The Evidenced Based Curriculum Vitae

Teamarbeit-Dooder-Shutterstock.com_One of the first questions clients usually ask me for is help to create a great CV (or résumé) that will get them the position or role they are want, or need for their career progression. It’s generally a low impact way to seek professional career coaching support for career/job change. It can also be perhaps a “one stop shop” just to start to the process of change. Most people I speak to have read the countless books, reams advice given via social media and the internet or have just relied on what they have done in the past. The big question for me as a geeky psychologist working with careers, is where is the research that will help create that winning CV or résumés consistently time after time?

The sad truth of the matter is there is very little proper empirical evidence about what constitutes a great CV; or even less evidence for that matter for covering letters. Now it could be argued that a great CV is the one that gets you the job or secures you that new role.  That view it is very difficult to argue against of course. However, looking for evidence requires a little more digging to help clients move forward with a CV that they can use as a working document for their future career.

So where to start with the empirical evidence for a great CV? Now research does show that good advice is given for structure of CV such as chronological, functional/skills based or hybrid but there is little known about what to put into the CV (Thomas et al 1999). This suggests that there is plenty of advice out there in books and the internet but it is mostly anecdotal and subjective in nature. Needless to say, recruiters & careers advisors will have a view etc but who is right?

According to Julia Yates (2014) there are three key areas to focus upon

  • Academic qualifications
  • Work experience
  • Extracurricular activities

Depending upon where you are in your career the weighting of these elements will change. For example if you are starting out at work, you will probably place more emphasis upon the extracurricular activities & academic qualification.  However, a more experienced individual will be expected to focus upon the their achievements and work experience. Good grades in your qualifications are worth highlighting, though perhaps where you haven’t done so well may be worth leaving the grades out (Thomas et al 1999).

Brown & Campion (1994) conducted some interesting research with US college students suggesting that if young people wanted to showcase their drive & energy then more or less anything will be acceptable – exam grades, activities at school or achievements at work etc. However, to highlight your social and interpersonal skills then  the after school clubs or where you captained a team seemed to interest employers. Any leadership skills can be highlighted by the evidence you have in a work context of supervising others etc. Interestingly there is no link from this research with sporting achievements and impressing employers.

Clearly, employers are more interested in concrete examples of achievements in a work context rather than self-aggrandising statements. Finding examples of a desirable skill or experiences that match the culture, language and essentials for the job & employer will more than likely impress over and above a list of positive adjectives.  Lastly, Thomas et al(1999) suggested that accomplishment statements (achievements) and a targeted career goal or objective within the CV such as “seeking a sales managers role in a leading confectionary business” helps just as an unspecified one doesn’t.

We also have the vexed question of discrimination and declaring an illness or disability within a CV. There has been some research that indicates that having a declared mental health condition makes the candidate less employable, whereas those with a physical disability were more employable. Though a non-disabled person seemed from the research to be most employable. Notwithstanding the prejudice against men in traditionally female roles and against women in traditionally male roles (Brioult & Bentley 2000). So as you can see CV structure & content is a minefield of advice, evidence, anecdotes and just plain old school illegal discrimination.

So where does this potted history of the scant evidence of CV’s leave us? Well with a lot of advice and anecdotal models but little evidence of that elusive winning CV

Read the rest of the post here at Bright Sparks Coaching Blog

Bibliography

Bright, J (2010) “Brilliant CV: What Employers Want to See and How to Write it” Prentice Hall; 4 edition

Fennah, P. (2014) “The Elite MBA CV; Executive Impact” bookboon.com (pp 71)

Lees, J. (2013) “Knockout CV: How to Get Noticed, Get Interviewed & Get Hired” McGraw-Hill Professional

Mills, C (2015) “You’re Hired! CV: How to write a brilliant CV” Trotman

Yates, J. (2014) “The Career Coaching Handbook” Routledge, Abingdon UK.

References

Bricout, J. C. and Bentley, K. J. (2000) Disability status and perceptions of employability by employers. Social Work Research, 24(2): 87.

Brown, B. K. & Campion (1994) “Biodata phenomenology: Recruiters perceptions and use of biographical information in résumé screening” Journal of Applied Psychology, 79(6): 897-908

Fennah, P. (2014) “The Elite MBA CV; Executive Impact” bookboon.com (pp 71)

Thomas, P., McMasters, R., M.R. and Domowski, D.A. (1999) “Résumés characteristics as predictors of an invitation to interview”. Journal of Business and Psychology 13(3): 339-356

Yates, J. (2014) “The Career Coaching Handbook” Routledge, Abingdon UK.

Read more blogs on this and many other career and work related subjects like this atBright Sparks Coaching

David Dean is an award winning independent Work, Career & Coaching Psychologist, blog writer, work psychology tutor & speaker on areas of psychology that make your career and workplace a better place to be.

Disclose or not to Disclose?

download (13)So you have a disability or have a long-term health condition and are looking to pick up your career, perhaps starting out at work or would just like a job – do you feel confident employers will see past your condition? You have the knowledge, skills and abilities in your CV for the role but do you disclose your disability or health condition? To disclose or not this is the question. Having worked with disabled people and individuals with long-term health conditions for many years, these and many other questions stop or hinder applying for work and getting back to a career.

Indeed recent research from greatwithdisability suggests that 76% of students are reluctant to open about their disability or long term health condition. However the research did find that 57% of respondents recognised the benefits associated with being open and honest about their disability/long term health condition from the start of the process. Needless to say, these decisions for any person with a disability or enduring health condition are intensely personal and sometimes difficult to overcome.

The definition of a disability according to the Equality Act 2010 here in the UK, is a physical or mental impairment that has a substantial and long-term negative effect on someone’s ability to do normal daily activities. The range of disabilities and long term health conditions identified is fascinating for a non-disabled person. ADHD, Autism, Acquired Brain Injury, Bi Polar through to Visual Impairment are amongst many that people navigate and manage in their daily lives at work.

So what is the best way to approach applying for work or progressing your career with a disability or enduring health condition?

Disclose or Not?

  • Employment & disability employment advisers will give conflicting advice on disclosing in your CV/covering letter or application form – some say yes some say no. Perhaps the easiest choice for some is no. However, you may be missing a vital opportunity to highlight how you overcome daily challenges and still push on to achieve your ambitions and goals. The choice is made easier if the organisation you are applying to are registered with the Guaranteed Interview Scheme. You just tick the box and if you meet the minimum requirements then mechanisms will be in place for you to gain an interview. So the choice is not easy but well worth considering.
  • Lastly, being open at the outset will no doubt help the employer make those “reasonable and practicable adjustments” for you both at the interview and to their workplace should you gain the role. Helping the employer help you through being open & honest about your condition or disability highlights a level of self-awareness which shouldn’t be ignored.

The Interview

  • So you have got yourself in front the interviewer or interview panel now what. If you have disclosed your disability then they will be prepared and ready to give you the best opportunity to shine. Well that’s the theory of course. Many employers may need support with disability awareness to stay on the right side of equality and diversity legislation for example. Having supported many employers with many disabled and people with health conditions it is as tricky for them as it is for the disabled person to navigate the interview properly. So if the groundwork between interviewer and interviewee has been done, everyone can get past the condition at the outset so that it enables the interview to go without surprises. Notwithstanding, giving the candidate the opportunity to tell the organisation why they would be foolish not employ you!

Moving on through your career with a disability or long-term health conditions

However difficult it may be, being open about disclosure and honest right throughout the application process and onward with your career, could well be the right way to go. Disability & long-term health conditions are wide and varied so will effect people in many different ways. So with more people with these conditions at work it can only be of benefit to all concerned and pave the way for others following on. Work is a healthy place to be, it can aid recovery and rehabilitation, provides focus and a sense of fulfilment to all let alone those with disabilities and long-term health conditions.

Also by being at work in a variety of businesses and organisations, with any number of health conditions or disabilities, there is a distinct chance you get the chance to remove prejudice and raise the awareness of being enabled by being disabled. So I guess the message is, if work or picking up a career is an option for you then be brave and show how talented you are regardless how others may see you. You have a lot to offer and it may be that the dilemma of disclosure or not is the only thing that is holding you back in the end?

I can’t get no…………Job Satisfaction.

images (31)On a recent trip to my local discount supermarket, my attention was drawn to members of the staff team looking, well, thoroughly miserable and bored with being at work. They seemed to be just going through the motions, no eye contact with customers or co-workers, no smiles or any joy in being there. Now I do appreciate it is a supermarket and it may not be the type of job that makes you bound out of bed singing hallelujah and praise be to be going to work. However, it seems to be a common theme that runs through all members of this staff team. Its almost as though the business is made more difficult by having customers in the store rather than an opportunity to engage with your customers & co-workers and enjoy yourself more. For my sins, I have visited supermarkets in many different countries, and enjoy a rummage around the shelves, as seems to help me to get into the culture of the place and understand the people a little better. My local discount supermarket seems to stand head an shoulders above all others as being a miserable and unsatisfying place to work. The impression then is one of no fun, targets to meet, productivity to maintain and encouraged not to bother customers with any contact what so ever.  For risk of not loading the shelves or getting customers through the checkout in record time.

So that got my juices flowing in what constitutes job satisfaction, do we all have it, or have a right to be satisfied in what we do. Is it the case we have some jobs just for the money – so head down and just get the shift done, smile and take the money. Or is there more to life at work that we should be looking for and ensuring is in place to help us make the most of what we do, more to the point why we do what we do.

Job satisfaction is important not just because it boosts enjoyment, happiness and work performance but it also increases our quality of life at work and home. Many people spend so much time at work that when it becomes highly dissatisfying, the rest of their life soon follows suit. Studies from psychology suggest that the top satisfiers are:-

  1. Fair Pay – Whatever job you do, for you to be satisfied the pay should be fair. The bigger the perceived difference between what you think you should earn and what you do earn the less satisfied you’ll be.
  2. Sense of achievement – we feel more satisfied with our jobs when we have achieved something. As smaller cogs in larger machines it may be difficult to tell what we’re contributing.
  3. Positive feedback – Getting negative feedback can be very painful but at least it tells you where you can improve. On the other hand positive feedback can make all the difference to how satisfied people feel in their jobs.
  4. Variety – To be satisfied people need to be challenged a little and they need some variety in the tasks they carry out. It sounds easy when put like that but many jobs offer neither complexity nor variety such as our discount supermarket.
  5. Control – If people aren’t given any control, they may well attempt to retake it by finding other ways to undermine the system. Psychologists suggest that people who work in jobs where they have little latitude find their work very stressful and consequently unsatisfying.
  6. Support from the organisation – Workers want to know their organisation cares about them, that they are getting something back for what they put in. This is primarily communicated through how the managers treat us etc. Generally if people perceive more organisational support, they experience higher job satisfaction.

When you look at this list of what makes for a satisfying jobs, it makes you wonder why everyone can’t have one. With a little thought and motivation by HR & management, most of the predictors of job satisfaction can easily be provided. However, the answer is as you can probably appreciate not quite that simple.

Organisations tend pay lip-service to keeping their employees satisfied, but many don’t really believe or have objective measures to know it makes a difference. What research shows us is that it can make a huge difference. If you’re a business is looking to improve job satisfaction in a workplace then start with the list noted above and work through them to reflect upon where you and the workforce are with workers job satisfaction. It may not appear to be much but it will make a huge difference to people on the shop floor and hopefully my local discount supermarket with be a nicer place for me and the workforce to be.

 

Image http://www.seven-health.com/

The Home Workers Strategy (whilst still having a life)

A messy desk at homeA lot of people tell me that moving toward home working is easy, just decide one day that its going to happen and there you go…………..right? Without a plan and thinking thoroughly about your run and jump into home working you might want to think again. Interested well read on.

Many organisations for lots of different reasons close offices and decide that the workforce can work from a home base. Generally there is a shrug of the collective shoulders, you pick up your laptop, a phone and off you go. No planning, no discussions at home of what it may mean to the family or how you will manage the available space.

Mum’s and Dad’s going back to work after a baby might not want to be away from their precious one, so this options will help them get back to the work they love. Again jumping in with both feet might work but when you plan the home working thing with work and family in mind its potentially a win win situation.

Here is a quick check list of things I use to help business and individuals move positively toward home working bliss.

  • Get the right technology and support for technology sorted out quickly. Being on your own to sort out broken computers, sufficient broadband, mobile phone signal etc can be challenging. Make sure you have a back up system for both files and hardware , so the stress of things going pop is reduced.
  • Talk to the family. Ensure that families and especially children understand what is happening. Let them have their input into the transitional process.
  • Decide on where you will situate your office space. This goes back to families once more, as excess clutter and paper work can cause quite a lot of stress and conflict. A corner of a living room is fine but what disturbance will you get and what hours will you be able to work most productively without being bothered?
  • If you are lucky you can convert a bedroom or garage. Again spend time planning and setting this out so you feel you are at work and away from home.
  • Commute to work. Yes I know you are working at home but a trip to the newsagents or bakers in the morning helps you get your head in the right space for work.
  • Decide upon how to maintain your social connections. Meet colleagues at the many hotels with lobbies that have coffee shops and catch up with friends when you can.
  • Do not get dragged into working too long – presenteeism is a serious problem for home based working.
  • Keep technology away from the bedroom and yes I mean phones, TV’s and computers. You need your sleep to be effective at work and yes that means home based workers too.
  • Start a homeworkers coffee morning or lunch club. Great for small business owners to mix, get ideas & network.
  • Most of all enjoy the home working experience. Enjoy the flexibility and the chance for a better lifestyle for you and your family. Plus with planning get a great deal of work done whilst sitting at home.

So all is not lost for home based working just needs a bit of careful planning and bit of negotiation and most of all commitment to make it work. Good luck and most of all have fun with the change to more flexible working.

Call or email me for details of my strategies for successful home working and my upcoming book “How to Work at Home & Stay Sane”

A Question of Culture – bullying or just banter?

indexFor us here in the UK we have been reading and discussing an incident on a television program “I’m a Celebrity Get Me Out of Here”, where a contestant was believed to verbally bullied another member of the group. Now in his defence the person doing the alleged bullying stated it was just banter and that it was accepted between both parties that it was just that a bit of fun. However, the watching audience saw the incident differently. The cry of “bully” and abuse rang around the corridors of the media for at least 36 hours until another minor incident subsumed the short attention span. Though the incident raised an issue in the contemporary workplace between groups and individuals of what does constitutes abuse & bullying and what is just consigned to being banter. What is the cut off point between verbal jousting and causing offence? Hopefully exploring this cultural issue can shed some light on the moral maze we all seem to encounter at work and within organisations.

Having experienced may different working environments banter and joking can be fun, reduce stress and raise morale within the group but it can be difficult to recognise when harmless fun becomes bullying, victimisation or even discrimination. Personal jokes and banter, friendly insults and quips are often how we interact in the workplace, at social gatherings or when we meet up with our friends and family. Sometimes closer friendships and the degree of familiarity allow for insults or name calling to be exchanged, with lasting effects of feelings or upset. Clearly everyone is comfortable and shares the laughter and enjoyment.

The darker side of the banter questions can happen when a person is singled out to be the butt of repeated personal attention and cutting comments and then the banter can become harmful to the person concerned. It is clearly no longer fun and the line between banter and bullying or discrimination has been crossed. However, what is the tipping point pushing banter over into abuse and discrimination and subsequent personal isolation and upset.

It is difficult for employees to know and comprehend when the line is about to be crossed and have the confidence to tell colleagues that enough is enough.  Factory life (mainly male dominated) can be tough for the thin skinned. Sometimes personal differences will be highlighted with a nick name or term that describes the person that clearly identifies them to the group. Its usually not overly complementary so can be hard to come to terms with. Usually the shift team are bonded as a group and the ribald banter is part and parcel of your working life.  This environment is similar to male dominated dressing rooms in sport, it is this culture that the alleged celebrity bully comes from. Perhaps then exhibits a different tolerance to the banter than other groups?  There is a hierarchy and men occupy roles within the group. The banter is part of the motivation and bonding process to suggest although we can have some fun at each others expense we are a team. Its easy to make some lazy hypothesis to suggest its men that allow banter, experience in female dominated environments suggests otherwise.  The banter is there but in a different more subtle form. Perhaps more passive aggressive, less obvious but nevertheless still present within the group. Of course this is a generalisation and there always exceptions to the rule.

So In principle the bullying or banter question is about context and culture within the group and the organisation. When cultures collide i.e. a factory or dressing room toward families sitting in their armchairs at home & media hacks, then perceptions on the interaction change.  We formally accept different rules and expectations within different environments. Psychologically called attributions. A attribution is the process by which individuals explain the causes of behavior and events. So home life is different than being at work, out with friends or in the dressing room. Behaviour and language adapt to the different environment and cultural expectations. I am sure you speak to your friends differently to your line manager to your family? So the term bully is very difficult to define or attribute from a distance unless we understand that the people concerned consent to the interaction rule of engagement.

Tbe bullying and banter question is a moral maze. Measuring it by external standards through a politically correct lens will no doubt always veer toward bullying as these robust interactions do not appear polite or appropriate from a distance.  However we may need to take time to understand the different cultures we exist within and what rules apply and to whom before we make snap judgements. Understanding how we attribute events and behaviours with different groups will no doubt help us look behind the smoke and mirrors of society, social interactions and groups. Bulling cannot be tolerated but where do we draw the line for wholesome and group bonding banter? A question for us all to cogitate.

 

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

The Natural Selection of Business & Careers

download (3)Now I am sure we all know the Darwinian model of natural selection & the five theories contained within. If you need a short reminder have a quick look at this very informative web site run by Christ’s College in Cambridge http://darwin200.christs.cam.ac.uk/pages/ (accessed 3/11/2014). So the question is how can these theories be applied to shedding an alternative light upon how businesses evolve and how your career “fits” the environment, the shifting sands of time, skills and your ability to “mutate” into a new job or career path.

Coupled Darwin’s theory and the term “survival of the fittest” developed by Herbert Spencer to help explain his understanding of natural selection, we arrive at everyday terms to describe how life and for that matter business & careers can (in theory) develop. Needless to say these theories have been hijacked to fit may different ideologies and moral standpoints to sometimes disastrous effect. Such as Social Darwinism that is thought to be responsible for laissez-faire attitudes to war, economics & racism.

The Business of Natural Selection

By this time I am sure your imagination is starting to make the connections between natural selection, survival of the fittest and how businesses & careers are born, develop and sometimes die. Businesses have to compete for resources, evolve through small but distinct stages and that some variants or mutations may help them adapt better to their environment. Apple is a good example of a variation that produce many products that are internally similar to other technology companies (Mp3 players, PC’s, laptops, etc) they just do things differently with distinct styling and pretty boxes. Thus have mutated into a distinct species within the landscape. Its a high wire act and difficult to maintain, as if the mutation looses its distinct adaptation to the environment then they become generalists.

The generalists are other technology companies struggling for resources (profit). These generalists are all fighting for the same slice of the market so have to be nimble, agile and smart to fit products to business opportunities that arise. Products are not generally high value items such as Apple products but more standard offerings that will be less expensive but high volume to make the margins. Similar to species of birds, mammals & rodents – all fighting for the same meagre resources to survive in changing environments. Its hard for both generalists & specialists to survive as there has one eye on changing climates and barriers to their success. Competition is tough for businesses as with species of animals & plants are after the same resources unless they can evolve to adapt before others or sadly die out. I am sure as you are reading this you can apply similar stories to businesses & market sectors that you know? Of course there is nothing more compelling than a good theory – just reality gets in the way!

How does your Career “Fit”

The term “fit & fitness” can of course mean many things but in terms of your career we can use the theory to overlay your skills, abilities, knowledge of your job and how your career trajectory fits into the changing landscape of work. I wager you job or work is not the same as it was a few years ago and that you and your work is evolving steadily. Your job may have been made redundant in the past and had to make significant adaptations of your skills and abilities through re-training or re-branding yourself into a distinctly new career species? There are many ways that your evolution and you may have been naturally selected to give your career and working life an advantage.

The big question is now – does your skill set and career fit with where you need to be? Do you perhaps take a risk and mutate into a new career path or do you find new and novel adaptations to re-invent yourself to help maintain your competitive edge? To that aim I have put together a list of actions to help consider your evaluation career options and interested to hear what else your would add?

  • Identify what works well for you that gives you a competitive edge. May be a skill, an ability, an easy way of doing things others find hard, or even just a different way of thinking. Is it truly an advantage? Does it give really you an edge? Can you repeat it and give you that competitive edge?
  • Now that you have found it – cultivate it deliberately. Refine it, add to it & focus on it. Move on from those things you don’t do so well, build that competitive advantage and not trying to catch up with what others find easier than you do.
  • Now you have found and developed one great career adaptation, find another and keep repeating the process. Create as many natural advantages as you can. See what works and go with it, regardless of whether it’s what you expected or not.
  • Always spend time doing what you do best. Don’t forget your positive attributes, skills and knowledge, ignore them are your peril. By identifying development areas you are aiming to support your strengths enabling you to evolve positively.

Hopefully the short list will help with the adaptations as no species has ever thrived by working on its weaknesses and forgetting about its natural strengths. Don’t try to go against the way that natural selection works with careers and business – go with it and prosper. Creating your competitive edge, overcoming barriers, exploiting your natural attributes and planning for your future will no doubt help you (or your business) see environmental changes as a challenge so you can adapt and manage change effectively. So don’t be a Panda eeking out an existence on bamboo alone – be more…………………………….you fill in the gap!