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When a Company Prioritizes Diversity, Everyone Benefits

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    by Julie Norwell

Diversity is a hot topic in the news these days. The mid-term elections just ushered in a rainbow of newcomers to the House of Representatives, including a record number of women. Events of the past year have galvanized women and their supporters in historic ways, forcing us all to reflect on the fairness of the treatment and representation of women in the business world. It is fair and right to increase the numbers of women at senior levels in the work world. But there is an even better reason to do it: Companies that have more women in leadership positions perform better than those that don’t.

There is a growing body of evidence that correlates companies that prioritize gender diversity with better business performance. Various studies have analyzed different angles to this phenomenon and the results are eye-opening. Companies that promote diversity enjoy higher financial returns, longer-term economic profit, more innovative efficiency, and, ultimately, a competitive advantage over other companies.

Diversity isn’t just about gender, either. It’s about people with a broader range of experiences and backgrounds than the white men who have historically run companies. Research shows that the benefit to companies of hiring people of different races, ethnicities, abilities, and sexual persuasions, is strong financial performance – even stronger than that of gender diversity alone.

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If you’re in the job market, naturally, you want to target an employer that is more successful and innovative than others. Therefore, it makes perfect sense to seek out companies that promote inclusion and diversity. As it turns out, companies with diverse workforces tend to be better places to work at the individual level. Because people from different cultures and backgrounds require different accommodations from their employment, diverse companies tend to have more flexible policies – such as remote working, generous time off, or onsite child care – that will enhance your own work-life experience. In the business world, diversity is a winning strategy for everyone.

A Better Bottom Line

There is growing corporate awareness of the value that diversity brings to business. Global Consulting firm, McKinsey & Company, a leader in research about diversity and women in the workplace, has produced some remarkable findings – and companies are taking notice. McKinsey sees a consistent trend over several years confirming that diversity matters.

According to its newly released 2018 report, companies in the top quartile for gender diversity are 21% more likely to have above-average profitability (compared to 15% in 2015) – as measured in earnings before interest and tax, or EBIT – than companies in the fourth-quartile; and they were 27% more likely to outperform fourth-quartile companies on longer-term value creation. Ethnic and cultural diversity, also, continues to strongly correlate with profitability. Companies with the most ethnically diverse executive teams are 33% more likely to outperform peers on profitability (compared to 35% in 2015).

Interestingly, companies that rank poorly on diversity actually lag behind their industry peers – they are 29% more likely to underperform. The results are clear: when companies commit themselves to diverse leadership, they are more successful.

McKinsey’s work dovetails with the conclusions of other research, such as a recent study that found that corporate policies that promote diversity and a culture of inclusion not only increased a company’s value, but also its innovative efficiency. What’s more, they found that these efforts pay off especially well during economic downturns.

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Another interesting report in 2016 found that the impact of female leadership on firm performance increases with the share of female workers, the thinking being that female executives are better equipped at interpreting signals of productivity among female workers.

What’s Good for the Goose is Good for the Gander

Women bring a unique stable of demands to the workplace. Regardless of their employment position or how much money they make compared to their domestic partner, women statistically do the lion’s share of the work managing their home lives. Call it their “second job.” The burden of childcare and eldercare, among many other responsibilities, tends to fall to them, which all too often inhibits their career growth.

Some businesses (albeit, not enough) recognize this and try to offer women – and by extension all of their employees – creative solutions as a means to retain valuable talent and reduce the cost of onboarding. They might offer the option to work from home, take extended leave or work non-traditional business hours.

Even more impressive are the companies that go the extra mile in offering exiting employees an outplacement program, such as the one offered at The Barrett Group, to soften their transition to another more suitable employment.

Men and women, alike, benefit from a more supportive work environment and a better work-life balance. Employees who feel that their needs are respected by the company make for a more engaged workforce. On the flip side, companies that think creatively about accommodating the needs of their employees will find that their workforce is happier, more productive and innovative, and at lower risk of quitting.

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Diversity Benefits the Individual, the Company…the World

Diversity makes good sense at a micro and a macro level. At the micro level, it is not necessarily the case that diverse companies perform better because women and minorities are better at running a business, or because they make better business decisions, rather, because they tend to attract a broader range of talent.

Diverse companies are attractive not only to women and minorities, but also to everyone who wants to work for forward-thinking organizations. And workers with a broad range of backgrounds and experiences offer valuable perspectives in the decision-making process, which improves a company’s overall corporate performance.

At the macro level, there is a significant economic implication for countries that underutilize a large segment of their workforce. McKinsey Global Institute estimated in a 2015 report that global GDP would increase $12 trillion if women achieved gender parity with men. The issue of the economic contributions of women is even more salient in countries with aging populations. Countries with graying workforces can’t afford to ignore the underrepresentation of half of their population in the labor market.

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In the context of a tight employment market and the competitive demands of the digital age in the U.S., employers must be smart about attracting and retaining talent. Consequently, there is a growing trend for companies to develop Inclusion and Diversity (I&D) programs to tap into the myriad benefits that diversity brings. Smart job seekers will, therefore, focus on such companies because gender parity, diversity, and inclusion are not just women’s or social issues – they are business issues.

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Career Management Tips for Legal Executives

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    by Dan Resendes, Chief Consulting Officer at the Barrett Group

When considering changing careers, keep the following tips from The Barrett Group Legal’s career management professionals in mind to prevent some of the most common mistakes legal professionals make:

    1. If you want to get out of litigation, do not focus on litigation as your main competency, billable hours and case work in your value proposition; instead, highlight your marketing or business development skill sets, how you run operations of your own law firm, your community outreach, all of the charities and relationships you built with municipalities and government representatives.
    2. When transitioning from a private practice or law firm employer to a corporate in-house or legal services employment, include your competencies in collaboration, leadership, interdepartmental and cross functional communication; as well as best practices and protocol authoring/compliance; customer, community and vendor/3rd party acquisition, outreach, and relationship nurturing.
    3. Focus on corporate or company challenges versus cases won and case law.
    4. Highlight operational expertise, accounting and financial wellness, marketing and business development efforts, pro bono, community or charity work.
    5. Include metrics and quantifiable results – employ workarounds in content authoring if concerned about confidentiality.
    6. Get used to working with Word documents versus PDFs for your hiring process.

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What Should Women Know to Get Ahead?

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    by Julie Norwell

Between the #MeToo movement and the Kavanaugh confirmation process, the national news has been focused on women a lot recently. It seems fitting in this forum, then, to consider employment from the perspective of women. It’s no secret that they have a tougher road to travel than men. Their disadvantages begin right out of the gate and have no end in sight. So, what should women know to get ahead in the employment market?

Understanding the barriers to achievement for working women and quantifying the obstacles are the first steps towards gender parity. It is hard to measure when and by how much sexism tips the balance against a woman in the workplace. Consider Serena Williams’ loss to Naomi Osaka at the U.S. Open last month. Was the umpire harder on Williams than he would have been on a male tennis player behaving in the same way? Many argue that he was and altered the outcome of a high-stakes match in the process. In a similar way, women face harsher judgement by employers and superiors in the workplace, resulting in fewer hires, promotions and pay raises than men – and sometimes more terminations. In the corporate world judgements usually are aren’t on public display. But statistics tell the story.

What Do We Know?

Women earn more college degrees than men and have done so for decades, and they also represent 57% of the U.S. population. Nevertheless, women make up only 47% of all entry-level hires.

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According to reports by data company Visier, women are 21% more likely than men to be considered “top performers” by their companies. Yet, they continue to be hired and promoted at lower rates than men, and they continue to lose ground throughout their careers. Despite greater company commitment to gender diversity than ever before, women are paid 80% of a man who does the same job, and they are underrepresented in corporate America at every level. Studies also suggest that women are treated more harshly than men for similar misconduct violations at the same firm, time and location.

Global management consulting firm McKinsey & Company has partnered with LeanIn.org to undertake a long-term, comprehensive study of the state of women in corporate America. In the 2017 report, McKinsey has produced some remarkable new conclusions. One key finding is that women’s ambitions are curbed early. “At the first critical step up to manager, women are 18% less likely to be promoted than their male peers.”

Another key finding is that people don’t see the problem.

In companies where only one in ten senior leaders is a woman, nearly 50% of men think women are well represented in leadership – and as many as 33% of women agree.

Sometimes Culture is the Enemy

Some conclusions appear consistently in the report each year. One example is that women, in general, are less likely to receive advice from senior leaders on career advancement. This is problematic because employees who do so are more likely to be promoted. Apparently, men are just naturally more likely to mentor men and women are more likely to mentor women. But as men largely fill the ranks of senior leadership, women are left behind.

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Second, women are doing double duty. According to the report, 54% of women are shouldering all or most of the household work, compared to 22% of men. Women with a partner and children are 5.5 times more likely than their male counterparts to do all or most of the household work. This is true even of women who are the family breadwinners.

McKinsey finds that, contrary to conventional wisdom, women are as ambitious as men in achieving career success, and they are no more likely than men to plan to leave their jobs to focus on family. Still, when the pressures of family life rise, it is women who fill the gaps. Women are more likely than men to assume responsibility for child-care and women make up 60% of the caregivers for elderly family members.

Government Policies Are Failing Women

Outdated government social policies bear much of the blame for stalling progress towards gender parity. According to a new book published through the Brookings Institute, huge gaps in social programs, like affordable child-care and elder-care, exacerbate the problem.

Also, consider that U.S. is the only industrialized country without a national paid leave policy for mothers.

Companies aren’t doing their part either. Women in more senior roles are more likely to have a working spouse than men, but companies aren’t reliably supportive of employees who need to balance work and family. Less than two-thirds offer maternity leave beyond what’s required by law, and only about half offer fathers the same benefit. Meanwhile, longer-term support, such as emergency or on-site child care, is relatively scarce.

Perhaps less acknowledged is the tax penalty women often face when they get married. U.S. tax structure tends to raise the tax rate for the spouse who is the lower earner – which, for reasons already mentioned, is usually the woman. This has the effect of discouraging women’s labor force participation.

When it comes to career and financial advancement, the cards seem stacked against working women.

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Steps to Take to Get Ahead

The first step women might take when considering their career prospects is an optimal place to work. The Institute for Women’s Policy Research publishes an annual study of the employment and earnings status of women in the U.S. and ranks every state, plus Washington DC, based on the gender wage gap, women’s labor force participation, and representation in professional and managerial. According to this year’s study, only Washington DC merited an A grade. The next five highest ranking states (Maryland, Massachusetts, Connecticut and New York and New Jersey) received a B+.

Industry is also important to consider. Although no industry can boast equal representation of women and men beyond the director level, certain industries do better than others, such as health care, insurance, pharmaceuticals/medical products and retail. The industries that struggle the most include automotive and industrial manufacturing, technology, and telecom and IT services.

No matter where they work, women need to be thoughtful about how to advance their careers. Not only should they ask for a raise, they should specify an amount. They should argue their case by demonstrating that they are high performers, have taken on a greater workload or assumed the responsibilities of a more senior person. Above all, they should solicit advice from managers on how to move to the next level.

One happy bit of news for women this past spring was the ruling by a federal appeals court that prohibits employers from paying a woman less than a man who is doing the same work because of her salary history. It effectively institutionalizes discrimination. To date, 11 states have banned employers from asking job applicants for salary history.

Breaking down barriers for women in the workplace is slow going.

But doing so ultimately benefits everyone. Until people at the government, corporate and individual level, alike, commit to resolving the problem, true progress will be elusive.

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Pretty Soon, Old People Will Have All the Jobs

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Dan Resendes, Chief Consulting Officer at the Barrett Group

The U.S. workforce isn’t expected to age particularly well over the next decade. Though much ado has been made over the millennial generation sweeping into the labor market and supplanting both those in Generation X and baby boomers as the largest active age demographic in the domestic workforce, the average U.S. employee is still getting older, and what that means for the future of American employment is complicated.

The Pew Research Center earlier this year estimated the labor force held nearly 54 million millennials, or individuals who in 2015 were between the ages of 18 and 34 years old. That number for the first time eclipsed the pool of workers from Generation X, or those between 35 and 50 years old. Millennials were also expected to unseat baby boomers as the largest living generation in the general population at some point before year’s end.

But while it would be easy to assume that millennials’ meteoric rise would naturally drag down the median age of American workers, that’s not exactly how the last several years have played out. It’s also not a trend that’s likely to crop up in the foreseeable future.

Back in 1996, the median age of U.S. employees was 38.3 years old, according to the Bureau of Labor Statistics. That metric climbed to 40.8 years old by 2006 and to 42.0 years by 2016. By 2026, the median age of U.S. workers is expected to be 42.3 years old.

So why is it that America’s workforce isn’t getting younger as millennials reach working age? Part of the reason is that a greater share of older Americans are bucking traditional retirement and staying in the labor force longer than has historically been the case. Between 2006 and 2016, the number of Americans at least 55 years old who were active in the civilian labor force ballooned by 47.1 percent, according to the BLS. And that number is expected to grow nearly 20 percent over the next 10 years.

“The labor force will continue to age, with the average annual growth rate of the 55-years-and-older group projected to be 1.8 percent, more than three times the rate of growth of the overall labor force,” a BLS report released earlier this month said. “The group’s share of the labor force is anticipated to increase from 21.7 percent in 2016 to nearly 25 percent in 2026.”

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The Future Of Work Is… Virtual!

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    by Julie Norwell

The Digital Age Is Transforming Work: Here Is How to Get Out in Front of the Changes

A review of management consulting literature about the impact of the digital age on the workplace is apt to take your breath away. The language used predicts nothing short of a full-scale revolution of the global order of business as we know it.

Consider the following statements:

    1) “Digitization is sending tremors through traditional workplaces and upending ideas about how they function.” (McKinsey)
    2) “The digital age is moving at such a fast pace that it is fundamentally transforming the way organizations operate….” (Deloitte)
    3) “A tidal wave of change is coming that will soon make the way we work almost unrecognizable to today’s business leaders.” (Boston Consulting Group)

The consistent theme of these reports is that the landscape for workers of all calibers is shifting in very important ways. Automation, artificial intelligence and digitization will disrupt traditional notions about career-tracks and full-time employment.

Increasingly, organizations that have hired people for well-defined jobs with a general function will instead employ them for on-demand assignments.

They will favor creating small, flexible, high-performing teams with talents specific to a given project that can respond to varying workloads and short time tables. In an effort to be agile and responsive to technological advancements, companies will increasingly seek workers with specific expertise, whether it be from their own ranks or from contract employees working remotely – and outside the payroll.

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Understanding these and other changes and getting out in front of them will be crucial for everyone in the workforce to retain a competitive advantage – and even to stay relevant. It will be incumbent on us to continually learn new skills and remain open-minded about flexible work arrangements. Done right, we can learn to harness the benefits that the digital age offers us towards better work-life balance and overall job satisfaction.

The Gig Economy

The concept of the gig economy – that is, an employment environment where independent workers are increasingly used for short-term engagements – is getting a lot of study as people try to quantify it and analyze its impact. In 2016 global consulting firm McKinsey calculated that there are as many as 68 million independent earners in the US – or 27% of the working-age population (McKinsey). A year ago Intuit found that figure to be as much as 34% and said it was expected to reach 43% by 2020 (Money). Meanwhile, Forbes recently cited a survey that forecasts that over 50% of the US population will be freelancing by 2027 (Forbes)!

To be clear, these statistics do not mean that one in three workers is employed full-time as independent workers, only that they derive some income from that source. McKinsey has found that a majority of the independent workforce is made up of people who participate in it for supplemental income. Of course, some may regard independent work as a more permanent income stream. Whatever the motivations, the trend is clear: the gig economy is expanding. And whether you join their ranks or not, they will be your competition.

To be sure, there are challenges for gig workers, especially those who rely on the income.

Lack of income security is the most obvious risk. Someone who isn’t working isn’t making money. Perhaps the biggest downside is that independent workers face gaps in health care, pension, unemployment insurance, and other benefits. There is also the risk that project-based work undervalues independent workers and their full package of skills.

For all its shortcomings, however, the gig economy offers some very attractive upsides. It offers flexibility and autonomy. The work is diverse and offers opportunities to network with people in other industries, which could open doors to future job prospects. Hate your job? McKinsey reports that those who choose to be free agents are more satisfied than those who work in traditional jobs and that about 25% of the people who hold traditional jobs would prefer to be independent workers.

Adapting Is Key

The increased prevalence of digital technology will lead to new job functions and categories – but also to shortages of people with the skills needed to fill those roles. Research firm, Gartner, reports that “…talent has now been recognized globally as the single biggest issue standing in the way of CIOs achieving their objectives. The biggest talent gaps are around information — big data, analytics, and information management — followed by business knowledge/acumen.” (Gartner) The Boston Consulting Group forecasts that nearly every organizational role will eventually require the use of sophisticated technology. In the face of such radical change in the job environment, staying competitive means adapting. Companies and individuals alike will need to invest in massive, ongoing skills development.

For you, staying competitive might also mean leveraging the power of the virtual workplace to live in a city with a lower cost of living while working remotely for a company headquartered elsewhere. Constant upskilling will be imperative, and so will be an openness to new attitudes and work styles. Above all, workers must view changes in the workplace as an opportunity to envision how the new environment can shape their careers in satisfying ways.

Older Workers Have an Edge

In many ways, older professionals are well situated to benefit from the changes that the digital age will usher in. Their professional confidence and veteran experience make them much more desirable to employers looking for reliable, quality work. Older professionals who demonstrate an ability to obtain new skills, especially digital skills, will be in high demand. This will be true whether you are a full-time employee or a temporary consultant for a short-term project.

When it comes to the gig economy, the financial situation of older workers, which is generally more stable than that of young people, will afford them more flexibility to weather income fluctuations. And because work-life balance is more important to older workers, the ability to control their own schedule is very attractive, even if it comes at a financial cost. Independent work can also be useful as a life preserver for older professionals transitioning from one job to another or for those scaling back their careers but who aren’t ready for retirement.

With such major changes on the horizon, even senior professionals in stable corporate jobs should consider developing at least one side stream of income to enhance their career and themselves, according to an article in Harvard Business Review (Hustle). Author Dorie Clark argues that, if nothing else, a side gig is a hedge against uncertainty, enables you to learn new skills, builds your network, enhances your brand and, of course, grows your income.

Whether you call this work model freelancing, contract or contingent work, or “alternative work arrangement,” you must also call it the future of work. While it can be unsettling to have to re-learn how to be competitive in the digital age, adapting to the change is the best way to position yourself for success and is the key to shaping your career in the most satisfying way possible.

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Career Change Lessons

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The vast majority (around 80%) of our clients each year are unhappily employed, the rest are out of work for one reason or another.

Dan Resendes, Chief Consulting Officer at the Barrett Group

Most clients are looking to leave their current job… but many are looking for relief in their current situation: the boss from hell; political negativities; uncertainty resulting from a merger or acquisition; glass ceiling with zero room for advancement; lack of raises beyond cost of living adjustments; feeling under utilized or undervalued; looking to telecommute when it is not the norm; and various unsustainable challenges with no relief in sight.

Those who are out of work, feel quite alone in their search. They may feel embarrassed due to their situation and lack of financial contribution to their families. Many are sitting home applying to endless jobs on the internet and getting nowhere. They reach to 3rd party recruiters who treat them terribly or feel totally ignored.

About 25% of The Barrett Group’s (TBG) clients achieve success by doing a better job of dealing with third party recruiters and job postings.

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The truth is that recruiters get pounded every day with dozens of job seekers (yes dozens) who want to take them out for coffee or expect them to spend their time helping them to find a job. Those job seekers mistakenly think it is the recruiter’s job to place them. As many TBG employees are former recruiters or executives who have hired recruiters in the past to fill open positions. This allows us to expertly coach our clients on how to motivate a recruiter to work set up interviews on your behalf.

Many individuals spend hours applying to job postings. Not only is it frustrating, but is ineffective. We know how to make sure your application is read by an actual human being and not just a computer. We know how to customize each resume and cover letter so the system or person in charge of screening applications will be highly motivated to speak with each and every client. We help our clients to build a library of different resume and cover letter versions so that the reader will perceive each client as deserving of an interview.

Some 25% of our clients achieve success by leveraging their reputation to gain advocacy, political referrals and nomination for unpublished opportunities through their LinkedIn social networks.

Most new clients have LinkedIn profile, but severely lack understanding on how to tap into the unpublished market via LinkedIn. Most new clients also spend the majority of their time on LinkedIn’s job board. They fail to realize that 90% of the hiring on LinkedIn is done covertly by people who leverage their reputation and people looking to hire them do not post jobs, they search for individuals with the background and skills they need. Every year we have dozens of client who land the perfect job due to the learnings we provide. It is amazing.

Another 25% of our clients achieve success because we help them to grow their network with very little effort on their part.

We know our clients are busy so we identify send introductions to individuals working at specific companies in targeted geographic areas and industries. We do all the work: We research and identify the individuals, author the introductions, print, sign and process introductions. We pay for postage, we send a confidential packet to each approved recipient. We coach our clients on the nuances of how to make a 2 minute phone call to inquire about the recipients interest in networking or employment. Even the busiest person has time for a short phone call.

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Preparing for your job interview…

Explore Your Career Change

…make it a two-way interview

The modern day interview has evolved tremendously from what it used to be. Gone are the days of sitting on the other side of an imposing interviewer sitting behind a huge desk with a significantly-raised chair. Nowadays, candidates are interviewing the companies just as much as they themselves are being interviewed. And why not?

    “Nowadays, candidates are interviewing the companies just as much as they themselves are being interviewed.”
    Greg Emslie, Business Coach

The hiring process is a two way street. Both sides need to be engaged in the process and be equally excited to work with the other. Next time you find yourself interviewing for a new position, be sure you make it a two-way interview.

Here are forty questions to help you figure out if the company will be right for you.

Questions about the position

You want to understand exactly what will be expected of you and whether or not this aligns with your skills and ambitions. Be sure to have a full understanding of the position and your role in it before leaving your interview.

1) Why is this position open?

2) Is this an existing or newly created position?

3) If someone was in this position before me, why did he or she leave?

4) Beyond what I see in the job description, what will make someone successful in this role?

5) When coming into this position, what are the top 3 things the new employee must do?

6) How will you measure the success of someone in this role?

7) What keeps you awake at night? How can this role help you to sleep better?

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Becoming A Truly Great Executive Through Personal Leadership

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    By Mark Steinke, Executive Business Coach

To be a great leader, you must first master the art of Personal Leadership. This is the first of four topics on how to increase, develop and demonstrate your Personal Leadership so you and your business skyrockets to the heights you deserve!

It all Starts with YOU! How you handle stress is critical to your personal success and business success. You see it is not the issue you are facing that is causing your stress. It is YOUR reaction to that issue that is causing your stress. Let that sink in for a minute…

    “85% of what people worry about never happened…”

    Don Joseph Goewey

Leadership requires consistent high performance coupled with a calm, clear mind and the ability to maintain a high degree of objectivity toward yourself and your business. Stress is rampant. An important step toward becoming an authentic leader, then, is to learn to successfully and gracefully manage the inevitable stress that will come your way. Let’s look at the sources of stress.

Worry

According to Don Joseph Goewey, author of the book, “The end of Stress, four steps to rewire your brain” states “85% of what people worry about never happened and with the 15 percent that did happen, 79 percent of subjects discovered either they could handle the difficulty better than expected, or the difficulty taught them a lesson worth learning. This means that 97 percent of what you worry over is not much more than a fearful mind punishing you with exaggerations and misperceptions.”

A simple four step process can help you dealing with your stress:

    1) Clearly define your worry in writing
    2) Determine the worst thing that could happen if this worry comes true
    3) Having defined the worst result, resolve to accept it
    4) Set about doing your best to ensure this worry will not occur now that you have a clear mind

Lack of Meaning

When stress arrives, typically our minds go to what is going on with my life… Why is this happening to me? This resonates if one does not have a clearly defined meaning and purpose. You see when you are confident and know what you are and why you are, then mapping this worry against it allows you to define it, determine an antidote and vanquish your worry.

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The “Incomplete Action”

A job or task not done or an employee of yours not doing what they should correctly for a client can be a source of enormous stress. It is time to employ the four steps in the worry section so you show self-discipline and keep a clear mind. Do not let not completing tasks or doing the tasks “incorrectly” drive your stress. Coach, teach and show Personal Leadership.

Fear of Failure

Some of us allow a fear of failure to cause us stress. Fear is a great emotion. It is powerful, can be very healthy if we take it as a motivator to focus, concentrate, remove distractions, and act in a way that we know we can. Whatever the results of your proactive actions, they very probably better for you than the paralyzing result of no action or action motivated by fear. Affirm to yourself that you can do what needs to be done, do it, and then adjust based on the outcome.

Fear of Rejection

The need for approval to some is so strong that fear of rejection is scary. As a leader sometimes you need to be on the island by yourself. That is not a bad thing. It is a temporary state until the team, clients, and/or partners start to understand. When they do, they will slowly move over to your island. Stay in the belief that rejection is not permanent and worst case only temporary.

Denial

Probably the biggest stress source to overcome is denial. Refusing to acknowledge and face unpleasant reality is a sign of weakness. Do not let embarrassment, loss of face or even pain be the driver for you or anyone else to deny what is or could be happening. Victory over this starts with acknowledgement!

Anger

The most powerful and damaging emotion is anger. This negative emotion destroys relationships and cultures in companies. Anger comes from within. Henry David Thoreau, a noted poet, wrote: “No one can make you feel bad unless you let them.” You cannot control the people and circumstances in your life. You can only control how you respond to them. When your anger flares up, put a trigger in your head that will remind you to stop, pause, think and resolve without anger. This is very hard… but very important.

In all honesty, the issue making you angry most likely is NOT a 911, end-of-the-world issue. Put it in perspective.

Personal Leadership is the most important skill you need to develop, and demonstrate in your business. Over the next few articles we will identify the other three behaviors to develop so you can show your truly great Leadership.

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Anxiety…isn’t good for you!

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    By Mark Steinke, Executive Business Coach

According to the Anxiety and Depression Association of America, “Those who are unemployed are feeling anxious and stressed as they search for work in a struggling market. The pressure to find and keep a job, in addition to everyday work-related stress, can take a toll on mental health.”

This feeling of Desperation is very common among job seekers be they men or women, technical or professional, entry level or executives. It is this last group, the executives, we work with at The Barrett Group to assist them in finding that next level of employment.

How clear are you on why you work so hard and whether you are earning the recognition you deserve? Our Clarity Program helps Executives answer this question in three to four sessions.

You see, stress during the job search process brings up a significant amount of Desperation, panic, poor judgment and reactions. Studies conducted by “A team of researchers led by the psychologists and neuroscientists Prof. Markus Heinrichs and Dr. Bernadette von Dawans at the University of Freiburg, Germany, examined in a study how men react in stressful situations – such as job searching.”

Let me clarify that this study focused on men only. women’s reaction to stress has been studied and the results according to Heinrichs and Von Dawans is: “that women show an alternate “tend-and-befriend” response to stress — in other words, a protective (“tend”) and friendship-offering (“befriend”) reaction.” Whereas “men, in contrast, were still assumed to become aggressive under stress.”

The study goes on to say that “”Apparently men also show social approach behavior as a direct consequence of stress. With this study, the research team experimentally investigated male social behavior under stress for the first time. The results are published in the journal Psychological Science.”

So with executives (men / women) experience stress in job searching and both genders are moving toward a “tend & friendship – offering”, their minds are focused on obtaining guidance, assistance and coaching in finding that next job. A wise, lower-stress decision.

The Barrett Group offers executives the opportunity to reduce their stress even more with a solution that expedites the next career option for these executives.

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Should I stay or should I go?

Explore Your Career Change

Respondents to our on-going job satisfaction survey come from many different industries. About 90% of the respondents are currently employed. Their titles range from C-level officer to SVP, VP, GM, and on down the organizational hierarchy with a fair amount involved in sales, finance, and legal professions.

On balance they are surprisingly satisfied with their jobs and can give specific reasons why, but they can also imagine how their professional lives could be better.

This ability to imagine that things could be better is actually hardwired into much of life on earth and certainly into homo sapiens. Daniel Goleman (“Emotional Intelligence”) describes the workings of the limbic brain that allegedly only has three basic urges: safety, dominance and adventure. In other words, in any situation requiring a choice we will generally operate from one of those nodes of motivation: safety, for example, might require us to freeze and stay where we are even if we are uncomfortable or it might require that we run for our lives, depending on the situation.

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Dominance may require that we rise to the challenge and fight back. Adventure might dictate that we try something new because we are bored.

All of these motivations can be seen in the workplace, of course, but the question is how conscious are we of why we do what we do. Self-awareness is supposedly what sets humans apart but it is not always switched on.

Dan Resendes, Chief Consulting Officer at the Barrett Group tells us that often career changers are fleeing a negative situation with the boss. Interestingly, our on-going job satisfaction survey indicates that this is one of the most negative aspects respondents cited: the statement “I admire the executive management’s ethical and commercial values” attracted more disagreement than agreement.

Explore Your Career Change

At the Barrett Group we help career changers reflect on whether they are running away from something or running toward something better. Part of our Clarity Program includes a Personal Strategic Plan that helps clients define in some detail the situation they would like to be in professionally in two to five years. This clarity of vision is critical to achieving success professionally as well as in life in general.

Asked about what they would change, respondents to our on-going job satisfaction survey gave an interesting mix of answers that can be qualified as negative or positive as well as more emotional or rational in character.

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Contact Us To Change Your Career

Are you in a midlife career change? Are you changing careers at 30, 40 or 50 years of age? Do you need a new career? If you are currently experiencing difficulty in your job search, we’re here to help. Please send a message with your information or call.

1(800)304-4473

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