career development

The Gallup Purdue Great Jobs, Great Lives report has shed light that mentorship is clearly vital and necessary to the development of college students. According to this report,

“Graduates who felt ‘supported’ during college (that professors cared, professors made them excited about learning, and had a mentor) are nearly three times as likely to be thriving than those who didn’t feel supported.”

Students who were mentored in college also had higher levels of work engagement than students who were not mentored.

Since this report was published, many universities and departments have attempted to implement their own internal mentor program. Getting mentors, providing the proper content, matching the right students with the right mentors, and establishing a plan for the mentorship to continue is difficult in and of itself, and many schools have struggled with properly implementing it. Getting students involved with the program is one of the most important parts of a mentorship program, and it is more often the most neglected part. In interviews with multiple schools that have attempted to implement their own internal mentorship programs, nearly all of them expressed a struggle to engage students to become mentees.

This may seem somewhat odd, considering all of the benefits that students clearly receive from having a mentor, but this is what has been happening with many mentorship programs. To help understand why this is the case, here are a few reasons why student mentees don’t immediately pounce at many mentorship programs.

In interviews with a few hundred students at one of the largest universities in the US, we learned that the majority of students didn’t know that their school offers free health services, content on how librarians can help them and interlibrary loans, library journal subscriptions, writing centers, mental health services and international/domestic peer programs. All of these programs are extremely beneficial and available to students (and are consistently available at many large institutions and have been for years), but the students aren’t aware of their existence. Some universities have even made required projects that forced the use of these services, advertised these services on school buses, and brought guest speakers to speak about these services and students still don’t acknowledge their existence.

2. Mentorship is posed as a career development opportunity as opposed to an educational opportunity

Many mentorships blossom into job offers and work relationships. However, these further opportunities typically did not occur because students perceived that mentorship as leading into a job. They come from students genuinely enjoying the company and advice of their mentor, and wanting to continue their relationship with the mentor. Students put on a façade of professionalism when they are presented with an interview-like opportunity and feel like they have to not “look dumb” or seem like they are keeping up with everything a professional is saying so as to make themselves as hirable as possible. This is the exact opposite of what a mentorship should be. Students should have the goal of asking as many questions as one can in order to learn the most and grow as a person. Mentors seek vulnerability in a student mentee. Mentors don’t expect an 18-22 year old to know every facet of their career (that is why the student is the mentee!). Vulnerability is desirable because a student who asks questions and shows a willingness to learn is much more hirable than a student who doesn’t ask any questions.

Furthermore, if students are informed that mentorship is a career development opportunity, students that have job offers or believe they have a job lined up won’t pursue mentorships. Vice versa, it creates an environment where only students desperate for a job will want to be mentored and will act in a way referenced in the previous paragraph. This outcome is not valuable for the mentor or the student, and more often than not will leave all parties involved feeling extremely dissatisfied.

3. The fear of missing out

A student doesn’t want to be the only person doing something that everyone isn’t doing. On the contrary, students want to keep up with whatever their peers are doing. Therefore, to get a mentorship program to work at a university, it has to become popular to do. Students cannot perceive themselves as exclusive or too good to be mentored or else it won’t catch on with other students. Getting the initial students to become mentees is difficult because schools are posing students with a relatively scary proposition: go have a conversation with a stranger about your career. Many students struggle to know what they want in a career entering their senior year, let alone freshman to junior years. For a student, having a conversation with a stranger can be nerve-wracking in and of itself, combined with talking to a professional about career paths when the student himself maybe hasn’t considered career paths can be a lot.

Overall, creating a mentorship program within a university is difficult. To properly engage students in a mentorship program there needs to be a clear and proven plan to inform the students, portray mentorship as mentorship and not career development, and have a strategy for popularizing mentorship. This article hopefully can serve as a reference to help others with some of the struggles faced when attempting to grow a mentorship program.

In 1914, electricians were noticing a rift in the career advancement of themselves vs. their peers. Some electricians were given easier jobs and greater job prospects because they were friends with managers, owners, and/or other people in power. These electricians were not given these opportunities because of their electrical prowess, but rather because of their relationship with those that mattered.  In May of 1914, The Electrical Worker published that electricians were adopting the phrase “it’s not what you know that counts so much, as who you know!”

This rift the electricians were feeling begged the questions: How do we get to know the right people? Who are the right people? Will people give me any time if they know nothing about me? Are my only connections my family connections?

These questions are just as relevant today as they were in 1914. Tony Robbins has said that “70% of every experience a person will have will come from his/her network”. I don’t know if this information is factually proven, but it seems to make sense and back up the claim that “it’s not what you know that counts so much, as who you know!”

For a professional entering a new industry, a recent college graduate entering the working world, or anyone that is seeking to have more relationships, building a network can be difficult. If you are a person who is seeking to meet new people, it is easy to ask yourself “what do I have to offer?” Without any knowledge, connections, and resources, it is easy to write yourself off as somebody that has nothing to offer.

What you may not realize is that you have a ton to offer in terms of your time and willingness to listen.

PEOPLE LOVE TO TALK ABOUT THEMSELVES!

By seeking to understand another person’s story, you are showing them respect and empathy towards the decisions that person has made in his/her life. Essentially, by listening to another person talk about themselves, you make them feel valued because you care about what they are saying and it is deeply personal to them. No amount of money, connections, or knowledge can make a person feel as great as having someone take the time to listen to them.

Another thing you may not realize is that no matter how famous, wealthy, or powerful a person is, you are not annoying until you receive a response. Thus, be persistent as “the squeaky wheel gets the grease.” This could mean sending multiple emails, phone calls, showing up at their place of work, or even writing a handwritten letter.

The people you should be reaching out to are the people in positions that you aspire to be. Jim Rohn once said that “you are the average of the 5 people you spend the most time with.” If you aspire to be in a leadership position at a company, you should be spending time with people who are currently leaders at the company.

After you know the right people, who those people are, and have taken the time to listen to them, you can then easily transition to being understood. The key to being understood is to clearly and concisely convey what you are interested in doing. You can typically count on the 5 to 1 rule. What this means is that you have to give somebody roughly 5 times as much active listening as they will actively listen to you. So if you have taken 15 minutes to listen to somebody’s story and talk about himself, he will give you roughly 3 minutes of actively listening to what you have to say. Therefore, be concise and clear about what you are interested in.

However, there is a trick to the 5 to 1 rule that can give you more active listening time. If you ask questions to the person you are connecting with on the topic of what you are interested in, you are showing that person respect. By asking questions, you are conveying that you care about what they have to say and value their response. At the same time, you are actively engaging them to think about a response to your question as opposed to just listening to you.

Ultimately, by asking the right questions and conveying your interests clearly and concisely, you are making it possible for that person to recommend other people to you. This is how a network grows.

Whether you are a professional entering a new industry, a recent college graduate entering the working world, or anyone that is seeking to have more relationships, these are some tips to getting your foot in the door. Strictly relying on your friends and family’s relationships for connections is a lot of eggs to put in one basket. Also, since it takes significantly more effort to build relationships on your own vs. via friends/family, you will likely value relationships you built on your own more than those you received from friends/family.  

“It’s not what you know that counts so much, as who you know!” is very true today. However, there are many ways to get to know the right people. Utilizing family connections can be extremely valuable, but the ability to build relationships on your own is paramount to expanding your network.

If you are a college student, the process of applying for jobs is relatively simple. You go to your university’s career service website, see what employers have job postings, click apply to any jobs that seem interesting and wait to see if you get a response from any of the employers for an interview. You could also test your luck at career fairs where hundreds of students pour into a venue to have really intimidating, forced, and, for the most part, the same 1-3 minute conversation with recruiters at companies you think you might be interested. Performing both of these actions is relatively simple, and if you are lucky and have a good elevator pitch, you may land an interview.

During this time period of “oh, I should probably apply for jobs” to “Alright! I have 3 interviews”, how much have you learned about any of the opportunities you have applied for? Sure, you may have read a brief 100-200 word description of the employers on a career service website, along with employers’ location, and possibly jobs’ starting salaries. You also probably have a perception of the prestige of the companies and how good having a company’s name on your resume may look.

Are there other factors that you may not know about that might have a huge impact on whether or not you like your job? Factors like how much work is done in groups vs. individually, will you have creative freedom, are there leadership opportunities, will you learn new skills, is there direct access to senior leadership, how varied is the work, how diverse is the workplace, is there a lot of travelling, do you have your own workspace, along with even more factors that you may have no clue about before accepting a job.

As a college student, you have to decide how important these factors are to you and how much of an impact they will have on your career choice.

The difficulty in this task is that this work is purely self-motivated. There is no boss, there is no deadline. You are the only person who will derive the benefit, and have to be able to put in the effort to obtain this information. This is made even more difficult by the fact that the answer to each of these points of research is unique to each department of each company. The accounting department may have an entirely different environment than the marketing department, who are likely completely different from the HR department.

If you consider merely getting a job offer your pinnacle of success, then there is no point to put in the effort to learn whether or not companies possess these factors and how much you value them. But if your definition of success is having a fulfilling career, it might require some additional effort.

The toughest part about this additional effort is that it has to be motivated by you. To your parents and friends, just getting a job offer is wonderful news. The security of having a job offer feels awesome. However, having no clue whether or not you will like the job you have been offered is an issue you have to deal with. You can suppress it and tell yourself that you’ll find another job if you don’t enjoy it or you can embrace it and put in the time to fully understand what opportunities are available to you and which opportunities fit you best.

In high school, it was very clear of what to do to get to college. You get good grades. In college, it was very clear of what to do to get a job offer. You get good grades, internships, and leadership positions in extracurricular activities.

But what about pursuing a career that is fulfilling? This path is much more vague, yet extremely important to achieving happiness in your career.

Ultimately, the more effort you put in to understanding a career before entering it, the more realistic your perception will be of the work. If you do this, you won’t be surprised at the work culture and will be much more satisfied with the work you are doing. Because you knew what to expect, you will likely be happier, more productive, and more engaged in the work you are doing.

Wonderful things can occur when perception meets reality.

Author Walter Brunell once wrote “Failure is the tuition you pay for success.” I like starting my blogs with a quote because…why not commemorate someone else’s instance of brilliance with a citation?

I especially like this quote because it directly relates to how I left off my last blog…turning to Indiana University and falling flat on my face! The combination of failure with a collegiate reference is the perfect storm of irony and truth.

To refresh your memory, the problems I saw were college students taking way too many classes without any clarity on what to major in and college students throwing a random dart at which career to pursue because their major was not giving them clarity on their career. This seems to me like such an obvious problem in student development today that nobody seems to be able to solve.

It feels as if society is a parent and college students are their child and going to college is like dropping your kid in the pool for the first time and watching them flail around aimlessly for breath. Sure, this is fine and cute when you are talking about $20 swim lessons…but when these college “swim lessons” run up your tab to the tune of $20,000+ a semester, it’s not so cute and novel anymore.

The issue is that it feels as if American society has normalized confusion for what a person should do from the ages 18-22. I feel that this confusion should either be less normalized or that college should be cheaper so then the consequences of being confused in college are minimized. With the high cost of getting a college degree, attending college with confusion can be a gamble. Yes, I said it, going to college with confusion can be considered a GAMBLE! Sure, administrators who went to college 20+ years ago may disagree with me because when they went to college A) they could afford to pay for their tuition out of their own pocket (which now seems as if it is impossible to even imagine paying for college without loans, your parents, or scholarship) and B) when you are paying for college (even a little) out of your own pocket, you have skin in the game. This forces you, as the student, to think “wow, am I really ready for college because this is a lot of cash that I am dropping?” This then leads to the clarity of “I am ready for college, I have researched what I am going to major in, and I am pretty confident that I can accomplish my goal of getting a degree in 4 years” or “No, I am not ready. I think I am going to work/travel/soul search for a little bit and then maybe come back to college.”

This is what SHOULD happen in a perfect world. However, the world is not perfect.

REVELATION: All people are different and some people learn and develop at their own pace! And guess what, college is not meant for everyone at age 18…BAZINGA!

So what happens to those 18 year olds that do not know what they want to do entering college?

First, there are more students than advisors. Like significantly more! Imagine 40,000 students to 150 advisors…yikes! Advisors cannot possibly give students the individualized attention that they need to truly make an educated decision on their degree path.

My initial thought to combat this problem was to help college students clarify what their hobbies and interests were and how that could correlate to a major. This was my original idea for Ambition In Motion.

However, at this time I was 21 years old and no parent was going to pay me, a person without any credible accolades, any money to help their child figure out their degree path. It was like “hey, I can help your child figure out their degree path” and the parents saying “have you even figured out your own degree path?…touché”.

I knew exactly what I wanted to do with my degree path and had a good idea of where I would like my career to go and I knew that I had the skills and experience to help their child, but convincing a parent when you are 21 that you can help their child with their degree (to them at least) is like a fish telling us that he convinced a shark not to eat him. It is just tough for the parents to believe it.

Even if I could convince a parent to pay me to help their child out with their degree path, very few students are motivated to participate in something that their parents made them do. “I loved and was super motivated to do that thing my parents forced me to do”…said no one ever.

So how did I handle this failure? I will let you know in my next blog post.

In terms of this blog post title, college really is not meant for everyone, certainly not everyone at age 18. If you are a student, realize that your parents, friends, family, and everyone else in society just wants you to be happy without impeding on their happiness (i.e. on a professional level of pursuing a career/lifestyle that you don’t have to move back in with your parents to things on a personal level like not keeping your neighbors up all night because you want to blast music at 3:00 in the morning). If you are everyone else in society, try to hold back judgment of those who are pursuing their life in a different way than you did, foresee yourself to, or think that everyone else should. Those people who are pursuing the road less traveled should not be chastised and thought of destined for immortal doom because they are not doing it the way everyone else is. We, as society, love to value those who “made it” via the road less traveled, yet, we love to rebuke those who are on a less traveled road whom haven’t quite “made it” to their destination yet.

Let’s support those who are doing things a little differently :).

When I met with my mentor this month, we talked a lot about changing focus. We discussed our career aspirations, our current workload, and our personal endeavors as well. In each one, though, change was the major factor.

We discussed changing careers, both past and future planned shifts. Sometimes you change careers because you are tired of doing the same old thing and sometimes it’s because you have a passion for something new. Regardless of why you’re changing, you can always take skills from your past roles with you. No job is really a waste of time, as long as you learned something new or learned something about yourself. Sometimes it takes a change of scenery to see that though.

Change can also come in the form of quickly shifting focus during your day-to-day work. Some days, I find myself deep in the middle of a project and then a major HR issue comes up that I have to deal with on the spot. It can be jarring to have to switch back and forth between priorities quickly, but exercising that muscle is one of the most valuable things I’ve learned in my professional career. Both my mentor and I have recently had to deal with this often. It’s reassuring to understand that everyone has ongoing projects and sometimes you just have to stop and fight fires. If you take a moment to regroup and reassess your priorities after the urgent task is completed, you’ll be in much better shape to continue your project work.

Changing focus can sometimes seem like a waste of time or a failed effort as well. We recently discussed that, at times, we have projects that just get dropped altogether. When that happens, it can be pretty devastating when you’ve put notable effort into something and then it comes to nothing. At the very least, it’s annoying. Projects get laid by the wayside for many reasons - management changing priorities, personal priorities changing, environmental changes -  sometimes a project is just deemed infeasible or unviable after extensive research. There’s always something to be taken from a dropped project though. I always learn new skills, or sharpen old ones and that’s the main personal reason for most any project anyway. In addition to changing focus externally, focusing on lessons and skills learned is just as valuable as anything.

Retention has become an increasingly critical metric for driving profitability, especially the retention of highly engaged employees. Turnover has become a big problem for a lot of companies. 

But, what if you’re looking at the problem wrong? What if it’s not about doing what you can to hold on to those employees, but perhaps it’s about focusing more on creating an environment where good employees thrive and stay?

Retaining employees is an important part of building a successful team. When managers and supervisors work to make their teams feel valued and motivated, employees are more likely to stay with a company that can contribute to the company’s overall growth and prosperity. 

 

●     It can build a strong workforce

Steady employee retention allows managers and supervisors to invest in their team members and helps them develop into more productive employees. When employees stay with a company long-term, they often accept more responsibilities, seek professional development, and help the company grow.

●     It increases productivity

Instead of spending time looking for and training new employees, managers and supervisors can focus on helping employees be more productive. A stable staff knows what needs to be done and how they can achieve it. They have a strong foundation for advancement based on institutional knowledge and developed skills.

●     It improves employee morale

Employee retention strategies are designed to increase employee happiness and job satisfaction. When managers regularly implement these strategies, they help increase employee morale overall. Employees who feel happy at work are often more willing to work toward the company's mission and contribute to a positive work environment.

●     It is more cost-effective

Hiring and training new employees are often more expensive than offering development opportunities to current employees. Consider offering current employees an educational stipend to advance their skills, on-site training, conference options or promotions, and/or extra benefits or perks.

 

If you want to keep more high-performing employees in-house, it’s important to start by creating an effective employee retention strategy.

In this article, we discuss the importance of employee retention and offer 8 effective employee retention strategies for leaders. 

 

During the onboarding process, take the opportunity to make a positive first impression on a new employee. Create a process where new employees get comfortably acclimated to the workplace. Do this by creating straightforward training materials, offering support and guidance, and explaining how the company operates.

Introducing new employees to others in the office can help them feel like they are a part of the team right away. Taking them out for a team lunch is another way to make new hires feel welcome and help them get to know their coworkers quickly.

 

A strategy to pair an employee with a mentor can start with the onboarding process. It’s a good way to help new employees feel welcomed and know they have someone to turn to. However, mentorship shouldn’t be offered to just new employees. Everyone can benefit from a horizontal mentor relationship whether by helping others or knowing that they are supported by more experienced teammates.

 

Employee performance reviews are a great way for employees to grow in their roles. Meet periodically to discuss their strengths, weaknesses, and career goals. By learning their goals, you can help them continue to advance in the company. 

Offering positive feedback during this meeting can help employees feel valued and more satisfied at work. If the budget allows, use the performance review as a time to offer the employee a raise or a bonus.

 

When an employee is doing a good job or has recently earned a big achievement, recognize their hard work. You can show your appreciation by saying it directly to them or making a company-wide announcement. When employees feel their efforts are noticed, they are more likely to continue to work hard and stay with the company.

 

A healthy work-life balance is when employees can effectively manage their work and home lives and feel like they have enough time and energy for both. This element has become increasingly important to many employees.

You can help employees achieve a more balanced work-life experience by giving staff more flexibility with their schedules. Consider allowing employees to come in late and make up their work if they need to leave for an appointment. If possible, give employees the option to work remotely. Employees who are feeling sick but can still work or those with a long commute may appreciate the opportunity to work from home occasionally.

Helping employees maintain a work-life balance shows that you value their well-being. They are more likely to stay with the company when they feel like they have a manager who cares about them.

 

Helping employees meet their professional goals may influence them to stay with the company because they see it as a place with many opportunities. You can help them by spending time coaching and mentoring team members. Offer your team additional training or education opportunities, such as funding certifications, sending them to conferences, or providing education stipends. Update equipment so coworkers can learn and produce using the latest technology.

And when possible, promote from within. By investing in your team, they can develop their skills and take on more responsibilities, both of which can lead to improved employee retention.

 

In a competitive job market, it’s essential that you reward your employees with adequate compensation and benefits when you can. If you can’t afford salary adjustments, consider giving some type of bonus, adding a retirement plan, or improving health care benefits. 

You might offer reimbursement for fitness classes or schedule talks on stress management or retirement planning services. All will help raise employees’ job satisfaction and encourage them to stay with your company.

 

Maintaining an open-door policy lets employees know they can come to managers with ideas, questions, and concerns at any time. As a manager, it’s your job to ensure your team, whether on-site or remote, feels a connection to the company and each other. The feeling of belonging and being heard can go a long way toward retaining employees.

Leaders can lose energy on off days due to various reasons, such as stress, overwhelm, lack of sleep, physical illness, or personal issues. These factors can drain a leader's physical and mental energy, making it challenging to focus on their responsibilities and make effective decisions.

Leaders who prioritize their energy levels can maintain their focus and motivation, leading to better decision-making, communication, and productivity. They can also avoid burnout, which is a common problem among leaders. Burnout can lead to physical and mental health problems, decreased job satisfaction, and reduced performance.

To prioritize their energy levels, leaders can take breaks throughout the day, engage in physical activity, practice mindfulness or meditation, and prioritize rest and sleep. By taking care of themselves, leaders can improve their well-being and maintain their ability to lead effectively over the long term.

Leaders need to prioritize their mental health and energy levels, even when they're having an off day, for several reasons:

Taking care of oneself is not only beneficial to the leader but also to the entire organization. Leaders who prioritize their mental health and energy levels will be better equipped to handle the challenges of their role and achieve their goals over the long term.

Here are 6 top suggestions for prioritizing your mental health and re-energizing yourself through your leadership role. 

The first step in re-energizing yourself as a leader is to take a break. Sometimes, all you need is a few minutes of quiet time to reset your mind and clear your thoughts. Take a walk outside, practice some deep breathing exercises, or simply sit in a quiet room and relax for a few minutes.

2. Get moving

In the opposite respect, physical exercise is an excellent way to re-energize your body and mind. When you exercise, your body releases endorphins, which can improve your mood and help you feel more alert and focused. You don't need to spend hours at the gym to reap the benefits of exercise. Even a short walk or a few minutes of stretching can be enough to boost your energy levels and help you refocus.

3. Connect with others

Leadership can be a lonely job, but you don't have to face it alone. Connecting with others can be an excellent way to re-energize yourself and gain some perspective on your situation. Talk to a trusted friend or colleague, join a professional group or network, or seek out a mentor or coach who can offer guidance and support.

4. Try something new

If you're feeling stuck in a rut, trying something new can be a great way to re-energize yourself and gain some fresh perspective. Take a new class, try a new hobby, or simply explore a new part of your city or town. Getting out of your comfort zone can be intimidating, but it can also be a powerful way to re-energize your mind and body.

5. Practice self-care

As a leader, you're responsible for taking care of others, but it's essential to take care of yourself too. Practicing self-care can be an excellent way to re-energize yourself and regain your focus and productivity. This might involve getting enough sleep, eating a healthy diet, taking regular breaks, or indulging in a favorite hobby or activity.

6. Focus on the big picture

When you're having an off day, it can be easy to get bogged down in the details and lose sight of the big picture. Focusing on your long-term goals and vision can be an excellent way to re-energize yourself and gain some perspective. Take some time to reflect on why you're in your leadership role and what you hope to achieve in the long term.

Leadership is not an easy job, and even the most accomplished leaders have their off days. 

It is crucial for leaders to prioritize their energy levels when they're having an off day. Leaders are responsible for guiding their teams and making critical decisions that can impact the organization's success. When a leader is feeling drained or unproductive, it can affect their ability to lead effectively and achieve their goals.

Thomas Edison tried roughly 1,200 experiments before discovering the light bulb. When asked what it felt like to fail 1,200 times, he responded that he didn’t fail 1,200 times, but rather he learned 1,200 ways to not make a light bulb. 

Good thing he was the CEO of his own company!

Imagine the workplace today. How much grace and patience do we give people to succeed?

More importantly, how much grace and patience do leaders say they give their people compared to reality? Most leaders are quick to state they support this idea, but it’s rare to see them follow through.

Instead, we see that being a “perfectionist” is the real preferred character trait from leaders that are hesitant to embrace taking chances. 

When thinking about the best, most innovative companies in the world, the core theme that aligns them all together is this emphasis on progress, not perfection. 

The companies that thrive, regardless of what is going on the economy, are the ones that are nimble enough to run multiple experiments at the same time, diagnose which experiments are achieving progress, and then experiment further until a desired result is achieved. 

This article overviews what both employees and companies can do to build a culture that embraces mistakes.

Employees:

As an employee, regardless of whether you are in a leadership position, you might wonder how much of an impact you, individually, can have on your company’s culture. You might also be wondering if these ideas run the risk of getting you fired.

If you are at a company that would fire you for following the suggestions below, you are likely miserable at this company, and it is time for you to move on. Following these tips will expedite that process and help you move into a better work situation. Also, applying these principles effectively, and documenting them, will make you an extremely attractive candidate to any organization that does in fact embrace mistakes.

Being a scientist means that you run a series of experiments. To experiment means to introduce one new variable while holding all other variables constant to observe if a different (either positive or negative) result is achieved.

Examples:

●       Experimenting within the company

o   Handling a frustrating boss – Infrequent feedback from your boss can be frustrating, especially when your only chance to learn about your work is during an annual performance review. It’s nerve-wracking waiting to find out how they view your performance when feedback is so rare. If you’d like to change this, try different and unique ways to gather their feedback – perhaps ask them for help, ask them if you are making a mistake, or flat out ask for feedback.

▪        Pro tip – Try documenting this process. Write down your current behavior, note what behavior you are changing, and then what your hypothesized results will be. Then create a timeline for when you will evaluate the results and use this to measure the change. Most people give up after half-heartedly trying one thing and assume their situation is doomed. By writing down the experiment, it is easier to be objective about the results and be willing to try new experiments.

o   Handling a frustrating direct report – If your direct report isn’t listening to you or not getting all of the work that you would like accomplished, you are going to have to try something different. Try a new method for better understanding their priority order, their concerns, and their roadblocks – perhaps ask them different questions to help you better understand their situation, schedule more frequent 1:1’s, or communicate why achieving whatever task needs to get done is important to you.

●       Experimenting Externally

o   Sales – If you are struggling to meet your sales numbers, allocate a certain amount of time every week to trying something new that could work. Follow the pro tip above for some help on how to effectively evaluate your experiments.

o   Operations – If you are discovering that there is a communication gap with the handoff of work between departments, communicate to both departments a new strategy for increasing the efficiency, what your hypotheses are, what the timeline of the experiment is, and what success will look like if success is achieved. Also explain that if success isn’t achieved, that a new strategy will be implemented until the desired result is achieved.

This is just the framework for how to experiment. The actual strategies you deploy for working through your work scenario are likely different and better than the strategies I proposed because you know your work situation and yourself best.

2. Communicate your experiments, hypotheses, and results throughout the company

People at your company may wonder why you are acting differently. By writing down your experiments, hypotheses and results, it is easier to communicate with others why you are acting differently. 

However, if your experiment involves other people you are working with, you can’t inform them that you are changing your behavior. If you do, you will be altering multiple variables, rendering your experiment moot. 

For example, if you want your boss to stop showing up late to meetings with you so you decide that you are going to ask your boss’s secretary to schedule their meeting with you for 5 minutes before it is actually supposed to start, if you tell your boss you are doing that, your boss is going to adjust their behavior because they now know this information.

3. Document results so others can learn from you

This is especially important for helping convey why you have an opinion on a matter moving forward. If you properly document your experiments and your results, your perspective will hold much more weight than somebody who is just giving their opinion.

Advice for Leaders at Companies:

Anyone who refers to themselves as a perfectionist should be approached with caution and wrangled appropriately. A perfectionist is somebody, based on their current knowledge base and skill set, that will perform the same activity over and over again the exact same way. These people are not interested in learning new ways of doing things because the amount of knowledge they would need to alter their behavior is too great, so any time spent learning a new behavior isn’t worth it. These people are also unwilling to experiment as the fear of making a mistake or not having an experiment align with the hypotheses is too great to overcome. 

Perfection is the enemy of progress. Perfectionists will do everything in their power to not change anything because they have spent all of their time and energy becoming “perfect” at one way of acting.

2. Be collaborative when diagnosing failed experiments

When an experiment is tried and it is determined it didn’t work how you were expecting, invite the entire team to participate in the evaluation process of why it failed and what can be tried in the future to achieve different results. 

This also communicates that failure is okay. 

This is particularly important for leading global teams, especially global teams that were raised in societies with different norms and perspectives on mistakes and failed experiments. 

For example, a technical executive was leading a team of software developers, mostly from India. He ended up learning that a member of his team made a mistake months ago but told nobody. He tried to fix it himself, but the problem got worse and eventually the client called him to inform him that they were pulling their contract because of the technical difficulties they were encountering. Some learning lessons he took from this were that he needs to have a process for identifying these errors and that he needs to build a culture where his team feels comfortable being vulnerable, honest and open when a mistake is made.

3. Document then celebrate the learning lessons

Once a failed experiment has been diagnosed, document it for the entire company to learn from. Holding an experiment and learning that the hypothesis didn’t work is fine. But running the same experiment over and over again and achieving the same undesired result, is not fine. Failed experiments shouldn’t be locked in some vault where only the experimenters can reflect on. Failed experiments should be celebrated! This communicates that learning from failure is endorsed by the organization and creates positive memories associated with lessons learned. 

If you are interested in continuing the dialogue, the Ambition In Motion YouTube channel will be hosting weekly live panel sessions until July 27th, 2023 with executives discussing this topic of How to Build a Culture of Embracing Mistakes.

Finding a sense of inclusion and belonging is critical to finding belonging in the workplace. Without it, employees and employers can feel stagnant and disconnected from their professional growth path. It’s natural to face a myriad of challenges within the workplace, from feelings of isolation to limited career development opportunities. 

Organizations are constantly seeking innovative ways to foster growth, engage employees, and cultivate a positive work culture. One effective strategy that has gained significant recognition is the implementation of mentorship programs within Employee Resource Groups. These programs not only contribute to the personal and professional development of employees but also play a pivotal role in enhancing overall work culture. 

ERGs play a crucial role in fostering a community where employees can connect with others who share similar backgrounds, experiences, or interests. By joining an ERG, employees gain a support system, find like-minded colleagues, and receive the validation and respect they deserve. 

ERGs provide an invaluable platform for mentorship, networking, and skill-building programs. Through these initiatives, employees can connect with experienced mentors who guide them in their career journey, offer insights, and provide advice. ERGs also offer training opportunities and workshops that equip employees with new skills, enabling them to take on new challenges and advance in their careers. By actively participating in ERGs, employees have the chance to unlock their full potential and embark on a path of continuous growth and development.

Employee Resource Groups (ERGs) are voluntary, employee-led communities formed to foster inclusion, support, and advancement of individuals sharing common interests, backgrounds, or experiences. By integrating mentorship programs into ERGs, organizations provide their employees with invaluable opportunities for growth and development. Here's why these mentorship programs are so essential:

Employee Resource Groups (ERGs) are integral to shaping a company's work culture. Here are some reasons why ERGs are essential:

Ambition in Motion, a leading organization in mentorship initiatives, sets an exemplary standard for horizontal mentorship programs in the workplace. Here's why their approach is commendable:

Ambition in Motion's horizontal mentorship programs exemplify the success of such initiatives, breaking hierarchies and emphasizing the importance of diverse skill sets. By effectively employing mentorship programs within ERGs and recognizing their significance, organizations can empower their workforce, cultivate talent, and thrive in an ever-evolving business landscape.

Mentorship programs within Employee Resource Groups (ERGs) are invaluable tools that contribute to the personal and professional growth of employees. They enhance work culture, drive diversity and inclusion, and provide platforms for knowledge sharing and career development. When combined with the establishment of ERGs, organizations can create an environment that fosters collaboration, innovation, and employee engagement. 

There are many ways to lead a company, but most leadership styles tend to be either transactional or transformational.

Transformational leadership is characterized by leaders who inspire and motivate their teams to achieve beyond the expected, encouraging innovation and fostering a sense of collective purpose. These leaders are visionaries, capable of articulating a compelling vision for the future and instilling a sense of passion and commitment among their followers.

Steve Jobs, co-founder of Apple Inc., exemplifies transformational leadership. Known for his visionary approach, Jobs inspired his team to create groundbreaking products, shaping the technological landscape and setting new industry standards.

Transformational leaders often require a support system to help them navigate the complexities of their role and maintain their innovative edge. Mastermind groups, consisting of like-minded individuals who collaborate and share insights, play a crucial role in fostering creativity and providing valuable perspectives.

Mastermind groups serve as a forum for transformational leaders to exchange ideas, challenges, and experiences with peers who understand the unique demands of visionary leadership. Ambition in Motion Mastermind Groups, in particular, offer a structured platform where leaders can engage in thought-provoking discussions, receive feedback, and gain fresh perspectives from a diverse group of professionals. This collaborative environment empowers transformational leaders to refine their strategies, overcome obstacles, and stay at the forefront of innovation.

In addition to mastermind groups, mentorship is another crucial element for transformational leaders seeking to enhance their skills. Mentors provide guidance based on their own experiences, offering valuable insights that can help leaders navigate complex challenges. Ambition in Motion, recognizing the importance of mentorship, facilitates connections between experienced mentors and transformational leaders, creating opportunities for personalized guidance and knowledge transfer.

On the other hand, transactional leadership is characterized by a more structured and task-oriented approach. Leaders employing this style focus on the day-to-day operations, using a system of rewards and punishments to motivate their teams. Transactional leaders ensure that tasks are completed efficiently, and they are often concerned with maintaining order and adherence to established procedures.

Jack Welch, former CEO of General Electric, is a notable example of transactional leadership. Welch was known for his emphasis on performance metrics, setting clear expectations, and implementing a system of rewards for high-performing employees.

Transactional leaders thrive in environments where efficiency and productivity are paramount. However, this style may lack the innovation and long-term vision associated with transformational leadership. While transactional leaders excel in managing routine tasks and achieving short-term goals, they may benefit from a broader perspective to adapt to changing business landscapes.

Transactional leaders, too, can benefit from mastermind groups as a resource for professional development. Ambition in Motion Mastermind Groups provide transactional leaders with a platform to connect with peers facing similar challenges, enabling them to share best practices, streamline processes, and enhance their leadership skills within the context of their operational focus.

Mentorship is equally valuable for transactional leaders looking to expand their leadership capabilities. Ambition in Motion recognizes the diverse needs of leaders and offers mentorship opportunities tailored to the specific challenges faced by transactional leaders. Through personalized guidance, mentors help transactional leaders refine their operational strategies, adapt to changing circumstances, and foster a more collaborative and dynamic team environment.

Understanding the differences between transformational and transactional leadership is crucial for effective decision-making. While transformational leaders inspire innovation and vision, transactional leaders excel in managing day-to-day operations. Recognizing the unique demands of each leadership style, Ambition in Motion Mastermind Groups emerges as a valuable resource, providing a platform for leaders to connect, collaborate, and grow.

Whether one leans towards transformational or transactional leadership, the support systems offered by Ambition in Motion, including mastermind groups and mentorship opportunities, present invaluable resources for leaders seeking to refine their skills, overcome challenges, and stay ahead in an ever-changing business landscape. By leveraging these resources, leaders can cultivate a more comprehensive skill set, ensuring success in their respective leadership roles.

Proactive succession planning is a critical strategy for any organization aiming to ensure stability and growth. This approach involves identifying and developing potential future leaders within the company well before a vacancy arises. The primary benefit of this strategy is crisis prevention. By always having a ready replacement for key positions, organizations can minimize disruptions and maintain the continuity of strategic initiatives and projects. This foresight significantly reduces the stress and chaos that often accompany last-minute talent searches, allowing the business to operate smoothly even during transitions. In a rapidly changing business environment, the ability to seamlessly transition leadership roles without losing momentum is invaluable. It ensures that ongoing projects and strategic goals remain on track, maintaining client and stakeholder confidence.

Furthermore, proactive succession planning plays a pivotal role in leadership development. It provides a clear path for career advancement, which serves as a powerful motivator for employees. By enhancing the overall skill set of the workforce, companies prepare their teams for greater responsibilities, fostering a culture of continuous improvement and readiness. This development not only benefits the individuals but also strengthens the organization as a whole. Employees who see a clear trajectory for their career within the company are more likely to engage fully with their roles, taking initiative and striving for excellence. This proactive approach to talent development creates a dynamic and adaptive workforce capable of meeting the challenges of the future.

Employee retention is another significant advantage of proactive succession planning. Employees are more likely to stay with a company that invests in their future. When clear career progression opportunities are available, morale and commitment are naturally boosted. This clarity in career paths reduces turnover and the associated costs of hiring and training new employees, ultimately leading to a more stable and engaged workforce. High employee turnover can be detrimental to any organization, causing disruptions and loss of institutional knowledge. By contrast, a stable workforce fosters stronger team cohesion, better collaboration, and a deeper understanding of the company's culture and objectives.

Moreover, proactive succession planning encourages a learning-oriented environment where continuous skill development is valued. This not only prepares employees for potential promotions but also equips them with the skills needed to excel in their current roles. Offering regular training and development opportunities keeps the workforce adaptable and innovative, ready to leverage new technologies and methodologies to drive the company forward. This environment of continuous learning and growth makes the organization more attractive to top talent, further enhancing its competitive edge.

This management strategy not only ensures that organizations are prepared for inevitable changes but also gives managers more time to find quality replacements instead of rushing to fill positions when someone quits. Here’s how:

2. Higher Quality Hires

3. Better Onboarding and Integration

4. Reduced Pressure and Stress

5. Continuity and Stability

6. Cost Efficiency

7. Strategic Alignment

In essence, proactive succession planning is not just about preparing for inevitable changes; it’s about building a resilient organization that thrives on continuous development and strategic foresight. By fostering a proactive culture, companies can mitigate risks, enhance employee satisfaction, and ensure sustained growth. The benefits extend beyond merely having a contingency plan in place; they include creating a vibrant, motivated, and forward-thinking workforce that is capable of leading the company to new heights. This holistic approach to talent management underscores the importance of investing in people as the key to long-term organizational success.

Proactive succession planning and continuous employee development are essential for building a resilient and forward-looking organization. By preparing for leadership transitions in advance and investing in the growth of their employees, companies can minimize disruptions, retain top talent, and foster a motivated and committed workforce. This approach not only safeguards the company’s future but also turns potential crises into opportunities for leadership and development, ensuring long-term success.

Luke is a dedicated team member, consistently performing well on his assigned tasks and developing strong working relationships with others on the team. Despite his exceptional performance, whenever his manager, Sarah, proposes opportunities for professional development he seems disinterested. Propositions for advancement through paid company programs for further education and conversations about future positions are frequently met with little enthusiasm. 

Sarah has worked closely with Luke for a number of years and wants to elevate Luke to the next level. Although Luke is a high performer, he needs to complete specific trainings in order to be considered for higher positions. With an opening for a position Luke would be well suited for, Sarah wants to motivate Luke to pursue development opportunities that would equip him for the role. 

While Luke is the ideal candidate and the company would prefer internal promotions, Sarah wonders if encouraging Luke to pursue a higher role is the best decision. Additionally, if Luke does transition to a new role, Sarah’s team would lose a valuable part of their team. As Luke has demonstrated disinterest in further advancement in the past, would he underperform if placed in this position? 

As a manager with vested interests in the success of their team members, it can be challenging to navigate situations where team members are disinterested in further advancement. Encouraging them to reach their full potential and pursue higher positions may appear to be the best solution, but an external hire might be more enthusiastic and well suited for the role. With such a complex situation at hand, Sarah must devise an approach to support Luke while also determining how to best fill the open position. She recognizes that some people have different Work Orientations and while some people are career oriented, meaning they are motivated by professional growth and learning new skills, not everyone is.

It’s essential to understand what motivates an employee and where they want their career to go. Some employees may have personal reasons for wanting to remain in their current position. Others might simply be comfortable with in their current role and have no desire for an increase in responsibility. 

Employees may also seem disinterested in further advancement due to fear of failure. Fear of failure is often a huge deterrent for individuals within their professional career. Loss aversion is a cognitive bias that describes ones nature to be more inclined to avoid the pain of losing or failing thus deterring them from potential success or pleasure. Facilitating a conversation with the team member to identify why there is apparent disinterest in furthering their career can help identify these barriers and work to find solutions if desired. 

Everyones timeline for growth looks different. Balancing encouragement while not applying too much pressure to the situation can be a difficult feat. Offer opportunities for development, but don’t pressure employees into promotions if they aren’t ready. 

Since the employee is already a valuable member of the team, it’s important that they feel comfortable within the team. Stress from their manager encouraging them to pursue a position that they aren’t interested in can make them more stressed out, resulting in less motivation in their current role. Regardless of whether they want to pursue further advancement, they are still a valuable asset to the team and should feel supported in their journey 

Rather than pushing an employee who isn’t ready into a full leadership role, offer smaller opportunities for increased responsibility. Opportunities such as leading small projects or mentoring new employees can allow them to take on leadership roles on a smaller scale. 

Experience with additional leadership can given them the opportunity to reflect on these opportunities to determine if a leadership role is right for them. Some employees may flourish in these new experiences, further solidifying that they are a right fit for a higher role. Other employees might use this opportunity to recognize this isn’t something they are interested in pursuing. Helping employees to gain additional experience as a leader is a great way for them to reflect on their interest in a more serious leadership 

Employees might need guidance to recognize their full potential. Gaining mentorship can build confidence and skills needed to assume leadership. Directly mentoring the employee or referring them to external mentorship programs are great ways to give them exposure to leaders who have been in their shoes. 

Horizontal mentorship programs can also serve as a great resource. Through horizontal mentorship programs, the team member can chat about issues they encounter in the workplace and any concerns they have about pursuing a higher leadership role. Being able to discuss these hesitations with others going through similar situations and help provide reassurance of capabilities. 

Sarah decided to set-up a one-on-one conversation with Luke for an in depth discussion of his professional goals. During this conversation Luke, shared that his lack of enthusiasm for further advancement stemmed from feeling unprepared for a leadership role. Together, Sarah and Luke devised a plan for Luke to slowly take on more responsibilities within the team to gradually prepare him for leadership roles. Along with this growth plan, they will meet monthly for mentorship chats and tackle any issues Luke encounters. 

Luke might not be ready for a promotion today, but his potential and strong contributions to the team remain. With time, Luke will continue to develop his leadership skills and work with Sarah to achieve the success Sarah knew Luke had potential for. 

Situations of that similar to Luke and Sarahs are a common issue leaders face and don’t have a one-size fits all solution. Some employees are like Luke and need mentorship and growth plans to feel more confident pursuing a leadership role. Other employees may just need time to become more comfortable with the idea of further advancement. While conversations and encouragement for advancement can lead to the pursuit of a leadership position, recognize that everyone’s journey is different and a managers role is to provide support along the way. 

Being one of the first few employees of a rapidly growing company can feel like a pivotal opportunity for your career. The upward trajectory of the company and the scale of growth can feel like an invitation to ascend alongside it. But in these situations, people often end up not growing with the company, mistakenly assuming that they are locked into these seemingly advantageous positions simply because they were present at the start of the company. They forget that the company's growth does not automatically translate to individual advancement. Especially in the business world, personal advancement is not a passive occurrence, but an active pursuit, demanding intentional effort and adaptation.

 When professionals find themselves in this position where they have been with an organization since the start, where they were picking up any jobs they can – the “Jack-of-all-trades” phase that’s common in early stage companies – a critical realization must be had. As the organization matures and becomes more serious in its operations, that initial versatility, while valuable for survival, needs to evolve into focused expertise. 

Clinging to the comfort of handling a bit of everything, without developing a distinct area of specialization, can lead to stagnation, limiting both individual potential and the organization's overall efficiency. The seemingly advantageous position of being an early employee can become a trap if not accompanied by a proactive commitment to personal and professional growth that meticulously aligns with the evolving needs of the expanding organization.

 To navigate this critical transition and ensure continued growth within a fast-expanding organization, professionals must actively embrace a strategic and forward-thinking approach to their careers. This involves a few key strategies to create personal growth within your fast growing organization. 

 While you might have held a broad role in the early days of your company, often out of necessity, now is the opportune time to introspectively identify your core strengths, the areas where your talents truly shine, and choose a specific department or function to truly make your own. You possess a unique opportunity, having witnessed the company's foundational growth and understanding its inherent culture: by specializing and deeply investing in a particular sector, you can build it out, shape its future direction, and grow inextricably with the company, ensuring you remain a vital, leading contributor whose expertise is essential, rather than being outpaced and potentially rendered less relevant by its rapid expansion and increasing complexity.

2. Get Certified:

As the organization matures, so too does its expectation of its talent. Professional certifications serve as tangible proof of your competence and commitment to industry standards. Investing in relevant certifications, whether in project management (PMP), your specific industry (e.g., marketing, finance, technology), or leadership, demonstrates that you are serious about your professional development and possess a recognized level of expertise. Certifications not only enhance your credibility within the organization but also make you a more attractive asset as the company attracts new clients, partners, and talent who value recognized qualifications. It signals that you are not resting on past laurels but actively investing in your future and the future of the company.

3. Training isn’t just for Newbies

 The mindset that only newly onboarded employees require formal training is a demonstrably dangerous one within a rapidly evolving business environment. The foundational skills and knowledge that were sufficient in the early, more agile days may quickly become outdated or inadequate as the company adopts cutting-edge technologies, implements more sophisticated processes, and embraces new strategic directions. Proactively seek out comprehensive training and targeted development opportunities, encompassing both internal programs designed to address company-specific needs and external resources offering broader industry insights. 

This could involve actively participating in online courses, attending specialized workshops and seminars, engaging in valuable mentorship programs, or even strategically pursuing cross-functional training initiatives to gain a holistic understanding of the interconnectedness of the growing business. This unwavering commitment to continuous learning ensures that your skill set remains not just relevant but also adaptable and forward-thinking, empowering you to confidently take on novel challenges, contribute meaningfully to increasingly complex projects, and effectively navigate the evolving landscape of the company's scaling operations and diversification efforts.

4. Be Careful with Titles

 It's common in early-stage companies to reward early supporters with impressive titles, perhaps like naming a friend with an accounting major as the CFO. However, as the organization scales and attracts more experienced and specialized professionals, these premature or ill-fitting titles can lead to confusion, erode credibility with both internal teams and external stakeholders, and ultimately impede the company's long-term, sustainable growth. Align titles and promotions thoughtfully with actual responsibilities, demonstrated experience, and the strategic needs of the maturing organization.

5. Cultivate a Culture of Improvment and Accountability

 Personal growth within a fast-growing organization is intrinsically linked to a mindset of continuous improvement and a strong sense of accountability. Embrace feedback, both positive and constructive, and use it to identify areas for development. Take ownership of your work, both successes and failures, and demonstrate a commitment to learning from mistakes. Proactively seek ways to improve processes, enhance efficiency, and contribute to a culture where everyone is striving for excellence. By demonstrating a commitment to continuous improvement in your own work and encouraging it in others, you position yourself as a valuable and forward-thinking contributor who is invested in the long-term success of the organization.

 In essence, the journey of a rapidly growing organization demands a journey of personal and professional growth from its initial team. The initial broad contributions paved the way, but sustained success, both for the individual and the company, relies on a proactive embrace of specialization, a commitment to continuous learning validated by relevant certifications, a pragmatic understanding of titles, and a dedication to cultivating a culture of improvement and accountability. By actively embodying these principles, early professionals can ensure they not only keep pace with the company's exciting trajectory but also become the keys of its future success.