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Finding More Entrepreneurs . . . and Fewer Jerks

Finding More Entrepreneurs . . . and Fewer Jerks

I have two topics this week: the present-day obsession with clinging grimly to the status quo, when we have rarely needed change and entrepreneurial flair so much; and the obnoxious jerks whose presence in leadership positions disfigures too many organizations. These topics are linked by a recurring theme: the way that Hamburger Management—that dismal system of cutting corners, hounding people to reach crazy targets, and driving down every cost except the money paid to the guys at the top—blinds us to the reality that the way our workplaces function is a matter of choice, not some inevitable law of nature.

Entrepreneurs and Outrage
In an article for The Financial Times last week, Dame Anita Roddick, founder of The Body Shop, attacked business schools for their built-in conservatism and over-emphasis on accounting in place of entrepreneurial ability. She made the suggestion that the strongest drivers for overturning the status quo are discontent and outrage. That got me thinking, and what she says seems right to me (“Divine Discontent”). Significant change always demands energy, courage, and strong faith in an alternative vision. Complacent, satisfied, comfortable people do not support or desire any change. Nor do those who have been convinced by business schools—or anyone else—that the way things are today represents the only kind of business world that is possible. You do not find entrepreneurs among those who prefer things to stay as they are. It is obvious that the people most likely to drive change forward are those filled with discontent and a sense of outrage at the current state of affairs. Dame Anita is right in saying that we should hold to our sense of outrage and use it to fuel our determination to force change—whether or not business schools actively help or hinder the process.

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Organizational Dinosaurs
Imitation is so rife in organizations. They follow one another like lemmings, even though a moment’s thought can show you that doing what others have done first is an extremely poor way to create any kind of competitive advantage (“Industry Worst Practice”). Current management fashions are a rare case of evolution running backwards. Where competition in the natural world seems to drive species forward into ever more complex and demanding ways of outwitting their predators, recent years have seen our organizations proceeding resolutely backwards, relying instead on the simplest and crudest ways of competing: cutting costs as a way of life and trying to increase productivity solely by making everyone work harder, and for longer hours, without increasing pay (“Evolutionary Backsliding”.) This is the status quo that is so beloved of our hyper-conservative business establishment. It may provide a benefit for a short time, but such limited, instinctual responses are a dead-end in the competitive stakes. Any organization that resists this foolishness and keeps on working to produce smarter, more complex, and more effective ways of releasing human creativity will walk right over such organizational dinosaurs.

The Sad Biology of Jerks
I’m not the only person who feels a sense of outrage at all the small-minded, short-sighted, and self-centered behavior shown by people who ought to know better. Bob Sutton, a professor at Stanford, will shortly be publishing a book that shows how to recognize and deal with the jerks and assholes that infest organizations everywhere (“Jerk-infested Waters”). Just like us here at Slow Leadership, Bob’s objective is to help create a more civilized, less stressful, and more enjoyable workplace culture, free from the actions of those who are so blinded by short-term profit that they can’t see the mess they are making of everyone else’s life. Get the book, read it, and fortify yourself.

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One of the saddest aspects of the status quo—and of Hamburger Management in general—is the belief that people only do things when they are “measured” on what they have done and suffer in some way for failure (“Measurement Versus Trust”). No one is trusted to do what they have been convinced is right. No wonder so many managers are grossly overburdened. We are trying to turn our managers into a legion of control freaks, when what we need for greater efficiency is a workforce that can be trusted to do the right thing without waiting to be told—or checked on after the event.

Bringing Life back to Organizations
That brings me full circle to Dame Anita and her suggestion that accountancy is not the answer to our need for more entrepreneurial and creative people in business. The audit mentality that measures everything and knows the value of nothing is squeezing the life out of organizations (and maybe many business schools too). Should we simply accept that as inevitable? I don’t think so. It’s time to give our discontent free rein and fire up a sense of outrage at the mess. Only strong emotions like those are likely to bring change—and we surely, surely need it.

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Adrian Savage is a writer, an Englishman, and a retired business executive, in that order. He lives in Tucson, Arizona. You can read his other articles at Slow Leadership, the site for everyone who wants to build a civilized place to work and bring back the taste, zest and satisfaction to leadership and life. His new book, Slow Leadership: Civilizing The Organization

    , is now available at all good bookstores.
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    Last Updated on February 20, 2019

    How to Get Promoted When You Feel Stuck in Your Current Position

    How to Get Promoted When You Feel Stuck in Your Current Position

    Are you stuck in the same position for too long and don’t really know how to get promoted and advance your career?

    Feeling stuck could be caused by a variety of things:

    • Taking a job for the money
    • Staying with an employer that no longer aligns with your values
    • Realizing that you landed yourself in the wrong career
    • Not feeling valued or feeling underutilized
    • Staying in a role too long out of fear
    • Taking a position without a full understanding of the role

    There are many, many other reasons why you may be feeling this way but let’s focus instead on getting unstuck.

    As in – getting promoted.

    So how to get promoted?

    I’m of the opinion that the best way to get promoted is by showing how you add value to your organization.

    Did you make money, save money, improve a process, or some other amazing thing? How else might you demonstrated added value?

    Let’s dive right in how to get promoted when you feel stuck in your current position:

    1. Be a Mentor

    When I supervised students, I used to warm them – tongue in cheek, of course – about getting really good at their job.

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    “Be careful not to get too good at this, or you’ll never get to do anything else?”

    This was my way of pestering them to take on additional challenges or think outside the box, but there is definitely some reality in doing something so well that your manager doesn’t trust anyone else to do it.

    This can get you stuck.

    Jo Miller of Be Leaderly shares this insight on when your boss thinks you’re too valuable in your current job:[1]

    “Think back to a time when you really enjoyed your current role. I bet there was a time when this job was a stretch for you, and you stepped up to the challenge and performed like a rock star. You became known for doing your job so well that you built up some strong “personal brand” equity, and people know you as the go-to-person for this particular job. That’s what we call “a good problem to have”: you did a really good job of building a positive perception about your suitability for the role, but you may have done “too” good of a job!”

    With this in mind, how do you prove to your employer that you can add value by being promoted?

    In Miller’s insight, she talks about building your personal brand and becoming known for doing a particular job well. So how can you link that work with a position or project that will earn you a promotion?

    Consider leveraging your strengths and skills.

    Let’s say that project you do so well is hiring and training new entry level employees. You have to post the job listing, read and review resumes, schedule interviews, making hiring decisions, and create the training schedules. These tasks require skills such as employee relations, onboarding, human resources software, performance management, teamwork, collaboration, customer service, and project management. That’s a serious amount of skills!

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    Is there anyone else on your team who can perform these skills? Try delegating and training some of your staff or colleagues to learn your job. There are a number of reasons why this is a good idea:

    1. Cross-training helps in any situation in the event that there’s an extended illness and the main performer of a certain task is out for a while.
    2. In becoming a mentor to a supervisee or colleague, you empower then to increase their job skills.
    3. You are already beginning to demonstrate that added value to your employer by encouraging your team or peers to learn your job.

    Now that you’ve trained others to do that work for which you have been so valued, you can see about re-requesting that promotion. Be ready to explain how you have saved the company money, encouraged employees to increase their skills, or reinvented that project of yours.

    2. Work on Your Mindset

    Another reason you may feel stuck in a position is well explained by Ashley Stahl in her Forbes article. Shahl talks about mindset, and says:[2]

    “If you feel stuck at a job you used to love, it’s normally you–not the job–who needs to change. The position you got hired for is probably the exact same one you have now. But if you start to dread the work routine, you’re going to focus on the negatives.”

    In this situation, you should pursue a conversation with your supervisor and share your thoughts and feelings. You can probably get some advice on how to rediscover the aspects of that job you enjoyed, and negotiate either some additional duties or a chance to move up.

    Don’t express frustration. Express a desire for more.

    Share with your supervisor that you want to be challenged and you want to move up. You are seeking more responsibility in order to continue moving the company forward. Focus on how you can do that with the skills you have and will develop with some additional projects and coaching.

    3. Improve Your Soft Skills

    When was the last time you put focus and effort into upping your game with those soft skills? I’m talking about those seemingly intangible things that make you the experienced professional in your specific job skills:

    An article on Levo.com suggests that more than 60 percent of employers look at soft skills when making a hiring decision.[3]

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    You can bone up on these skills and increase your chances of promotion by taking courses or seminars.

    And you don’t necessarily need to request funding from your supervisor, either. There are dozens of online courses being presented by entrepreneurs and authors about these very subjects. Udemy and Creative Live both feature online courses at very reasonable prices. And some come with completion certificates for your portfolio!

    Another way to improve your soft skills is by connecting with an employee at your organization who has the position you are seeking.

    Express your desire to move up in the organization, and ask to shadow that person or see if you can sit in on some of her meetings. Offer to take that individual out for coffee and ask what her secret is! Take copious notes and then immerse yourself in the learning.

    The key here is not to copy your new mentor (think Jennifer Jason Leigh in “Single White Female.” Just kidding). Rather, you want to observe, learn and then adapt according to your strengths. And don’t forget to thank that person for their time.

    4. Develop Your Strategy

    Do you even know specifically WHY you want to be promoted anyway? Do you see a future at this company? Do you have a one year, five year, or ten year plan? How often do you consider your “why” and insure that it aligns with your “what?”

    Sit down and do an old-fashioned Pro and Con list. Two columns:

    Pro’s on one side, Con’s on the other.

    Write down every positive aspect of your current job and then every negative one. Which list is longer? Are there any themes present?

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    Look at your lists and choose the most exciting Pro’s and the most frustrating Con’s. Do those two Pro’s make the Con’s worth it? If you can’t answer that question with a “yes” then getting promoted at your current organization may not be what you really want.

    The two most important days in your life are the day you are born and the day you find out why. –Mark Twain

    Mel Carson writes about this on Goalcast that many other authors and speakers have written about finding your professional purpose.[4]

    Here are some questions to ask yourself:

    • Why is it that you do what you do?
    • What thrills you about your current job role or career?
    • What does a great day look like?
    • What does success look like beyond the paycheck?
    • What does real success feel like for you?
    • How do you want to feel about your impact on the world when you retire?

    These questions would be great to reflect on in a journal or with your supervisor in your next one-on-one meeting. Or, bring it up with one of your Vital Work Friends over coffee.

    See, what you might find is that being stuck is your choice. And you can set yourself on the path of moving up where you are, or moving on to something different.

    Because sometimes the real promotion is finding your life’s purpose. And like Mastercard says, that’s Priceless.

    More Resources About Career Advancement

    Featured photo credit: Razvan Chisu via unsplash.com

    Reference

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