Recommendations

Experience

  • Hey everyone! I work at a small company and don’t make much — honestly, I can barely get by. What really drives me crazy is that every month we all have to pitch in for coworkers’ birthday gifts. At...

    The office gift pool process can be either be a fun, flexibly-run, relatively low cost feature of office life or a joyless and potentially burdensome... ritual. It depends on the culture, rules and how it's run.

    Is the gift amount one is expected to give per B-day prescribed or left up to the donor? Is the amount one donates "published" or private? Is an individual free to opt out of the pool (and take a pass on both giving and receiving) without any social stigma attached? Is the collection envelope landing on your desk one or two times a month or twice a week? (If it's twice a month and one contributes $5.00 per birthday, that's $120 for the year. )

    Finally, does the giving and receiving contribute to genuine joy on the part of givers and recipients or is it simply one more office "ritual"? Personally, I enjoyed the funny group office cards I received with my colleague's signatures and congratulations more than any trinkets.
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  • What I would like to know is, How do Transformational leadership behaviours influence employees motivation?

    Short answer: by inspiring example and the associated coaching: In my estimation, transformational leadership is soul deep. I suggest that... transformational leaders inspire because they bring authenticity, humanity and passion to their role that says they see themselves as called and their contribution aligned with their divine purpose. They have "hills"they are actually prepared to die on (figuratively or materially). Because their example inspires imitation , they are remembered long after they leave the job and often after leaving the planet.  more

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  • I’m 46 and have spent the last 20 years working as a technician at a factory. Now I want to switch to a sales job. My family is in shock, they say it’s too sudden and I should stick with the stability...

    In an turbulent political era, a declining economy and an era of accelerating automation, a risk assessment is definitely in order. That said, we... lack any of the information that would allow us to stand in your shoes and provide any advice beyond that.

    Clearly, your risk assessment would need to take the size of your buffer fund in your bank and you career-life goals for the next five years into account. Beyond that, the health and prospects of the organization and the sector you wish to become part of should be considered. Unless you're single, your spouse would also have a stake in your plans. There's also the matter of your health. Do you have any conditions which could be exacerbated by the expectations that would come with a sales job like travel or extended hours? Tip: ageism could affect your job prospects in some fields after you hit fifty.

    If you've demonstrated you've done your homework in terms of opportunity - risk assessment (and you don't see family members as your back up if your plan fails), they shouldn't have any concerns.

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  • "I know I'm not the only one. There are millions of us stuck in the liminal space between unemployment and invisibility." I handed in a job application at a sandwich shop last week. There was a...

    Disclaimer: I'm not familiar with the traditional job niches open to folks with your training. That said, I'm not convinced you are the sandwich maker... I would hire.

    The overall tone of your inquiry is one of near desperation (I know it's hard to not look or sound desperate when one feels like that, but please remember that you are marketing yourself)

    In the age of AI and robotization, you may need to retrofit your education and training and offering to employers. It sounds to me like someone with your degree and background should best understand issues at the employee-machine interface (a different kind of sandwich).

    Yes, get your basic J-o-b, and then turn yourself into a specialist capable of helping organizations manage the human and organizational adaptations they must inevitably make in the AI Age. Research the organizations that are doing it right and the failures and determine what value-adding insights you can bring based on your research and education. And then work on your new elevator pitch. (The novel is too much).

    Finally, the resume may get you an interview, but ultimately, it's often networking contacts that tip the scales. Get to know the people working on the inside of the sector you wish to break into on a first name basis.

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  • Hi! I have a question- I try to be myself in job interviews and don’t hype up my skills or achievements. I thought being honest was best, but the results haven’t been great. Should I try “selling”...

    About midway through my career, I adopted the approach that I would avoid over-telling as a means of selling, but I would focus on showing and let... others do more of the telling and selling. (As the saying goes, "talk is cheap".

    At that point, I built a portfolio using an attractive binder to hold copies (not originals) of my credentials, course certificates and samples of my work including those with positive comments from previous bosses and colleagues. Whether I opened the binder or not during the course of the interview or not, I found that just having it sit by my elbow knowing I had "the receipts" gave me more confidence. (At the end of the interview, I would offer to leave the portfolio (with copies not original documents) with the interview panel for a couple days to review. Graphic artists use portfolios as standard practice.

    Remember, the resume may get you an interview, but it's often the informal influence of someone in your network or your references that tip the scale in your favour over other candidates. Taking the time to equip your references so they can affirm your qualifications is important.

    The issue isn't your perfection of lack of it, it's a matter of your "fit" with the job and the organization.
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  • We have a new colleague in our department and she’s been trying to boss everyone around. She doesn’t really know how to collaborate, it’s all just orders from her. Apparently, she’s the same at home...

    I don't know what "boss everyone around" means in practice.
    What source of power or influence does this individual really have? If she has no... organizational authority over you, then all she has is the power of her personality. So perhaps she is being loud or aggressive and not cooperating with others. Most mature adults aren't going to respond positively to that. So, if you and your colleagues choose to not reward her negative behaviour, it will likely be just a matter of time until she discovers the law of diminishing returns in her relationships with colleagues. And that should become evident when she sits down for a performance review with her supervisor, assuming her supervisor is paying attention. It's unlikely that manipulative tactics that work with family will get a free pass at the office (unless she is being protected by someone higher up the office hierarchy.) If the message isn't getting translated to her by her supervisor -- who should be coaching her on a regular basis during her probationary period, perhaps your supervisor will consider having a chat with her supervisor.



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  • hi everyone I have been working for my company for 5 years has gotten promoted twice but now its been almost 3 years since i have grown in this company. im a very hard worker. im flexible. im always...

    You raise multiple issues in your description of your situation. That aside, perhaps you can clarify the meaning of "almost 3 years since I have... grown in this company." What is your measure of "growth"? Do you mean it's been almost three years since you received a promotion or a raise? Do you mean it's been almost three years since you developed new competencies or acquired new skills?

    What is the corporate context? Has your employer adopted a performance management system? Does it conduct annual or semi-annual performance reviews?

    If so, it's the "natural" context for discussing the matter of your "growth and development". This is because it's the one supervisor-employee conversation that puts corporate goals and objectives, employee performance, wins, losses and emerging corporate needs and requirements all on the table.

    In the absence of a uniformly-applied performance management system, evaluations of employee performance/contribution can be haphazard and subjective and leave both employee and supervisor without common reference points.

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