Managing The “Talent”

images (41)So what is talent? Its a tricky question as definitions of talent and career management vary widely yet the terminology can easily be interchanged. Though for our purposes I will stick to the term talent to avoid confusion (mainly mine). Definitions vary as do the talent management programmes across many industries and businesses. Some good and not so good and some non-existent. So to drill a little deeper l will try to identify some key characteristics of what talent management is and how it can work.

Managing talent in an organisation could be defined as being focussed upon particular people in the business, a set of characteristics or more toward a statement of identified needs for the future. Some organisations see talent as the ability to go on toward leadership & CEO status, or as McCartney & Garrow (2006) suggest as “employees that have a disproportionate impact upon the bottom line, or have the potential to do so” However the CIPD (2006) defines talent management as ‘the systematic attraction, identification, development, engagement/retention and deployment of those individuals with high potential who are of particular value to an organisation’. So how do organisations identify a talent pool or groups of individuals that will have significant effect upon the business and most interesting what do they do with the group when they have been identified?

Toxic Talent Management

Having witnessed unfettered and undefined talent programmes in a large organisation here in the UK, where graduates (mainly young men) were employed on-mass, as being educated therefore talented, that over time created a significantthem and us divisions. The talent management plan was undefined and none of the non-participants of the programme were informed of the plan (or lack of them) to help them understand it and potentially rise to the levels of the talent pool. Thus raising performance expectations for all employees instead of the few. Without this information people easily saw the initiative as being unfair, it effected motivation and job performance.

The chosen few in the talent pool soon became overly competitive, boorish and unmanaged because they could. Young men with little in the way of people skills were promoted way beyond their capabilities and began to struggle with the burden of expectation. They were offered no coaching or mentoring or development workshops just expected to slug it out toward survival of the fittest. Not a healthy state of play and gives rise to the suggestion that managing talent is certainly not easy and not easily defined.

Talent Management Planning

Clearly the management of talent has many areas of focus. Any program will need careful planning to fit in with organisational culture, form appropriate measurement of the high performers and equity within the organisation. Moreover, no one size fits all, as many HR organisations do not see managing talent as a priority. Of course this is perfectly understandable in the current business climate. These programmes need time and commitment from all facets of the business to work and can be expensive. Though there is considerable evidence to show that the business that engage in talent management make significant returns of their investment. Profitability up by between 15.4% to shareholders to 1,289% returns to shareholders over ten years data from http://www.greatplacetowork.co.uk/. So lets move on toward positive talent & leadership development here are a few discussion points to get the ball rolling

Draft Plan

  • Have a clear agreement as to what high potential staff or talent is for your organisation. Is it to lead, manage, sell, or develop products etc that effect profit or what exactly?
  • Define the job roles for this process
  • Are the people inside or outside the organisation for the talent programme?
  • Will performance management programmes be rigorously applied i.e. fit to focus?
  • Have you identified a clear system of identifying the talent potential?
  • Are organisations expectations realistic?
  • Is their an open and honest organisational culture and able to give and receive constructive criticism? Does this programme fit your cuture of operations?
  • Non-participants encouraged to understand the talent programme and aspire to the standards expected.
  • Development centres/workshops to encourage group working, deal with poor performance, taking stock of career progress, personal performance coaching and most of all reflection time for learning and PDP.
  • Ensure development has clear purpose

Managing talent is tough to get right. As to some extents it is counter intuitive in a very lean and competitive business world. Clearly these initiatives are expensive and time consuming as mentioned earlier and need progressive commitment from the organisation to work. However, having key people in key positions leave the business as a result of a lack of career development can be expensive. Both in terms of loss of revenue and recruiting the right type of person to the role. So managing talent could be seen as perhaps inoculating your organisation to potential high performers leaving and succeeding elsewhere. As the old adage goes and adapted for this purpose – train your talent so that they can leave, but treat so well that the don’t want to.

Having a clear focus upon the talent needs of the business demands a framework and expectations clearly defined at the outset. Equally important to the organisation is the ability to engage the whole group in developing a ‘talent mindset’ and to help everyone engage and have the same opportunities. Moreover, encouraging the whole team to strive toward pre-defined objectives for those that can achieve will no doubt lift motivation, productivity and sense of purpose & career direction.

The introduction of talent management can viewed as a highly positive response to a changing business environments. However, talent management programmes will need the commitment from leadership teams, management, coaches and mentors to ensure success. Thus signalling a shift to a more proactive culture of people development and performance management for the whole business. However, committing to the talent management plan and setting out goals and objective is a great start.

References

McCartney C, Garrow V (2006), The Talent Management Journey, Horsham:
Roffey Park Institute

CIPD (2006), Reflections on Talent Management, Change Agenda, London: CIPD

4 Ways to Make Workplace Training Stick

TrimagesSo I have had a winge about the lack of evaluation and assessment of workplace learning, so lets be more positive and look at a few great ways to make your training stick. Needless to say, employees & everyone else in your business will start to see why training takes place, be involved with the learning plans & objectives and best of all save training your budget. Most of all learning engages people and as a result could improve their productivity.

So here we go a few quick and easy steps to get measuring training at work.

  1. Proper training needs & skills gap analysis. If there is no needs or skills gap analysis, there is no understanding who needs training or development. A discussion with all the stakeholders involved and a plan to help the individuals development, what the return on investment looks like and to make targeted decisions for the best way forward. Staff team training needs should be reviewed as part of the performance and development review process via the one-to-one meetings and annual appraisal.
  2. Measure learning before pre & post training. Assessment of what learner knew about the topic before and after the training is a great place to start. Beware that the results can be inflated by 6 times if not careful. Happy sheets after training are also very limited due to various reason. Some may be the warm glow of a nice lunch! So factor in effective measures of training transfer and ultimately the proposed return on investment.
  3. Transferring learning to work. In order to ensure your training has been effective, you need to do more than evaluate and assess. We need to take post-training time to help trainees transfer their new skills and knowledge to the workplace and to make these behavioural changes stick. You may need to help employees overcome certain obstacles to applying training to the job. Perhaps coaching & mentoring will help make the transfer of training knowledge stick. Certainly line managers taking an active interest on how the training is being applied to the workplace.
  4. Putting It All Together. Investing in people is a very wise decision for every organisation. Training makes better employees & people, better people make better companies. Try to keep in mind training is much more than a one off event. As methods and technologies need to keep changing with the way the organisation works. Companies that stay competitive invest in their employees by turning them into lifelong learners, whilst being engaged and the most valuable resource you have in your business.

This is a whistle stop tour of just a few effective methods of evaluating your training and assessing the people being trained. Indeed the importance of training employees both new and experienced cannot be overemphasised. Manager and supervisor training and development is equally important as orienting new employees in order to promote workplace safety, productivity, and satisfaction. So lastly here are a few more points to bear in mind to help your organisation make training the centre of your operations for staff and ultimately a more profitable future for your business.

  • Make training & coaching a top priority at all levels of the organisation.
  • Develop a training/coaching programs that meets needs and is customised to your company and its employees.
  • Choose the correct training models for your training needs.
  • Evaluate training at every level.
  • Assist trainees as they transfer learned skills and behaviour into their work.

Is LinkedIn your new CV/resume?

imagesL
Following on from the recent blog on face-to-face networking and how important getting you out and about is for your career, the question now is, has LinkedIn become the new CV/resume? Of course well crafted & up to date CV/resume is primarily a historical document of your experiences, skills, abilities & competencies etc and is still necessary for most jobs you may be applying for. However, utilising LinkedIn can add a more dynamic dimension to your job searching strategy. You can continually update your profile, make great connections and interact with groups and individuals that can help to connect you to those less visible career opportunities.

How does LinkedIn work?

So how does LinkedIn work for those that are less comfortable with the technology. Well getting a LinkedIn account is very straight forward. With a little guidance and support for those not familiar with the Internet, you can start creating your LinkedIn profile. Using LinkedIn will help you with your personal marketing & support your employment brand better than a CV/resume can do alone. It’s less about a list of what we have done in the past, but more focused on letting people know what you can do and you we can help them. Indeed working side by side a CV & LinkedIn is a powerful tool for your chances of getting the job or career transition you want.  So being on LinkedIn means you can use it as part of your job search strategy, seeking out new job posts, doing your research, identifying people for fact-finding interviews and so on. 

Recruiters

Needless to say recruiters are all over LinkedIn looking for likely candidates for jobs. It is an opportunity for the recruiter to look at your key skills and experiences etc and how you develop and sell yourself within the limited space of the background summary. In the summary – you get 2000 characters and you should try to use them all. Use this space perhaps like a covering letter to engage with the reader and provide examples and details that will make them want to find out more about you. Creating that killer narrative is a great way to engage virtually with your contacts so that they remember you and your career story. LinkedIn is a huge database and by using relevant key words they can quickly find the people they need.

Can it go horribly wrong?

So what can go wrong with your Linked In profile? If recruiters and potential employers look you up what will they find? It could be a partly completed profile or nothing at all. If you are not found at all, what message are you giving to the recruiter? Perhaps that you are a cyber scaredy-cat and, as a result, providing a negative impressions of yourself?  Too many fail to get the best out of LinkedIn sadly, their profile is incomplete, they don’t have a photo and there is nothing compelling about the information they want to share. Registering for LinkedIn and not doing much with it is like joining to an expensive gym and expecting somehow to get fit – believe me you have to do the work. You only get out what you put in.

Benefits

Indeed the great benefit of LinkedIn is that you don’t have to be constrained by your CV/resume but can select highlights from each role that you want to share. You can impress others with ideas or research reviews or join in on group discussions to help you get known and recognised. The reader will at least skim read through your profile – and will be drawn to the recommendations of your work. Do you have any and what do they say? The people who recommend you can be powerful advocates of you and your strengths and as the recommendations are linked back to a person, there is a much higher level of trust. Providing recommendations is also important, it gets you noticed on other users pages and also demonstrates your judgement & skills.

So to utilise Linked In effectively for your job search or career change here are a few pointers you may want to consider –

  • Try to write in the first person, not the third. Include interesting insights into your character, not just what you have done, emphasise key words and accomplishments.  
  • Use an up to date professional picture, no wacky images. Beware if you are searchable with LinkedIn you are likely to searchable via Facebook & Twitter etc. So bear in mind your on-line profiles and not too extreme so that it puts recruiters off. 
  • Include key words throughout your profile. For example, copy-writing or social media. 
  • Take account of any company confidentiality policy, and do not include any confidential details. If currently in work don’t tick the looking for job opportunities box, you will still be found, try not to make it too obvious you are looking for a new role. 
  • Aim for up to 8 work related recommendations at the beginning but try to get as many as you can. it’s far more effective to have other people write a recommendation than you talk about how great you are. 
  • Improve your visibility by asking providing questions & providing important answers – join relevant groups. Be mindful of language on-line as with email it can be misconstrued and misinterpreted
  • Join groups related to your background and desired work related goals so you can identify relevant jobs. 
  • Include a link to your Linked In profile on your CV and email signature to encourage people to find out more about you. 

So is LinkedIn your new CV/Resume?

Well no. You will need both a great CV/resume and utilise social media platforms such as LinkedIn to your advantage. Clearly recruiters will use all platforms at their disposal to fill vacancies in the quickest and convenient way possible; and LinkedIn allows them to see you and your skills better and perhaps more up to date. LinkedIn therefore is part of your job searching strategy and to not use it you may not be utilising every tool available to you. LinkedIn can put you in-front of those people that help you change career or get that job that you are striving for. So if you can’t be found on-line will recruiters take your application forward – is that a risk you want to take? 

 

The Dependency of Work – work to live or live to work?

images (24)Now I have to admit the title is quite provocative but hopefully posed an interesting question for you. That question then is, are some of us dependant or even addicted to work and working? We may be perhaps but for many different reasons. Our life choices will probably mean we need to earn money to pay for a mortgage, a car, food etc, all pretty legitimate reasons to be in employment of course. Our patriotic contribution toward national taxation will support our countries economic status and services etc. So all worthy and wholesome activities to be engaged in. However, do we trade the security of paid employment for the dependency we then have on our employer?  Do we sometimes experience poor self esteem and lack of confidence that drives us toward poor mental wellbeing; as a result become addicted to the work we do?

Whist cogitating for this blog, I stumbled across a recent article by Adrian Furnham “Work Addiction” that seemed to trigger off a few more thoughts of my own. These latent thoughts had been there for some time, following my work designing & delivering employability programmes, meeting & coaching many people along the working spectrum. There is a balance between enjoying work and being enthusiastic about what you do, toward tipping over into distorted career & personal thinking, overwork, job insecurity, perfectionism and over competitiveness is difficult and may well depend upon circumstance and work culture.

The need to continually prove oneself in conjunction with an organisation that encourages rampant competition & toxic presenteeism, is likely to encourage the addictive and dependant work attitudes and beliefs. Thus a work-life balance is disapproved of and actively discouraged by the organisation and group culture. As Mr Furnham suggests ‘Studies on workaholics showed they held various beliefs. Work is about win-lose not win-win’. ‘ nice guys finish last’; ‘you prove yourself at work’. They strive against others and certain targets”. Easy to then imagine the link between poor organisational culture and addictive & dependant behaviours for the employee.

So the workaholic may well be addicted to work or more to the point the bolster it gives the poor confidence and self-esteem, job insecurity, competitiveness, control freakery and other distinct issues. Work over 50/60 hours per week these days suggests then there may well be addictive or dependant tendencies, but how can anyone recognise the signs.

  • Perhaps find it difficult to switch off and give more time to work than is necessary
  • Needing approval and the constant need for affirmation, power and position
  • Mobile devices on all day & night for the fear of missing out (FOMO) on important news or information
  • Compelled to “work to finish” regardless of the work/life consequences
  • Poor family & personal relationships
  • Stress and other health related conditions

Many symptoms that we all recognise at one point or another I am sure. Question is what do we do about it now that we are embedded in the highly pressurised work environments today. Primarily, knowing thy self can help. Take the cognitive behavioural models that help individuals recognise the events or the work is having an effect upon negative thinking styles (catastrophising), how you feel (stressed, anxious), the physical changes (feeling sick, headaches and nauseous) and behavioural ramifications to the environment. Indeed, the behaviour change can emanate its self in unhealthy self medication with drink or smoking. Though more to the point be able to recognise the toxic events and take action to mediate them with positive and active problem solving and actions.

With our coaching support or self-help, this model will help you understand the reason for the work dependency and either support a transition toward healthier work/life balance or coming to terms with the work you do and managing it accordingly. Also consider mindfulness, stress relieving exercise, socialising with friends and family and any other activities that can help regain a sense of perspective between the work and life balance.

Of course no one size fits all, though it is clear enjoyable and fulfilling work, whatever you do is beneficial for wellbeing. Being dependant & addicted to your work with all the consequences may not be, that will sadly have a negative impact on both the person concerned and the people around them too.  So is it working to live or living to work…………..over to you!

 References
A Furnham, In Psychology Today, Work Addiction – A Sideways View (Accessed 2/06/2014) http://www.psychologytoday.com/blog/sideways-view/201405/work-addiction

Having Your Career & Eating it – Portfolio Careers

images (23)Now you may or may not have heard of a portfolio career before. Perhaps an odd title that I am sure a lot of working people may not of heard of or existed.  Big question is do they exist and who are they for? Well the answer to the question is yes they do exist, and really describe a mix and match approach to careers, work and or job type.  Portfolio careers are primarily explained as a deliberate approach and choice by an individual to divide their working week up into different parts with sometimes distinctly different jobs/work. Portfolio careers have gained more prominence with the changing employment landscape, insecurity of careers/jobs and the recent economic difficulties. Thus helping individual manage their careers effectively to meet with their changing lives.

I guess the traditional way to look at paid employment is a 9-5 or shift working existence going along to an office or a factory to do tasks outlined in the job description. However, the portfolio career tends to see work differently, operating flexibly by perhaps doing consultancy or part-time work in conjunction with running a small business, tailoring/seamstress, journalists, artists or what ever the opportunity presents. I am sure this may resonate with a lot of parents looking for the flexibility of childcare but having the opportunity to rejoin their careers on their terms.

Needless to say, these opportunities are not for everyone. Firstly, portfolio careers are seen by many as a “middle aged, middle class luxury” and to some extent that may have some truth. Though not always the case, as more and more 20 and 30 something’s see the benefits of a flexible working environment that suits their lifestyles. However, for some younger people they may want to establish a career track record before investigating an opportunity for a portfolio career, so can be initially tricky to support. Not impossible by any means, just may need some creative thinking and a great deal of hard work. For the younger worker this career path can be rewarding, highly flexible and certainly worth considering.

Portfolio careers then offer a great deal in return as discussed. Though in reality perhaps ideally suited to those with an established career track record. May be financially secure and are happy to look at self-employment and the variability in income that can sometimes present.  So who will benefit from this career option, those that like variety and change. Those that are looking for perhaps more meaningful work i.e. balance a better paid role to go alongside a less well paid role such as working in the third sector and charities. Perhaps looking for more autonomy, independence, enjoy a challenge and flexibility. Portfolio careers can present exciting opportunities but may need to be tempered with the unpredictability of the gaining the next project or customer enquiry. Opportunities such as these need to worked on and are generally hard work and sometimes dispiriting to start. As the hard work may yield very little in the short-term, so some support may be necessary to maintain motivation and commitment. All that aside, this Liquorice Allsorts career path can ultimately suit a wide variety of people/parents looking for variety, flexibility and enjoyment into their working life.

So if portfolio careers interest you – then here are a few tips to start your planning

  • Try to be flexible and plan your transition into a portfolio career with paid part-time work of full-time work to fund the planning.
  • Focus upon the steps necessary and plan well
  • Weigh up pros & cons properly
  • Think in terms of careers paths & patterns. Focus upon about what you understand as a proper career at your stage of life – what do you want from your working life now?
  • Think hard about self-employment & freelancing and what it means in reality (as discussed).
  • Be prepared for a lot of hard work to establish yourself, your friends and family may feel your are playing at working rather than a career plan. Help them to help you.
  • Think about temporary work or short-term contact working to help establish yourself and create revenue streams
  • Look into part-time jobs to plug the gaps
  • Job sharing opportunities
  • Take time to distinguish from your fantasy job or career from the reality of the situation you are in. Be sure what you will be doing, when how and with who.
  • Lastly, be positive, take the challenge and enjoy the rewards that a portfolio career can offer

Clearly, portfolio careers can be rewarding and fulfilling. They can help young and more mature people construct a career path with regular income to perhaps supplement a pension or preferred lifestyle. However, the transition can be fraught with pitfalls and set-backs, though if planned and executed correctly can he a liberating, fulfilling and sustainable for those people looking for a challenge. Want to know more call or contact me for more details of career transitions and how to take the anxiety out of portfolio careers.

Mind Over Matter – Mindfulness meditation for day-to-day life

images mindMindfulness is the next big thing. Hell of a statement I know but with the internet awash with evidenced based models such as cognitive behavioural mindfulness & less evidenced based more aligned to spiritual meditation, how do people use mindfulness techniques? Clearly, neither technique is more or less successful just the model that works for an individual. Now then I have to declare my hand here, I subscribe to cognitive behavioural models of coaching and subsequently mindfulness. That said mindfulness is mindfulness and the premise is the same – to help people to relax, be less anxious, have less stress and to balance thinking to help to be in the moment by paying purposeful attention to the present moment.

There are two main mindfulness-based programmes. Both of which currently have a significant evidence base to support their effectiveness. These are the Mindfulness Based Stress Reduction Programme (MBSR) developed by Jon Kabat-Zinn, and the Mindfulness Based Cognitive Therapy Programme (MBCT) developed by Mark Williams, John Teasdale and Zindel Sigal. Dr. Jon Kabat-Zinn developed the Mindfulness Based Stress Reduction (MBSR) programme in the early 70′s at the University of Massachusetts Medical Center. This approach was initial thought as a programme to help sufferers of chronic pain and chronic medical conditions. Since its inception, MBSR has evolved into a common form of complementary medicine addressing a variety of health problems.

There’s increasing evidence that Mindfulness-based Stress Reduction (MBSR) could help to reduce our anxiety levels and teach us new ways to manage stress. The results of various clinical studies and research speak for themselves, highlighting benefits such as:

  • A 70 per cent reduction in anxiety
  • Fewer visits to your GP
  • An ongoing reduction in anxiety three years after taking an MBSR course
  • An increase in disease-fighting antibodies, suggesting improvements to the immune system
  • Longer and better quality sleep, with fewer sleep disturbances
  • A reduction in negative feelings like anger, tension and depression
  • Improvements in physical conditions as varied as psoriasis, fibromyalgia and chronic fatigue syndrome.

The evidence in support of MBSR is so strong that almost three-quarters of GPs think it would be beneficial for all patients to learn mindfulness meditation skills (http://www.bemindful.co.uk/ – accessed 8/04/2014)

So with the weight of evidence how can we use mindfulness in our day-to-day busy lives. Having completed the training for Cognitive Behavioural Mindfulness to help my coaching clients focus upon stress at work and at home, I have a few quick and easy exercises to incorporate into your day-to-day life.

  1. Walking Meditation – this is not easy as people can feel very self-conscious. However, feeling your feet on the ground as you walk and being quiet concentrating on your breath, can help to cultivate relaxed attention.
  2. Mindful Break – day-to-day activities at work can be time consuming and stressful. For a few moments turn away from your work station, close your eyes, clear your mind and focus on your breathing. Try to remain “in the moment” allow thoughts to flow into your mind and let them flow out, accept them and let them go. Bring yourself slowly back into the present and remember mindfulness is to help you to pay attention to the moment and not necessarily make sense of anything particular.
  3. Breathing – I remember when in training a great way to focus upon your breathing for mindfulness. Take your left or right foot, focus upon breathing in and up through your foot, leg, belly, chest and out though your head. Odd I know but really good relaxation. Try reversing the breathing – though your head and out through the sole of your foot.
  4. Get outside –  try to do your walking meditation in an open green space if you have one. Feel the environment and the grass beneath your feet, rather that the day-to-day worries. Hear the birds, the rustling of the leaves and the breeze on your face and skin. This will allow you to enjoy the moment and the place your are in rather that the “auto pilot” nature of modern life.

So there you are just a few tips to help you with a few mindfulness techniques that will not necessarily draw too much attention to what you are doing. As mindfulness expert, Dr. Jon Kabat-Zinn, says:

“Mindfulness means paying attention in a particular way; on purpose, in the present moment, and non-judgmentally.”

Don’t feel limited by these techniques feel free to mix and match to fit them into your life anyway you can. When you apply yourself almost anything can be done mindfully, I will leave that thought with you! Individually these steps may seem small, but you might be surprised at the effect they can have. If you would like more information or more techniques please drop me a line and tell me what you think about mindfulness.

 

 

 

“Should I stay or Should I Go” – Career Transition Planning

Having reached a certain age (myself recently 21 yet again) the thought for many people at work may stray toward stepping back from the day to day hectic working life. The long commute or hours travelling from one country to another may allow one to reflect on a different lifestyle or a change of career direction. I guess if we were to generalise, as we move on through our careers or working life our priorities tend to shift. We all see the wonderful stories of people braking sharply from a corporate or business existence to something completely different. For example a cup cake/bread baking business, running a small coffee shop or using the business experience in a charitable or third sector organisation. 

In the book by Dave Francis  “Managing Your Own Career” there is a short but interesting questionnaire about career drivers. I use it occasionally in my work with clients transitioning careers. Now the results from people conducting the questionnaire do highlight some general patterns in terms of career paths and needs from a career. Some executives & managers may be looking for autonomy, status, material rewards &  power and influence over resources etc. Whereas, those in more people centred occupations regularly focus upon affiliation, creativity and a search for meaning in their work. Now as I stated earlier these are generalised and anecdotal findings but nevertheless seem to follow a pattern. So where am I going with all this? One statistic that always intrigues me is the search for meaning in careers & work as we move through our lives. The sense of “surely there is more to work than this” is stated over and over again with my clients. However its turning the dream into reality that can be the hardest part of the journey. 

So with that in mind here are the first set of questions you may want to ask yourself before jumping headlong into a career transition. This is the planning or an assessment phase that is a vital process to be able to make sense of the issues going forward.

  1. Planning. sounds obvious but without time scales, targets etc how on earth will you arrive at your destination. Some call this the “dream phase” though seems a little prosaic for something that may be life changing.
  2. Where are you now? Create your career narrative (my previous blog will help you with this) how did you arrive at this point in your career, challenges met and overcome. How do you want to use you experiences and talents in your new career?
  3. Transferable Skills? Really builds on the previous point – what do you bring to the party for your new career possibilities? Leadership, management, negotiation, sales, marketing etc how do these skills translate into any potential new role? Its quite a rejuvenating process to know that you probably already have all the necessary skills and abilities to take you forward.
  4. Reality Check? OK here is the tough love……………do you have the resources to get you through the transition. Perhaps financial resources i.e. to help you with the time necessary to move on, perhaps staying in your present employment until you can move on safely. Many do as it may be the best way forward. However, a reality check may mean – do you really want to change career? Do you need more qualifications or experience to move into your preferred career? All things to consider.
  5. Motivation? Again relates to the last point from the reality check – do you really want to change if so how much and what are your drivers to sustain you in tough times?
  6. Options Easy one really – is your change forced upon you and what are the time scales involved with the enforced change? Do you have plans A, B, C if not then you may need to think about strategies if plan A doesn’t come to fruition. You always need plan B if things do not pan out.

So this is stage one for your life and career change. No one said it would be easy. However and as I can testify having completed the career change process after 30 years in the graphics industry, my  journey toward work and coaching psychology turned out to be the most rewarding transition I could have made.

For the next blog I will continue this journey of discovery for career change, however please contact me should you want to discuss the career transition package I have developed. Designed to give you the framework to move toward a fulfilling, sustainable and happy future at work.