lives?
Along with the performance management research report we invite you to watch a recording of the webinar in which Fraser Marlow and Kristen Bakalar (co-authors of the report), discuss the findings and insights. Download...
Let’s face it: performance management isn’t having the impact we want it to. With all the bell curves, rater bias, “recommended” discussions, 360-degree feedback, data input, data analysis, etc., the approach is getting in...