A NEW JOB BY FRIDAY?

BEEN THERE, DONE THAT

“She did what? Again?”

“He didn’t? He did?”

“That’s it; I’m out of here!”

Over 36 years of work, I must have had that conversation with myself a dozen or more times. I’ve acted on it once; best decision I ever made. But as Captain Jack Sparrow might say: “there be monsters!”

You’re good at what you do; you’re sufficiently self-aware to make that appraisal, without falling into hubris. Problem is you’re surrounded by or worse still managed by eejits; well-meaning they may be, but eejits, nonetheless. You’ve enjoyed a spell of working at home during the COVID-19 crisis, sadly followed by a return to work.

Coming back to the office for only two days a week has reaffirmed your observation that the lunatics are running the asylum that you call work.

WELCOME TO THE OFFICE

The CEO is prattling on about the “need to pivot”. Problem is they think pivoting is about improving their golf swing while buttering up the Chairman at the club to secure their bonus. The CFO believes moving to a newly leased building can save a fortune; better that than invest in training people to improve their performance. The COO wants the new bit of kit to enhance production, but, like the CFO, thinks staff can learn on the fly, no need for training.

And … you’re stuck in the middle … the General Manager … you feel you’re slowly turning into David Brent in The Office.

You’re 100 miles from where you want to be.

It’s Monday. You need a new job by Friday; which Friday?

WHAT TO DO? PIVOT OR SHIFT?

In a rare display of coherence, it seems to you that your CEO is right: it’s time to pivot. More accurately, it’s time for you to pivot or better still shift before you morph into Rick Gervais’s alter ego.

I’ve written on this previously, but the best way to pivot or shift your job or career is to follow an appropriate and carefully designed programme of knowledge and skills development that is personalised to you and your challenges. That planned programme should include close networks of people tackling similar challenges or having similar desires or needs and led by an experienced mentor. The programme leader should have not just an in-depth knowledge of business and life but the experience of transforming leaders, business and life.

Programmes such as these often lack genuine connections to the real world. Many people who lead them don’t have the life experiences and will rarely walk through challenges with you. A few celebrate your achievements with an accredited award; many do not.

Seek out someone who invites you to ‘walk this way’ towards a personalised transformation that will work for you, celebrated appropriately.

Click here to take a look at our high-quality mentoring programme, Transforming Leaders. It offers two accredited qualification over 12-months, leading to a British university MBA in Transformational Leadership Strategy; better than that, at worst, you’ll pivot; at best, you’ll shift. Either way, it’s only 52 Fridays to go or maybe fewer?

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