Committing to a Career Path

Committing to a Career Path

AP

Having interviewed, employed, trained and mentored many people for over 20 years, I have seen a large number of careers, both professional and non-professional; evolve over time, with varying degrees of success or failure. Some have blossomed, others stagnated and stalled. Some I have witnessed even failed.

Over this period, it has become apparent to me, that in many instances the outcome of people’s careers is largely dependent on the individual’s acceptance of commitment.

So how do you assess the success of someone’s career? I believe it should be measured in relation to whether you reach your full potential. Hence, the first step to a successful career is identifying your potential and where you want to go i.e. Direction.

For people without a mindset of commitment, the question of direction remains unanswered, and in many instances can be seen as a positive. “If I don’t commit, I’m leaving my options open”. While options may be seen as a benefit, my advice would be to the contrary. While you’re wanting to leave options open, you are not committing 100% in a clear and specific direction i.e. you don’t have a true career path.

While you’re wanting to leave options open, you are not committing 100% in a clear and specific direction.

During my career, I’ve seen many examples within the engineering and construction industry, of people who have undoubtedly reached the peak of their profession and realised their full potential. In all instances, it has only occurred once they have settled into a role or organisation and committed 100% to their career path. The most successful of these people have identified the work environment they are in as being conducive to them achieving their goals, and based on this, decided to take that career path as a way forward. They have seen less value in leaving options open and more value in committing to a direction and path that will lead them towards reaching their full potential, or in other words, a successful career. The importance of this mindset is compounded when it becomes apparent that the earlier you make the commitment, the longer time you’re on the path, hence the further you may go.

The importance of this mindset is compounded when it becomes apparent that the earlier you make the commitment, the longer time you’re on the path, hence the further you may go.

So for those who are not yet on the path, my advice is simple:

Firstly, identify your future potential and ambitions. If you are unsure, seek the assistance of a mentor or advisor to help you assess your potential and to ensure your goals are not over-ambitious. If you are confident and sure, then go for it.

Secondly, assess whether you’re in the right work environment to achieve those goals.

Once you are in the correct environment, which includes the support of your work colleagues, commit fully to your chosen career path. Only then, within the right environment and with the mindset of commitment will you reach your full potential and have a successful career.

The Difference between Winning and Success

The Difference between Winning and Success

AP

Results vs Outcomes

Most would suggest that success comes from winning. Certainly in things like sport and politics for example this is true. Where votes are cast or scores are kept, it is easy to measure success directly in relation to the score at the end of the “game”. Winning at all cost is a mindset common in these endeavours.

Emotion can often play an important part in many battles and can contribute to heightened performance. Emotion can also be used to gain a mental advantage over your opposition while gaining support from others around you.

In business, and specifically in a professional environment, things are not so clean cut. Winning at all costs is often not conducive to success in the long run. In fact, scoring points in discussions or disagreements of a technical nature can often be viewed as unprofessional. Emotion can often be seen as a weakness. Usually the calmest person in the room is the one who knows he or she is right.

In business, winning at all costs is often not conducive to success in the long run.

In business dealings the best outcomes are often a result of both parties compromising and feeling like they are both winners. Getting the deal done is far more important than feeling like you have won and the other side has lost, particularly when both parties see advantages and benefits of the dealing.

In addition, much can be gained professionally in relation to reputation by conducting yourself in a fair and reasonable manner. Whether the other party is aware or not at the time, the realisation of being on the losing side of a dealing will ultimately reflect poorly on the winner and make any future dealings with the losing party far more difficult.

Much can be gained professionally, by conducting yourself in a fair and reasonable manner.

So in simple terms, winning the battle doesn’t guarantee victory in the war.

Conducting yourself in a professional manner with a focus on outcomes rather than results will always win out in the end and ultimately lead to success.

Ask Questions

How to lead with Questions

AP

What’s more effective, giving answers or asking questions?

I recently had this question put to me at an industry presentation, and it got me thinking.

I’ve always lived by the belief that as a Leader you should guide with advice, not direct with instruction.

As we develop into positions of being accountable for others, we sometimes fall into the trap or belief that with the additional responsibility there is an expectation on us to know everything and have the answers to all questions within our area of work. Once we have this mindset, it’s only natural to then assume we should impart this magical gift on to all who are willing to listen. Even worse, on to those who aren’t willing to listen.

As we develop into positions of greater accountability, we sometimes fall into the belief that there is an expectation on us to know everything

This approach reduces one’s chances of being an effective and successful Leader. While providing an instruction in response to a request for help will allow the person to complete the task, it’s not the best approach. Yes, it does provide clear direction without accountability for its execution, but is it effective in the development of individuals? Does it create buy-in, reward or a sense of accomplishment?

A more effective approach would be to ask what they think. Ask them if they’ve considered alternatives such as b, c or d. Show them examples of other similar situations and how these were solved, and give them your opinion. But then, before they interpret your opinion as an instruction, make sure it’s clear that the decision is theirs and ensure they understand you’ll back them in whatever decision they make. This type of approach develops their skills and confidence, instils ownership, sets them up for reward and acknowledgement when the outcome is positive, and most importantly it builds trust.

This approach develops their skills and confidence, instils ownership, sets them up for reward and builds trust

The advice you provide guides them to the right answer.

So the question. What’s more effective? The answer…… Asking Questions

Personal Brand – Do you have one?

Personal Brand – Do you have one?

AP

While it is commonly accepted that all businesses rely on brand recognition, including those in the engineering sector, personal branding is potentially something we spend less time cultivating.

It’s common to hear and see CEOs and corporate leaders promoting their own brand. It’s less common at other levels within organisations. The value and benefit of personal branding is powerful, irrespective of your role, title or job description. No matter the level of your role, you have a reputation worth managing. Branding is a key approach to this.

Once individuals identify the value of branding, and consciously promote it to others, the benefits flow and can contribute significantly to career development.

So how do you identify and promote your own personal brand?

Using the same principles that apply to business makes the process easier.

Firstly, your approach must be authentic and sincere. It shouldn’t be based on populist ideals or short term trends. Your brand should be based on core values and relate to what you truly stand for, what you feel passionate about and how you want others to identify you.

If this leads you to a set of values that differentiate you clearly, then your personal brand has value. The longer you honour those values the stronger your brand will be.

Maintaining consistency in the way you behave, without compromise, will ensure your personal brand grows gains strength and increases in value over time. This requires self-discipline and continual monitoring.

In establishing your core values, things to consider could potentially include:

  • Characteristics of you that you want to promote
  • A topic that you feel passionate about
  • The way you help or include others around you
  • Leadership qualities
  • Your approach to work
  • The type and quality of your work output
  • The type of work environment that suits you

Finally, none of this is useful unless you actively promote your brand. While communication is important in all forms, whether it be verbal, written or through social media, the most effective means is through behaviour. Establish what you stand for and act that way. The benefits will be profound.