Dr. Pat Gill Webber

For information on transformational leadership and the benefits that can be expected, click here for an article by Dr. Pat Gill Webber and Catherine J. Rezak titled "Leadership Beyond the Baseline."

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The following article is based on a speech given in 2006 dealing with successfully navigating career change.

The Secrets of Those Who Love Their Work:
How people are thriving and finding the right work
despite the challenges of the new workplace

Introduction

Today's workplace is a challenging one. At a party the other night I was talking with a new friend who was communicating her subtle unhappiness with the large corporation she worked for. During a meeting, one of my clients began discussing the insecurity she and others in her company feel due to organizational changes and the transitional nature of her industry. Recently another client was discussing his uncertainty with the new direction his company was taking and questioning if it was really the right place for him. These are all highly qualified, well-regarded senior executives in great jobs. Yet, even these folks are struggling to feel good about their work and the environments in which they find themselves.

These comments are hardly surprising to anyone. That is precisely the point. Their feelings are broadly shared in today's ever changing, harshly competitive and less comforting workplaces. Yet, there are some, actually many, who are happy with their careers and workplaces. There are those at every economic level who have found their niche, their place in the work environment and are achieving what they want. Most everyone would like to join that satisfied group. But how can an individual do that?

This article is based on a speech I gave at a QAI conference in September 2000. Then, as now, my major goal is to help people begin to reflect and assess their own career and work strategies. By presenting some selected ideas and approaches that have led to success and satisfaction for people who have achieved contentment in their careers, it is my hope that these ideas will support other individuals in their search for rewarding work experiences.

This article has three major sections. It starts with a discussion of the current workplace. It describes what has remained constant and what has changed dramatically. Next it reviews my understanding of behaviors and approaches that have worked to make some people successful and other behaviors and approaches that are not helpful. Finally, it covers four different career strategies that have led to success for those seeking career satisfaction. It ends with a suggestion for reflection and action.

The Workplace: Brave New World or The Same Two Slices of Bread?

An August 2000 edition of The New York Times described a workplace filled with contradictions. On the one hand, those with certain types of strong educational credentials who are young and flexible find the workplace a wonderful new bazaar where their skills are handsomely rewarded. For others, especially older workers (over 40 and sometimes over 35 depending on the industry) changes in the workplace are more unsettling.

Depending on when a person entered the workplace the experience is either exciting and new or frightening and fast paced. The reality of today's workplace is that there are a number of things that have changed dramatically. On the other hand, there are some things that are constants. Understanding some of the major trends is the first step to finding one's place in this ever-changing landscape.

Differences in today's workplace versus the recent past

More competition and more demands from customers
The business world is definitely more competitive and customers are more demanding. Despite quality and service initiatives, people continue to expect more and demand more. Whether you work in a small software firm in St. Louis or a large company in New York or Los Angeles, it is likely that customer expectations have risen since you began working. Every quality improvement is met with a new demand for even greater efficiencies, higher levels of service or excellence, or more competition for the same customer. Where once some customers might "cut you a break" now fewer do and many make demands that even the best of us find daunting. You are not imagining it. People are harder to please than ever.

More focus on profits and the bottom line
If you work in a large company or any type of company dependent on the financial markets, you will feel much greater pressure to perform than anyone did in the past. The bottom line may always have been there, but the race for profits has gotten tougher in every business. Many companies are owned by financial players who care predominantly about profits, and others work for companies that are owned by people whose idea of success is the top two or ten folks making more on the backs of the staff. It is unlikely that anyone in the last five years hasn't felt the pinch of cost saving measures, reorganizing, downsizing, rightsizing or just pressure to do more with less. Even if you went with a smaller high technology company that thought profits were not important, the situation has come full circle with profits more important than ever.

Rapid pace of technology and market changes
The pace of technology change and market transformation in general is another tremendous new dimension in the workplace. At one time, it was likely that most people could figure out that for example, "Universal Widget" was making some bad moves and it was time to get the resume out and start networking. Today, the pace of change leaves many individuals not knowing what happened. Markets can shift quite dramatically leaving the less savvy with nothing but a million worthless options and a lease on a BMW that is no longer affordable.

Rapid industry changes and changing norms
Related to this is the pressure to simply keep up with changes in any industry. If you worked in retail five years ago and dropped out for any reason, it is likely you don't know much of what is currently hot or relevant to retailers. It means you have to keep up or you lose out. This pace of change is similar with technology or approaches to work. If you haven't worked since the 1980s or early 1990s you might think it is still important to return phone calls, or wonder why no one returns your calls. This is just something that has changed. People respond-but when they want to and only if they want to. Beware of generalizations, but you get the point. Things change and one has to change or risk being out of date.

Less loyalty and support from others
Related to this fast pace is less loyalty and time to cultivate deep and lasting relationships that help make change easier to handle. Where once the grapevine, mentors and bosses might be able to help, today these very people may be out of the loop. This can be the result of absence through travel and distance, or a lack of interest in helping others get along in the system. Many companies have young and inexperienced managers, with little or no training, and as a result of this it is, not uncommon to lack management support in the workplace. Often people are left on their own to figure out everything from how best to behave, what to do in tough situations or how to effectively manage their careers.

Greater diversity and acceptance of difference
Workplace diversity is one of the most different and positive changes. Where once getting along and going along was the norm, difference is not only tolerated but appreciated even encouraged as never before. The good news is one doesn't have to look the same or act the same to move freely in the workplace. Although certainly discrimination lingers, opportunities for people of all backgrounds have expanded. Essentially, the ability to perform is "king". Going to the right school may still be relevant in a few settings; it is likely not the norm for most.

More choices of how to work and where to work
Another very positive trend in the workplace is the diversity of ways to work and places to work. Where once the only way to success was to get into a large company and stick with the program over twenty or more years, today's success stories are varied and complicated with some people doing well in traditional firms, while others are thriving on their own. For others, a middle ground-working in a group or small firm, or even in a loose confederation of some type seems to be the best way to go. Finding the right environment is challenging, but doable. More about this will be presented in the final section of this article.