Do you ever feel like you’re running on empty? I think it can happen to all of us when things get really crazy at work, or over the holiday season when there’s lots to do and so many people to see. It can even happen to us simply in day to day living.
Sometimes you can feel like you’re running on empty in your career, too. It’s a shame we don’t have a little light that goes on (like our cars do) to tell us when it’s time to refuel. Or do we? If you’re paying attention to how you feel – to your energy level, your engagement level – you probably know when it’s time. The question is, do you act on it? In my experience, many people know the warning light has come on and don’t do anything about it.
When you get on a fast moving treadmill (you know – day to day life!) it’s easy to lose track of your progress. Sometimes you have to look back to see just how far you have come!
I’ve been looking back a bit as I prep for the SAHRP conference in Saskatoon next week. Seems not that long ago we launched our career development service line, and yet when I look back I can see we’ve made some real impact in this area already.
How lucky I am to be part of growing our career development offerings to include a range of services for people and companies. For instance:
“There are many ways of going forward, but only one way of standing still.” – Franklin D. Roosevelt
I love when I randomly come across something that speaks to me! With the work I do in career development I’m always on the lookout for a new way to get a message across to my audience. This quote perfectly describes what I believe to be true about a career. It also reminds me I’ve been meaning to write about one of our consultants, Laine Jubinville, and the ways she moved her career forward.
If you’re not constantly improving on the work you do, the people you know and the brand you’ve created for yourself, then your market value goes down.
I read this somewhere a long while back and saved it because it really resonated with me. I happened across it again today in some notes I’ve kept and it connected with me once again. I wish I could remember where I saw it – then I could give credit where credit is due.
Regardless, it’s a relevant message with respect to career self-management.
I bought a new car recently, and with the new car I got a suggested maintenance schedule which for the most part I expect I’ll follow. I want to be sure to look after my investment. Makes sense, right?
Just yesterday I had a conversation with a client about something similar as it relates to career. While your career doesn’t come with a maintenance schedule, I think it should. Not a schedule someone sets for you – like an annual or bi-annual performance review. A schedule you set for yourself where you check in on what’s working and tune things up that aren’t at the optimum. Every six months as a minimum is a good time frame to consider. More often is even better.
It is not often that I am able to share the specifics of a client engagement, but after a number of years working with Cameco they are ready to share the career development successes they’ve achieved.
This white paper will be of interest to any individual who wants to take a team, department, business unit or company to the next level, including HR professionals, business leaders, business owners and general managers.
Are your managers having the right conversations? That’s the title of an interesting article I just read about the impact managers can have on employees by engaging in meaningful discussion about employees’ strengths. The article links to studies that show developing their strengths helps employees to be more engaged, happier and healthier. Engaged employees are less likely to leave an organization, and even more significant, they drive business results.
A discussion about employees strengths – that’s a good part of what a career conversation should look like, and that’s what we encourage when we work with managers to help equip them to have meaningful career conversations with their direct reports.
Career Development programs and practices can enhance an organization’s business results. With the impact it can have, why aren’t organizations doing more? Check out my Slide Share for my thoughts on the subject.
I’m pleased that an article I wrote about career development in organizations has been featured in The Disruptive Ideas Issue of the Careering magazine, a Canadian publication for Career Development Professionals. You can follow the link to read the article.
Don’t get me wrong – I’m not suggesting career development practices are disruptive! Quite the opposite, in fact. With each experience I have in working with managers and employees, I see firsthand the impact of career development on people and as a result, on the organization. I continue to be convinced that career development processes and conversations are necessary in organizations to meet the business needs of today and tomorrow.
In a recent global study, more than 60% of companies cite “leadership gaps” as their top business challenge. I’ll assume this isn’t news to you. You’re probably losing sleep yourself over an aging employee populations ie. your baby boomers, and your own succession planning challenges. You’re probably worried about how you’re going to deal with the loss of skills, knowledge and experience that is inevitable when a senior leader leaves the organization.
Ask yourself this. Is it inevitable? Do you have to lose the skills, knowledge and experience of your most valued employees?