Time to start looking for a new job

We’re wired to avoid change — even when we’re unhappy. That’s why it’s so difficult to leave a job, no matter how uninspiring or monotonous it may be. But sometimes a career switch is in your best interest. A few key signs can help you decide to make a move:

You’re not learning. Studies have shown that the happiest progression to old age involves work that stimulates the mind into continuous learning.

You’re underperforming. If you could do your job in your sleep, you’re almost certainly underperforming. Sooner or later, this will harm your résumé and employability. You’re better off finding a job that entices you to perform at your highest level.

You feel undervalued. You won’t enjoy your work unless you feel appreciated, especially by your manager. And feeling undervalued makes you more likely to burn out and engage in counterproductive work behaviours, like absenteeism and sabotage.

(Adapted from 5 Signs It’s Time for a New Job, by Tomas Chamorro-Premuzic)

Ask the right questions

Being too immersed in a problem makes it harder for you to see the overall context behind it, which can lead to feeling stuck. To expand your view of the problem, try asking elevating questions. These types of questions raise broader issues and highlight the bigger picture. For example, you can ask, “Taking a step back, what are the larger issues?” or “Are we even addressing the right issue?” Using this approach, a discussion on issues like margin decline and decreasing customer satisfaction could turn into a broader discussion of corporate strategy through an elevating question like, “Instead of talking about these issues separately, what are the larger trends we should be concerned about? How do they all tie together?” These questions take you to a higher playing field where you can better see connections between individual problems.

(Adapted from Relearning the Art of Asking Questions, by Tom Pohlmann and Neethi Mary Thomas)

Not sugarcoat bad news

The way you deliver bad news greatly affects whether employees will accept it. You have to be direct and avoid mixed messages. Watch your body language to make sure that your nonverbal cues aren’t implying something different from what you’re saying. So for example, even if the news presents an obvious setback for everyone, you need to confidently convey the information and leave no room for interpretation — which means no confusing signals like slumping shoulders, avoiding eye contact or fidgeting. It helps to rehearse what you’re going to say with a friend who can give you feedback on how you appear. And while you want to be thoughtful and caring, don’t sugarcoat the news. This makes it more difficult for people to digest the information. Instead, focus on the decision and explain clearly why it’s happening.

(Adapted from How to Deliver Bad News to Your Employees, by Amy Gallo)

Help an employee build confidence

Employees who lack confidence can be hard to coach, but that doesn’t mean you shouldn’t try. Helping a talented employee shed his insecurities sets him up to achieve what he’s capable of. But it won’t help to call out his low self-esteem or to simply pay him compliments. Instead, you have to help him own a compliment. Instead of giving broad praise like, “You’re really good at your job,” focus on something specific he has done well. Then help him to see his strengths. Ask: “What does that compliment mean to you? Why do you think I’m choosing to give it to you?” You can also help someone own a compliment given by someone else.

(Adapted from Overcoming the Toughest Common Coaching Challenges, by Amy Gallo)

Spark new ideas

Like brainstorming, mind mapping helps teams come up with ideas quickly when starting from scratch. It lets people think associatively and visually to develop a constellation of interconnected ideas. Your team can generate more connections between ideas using mind mapping than by brainstorming or simply listing ideas. Start by writing a keyword or concept relevant to the situation at hand in the center of a blank page or whiteboard. Have your team free-associate by adding words that relate to the original concept. Don’t evaluate or judge any ideas — even the most outlandish words or phrases can generate fresh thinking. Connect your ideas by drawing lines between them. Encourage your team to use colours to indicate action items, ideas, doubts and other factors. You’ll end up with a visual mind map, which is a messy web of related concepts.

(Adapted from Innovative Teams from the 20-Minute Manager series)

Published in Dawn, Economic & Business July 27th, 2015

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