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“Creating Successful Leaders”

Category Archives: Better Business

April 17, 2013 Is It The Job, Or Your Attitude?

We spend at least 40 hours a week at our job. That’s almost one third of our waking lives. So we better darn well get satisfaction from all that time and effort.

To recap on last week, Cal Newport’s book, So Good They Can’t Ignore You highlights three components that result in job satisfaction:

Autonomy – feeling like you have some control of your job, and that your actions make a difference

Competence – knowing that you are good at what you do

Relatedness – being able to connect with your coworkers

Newport contrasts these “ingredients,” as he calls them, with the pervasive belief that passions lead to success. Instead of following your passions, Newport argues that becoming very good at what you do, and knowing that it makes a difference, transforms a droll job into a rewarding career.

But let’s narrow the focus today to you and your job. Do you feel you have control of your own work? Does it make a difference? Are you valued? And can you relate with your coworkers?

Answering these honestly will give you a clue as to why you may feel dissatisfied with your work.

From here, the first thing to do is to take ownership of your skills. You can blame your job and your circumstances all you like, and you may have good reasons to do so. But this won’t change a thing. Become determined, if only for your own satisfaction, to master the skills needed to excel in your field.

There is no excuse not to work toward mastery, because no one has ever mastered anything completely. Take Jiro Ono, for instance. Widely considered the best sushi chef in the world, 85 year old Ono tirelessly pursues perfection in his craft, as depicted in the award-winning documentary, “Jiro Dreams Of Sushi.” His age and position in the culinary world don’t deter him from chasing after perfection.

So, you can always get better. While at work, take a personal inventory of areas in which you need to improve, and occupy your day with trying to master the skills your job requires. You feel better when you know that your work is valued and desired. Aim to be sought after.

Second, look at your past to boost your confidence about your present situation. Leadership coaches Amy Jen Su and Muriel Maignan Wilkins write: “To strengthen your confidence, first face the facts. When you look to your past, you’ll realize that successes often outweigh failures. And more importantly, that you survived through the failures and gleaned priceless lessons along the way.”

Looking back puts things in perspective. You may just realize that although your present job may not be ideal (and no job is), you have it now because of your accomplishments, qualifications and perseverance leading up to where you are now. This should give you some confidence and reassurance of your decisions.

References

Newport, Cal. So Good They Can’t Ignore You. New York: Hachette Book Group, 2012.

Su, Amy Jen, and Muriel Maignan Wilkins. “To Strengthen Your Confidence, Look to Your Past.” Harvard Business Review, April 11, 2013. Accessed April 17, 2013. http://blogs.hbr.org/cs/2013/04/to_strengthen_your_confidence.html

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April 12, 2013 The Difference Between Skills And Passions When It Comes To A Great Job

In his book, So Good They Can’t Ignore You, Cal Newport makes a startling observation: “When it comes to creating work you love, following your passion is not particularly useful advice.”

How can this be? Don’t passions lead to great careers? That’s the common thinking, but Newport found that this is actually a dangerous way to search for a rewarding career. Your passions don’t always translate well from what you’re interested in to what you do for work, for one thing. For another, how can you know what a career will be like if before you’ve tried it? An aspiring musician may be passionate about music, but can they honestly say they’ll be happy with music for a career? Of course not; after all, I don’t think any of us have ever had a job that perfectly met our initial expectations of it.

Newport isn’t saying that being passionate is a bad thing. He’s instead warning us not to put too much confidence in our passions as the sure way to a rewarding career. It’s the other way around, in fact, as he explains:  “Passion is a side effect of mastery.”

It turns out that  current research (the Self-Determination Theory) has pointed to three main components that make you more motivated in your work:

Autonomy – the feeling that your actions throughout your day matter, and that you have control over your own work

Competence – knowing that you’re good at your work

Relatedness – connection to others in your place of work

These three ingredients, according to the Self-Determination Theory, enable you to achieve mastery in your work, and from there passion and happiness will naturally result. 

That’s right: rewarding careers are created through finding, refining and pursuing your skills, not your passions.

It may take a while longer to enact this principle, but I think Mr. Newport is onto something. We too often give “passion” too much credit when it comes to finding a great job and growing in it.

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Reference:

Newport, Cal. So Good They Can’t Ignore You. New York: Hachette Book Group, 2012.

 

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March 23, 2013 Dealing Out Direct Criticism: Often Unpleasant, Always Important

Here in Minnesota especially, we go out of our way to avoid unpleasant confrontation. In fact, many Minnesotans go to extravagant, almost comical lengths to avoid having to engage another person when doing so might bring out anger, hurt feelings or raised voices.

In many ways, this tendency isn’t bad. Minnesotans are very in tune with other people’s feelings, and are thus extremely empathetic and understanding. They want to keep everyone’s self-esteem in tact, and would much prefer to build people up than knock them down.

This behavior gets to be a problem, however, when giving criticism is necessary. Simply put, we all mess up, and we all need to be confronted at times when our faults get in the way of other people’s ability to lead successful lives.

Of course, I’m speaking in pretty general terms. Not all Minnesotans are non-confrontational or passive aggressive. But it is a stereotype that contains some truth, which is why I’d like to talk about it today.

An article in The Harvard Business Review points to the consequences of being overly casual in criticism: “A too-polite veneer often signals an overly politicized workplace: Colleagues who are afraid to speak honestly to people’s faces do it behind their backs. This behavior exacts a price.”

In other words, criticism will find its way into the workplace somehow. It is better to deal with it openly and honestly than to allow it to fester in the form of gossip and passive-aggression.

The biggest problem I see with people both giving and receiving criticism is their failure to separate their performance with their whole being. A comforting fact to remember is that when you must criticize (and to be a good leader, you must) you are never tearing down a person’s inner self. On the contrary, good criticism is meant as a way to strengthen the individual.

The best criticism is direct. It is not sandwiched between compliments. It does not rely upon outside explanation. It never comes from an emotional area; it is fact-based.

We all have trouble doing this well. To work on your direct criticism skills, consider the following tips.

1. Use Active Sentences. “You need to work on meeting your deadlines.” “I am counting on you to improve your attitude in regards to dealing with our customers.”

Not “If the invoices could be completed a bit sooner, that would be great.” This criticism is shrouded in vagueness regarding who should complete the invoices, how much sooner, and why this is necessary.

2. Be Specific. Provide facts and reasons for your criticism. Connect the specific areas that you feel need improvement with the bigger picture.

3. Don’t feel the need to feel bad or apologize. Giving criticism calmly and confidently shows the individual that for one thing, it is not a personal attack, and for another, that you are assured in the necessity of providing this criticism. You are doing this because you want the person to succeed.

Making this a habit opens the door to real, honest communication between members of an organization. This in turn makes the environment better-suited for productivity, clarity and trust.

Ferrazzi, Keith. “Candor, Criticism, Teamwork.” Harvard Business Review, January-February 2012. Accessed March 23, 2013. http://hbr.org/2012/01/candor-criticism-teamwork/ar/1

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