3 Signs It’s Time To Quit Your Job

In today’s job market securing a position before leaving is crucial and job-hopping is the new norm.

But how do you know it’s time to start looking elsewhere when the grass isn’t always greener on the other side?

Financial need should be one of the main criteria, but logic aside, here are some telltale signs the end is near:

1. You Dread Going To Work

Emotions are like the check engine light on your car dashboard. They indicate when something is wrong. For some lack of alignment with the vision of the company can be the deal breaker, while passion is the widely used qualitative measurement (on a scale of 1 – 10 how much do you love the company you work for?) As I wrote in an earlier post, you either drink the Kool-Aid or you don’t. If you score a 6 or below it may be a matter of when, not if you leave.

2. You Don’t Feel Valued

Value comes in different forms: respect, appreciation, compensation, etc. Being fairly paid is self-explanatory (and normally tied to your self-worth), but the “feeling” is tied to your direct manager. People leave managers, not companies. True story.

You may interact with your co-workers more frequently, but how you are treated by your boss is the thermometer. Feeling respected is being heard. Don’t expect all your ideas to be implemented, but if they’re all discarded you simply stop caring. Using the car analogy, value is the emotional fuel you run on at work.

When full, it’s easy to brush off apparent challenges.

When running on empty, minor offenses can be the straw that breaks the camel’s back.

Value determines longevity.

3. No Growth Opportunities 

Professional development ranked higher than pay for Millennials in job surveys. That’s because the corporate ladder has been turned sideways where lateral movement to another company can be more attractive than promotion.

Culture is the driver for individual growth. Using Zappos as an example, it’s the core values that shape behaviors, not mission statements. Investment in employees can be risky because they can leave, but without it you have little chance of people staying past a year. Smart companies use both internal and external resources to champion this cause. If Human Resources is overloaded, hiring an outside trainer or consultant who specializes in learning and development can be the better route. Establishing a connection then challenging comfort zones is the intersection of growth.

Moving on has more to do with how you feel treated than it does anything rational. Life is too short to settle for mediocrity. If you care about making an impact you’ll look outside your current organization for more attractive options. Remember, the best candidates are employed and there’s never anything wrong with looking for something better.

Why You Should Systemize Your Next Idea

Having a side hustle isn’t a luxury anymore, it’s a necessity.

Today’s middle class is barely making it. Therefore thinking about your next business idea should be reality (like yesterday).

The main reason 80% of businesses fail within 5 years is because of its faulty foundation: you.

That’s not a knock of your skills or ideas, but your focus. After finishing reading The E Myth Revisited, Gerber emphasizes working on your business, not in it. Simply put, any business dependent on you to run it is destined to fail.

The only way to monetize your next idea is to systemize it. This is something I’m working on. I like being involved. I prefer to individualize customer interactions. I want to cater to people’s needs.

The problem there is the lack of a consistent experience. As much as we may loathe sales pitches, they are measurable. Standardizing a product or service provides branded expectations. When you think about it the best companies present clearly.

When an explanation is simple and easy to understand, a customer can decide whether to buy or not.

When an explanation is unclear, a customer leaves confused which results in a no.

The best example for systemizing your next idea are franchises. Starting at the model concept, processes and details are hammered out to a tee so it can be replicable at another location. Customers who visit any spot should experience a very similar encounter.

Another key factor in systemization is hiring others to help. This means people or outside systems (automation). Essentially this means delegating all the pieces you aren’t great at in order to grow the business.

It starts with the right mentality. Focus on developing the business to run itself. You won’t be able to afford all the help you need right away, but you should never defer from that plan. Most small business owners take shortcuts early on by doing everything which produces short-term gains, but in the long-run it’s not sustainable.

Ironically I’ve experienced this at a program level before where I put the right people in place and let it run like a well-oiled machine. It felt like everything was on “auto-pilot.” My goal is to implement this strategy with my next idea and where I’m finding it most helpful so far is in the early stages of discerning which ideas to pursue.

Some people’s goal is never to scale or sell a business and that’s ok. But what I’m learning is when you systemize your idea correctly, at least you’ll have that option because others see value in a predictable money making machine.

Why Kool Aid Determines Your Career Path

Your career situation lies on one question: do you drink the Kool Aid or not?

kool_aid_man_wavingThere are two groups of people at every company: those who drink the Kool and those who don’t.

Translation: you’re either “sold out” (all-in) or not.

There are exceptions; those who may not fully engage in the vision, but are satisfied enough to take the good with the bad. To me, that sounds like complacency, but to everyone their own.

In order to stay at a company for a long period of time you have to believe in the mission. Purpose is still a magnetic trait that companies have. If you don’t bleed for what a company stands for it’s not a matter of if, but when you exit.

For those who reject the Kool Aid, it’s revealed in the language they use.

Mainly “I” vs. “We.” Subtle, but very powerful.

“I” statements separate from the greater whole, while “we” statements identify with the organization.

It’s not as simple as making a language change…

The determining factor is how much you buy-in. That doesn’t mean you agree with every detail or decision made, but you’re willing to associate with the team more than your opinion.

Some say entrepreneurs escape Corporate America for freedom, but most do it for a dream.

Business comes down to two types of dreams: yours and others.

Owning a business supports yours and working for a company supports theirs.

Your job is to choose whose dream you’re on board with.

Millennials in particular live for making a greater impact. Job hopping is as much about identifying with a greater mission as it is about getting bored. Adding value is as much feeling valued as it is contributing to it.

In your current role, you will eventually have to make the same decision sooner or later: do you drink the Kool Aid or not?

It may not be as simple as “yes” and “no” when it becomes part of your financial livelihood, but the bigger question is how long can you deny it?

Life is too short to support a dream you’re not in agreement with. Social impact draws new followers daily because of alignment of personal and corporate values.

If a company has a high turnover rate it’s probably a Kool Aid issue.

So in your current position do you drink the Kool Aid or not?

The answer to that question shapes your career path.

Are Great Managers Truly Unicorns?

The number one reason why people leave their jobs is because they feel unappreciated or under-valued. Translation: lousy boss.

One of the main reasons I’ve left all my past jobs is a terrible boss (best boss I had was as an entrepreneur – he was great, but the pay was inconsistent).

At the core is a skill problem. Let’s start at the bottom:

As a technical worker you are paid to produce results quickly. Once you prove yourself you move up to leadership. The issue here is what made you a great technical worker won’t help you be a good leader.

At the leadership (management) level your job is to bring out the best in your team. It doesn’t matter how well you performed at your previous role because the job description is completely different.

This is rampant in Corporate America because seniority normally equates to promotion. But most managers don’t know the first thing about motivating/treating people. Managers talk to their employees as if they’re stupid or incompetent. The disrespect is tolerated at first, but over time disengagement and morale drops.

Productivity keeps a business running, but poor leadership can halt growth. Companies with high turnover are similar to below par rated restaurants on Yelp. Even if you have a great product, customer service is what you’re ultimately judged on.

Most businesses believe treating the customer with the utmost respect is good enough, but when employees feel the cold shoulder of management internal strife starts to build. When the work environment becomes sheerly political the internal trust deteriorates and your best talent already has one foot out of the door.

I understand the argument from the company’s perspective that hard, objective decisions need to be made in order to scale, but you can still treat people well and get great results. People filter their perception of leadership through interactions. Once you feel unsafe as a worker, it’s time to start applying for jobs elsewhere.

That’s why when you do find a manager who cares about you, brings out the best in you and ultimately looks at his position as service treasure him/her. I’ve been fortunate enough to experience it once in my career and during that tenure I felt I could do anything.

For some complete autonomy may feel like macro-management, so it’s important to understand what type of boss you thrive under. Culture is viewed as the thermometer, but core behaviors are the true temperature.

These days companies can pay you lip service about their environment, but only the employee experience truly defines what the culture is.

So if you have a great manager think twice about the grass being greener on the other side. Like grass most of the time if you turn it over it’s actually brown.

The Criteria You Boss Should Be Judged Against

There’s a hypocrisy when it comes to management being held accountable. Employees often claim to be micromanaged, but rarely are there any changes because it’s acceptable by executives.

Businesses determine decisions based on finances, but what happens when costs are offset by people quitting?

The ROI on employee retention is staggering. No matter how strategic the hiring process is once a worker is on-boarded it falls on the company’s side to make sure they have all the necessary training and skills to effectively do their job.

What’s lost in the boss-employee relationship is a measurement that doesn’t get the just due it deserves: motivation.

Most would argue people are self-motivated or not, which I would agree with, BUT the main factor why people leave or stay at their current role is: how their boss makes them feel.

People don’t leave companies, they leave managers.”

Maybe it’s overlooked because it’s not as sexy as performance or trackable as sales made. Those matter, but as you move up the food chain of Corporate America it takes less skill, more feel from managers.

Take the example of professional athletes. All have coaches, but how many of those coaches can outperform them? (Answer: none)

If that’s the case, why hire a coach?

For support and guidance during challenging times.

The more skilled the employee, the less they need to be told what to do or how to do it, but rather given the trust to get the job done and be judged on the results.

A manager affects the morale and engagement more than any other factor at work.

The level of morale and engagement directly drives performance.

Phil Jackson coached Michael Jordan, Kobe Bryant and Shaquille O’Neal. The reason he led them to championship and his predecessors before him didn’t was his approach. Jackson focused less on micromanaging them and more on challenging/managing their egos. Great players need great coaches.

Just because you were a great widget maker doesn’t mean a thing once you become a leader. Your job was to be the best, now it’s to bring out the best in others. Most managers didn’t learn this skill set and it’s the reason why so many workers complain about their boss and leave.

Think about the best and worst manager you’ve worked for. I bet on the high side they cared about you as a person. On the low side, they treated you as a cog in the wheel. At the core is how they made you feel.

Chances are if you love your boss, you see the glass as half full moving forward. But if you hate your boss, you’re actively looking for your next gig.

How does your boss make you feel? 

The Forgotten Part Of Networking

friends-at-work

Your network is your net worth.

The assumption is networking is done “externally,” but what if you actually like your job and don’t want to leave, yet desire to expand your network?

Do it internally.

Similar to sales: return customers have a greater value than new customers.

That means co-workers you connect with and strengthen bonds over time can be more instrumental to your career success than grabbing coffee with a new contact on LinkedIn.

Don’t get me wrong. I’m that guy who connects with people locally on LinkedIn and grabs coffee, but those relationships take time to blossom.

Meanwhile your work relationships have the potential to grow much faster because of the frequency and ease of scheduling.

Too often job satisfaction is determined by what happens to you, not what you initiate. Some opportunities are all about timing, but others are about choice.

Once you understand the company culture figure out how you can connect with people at work: grab lunch, go for a walk, chat on Slack, etc.

Most likely there are too many people at your company to talk with consistently, but that only makes the challenge fun.

  • Be the person who asks others how they are doing.
  • Instead of going on break alone take a friend.
  • Make it a goal to grab lunch with someone weekly.

At my company we’re fortunate to have catered lunches twice a week so that leaves three open days for me.

Some days I make phone calls and other times I need to decompress alone, but imagine how fulfilling your day is with a stimulating conversation!

As an introvert/situational extrovert I prefer quality over quantity…

Making networking part of your lifestyle versus a goal starts by doing it consistently.

The trick isn’t to keep “score” on how many people are in your network, but how often you network with others.

Make it a habit and watch your work fulfillment level skyrocket!

The Limitations Of Having A Growth Mindset

strong-brain

Do you have a growth mindset?

Having one isn’t good enough. In fact, I’d argue to say there are some limitations when it comes to this type of mindset.

The little engine that could(n’t).

I think I can. I think I can I think I can.

That little train did make it up the mountain, but then what? Believing you can is the foundation for any change, but that doesn’t equate to action. People are who they are. You can’t change that. Dating couples are told by therapists not to try and change their partner (because it’s not happening).

Poor listeners can learn how to actively listen, but they’ll always default to talking.

Micromanagers can be told to use empathy, but task accomplishment will always be most important.

Planners can be asked to be more spontaneous, but last minute changes will always frustrate them.

We are who we are. We can’t be anything we want to be; we can only be the best version of ourselves.

Talent is innate.

People can grow, but each person has different heights of potential.

Hard work beats talent when talent doesn’t work hard, but if talented people work hard they perform better.

A talent is defined as something you have a natural affinity for. You and I are gifted in areas others aren’t. Once you identify your talents, they can be developed into strengths over time.

Talent is an advantage when used correctly widens the gap and separates us from the rest.

Focus on your strengths.

Less is more and when it comes to energy you should spend your time on what you can be great at.

With everything else ask for help or delegate to others.

There’s nothing wrong with learning new things, but if you have no passion for it, don’t align with the purpose or just aren’t good at it you’re wasting your time.

A growth mindset would say keep at it, but is that a good use of your time?

The best organizations have the right people in the right seat on the bus.

That means hiring specialists and letting them do work. Filling people’s plates with other tasks (outside of their talents) is diluting their strengths.

There’s nothing wrong with having a growth mindset, but when I hear people use that as a default response to everything challenging you’ve missed the point.

Attitude is crucial to everything we do, but at a deeper level self-awareness produces maximum results not having a growth mindset.

How Relationships Should Evolve (In My Eyes)

We tend to view the world from our own lens and rightly so.

So how does being built for human connection actually play out?

In my eyes relationships are an endless conversation. You pick up next time exactly where you left off previously.

But in my experience that rarely happens.

Factors such as effort, memory and focus determine the quality of exchange.

If one person puts in the energy, but the other doesn’t it ceases to grow.

If one person forgets where you left off, the next interaction is like meeting a stranger for the first time.

If one person has an agenda or task needed to be accomplished, it’s merely a one-time transaction.

I admit when my goal is to know someone deeper I put in the effort. I don’t always succeed, but most of the time I do.

In Malcolm Gladwell’s Blink, he uses the term “thin slicing” to make quick judgement of people. It’s a form of stereotyping, but it’s how our minds create schema.

It’s at the crux of how we decide to proceed.

In some cases people don’t have the soft skills to connect effectively. Technology is somewhat to blame, but intention, empathy and practice carry more weight.

Task-driven people believe others exist as a means to accomplish their ends.

Relationship-driven folk view people as an end in itself.

Similar to an ambivert, you can be both, but usually you lean more towards one side than the other.

Neither is better, but your personal life reveals which position is more important.

I joke with my friends that online dating has killed relationships, but that could be a generational preference. The reason I go there is because if I met my wife through a dating site, how much risk would I take getting to know her? (If the answers are already revealed, what’s the fun in discovery?)

Don’t get me wrong, I am more introverted than extroverted, so my goal isn’t to become close to everyone I meet. In fact I choose quality over quantity, so when I intend to “invest” in someone I dive in head-first not knowing if there’s actually water in the pool.

head-first-dive

Is that reckless behavior? Possibly.

But then again it’s my life, not yours.

No risk. No Reward. That’s how I see it.

Why Coaching Trees Don’t Work

coach-k-phil-jackson

There’s a belief out there that leadership can be taught. Skills yes, but replicating no.

Take for instance two all-time basketball coaching greats: Phil Jackson & Mike Krzyzewski.

Both have disciples trained under them, yet given head coaching duties the success rate isn’t nearly as high. Why is that?

First of all, people can’t be scaled. You can have a mentor, but the goal of the mentee should never be to clone their model. Leadership is grounded in self-awareness so your style needs to be conducive to your personal strengths. You can’t be anything you want. You can only be the best version of you.

Second, there’s an art of leadership that is instinctual. Almost impossible to teach. Both Jackson and eventual Coach K successors have huge shoes to fill. Their replacements will be forever compared to their career success. Unfair as it is, each leader has to create their own legacy. Leaders are less focused on who came before them and more locked into where they want to go. As technology improves so does the sharpening of people skills. In sports the truly great coaches have a sound strategy, but what sets them apart is their ability to manage superstar egos. No book, online resource or manual can teach you that. You learn best through experience and since each individual is unique there’s no formula for optimal results.

Third, confidence in vision. Many would argue charisma, but that comes from a strong belief in self. The confidence in vision needs to be strong enough to take the team to a level even the leader hasn’t reached before. A leader’s vision should be bigger than themselves which further defends the idea of focusing on the future instead of looking back. Vision casting can be taught, but the size of the goal is directly tied to the confidence of the leader. Most successors aim to maintain past standards, but that’s peering in the rear view mirror. Beyond prior records, data and research, leaders must push on regardless of the struggle. That type of perseverance is a character trait developed over time.

Leadership development is real, but not as simple as following a set number of rules. Great coaches create a legacy that can’t be caught. Besides observing and having a deep appreciation for great leaders, it’s about identifying your greatest strengths and leveraging those on a daily basis for maximum results. Coaching trees don’t work because humans are too dynamic to be simplified down to a system. Train up leaders, but give them autonomy to spread their wings in the way they choose. That’s how a tree really blossoms.

 

Corporate America’s Missing Ingredient

empathy

There’s something missing in Corporate America, but it’s not what you think.

Technology gives us the opportunity to work remotely and scale businesses.

Outsourcing labor multiplies growth while saving massive amounts of time.

Investors provide the resources to transform a hobby into an empire.

But the one thing that retains the top talent worldwide is: empathy.

In a broadcast-driven society, rarely do people put themselves in other’s shoes.

Managing egos and customizing messaging is the difference between success and failure.

Here’s why:

Even with the best technology you still need people to run it. Salaries are competitive, social impact is rampant and perks are plentiful. Therefore how you treat people defines their company loyalty.

Take for instance managers. The top reason most people leave their jobs is because they feel disrespected or undervalued. Simply viewing the impact of your decisions from the receiver’s point of view makes all the difference in the world. Most managers are ill-equipped to lead others. Just because you’re a great widget maker doesn’t translate well to a manager of widget makers.

Empathy is a learned skill (although it can be argued some have a higher ceiling than others). Kids are taught at a young age to think about how their actions affect others. Somewhere between preschool and adulthood that lesson is forgotten. Money and power corrupt our ability to serve.

Personally I’ve witnessed many conflicts started because of a failure to empathize. The same reasons countries go into war on a macro-level happens to co-workers at a micro-level. Stress has a tremendous drain on productivity and the majority of it can be avoided by showing empathy.

The downgrade of soft skills will only continue to get worse and at the core of the deterioration is a lack of empathy.

Empathy is not something HR can teach or a motivational speaker can inspire you to do. It takes making a commitment to servant leadership. Stop thinking positional leadership puts you on top. Instead understand supporting others from beneath actually pushes them to reach their fullest potential.

Will you do your part?