Congratulations to the Class of 2010!

May 15, 2010

As another school year wraps up, current students head off to summer and you are graduating. I wanted to share my sincere congratulations and a few hopes for you.

First – the congratulations. You have worked hard for several years to complete a difficult course of work. You and your loved ones should heartily celebrate a job well done and degree earned with a lot of hard work and long days/nights.

Second – Thank you! I always feel privileged to get to work with smart, energetic young professionals early in their career. Your energy and enthusiasm continues to inspire me. I also want to thank you for your sustained efforts over the last year and a half. Your work has helped your clients be more successful, build the school’s reputation and build your skill set. It means a lot to them, but in particular to me.

Now, my hopes & wishes for you

Be curious – Don’t stop exploring. You won’t find your passion sitting on the couch.

Be courageous – Refuse to “settle”. Stretch yourself with challenges beyond what you think you can do. Regrets are terrible and some of the biggest start with “I always wished I had…”

Take the long view – Things play out over time. Don’t get too hung up on keeping score on short intervals.

Keep learning – When you stop learning, you stop growing.

Be flexible – Change is constant. Don’t fight it, be it.

Be true to yourself – Do what you think is right and live with the consequences. Don’t let others dictate the terms of your existence.

Work hard, but have fun – Life is too short to be miserable, so have fun. By the same token, few things worth doing are easy, so don’t be afraid to roll your sleeves up and work hard.

Build strong relationships – As one of my favorite country music songs says “it’s a long trip alone”.  You’ll live longer and be happier if you do.

Be useful – I think you’ll be surprised at how many things work out for you when you focus on helping others first.

I wish all of you the best as you move on to bright futures. Please stay in touch and let me know what I can do for you. It’s been a pleasure working with you.

Regards. Phil

A New Jobless Era?

March 31, 2010

I was just reading an excellent article in The Atlantic: How a New Jobless Era Will Transform America – Magazine – The Atlantic

It discusses the long term implications of unemployment on individuals and our society. What I thought was particularly interesting (and scary) was the coupling of the personal impact of unemployment financially and emotionally with the current “millenial” generations’ personality. We’ll see how things play out. This is well worth a read.

Knowing which side is your bread buttered on

March 14, 2010

I’ve seen lots of people lose site of who the client/boss is. Whether it’s a consulting situation or merely your boss, it’s important to maintain focus on who it’s (relatively) most important to please. Particularly early in their career, professionals can get hung up on what’s “the right” thing  to do, presenting “the right” solution (as if there’s just the one) or naively misunderstanding what gets rewarded and punished. My point is not that idealism is wrong, but rather to keep perspective on priorities and understand “which side your bread is buttered on”.

(Caveat: There is a whole separate set of topics around this on “getting what you want” and “being politically astute”. For the sake of clarity, I am not talking about these things. We’ll focus both on pleasing the boss and understanding the consequences of not pleasing him/her. There are certainly times when we decide to do what we think is appropriate and that has consequences. That’s for another post.)

First, let’s be goal oriented. As reward seeking individuals, we want to do well. This can be defined financially (won another sale, increasing my pay), reputationally (I was praised publicly, increasing my social capital), emotionally (I did good work that was important, increasing my satisfaction) and in many other ways. To get any of these you need influential people to decide you did good work.

So what’s the pecking order of who we need to please? With clear exceptions and understanding that “it depends”, I would propose the following hierarchy:

Level 1 – Your boss. You MUST please your boss. Even if your boss is ineffectual and weak, if they don’t advocate for you you will have a hard time in reviews and salary discussion. Make your boss look good and you are well on your way to good reviews.

Note: I get that some bosses are crappy and treat you poorly. In this case you need to manage a move without pissing them off. Whether you like them or not, you don’t want to turn them into career terrorists for you. Also – getting a reputation as someone who can work with anyone is a plus.

Level 2 – Your boss’ boss and chain of command. Collectively, these executives will have a big influence over your fate and your work presumably directly affects their performance. You want them to A) definitely know who you are and B) have a positive impression. Generally speaking, they will be the ones who decide whether you get other opportunities, not your boss. This is usually because they have greater span of control and more influence.

Note: They have more power, but are second on the list because your boss will still be more immediately relevant in your review, compensation etc. If your boss kills you in a review, you’re dead.

Level 3 – Clients. This could be either internal or external.

I have them third because in any individual interaction, you need to understand your boss’ priorities as you evaluate and prioritize your activities. In the long term if you piss of your clients, you’ll have a short career. I am not saying clients are less important than your chain of command. Without clients, there is not business. What I am saying is that for an early/mid-career professional, never forget who’s in charge.  For example, sometimes you need to aggravate your client to meet a firm goal in the short term.

If you are a consultant working for a client or working cross-functionally on a team outside your department in a large organization, it’s important to understand several things clearly.

First, who is actually paying (or reviewing) you? Stated differently what budget line item is your fee coming from and who is the actual decision maker? Never confuse that with “who do we deal with the most” or “who is assigned as our liaison” etc. Understand where the buck stops.

Second, you need to understand their political position. Are they internally powerful? Are they internally weak? This matters because you want to be smart about navigating a client’s environment. Whether it’s being clever in support of your primary client and their agenda or not overplaying your support because you want to win future work and they aren’t in a position to buy, you need to understand the landscape.

Managing across levels. Sometimes you have to piss someone off. Be strategic and don’t always make it the same person/group. Spread the pain and make sure you “make good” at some other time.

I’ll give a few examples I have seen in my career:

  • Partner tells you to do something that doesn’t appear in your client’s interests.
  • Client staffer (but not your “paying” client) you really like is going to get hosed by a pending decision.
  • Your boss’ boss asks you to do something not in your boss’ best interest.

How would you handle these? There’s no “right” answer, but I’d encourage you to think broadly about how to prioritize and always remember “which side your bread is buttered on”.

Jeff Bezos’ “Regret Minimization Framework”

March 4, 2010

A friend (Thanks Morgan!)  just passed this great video of Jeff Bezos talking about his thought process when deciding to leave his “good job” to take a flyer and found I love the way he frames it. Essentially, when I’m 80 and looking back, how can I minimize my disappointment with paths not taken? Stated differently, how do I follow my heart? If I do that and it doesn’t work out I may be OK. But if I go counter to my heart and it doesn’t work out, I’ll be bitter.

Take a look.  Link:

Managing Your Priorities Over Time

February 28, 2010

I was reconnecting with good friends and former colleagues this week and was struck by a few common threads. I got a few blog post ideas from them, but the one I’ll focus on is the impact of stability versus change as well as different categories of priorities in your personal and professional life and the impact your life stage can have on your emphasis.

In three different conversations in one day with executives running significant operations, all had personal commentary on where they were in their life and had thoughtfully come to their own conclusions. Each was trading off effort and engagement in career with personal career goals beyond current job and also against their life & family realities.

I see the same thing with my students. Some people have tremendous career ambitions, some merely want good work and fair compensation to fund their lives and goals beyond work. Many haven’t decided where they fall on that continuum. That’s part of the struggle. And by the way, the answer is different at different points in your life.

The tough part is sometimes we have to choose. Advice that looks like “you can have it all” strikes me as a partial truth. First – “all of what?” I’ve written on defining your goals before. Suffice it to say, you have to actually decide on some priorities along the way or circumstances will decide for you.

I’m going to avoid all my “what do you want” and “will that make you happy” commentary and focus on thinking specifically about how many moving parts do you have in your career and life at one time.

Balancing Priorities

A former boss once commented “you can have it all, but usually not all at once”. I think this is exactly right. We go through cycles in our career and it’s important to recognize that most people can’t be “cranked up” all the time. You’ll burn out.

I’d personally group needs into:

A) Career/professional (job, promotion, pay etc.)

B) Personal/Emotional (family, friends, health etc.)

C) Meaning (spirituality, community, impact beyond yourself etc.)

D) Intellectual (learning, growing, excitement etc.)

This mirrors other writers (I just can’t remember who I’m parroting).  Anyway, the categories are roughly MECE and broadly representative. I visualize these as a “stacked bar” chart representing energy (not the same as time) applied to these 4 categories and the distribution changing over time. (OMG – this sounds so much more new-agey than I mean it to).

So let’s deconstruct me as an example. I have definitely “red-lined it” a few times and dialed it down at others. There have clearly been reasons that I switched roles or jobs that went beyond “career”.

  • After undergrad, I pursued a History PhD. I’d say that was a bit about career, but much more about intellectual. I also married Michele here – so personal was pretty high as well. We had a nice quality of life. I had things I had to find out, but was able to do it without much “sacrifice” (beyond income).
  • MBA was much more about career and “growing up”. All the materials was new, we moved to MN and I worked really long hours to get up to speed. We did move closer to family though, hitting a bit on personal.
  • Consulting was definitely about career and involved very long hours, travel and lots of sacrifices. But I learned al lot as well. I consciously chose the challenge precisely because I thought it would stretch me and expose me to many situations I would never have seen otherwise or at least do it in a lot less time. Mission accomplished.
  • Coming back to the Carlson School to help launch the Consulting Enterprise was more about personal and intellectual. We were starting a family and I wanted more control of my time. Also – for me the meaning category runs through most jobs I’ve had. I enjoy situations that involve teaching, coaching and working with people on their development.
  • The move to 3M was about “the itch” in career. I was still career progression, compensation and corporate challenge oriented. An opportunity to work on interesting things in corporate strategy at a highly regarded global corporation was too much to pass up. I got to work on cool business problems, hire and develop MBA talent and ultimately run a global business. I had more control over my life than in consulting, but was losing it as I had larger responsibilities. In my last year at 3M I hit a personal life “red-line” with the birth of our 3rd child and the deaths of both my parents in a 6 month period. Lots of things became clearer to me in terms of priorities.
  • The move back to Carlson was about turning up the dial on meaning, personal and refocusing the career basket. I probably do better on intellectual too. I’m happy as a clam with where I am right now. I can coach youth soccer, be at home for dinner most night and enjoy diverse work. Also – the challenges in my work environment don’t bug me that much. Frustrations are muted when you like what your doing and can sleep at night.

The point of the walk through time is to show how differently the priorities were over time and how out of whack you can get. I have had extended periods where I was definitely “draining the tank” and others where I was filling my tank” emotionally.

Each of my friends had come to terms with their need for some emphasis of the personal over the career either in terms of time away to refill or an emphasis on intellectual needs. They were also managing to put things into motion to do this, rather than sitting back and complaining.

So are you conscious of how you are spending your energy and is it what you want it to be?

How Many Learning Curves Are You On?

I think many of us struggle with the balance between external challenges (and the professional satisfaction and recognition that comes from them) and personal feelings and needs (like family, private time, relaxation etc.). When you are ambitious it is often hard to achieve balance. Every new problem or work situation is interesting and could be career advancing. Similarly, we tend to prioritize the more “urgent” things and put off things that aren’t screaming for our attention. Things like working out, going to the doctor, taking a long lunch with a loved one.

So think about how much pressure you’re putting on yourself in how many different areas. I describe it sometimes as answering the question, “how many learning curves are you on at once?” If I take a new job in a new industry in a new city – a lot. If I’m moving into a new role in the same group I’ve been in for 2 years – one. Big difference in how much time and energy get expended. So be conscious of this and manage it as best you can. Don’t take on too many changes all at the same time if you aren’t really prepared for it.

Also – some may be imposed on you. My parents passing away certainly wasn’t a choice but it imposed estate planning, long-distance real estate transactions and emotional trauma when I already had a full plate. Still had to manage my P&L and be around for three small kids and Michele. Something had to give. It was sleep and my health.

Never forget to be open to living life as it comes, not in the future. Whatever plan you have will have to bump up against the reality of other’s plans and the universe. The act of planning and thinking some of this through will help you better respond to unplanned opportunities as they come along.

So I encourage you to think about the categories I suggest or come up with your own. Be conscious of what you’re trying to get out of the activities you engage in along the way. You can’t get time back and sometimes put yourself under unreasonable pressure to maximize everything at once.

Figuring Out What You Want – Part 2

October 31, 2009

So how do I begin to figure out what I want?

First, let’s start with the premise that everyone has a different cognitive/intellectual style. Some want a process with clear steps to run through (ie: “5 steps to clarity”). Others don’t want to be given such specific direction, but rather are looking for some high level advice. To each their own. I’ll try to be at least a little helpful regardless of style. 

I think of this process as finding or discovering your calling.  As I mentioned in my earlier post on traps we fall into, we can easily fall into a variety of positions that have little to do with our own dreams and desires.

Let’s assume I’ve determined to begin to really dig into what I want. How do I even break the problem down?

Step 1 – Think (What does that little voice inside your head say?)

The first thing I would suggest is to take some time to actually think. This sounds obvious, but how much do you actually explore your wants? I find that most people I counsel tend to have surface goals that are “clear” to them. But they can’t often articulate a deeper connection. Their explanation of their goal doesn’t resonate for them or to a listener.  

I have a recent example that I think illustrates the point. A super talented student of mine didn’t feel like they were doing well in job interviews. They had been interviewing for what I refer to as “template” jobs. In a business school there are many well defined positions and companies are seeking relatively homogeneous candidates for them. Happily in this case, my student was able to self diagnose their lack of interest in positions.  They really like something that isn’t “conventional” for MBAs from my program. This student is now off on an off-roading expedition to find a better fit.

So take the time to listen to yourself. For me this means quiet, uninterrupted time away from everyone. Often this takes place at a coffee shop with headphones on listening to music. Other times it’s the wandering of my mind while I’m exercising. It’s challenging. Even when exercising, so many of us put on podcasts etc. I am definitely not thinking about deeper issues when I have the PTI podcast on.

So consciously create a useful place for you to think. But what should I think about?

I propose a few high level questions:

1 – What do you like to do?

This question is about what activities or types of things do you like to do. It’s NOT about what you aspire to BE etc. Take a little time and reflect on where you get energy. Do you like puzzles, talking to people, organizing things at church? Don’t edit yourself. If “talking to people” is what you like, then write it down or put it in your mental file. The point is to come up with a list of more than a few things you genuinely like spending time on.

Asked differently, it’s what do you do for free in your personal time?

2 – What are you (demonstrably) good at? (note: these are NOT the same question!)

We all have skills and talents. What are they? Write them down. There are assessments that can help you with both this and determining what you like. I am not a big believer in putting too much weight on them (the are indicative, not deterministic), but there’s nothing wrong with using them to help articulate ideas if you are struggling. Here’s a definition of MBTI which will tell you something about your preferences and here’s a strength’s finder tool from the author of the popular Now, Discover Your Strengths.

After coming to some of your own conclusions, go talk to others you work with and/or who know you well and ask their opinion of what you are good at and write that list down.

If those lists are the same, great. You’re done. In my experience, you’ll find some major gaps. These differences are a source for reflection. “I thought I was great at X and my co- workers didn’t list it. But they did list Y which I hadn’t thought of as a strength.” This can be a major source of insight and open up career avenues you hadn’t perhaps considered.

Many of us are intensely self-critical and so undervalue some subtle strengths we have. Conversely we can overvalue something we are proud of that others don’t appreciate. It’s only an actual/useful strength (in my opinion) if it’s valued by others. Then there’s a “market” for it.

3 – What do you value in life?

Values are different. Is family most important to you? Career progression? Travel? Faith?

Whatever it is, write it down. The list may be long. The longer it is, the more you’ll have to decide about relative priorities at your current life state. For example, I have always valued family but it takes on a different meaning after you have your children. As former boss once told me “you can have it all in life, just not usually at the same time.”

Step 2 – Get feedback (Have others tell you what they hear)

Synthesize what you have thought about and try to organize your thinking enough to have a conversation about it with a small group of friends and mentors. (I discuss the concept of a “personal board of directors” in a prior post.) This type of feedback is invaluable. Others can often see patterns or inconsistencies in your thinking that are invisible to you.

Talk to a diverse group. For example, I get really different feedback from my minister than a former boss who runs a large business. Both are important. Neither is “better” than the other. I wouldn’t want only one of their perspectives.

I’d use this opportunity to reach out to old friends who’ve known you for awhile, as well as a chance to find a few new mentors. Most people will be willing to listen to you over coffee when you have a good set of questions and a sense of what you are exploring.

Definitely avoid seeking out people to whine or complain about things. We all need to vent sometimes, but separate it from your exploration. When exploring, stay positive and focused on where you are trying to go. In this case the destination isn’t necessarily a “job”, but rather clarity and some self-awareness.

One of the hidden benefits of going out to others is that they will have all sorts of ideas that never occurred to you. These can be tremendously valuable when you are in the right mental place to receive the input.

For example, I have a friend who was debating whether to leave their job at a very prestigious firm. As we chatted over coffee, I threw out a few ideas for how I saw them and their skill set and all the people I thought would be fascinated by them.  We also talked about ways to make different personal economic models work.  In the end, that sparked a whole different thought process than the track they were on and they resigned. They have several different business ideas going now and are thrilled with their prospects and freedom.

The point is to let yourself be open to others’ ideas. Some may be perfect, some irrelevant. They are still worth hearing.

Step 3 – Brainstorm list potential options (Develop a concrete list of possibilities)

Having looked inside and looked outside, what seems interesting? Develop a list of potential ideas. I don’t have any more advice than simple to put it down in print and don’t edit yourself. I think getting too specific or critiquing too severely too early takes interesting options off the table unnecessarily.   You may have interesting interconnections between likes and skills that play out in unpredictable ways.

These numbered steps are artificially clear and linear. Recognize that there is a continuous feedback loop in them. I don’t actually think about it this way. For me it’s much more organic. But each of these steps is definitely a part of the process, in whatever order you choose to do them.

Next post will be about taking action on the list of ideas you develop.

Networking Principles

October 11, 2009

Many people ask me about “networking”. One of the basic observations I make is that “networking” isn’t useful unless you are doing it WITH CONTENT. (A friend of mine heard this concept from a mentor many years ago and I have adopted it.) Without content, you are simply annoying people. There’s nothing to talk about other than what you want from them. That’s not networking, it’s begging. I’ll give a specific example that frustrated me this week and then give a few words of advice.

I just received an email from a friend describing a recent experience they had with students at a career conference. The students were networking for potential job opportunities and potential employers were there scouting talent. I had such a visceral sense of frustration from the feedback that it’s making me post immediately on this topic (over the “figuring out what you want” post promised last week).

So what happened and why was I aggravated? (head shaking…)

Here’s the paraphrased and summarized feedback: I really wanted to help these students, but they did a few things that made it impossible to support them. First, they hadn’t prepared. They simply didn’t know anything about my company. Second, they wanted an informational interview but expected to set it up and conduct it while I was working an event. Third, several students represented to my colleagues that they knew me well when in fact we are not close.  

I have a few snarky rhetorical questions based on the feedback:

1 – How can you possibly think that not researching your target company will work?

Networking with content means actually having something to say. You don’t need to be teaching targets something. Simply understanding their company and asking smart questions about how you might fit or what their major issues are can be enough.

That assumes you’ve done some basic homework.

By the way –I bet there were candidates at the conference who did do research. They made better impressions. In many of these situations, recruiters are going to see hundreds of resumes to make 5-15 offers. In normal hiring situations it’s for 1 position. You don’t even get a second look if you mess up basics.

2 – What do you hope to gain from asking a target to go out of their way to help you?

Develop a sense of what to ask for and when to ask. I always coach people to ask for help. Most people will want to help reasonable requests when they can. Make them reasonable. In the case I cited, people who were planful could have reached out in advance, had a phone conversation etc. Rather, they were last minute and trying to bend their target’s schedule to their needs. That is NOT how to win friends and influence people.  It smacks of lack of preparation and opportunism. It’s shallow.

Genuine interest is shown through proper due diligence, professionalism in communication and cementing that impression in excellent live conversations.

By the way 2 – shallowness in networking is patently obvious to the targets. Authenticity is as well. Be authentic.

3 – Do you think that overstating a connection to get play will work out well in the end?

The prior two are attributable to laziness or lack of common sense. This one leans towards ethical issues. NEVER misrepresent your relationships to gain an advantage. It will kill you eventually.

Do you think people at companies don’t talk? If you drop a name, you better be sure that person will back you up.

Enough said.


In closing, my advice is networking 101 but apparently needs to be regularly re-enforced. 

First – Network with content. Be prepared and have some good (open ended, conversation starting) questions prepared. Make sure they reflect a basic understanding of the company. DON’T try to be “too cool for school” and act like you really understand the company. You don’t work there yet, so you don’t. But do show that you’ve thought about the target in some detail and are genuinely interested. Lacking this, you will appear shallow and merely in search of whatever you can find.

Second – Be planful and respectful. Your targets are doing you a favor. They may be very generous and open, but they are still giving up their time to help you for no immediate return to them. So MAKE IT EASY! Meet them where they are on their schedule. If they have 5 minutes on the phone while at the airport, then you make that work. If you don’t understand why this is important, talk to someone who can explain it to you. (Sticking tongue out…)

Third – Don’t be a tool. Nobody likes them and being one will destroy far more value for you than it creates.

 I want to reinforce how valuable and fun networking can and should be. Just remember to use common sense and good judgment when doing it.