Shaping Your Job To Fit Like A Glove



When a role seems tailor-made to your strengths and skill set, you have a better chance of success. The jobs that fit like a glove can seem rare, but with a bit of intentional effort and thoughtful evaluation, today’s business leaders can shape their position to find the perfect fit.

First, we must take a big step back from our to-do list and evaluate the big picture of our role. Often, when onboarding in a new leadership position, we are given the facts about what the previous occupant did. Historically speaking, what was the person in that role responsible for, and how did they achieve their goals?

While that information during a leadership transition can be incredibly useful, remember that you are not your predecessor. You have your own set of strengths and talents.

For example, one of my former clients—let’s call her Heather—was hired as a marketing director in a company whose main clientele was Hispanic. The person who previously occupied the role oversaw the creation of bilingual marketing campaigns geared toward that specific demographic. He took the already existing English material and worked to translate it into Spanish, so when Heather took on the position, there were already campaigns in place.

She could have easily continued within the parameters that her predecessor had set, but her skill set was different. She identified the need for developing campaigns in Spanish first, as the language felt more natural and represented the company better culturally when the campaigns were written first in Spanish for Spanish speakers—as opposed to simple translations from materials written in English. She worked to gather a reliable team of Spanish-speaking creatives to design campaigns moving forward, which were all very well received.

Do you see the difference? The role required both people to create marketing campaigns, but they did it in different ways. The previous employee was a fantastic translator and worked according to his own skill set, whereas Heather knew that her value came from organizing teams to create and distribute authentic campaigns in the target language. She understood the position’s overarching goals and molded how she worked to better fit her strengths and talents. Following the path that the previous director had taken would have been ill-advised.

So, how can you tailor-fit your position to best suit you? A helpful exercise I encourage my clients to do is to write a job description for themselves in their current role. This is beneficial not only when starting a new role but also when evaluating your current one. As the economy and companies change, roles do, too. Perhaps the original job description that you were hired for has changed or evolved over time, and you need to be aware of those shifts, however subtle they are.

Once you have your job description, discuss it with your team and supervisor. Make sure that you are all on the same page.

Next, look at your strengths. What do you bring to the table to help achieve the benchmarks of this role? Imagine a simple Venn diagram with two circles—one is the demands of the job, and the other is your strengths. Where do those two circles intersect? Focus on that intersection and home in on the areas where you can excel and contribute.

Instead of getting bogged down with the historical “must-dos” of the role, it may be time to evaluate what your individual capabilities can bring to the team to meet the current needs. This simple idea can revolutionize the way that we take on our work. We do not have to get bogged down in our to-do lists, but instead identify and focus on the tasks that align with our strengths, delegating the rest to capable teammates. In time, you too may find that you have shaped your position to be a perfect fit.

The Art Of Quitting



Quitting has a bad rap. How often are we told to “keep going” and “never give up?” The catchphrase from the movie Galaxy Quest comes to mind—”Never give up. Never surrender!”

Parents often encourage children to continue a sport or activity they do not like and can show disappointment when they want to leave. Or we quietly judge a friend for quitting something, whether it is a relationship, a goal, an activity or a job.

Ultimately, those sentiments come from a good place. Yes, we should not quit everything we ever try, and phrases such as “a quitter never wins, and a winner never quits” on motivational posters are meant to encourage us to keep going even when we encounter challenges. However, that type of encouragement can go too far—making people feel guilty for wanting to leave something that simply does not make them happy or denies them the opportunity to flourish. In fact, I would argue that sometimes quitting is essential for success.

In many ways, I have seen successful entrepreneurs and business leaders starting to normalize quitting—in a good way. We recognize the truth that sometimes we must give things up to make space in other areas of our lives.

January 1 is a prime example for what I call “positive” quitting. On New Year’s Day, people vow to give up smoking or other vices. In recent years, “Sober January” has become popular—a month in which partied-out people choose to give up alcohol. In the Christian tradition, Lent is a season of giving something up for 40 days. Some men celebrate “Movember”—a month in which they give up shaving to raise awareness for men’s health.

The practice of quitting is more celebrated in our culture than we may have previously thought. What lessons can executive leaders take from the practice of “quitting” something? After all, saying “no” to one thing frees up time and energy that we can invest in other projects and initiatives.

I speak from personal experience. When my career began, I was working in a corporate role, and my boss immediately recognized my love for working with others to help them succeed. He fostered that drive within me, and asked me to build, launch and support an internal team. From that experience, I knew that coaching was for me. I dived into leadership books and training materials and enrolled in coaching school, earning my first coaching certification. After a few years, I decided to take a leap and quit the corporate role to start my own company and pursue coaching full time. By saying “no” to a more traditional salaried job, I had the time and energy to pursue my true calling, which turned out to be highly successful and fulfilling. To become a trusted figure and leader in the coaching industry, I had to quit something else first.

But quitting does not have to be as drastic as leaving your job. Perhaps it is giving up on a project, either delegating to another team or trashing it completely. It is saying “no” to unnecessary meetings. Freeing up that time and energy allows for more intentional, focused work elsewhere.

While I believe in saying “no” to certain things, I also encourage my clients to be intentional with their quitting strategy. Do not quit a difficult project just because it is challenging. Instead, quitting should be reserved for leaving one thing that limits you from succeeding in other, more important projects. In a way, quitting is an art form. It requires a lot of thought on the “why” and “how.” So what does quitting mean for you? Is there a project that you should say “no” to?

Exhibiting Adaptability In A Leadership Transition



The phrase ‘change is constant’ is a major oxymoron, yet also true. In any successful, long-lived company, there will be moments of instability and employment churn. CEOs and other team leaders retire, and new leadership can be brought in from the outside. While new leadership can be a vitalizing force, when veteran management leaves, they take their surplus of knowledge and wisdom with them. How can you adapt and thrive when change comes to your organization?

In the past few years, leadership professionals have talked about grit and resilience and how these characteristics are crucial for individuals and companies to survive in an ever-changing climate. More than that, though, we talk about adaptability, a nuanced version of grit. The outcome of resilience is survival in a time of change, while adaptability allows you to thrive.

Alexa Von Tobel, founder and managing partner of Inspired Capital, explains that “while resilience helps you weather the storm, it is adaptability that empowers you to harness its energy and steer towards unprecedented growth. It’s about thriving amidst chaos and evolving into your most formidable self.”

So, let’s talk about how you can adapt to changing leadership in your company—thriving instead of just surviving.

First, take ego out of the equation. I had a client (we will call her Heather) who had worked extremely hard to establish herself as a competent and hard-working employee, earning the respect of both her teammates and boss, who in turn gave her an abundance of freedom when managing her projects. He trusted her to handle challenging situations without much oversight.

When he retired and a new manager came in to take over, she felt like the rug had been swept out from under her. Whereas before she did not feel the need to impress or prove herself, now she had a more formal relationship with the new boss and found herself working harder than ever to achieve the respect that she had already gained from the previous manager.

Heather’s feelings were completely normal, but we worked on ways to keep her ego in check. When we focus more on what others think of us rather than what is best for a job or project, our intentions can often backfire, and we make more mistakes.

Heather had to remind herself that she already had the respect of everyone who knew her, and she should simply focus on the work that she does well and not on what the new boss thinks of her. His questions and follow-ups came from a place of curiosity and were the building blocks towards a place of trust. By taking out her ego, Heather became less defensive and allowed the questions of her new manager to open conversation and communication that paved the way to a sense of camaraderie and team mindset as time went by.

After putting your ego aside, offer assistance and guidance in the way you know how. As Heather explained her projects to the new supervisor, she was also able to gently educate him on company policy and protocols. She would tell him about what had been done previously without insisting that he do it the same way.

In fact, she discovered processes that could be improved and took advantage of the protocol conversations with her new boss to make suggestions for change. Not only would these changes help improve her department, but they also had the added benefit of adding to her value in his eyes.

A word of caution—while talking about a previous supervisor and protocols, be prepared to voice your opinion and support it with the facts that you have. However, it is completely up to the new leadership as to how they will proceed. Often, new leaders are happy to hear about previous decisions and protocols because it will help equip them with the information to make good decisions moving forward.

But remember my first word of advice if they go in a different direction from your suggestion—do not take it personally. Forget your ego and move forward the best that you can with the decision that was made. Supervisors not only take note of good suggestions but also how employees can pivot and adapt when decisions are made that are not their own.

To help guide you, write out your long-term visions to keep them clear to yourself and others. By defining your role to yourself and your goals for a five-year plan, then you are better able to keep your eyes on the prize without getting bogged down in ego, office politics, or shiny new projects/ideas.

Next, communicate your goals to your new boss. Schedule a meeting with them within the first few weeks of their start date to define your role. I can almost guarantee they will be impressed by your proactive attitude and desire to start off on the right foot. Once they understand your role and goals, they can also support you in achieving those goals—or redirect them slightly to something different. That communication can align your visions and provide you with a supporter of your goals rather than someone who gets in the way.

Lastly, stay patient. New leaders often feel quite a bit of pressure to take on a lot right away, and their focus may not be on creating top-notch relationships with their employees. Over time, they may relax a bit and are able to be more personable.

The professional relationship that you have with them may feel different from the one you had previously, but the important thing is that you are respected and can meet your goals. By keeping your pride at bay, proactively communicating your role and goals, offering insight when appropriate and staying patient, you can adapt and thrive through any leadership transition.

Don’t Let Silence Write The Narrative: How To Handle Improvement Plans



There’s a saying that “The single biggest problem in communication is the illusion that it has taken place.”

In business and life, communication on all levels is a key component to success, but there are so many ways in which communication can go wrong or be misinterpreted. We may think we are saying one thing, but something different is being perceived. Other times, we do not think communication is needed, but the silence is perceived as a message in and of itself.

A leader’s job is to evaluate all communications and make sure that teams and departments are involved and in-the-know internally.

I will give an example. My client Maureen leads a large team, and in an annual evaluation, she realized that two of her direct reports were underperforming. Company protocol allowed her to write out a performance improvement plan (PIP) to help these employees understand the fundamental issues and work toward reaching a desired standard within a couple of months.

If not, then they would be encouraged to find other positions better suited to them, either internally or at a different company. Maureen was very intentional with her communication with these employees, conducting discussions with discretion, composure, respect, encouragement and empathy. Since the talks went well, Maureen considered her communication work done.

However, a couple of months later when neither of the employees met their goals and left the company, there was unrest in her team. Two brave employees confronted her, asking about company layoffs and what to expect. She was so surprised. It turns out the departure of those two employees made people believe that the company was undergoing layoffs and “cutting the fat.” As a result, valued teammates who—in Maureen’s mind—were perfectly safe in their jobs felt unstable and at risk of being the next ones to be let go. Silence wrote the narrative in their heads.

The situation is delicate. Maureen did the right thing, discreetly working with the employees involved in their own PIPs; they did not deserve the shame of a department-wide announcement. However, there are more subtle ways communication could have been built in to help avoid team unrest.

For instance, when you put together a PIP, include a plan for communication. During the conversation, discuss with the employee how they would like to handle it. Perhaps they want to keep the situation quiet or maybe they would like to share the details with a select few. An agreed-upon plan keeps everyone on the same page and can help mitigate the damage of angry venting sessions in the workroom or the feeling of unease that silence can foster.

Another way to build in communication is to have human resources (HR) lightly cover PIP notices during the onboarding process. Some workers do not know what a PIP is until it happens to them or a colleague, and that situation can be scary. If everyone understands the concept and process of a PIP from the get-go, there will be less likelihood of a misunderstanding later on.

Work with HR to build communication after someone leaves a team, sending out an email or leaving an “away” message in their email using language such as “So-and-so has decided to leave for another opportunity. We wish them the best of luck.” That phrasing is more reassuring to other team members than not saying anything at all.

Maureen’s situation provides us with an example of the importance of built-in communications and how silence, intentional or not, can write a narrative that causes unrest and discomfort. Every manager needs to walk the fine line between respect and discretion while also keeping information flowing. Silence is not an option. As a leader, how can you build better communication?

Laying A Foundation Of Self-Care To Avoid Burnout



According to the World Health Organization (WHO), stress is “a state of worry or mental tension caused by a difficult situation. Stress is a natural human response that prompts us to address challenges and threats in our lives.”

Unfortunately, stress is all too common in our lives. While the WHO tells us that “everyone experiences stress to some degree,” it seems that today’s business leaders come to expect it as a normal part of their everyday life. That stress not only wreaks havoc on our physical and mental health but also leads to major unhappiness and burnout.

Conversely, I have seen clients with what I can only describe as “positive” stress. They are excited about a project, and the desire to do an excellent job is a motivator. However, if that stress becomes an overwhelming pressure that takes away from the excitement of a project, then it becomes detrimental.

Creating A Self-Care Foundation

Laying a solid foundation for self-care is fundamental in the art of managing stress.

Be aware of your physical state. In general, doctors recommend seven to nine hours of uninterrupted sleep a night, making healthy food choices and getting 30 minutes of exercise or movement three to four times a week. These suggestions from medical experts are widely known, but are you following their advice? I can attest to the benefits of a good night’s sleep, and my mood is always lighter after taking a walk. Simple changes to your lifestyle aimed at improving physical well-being can really improve morale and lower stress.

Right alongside taking care of your physical health comes mental well-being. Take mental breaks throughout the day. Easier said than done, I know, but see what works for you. One of my coaching clients has a daily meditation routine built into her schedule. She has a 10-minute video that she uses at 11 a.m., 2 p.m. and right before bedtime. The two daytime meditations help calm her mind so that she can better process the work constantly coming her way. The videos are a “reboot” for her overstimulated brain.

Physical and mental health breaks can be intertwined. The pre-bed meditation my client implements allows her to calm down both her body and hyperactive mind after a long day—setting her up for better sleep. Walks are also good for both our mental and physical health. I have a colleague in New York who walks to her local coffee shop every day at 2 p.m., often not bothering to order anything. Just the act of escaping a workplace environment for 20 minutes and moving her body enables her to calm her mind.

Obviously, there is more to stress management than just taking care of your physical and mental self. However, by doing so, you can better manage external stress from a place of internal calm and objectivity.

The next step is self-reflection, examining previous situations in which you felt overwhelmed. What pressure points do you have that take you from excitement to dread? Were there any physical symptoms? What calmed you down in those situations?

Identifying those triggers and weaknesses allows you to notice them or see them coming in current or future projects. Then you can take steps to prevent or manage them. For example, if you are loving a project but tight deadlines are a trigger, see what you can do about tweaking it. Often at this stage, communicating with teammates and supervisors is crucial.

Turning Negative Stress Into Positive Stress

Every person and situation is unique, but I can share a few examples of how communication helped some of my clients manage their individual stress triggers:

Kensley was charged with overseeing the redesign of the company website. She was excited and proud of this major responsibility but felt overwhelmed with all the components and moving pieces that went into the project. Her brain felt overwhelmed and pulled in too many directions. She spoke with her manager, and together they broke down the process into clear and manageable steps and priorities.

Robert oversees teams that create data models for analysis. However, most of his annual projects were put on hold so that he could put out fires elsewhere, and he did not meet his year-end goals. He felt stressed about how this “failure” would be perceived, but after talking to his boss, he quickly realized that he was a valued and appreciated member of the company. Contrary to what he believed, his managers were impressed at how well he pivoted and prioritized in the face of those challenging situations. Feeling validated and appreciated reduced his stress immensely and restored his sense of pride.

Hannah felt stress with her work-life balance. She spoke with her team and supervisor and worked out a schedule in which she was able to get off work a couple of hours earlier on Wednesdays to spend time after school with her children. That one day a week of extra quality time with her family enabled her to lower stress and feel more focused on work when she was in the office.

In all these situations, communication was key. My clients laid out a foundation of physical and mental self-care, named their triggers and communicated their needs. We are all different, so by knowing yourself and engaging in creative brainstorming, you are better equipped to find a solution to your individual situation.