5 segni per capire che è ora di cambiare lavoro

16 luglio 2015 § Lascia un commento

HBR è sempre una fonte inesauribile di argomenti interessanti;

Colgo l’occasione e il periodo per inviare un messaggio per far riflettere e dare gli strumenti per comprendere se state facendo il lavoro giusto o è il momento di cambiare…
A voi le riflessioni
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Regardless of your age, background, or accomplishments, you have probably fantasized about the possibility of a new career at some point in your life – those who haven’t are the exception.

LinkedIn reports that of its 313 million members, 25% are active job seekers, while 60% can be considered passive job seekers – people who are not proactively searching for a new job, but seriously willing to consider opportunities. In addition, there has been a steady increase of self-employed and temporary workers over the past two decades. This is true even in rich economies with low unemployment rates, like the U.S. and the U.K., partly because of the glamorization of entrepreneurship, the rise of the sharing economy, and the ubiquity of incompetent management, which makes the prospect of not having a boss rather alluring.

Yet at the same time, humans are naturally prewired to fear and avoid change, even when we are decidedly unhappy with our current situation. Indeed, meta-analyses show that people often stay on the job despite having negative job attitudes, low engagement, and failing to identify with the organization’s culture. And, since career changes are often driven by emotional rather than rational factors, they often end up disappointing. So at the end of the day, there is something comforting about the predictability of life: it makes us feel safe. As the Danish philosopher Søren Kierkegaard observed: “Anxiety is the dizziness of freedom.”

You and Your Team

  • When you’re feeling stuck.

The inability to make a decision is in itself anxiety-provoking, because it increases uncertainty about the future. In addition, most people, even millennials, value long-term job stability, not just in themselves but also inothers. Unsurprisingly, the OECD sees job security as a key component of quality of life, while academic studies report that job insecurity is a major cause of psychological stress.

All this explains why it is so hard to leave a job, no matter how uninspiring or monotonous it may be. In order to help you decide whether it may be time for a career change, here are five critical signs, based on psychological research, that you would probably benefit from a career switch:

  • You are not learning. Studies have shown that the happiest progression to late adulthood and old age involves work that stimulates the mind into continuous learning. This is particularly important if you are high onOpenness to Experience/Inquisitiveness, a personality trait associated with curiosity, creativity, love of learning, and having a hungry mind.
  • You are underperforming. If you are stagnated, cruising in autopilot, and could do your job while asleep, then you’re almost certainly underperforming. Sooner or later, this will harm your resume and employability. If you want to be happy and engaged at work you are better off finding a job that entices you to perform at your highest level.
  • You feel undervalued.Even when employees are happy with their pay and promotion prospects, they will not enjoy their work unless they feel appreciated, especially by their managers. Furthermore, people who feel undervalued at work are more likely to burnout and engage in counterproductive work behaviors, such as absenteeism, theft, and sabotage. And when the employee in question is a leader, the stakes are much higher for everyone else because of their propensity to behave in ways that coulddestroy the organization.
  • You are just doing it for the money. Although people tend to put up with unrewarding jobs mostly for financial reasons, staying on a job just for the money is unrewarding at best, and demotivating at worst. As I pointed out in a previous post, employee engagement is three times more dependent on intrinsic than extrinsic rewards, and financial rewards extinguish intrinsic goals (e.g., enjoyment, sheer curiosity, learning or personal challenge).
  • You hate your boss. As the saying goes, people join companies but they quit their bosses. This implies that there is a great deal of overlap between employees who dislike their jobs, and those who dislike their bosses. In ourresearch, we find that 75% of working adults find that the most stressful part of their job is their immediate supervisor or direct line manager. Until organizations do a better job at selecting and developing leaders, employees will have to lower their expectations about management or keep searching for exceptional bosses.

Of course, these are not the only signs that you should pay attention to. There are many other valid reasons for considering a job switch, such as work-life balance conflicts, economic pressures, firm downsizing, and geographical relocation. But these reasons are more contextual than psychological, and somewhat less voluntary. They are therefore less likely to lead to decision uncertainty than the five reasons I listed.

At the end of the day, real-world problems tend to lack a clear-cut solution. Instead, the correct answer depends on its consequences and how pleased we are with the outcome, and both are hard to predict. As Abraham Lincoln said, “the best way to predict the future is to create it,” so the only way to know whether a career move is actually right for you is to make it.

Non lasciate che una trattativa rovini il vostro rapporto

5 agosto 2014 § Lascia un commento

Può essere difficile e in un trattativa riuscire a mantenere un rapporto personale con un cliente o con un capo, in quanto si possono creare tensioni. Ma rinunciare alle proprie esigenze non è altro che un errore

 

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Qui ci sono tre modi per negoziare senza imbarazzo:

Trattare con la mente aperta

Separare il vostro rapporto da l’essenza di ciò che è in discussione. Sottolinea che la relazione è importante per voi, ma poi accetta di metterlo da parte. Se non lo fai, sarà difficile affrontare termini specifici, le condizioni o preoccupazioni.

Non lasciate che diventa una leva.

“Se tu fossi un buon partner, sarete d’accordo con me,” non è una strategia efficace per voi o il vostro interlocutore. Portare la discussione di nuovo al problema specifico a portata di mano.

Non Chiudetevi nella tana.

Invece di placare la vostra controparte per risparmiare rancore, lavorare con lui o lei. Siate rispettosi, ben preparati, e ascoltate. Essere affidabile e costruttivo sarà la mossa efficace per rendere vostro rapporto più forte

Banca delle idee e Sviluppo

18 aprile 2013 § Lascia un commento

Mi piacerebbe raccogliere da parte di tutti coloro che me sentono il bisogno, le,loro idee, e condividerle…
chi ha voglia di crescere con noi?
vi aspetto

La strada del successo from steve Jobs

20 novembre 2012 § Lascia un commento

Amare quello che si fa, amare il proprio lavoro, ecco le chiave del successo…

Io stesso ho vissuto questo momento, sono passato da un lavoro che mi ha fatto crescere mi ha dato la possibilità di fare quello che oggi faccio, e che ho amato ma, che però ad certo punto, per motivi che non derivavano da me ma da altre persone, ho perso la passione.

Oggi svolgo un lavoro che adoro, amo con tutto me stesso al quale dedico ogni momento della il vita
Di seguito un video, “di un certo” Steve Jobs, che testimonia quando detto

Prima chi, poi cosa

19 novembre 2012 § Lascia un commento

Prima di fare qualsiasi ragionamento riguardo ad un’azienda ,bisogna capire se le abbiamo le persone giuste, e se le stesse sono al posto giusto

Solo dal quel momento potrete procedere verso al direzione desiderata,certi di lettera raggiungere gli obiettivi prefissati, diversamente lo sforzo che dovrete applicare sará enorme senza avere la certezza di raggiungere la “destinazione”

Di seguito un video dei più esperti USA, Jim Collins

http://m.youtube.com/#/watch?v=EzIzEJq7caI&desktop_uri=%2Fwatch%3Fv%3DEzIzEJq7caI&gl=IT

Buona visione

Vendere l’azienda e divide con i dipendenti

17 febbraio 2012 § Lascia un commento

Nel Mondo ci sono persone veramente da stimare e da prendere d’esempio. Di fatto quanto sotto raccontato (grazie ad un blog rivolto solo a notizie positive) sembra quasi impossibile, complimenti per il coraggio

Chi sarebbe in grado di fare lo stesso?

C’è un imprenditore che, dopo aver deciso di vendere la sua società, ha pensato di distribuire parte del ricavato ai suoi 1.800 ex-dipendenti, per ringraziarli del lavoro svolto e della lealtà dimostrata verso l’azienda.

Questo imprenditore si chiama Ken Grenda ed è australiano. A fine 2011, Grenda ha deciso di vendere la società che era stata fondata dai suoi genitori nel 1945 e che ha sede a Victoria. La società (che costruisce pullman e ne gestisce i trasporti) è stata venduta per 400 milioni di dollari australiani e Grenda, d’accordo con i due figli, ha distribuito bonus ai suoi 1.800 ex-dipendenti per un totale di 15 milioni di dollari, come ringraziamento per aver contribuito al successo aziendale.

Tutti gli ex-dipendenti hanno mantenuto il posto di lavoro e sono stati assunti dalla società acquirente, ma nell’ultima busta paga …..

I primi 100 giorni da CEO

8 febbraio 2012 § Lascia un commento

I primi 100 giorni di un CEO o COO (oserei dire), come in politica sono i giorni in cui si esegue il cambio di rotta, e vengono intraprese le nuove scelte e/o decisioni. Ma non sempre, questi 100 giorni sono decisivi e i più facili, ecco quindi di seguito cosa può accadere e come gestire le attività

It’s tough at the top and getting tougher. CEO turnover in medium and large U.S. companies is speeding up: Today CEOs last just six years on average, down from eight years a decade ago. More than 15% of current CEOs are freshmen. Starting off on the right foot is crucial, especially during “the first 100 days,” when new top executives are under intense scrutiny to prove they’re equal to the job. Unfortunately, the 100-day strategy has fallen victim to several myths that make it more difficult for leaders to lead.

MYTH #1: New CEOs should look outward and move quickly, rapidly inspecting personnel and procedures and identifying shortcomings in order to “sort out the mess.” One CEO, newly installed in an ailing industrial goods company, wasted time investigating and disparaging his predecessor. After a year of “I’m-not-the-other-guy” leadership, this executive hadn’t stamped his own identity on the business or made any distinctive decisions.

FACT: New CEOs benefit from introspection, not just inspection. They should reflect on their leadership style in order to adapt and harmonize with the company. One CEO, for example, excelled at communicating to small groups, delegating and team-building. Because he initially concentrated on assembling a strong team and personally communicating with them, he was able to develop a firm launch-pad for a variety of initiatives aimed at transforming the company.

 

MYTH #2: New CEOs should make an impact as soon as possible, notching up some “quick wins.” Consider one American executive who took over a foreign-owned manufacturing company. Without pausing to fully appreciate the company’s culture, ownership structure and tolerance for change, he developed a turbo-charged reorganization and growth plan. The Board of Directors rejected it, forcing him to backtrack, rebuild credibility and endure increased scrutiny.

FACT: New CEOs should find out what makes a company tick and work with this reality to achieve goals. In this spirit, the CEO-elect of an established media company devoted eight months prior to her accession to soliciting the views of stakeholders and identifying areas of future innovation and growth. After taking office and completing her review, she assembled her team. Her patience and precision instilled confidence, enhanced morale, and was rewarded with impressive growth.

 

MYTH #3: New CEOs should establish their executive team by recruiting the ablest functional and line leaders. One over-enthusiastic food company CEO established a team of outstanding executives, only to find that it wasn’t a team at all, but rather a group of individuals with divergent and conflicting approaches. His role became that of compromise-seeker and peacekeeper, not leader.

FACT: “Teamability” may be more important than individual ability. New CEOs should look for team players, rather than individual superstars, when they establish the inner circle. A top talent who can’t work effectively with colleagues is a liability, not an asset.

 

MYTH #4: New CEOs must promptly define and communicate performance metrics. An incoming CEO of an entertainment company, eager to secure first-mover advantage, instituted an ambitious growth strategy and set specific targets for managers. The board, concerned he had taken his eye off the core business, forced him to start again.

FACT: Before defining standards and evaluation criteria for others, new CEOs should first establish and communicate how they themselves will be evaluated.

 

MYTH #5: New CEOs must strive to be the smartest person in the room; you’re the chief, right? After a healthcare executive was promoted over longer-serving colleagues, he took a crash course in their fields of expertise. Whenever they made constructive suggestions, he knew better. Except, of course, he didn’t, and he suffered for it.

FACT: Omniscience is unattainable and does not guarantee great leadership. Smartness is helpful, but so are humility and inquisitiveness. The new CEO of a financial services business, an outside hire, studied just enough to ask the right questions. He acknowledged and deferred to those with superior expertise, but knew enough to challenge easy assumptions. This enabled him to slowly reset the organization’s goals, with his senior colleagues firmly on board.

Perhaps the most dangerous myth of all is that a new CEO’s worth can be judged in the “first 100 days.” That’s often not the case. New CEOs need to maximize job preparation through research, consultation and introspection. They need to listen to others, seek impartial, external counsel who can discuss the un-discussable, and differentiate between self-interested counsellors and the advice of team players. The most successful CEOs are not always the leaders who are most knowledgeable and decisive. Often they are the leaders who create the best teams, inspire peers, and set a coherent vision in keeping with the organization’s mission.

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