Finding the Work You Love

Does Workplace Loyalty Really Matter?

Workplace loyalty. The concept may seem as though it has been relegated to the dustbin of history. A horrific economy, employers that layoff workers with impunity, and bosses that keep employees on a BlackBerry tether 24x7 do little to assuage the belief that it's essential to look out for Number One.

However, according to Timothy Keiningham and Lerzan Aksoy, authors of Why Loyalty Matters (Benbella, July 2009) workers who say they're loyal to their employers experience the highest levels of job satisfaction. The upshot? Loyalty matters, especially in tough times. Moreover, you can learn to increase your loyalty level--and potentially up your happiness in a down economy, they argue.

Keiningham and Aksoy draw from the most comprehensive study of loyalty ever conducted, the landmark Ipsos Loyalty Study, to show why loyalty is critical to our happiness as individuals and our success as a society. Whether you're looking to change jobs, find a new career, or improve your satisfaction level at a current job, consider heeding their advice. When it comes to business success, relationship success, and even our overall happiness, loyalty is the difference maker.

Sam Greengard: These days, most companies display very little loyalty to employees. So, why should employees show loyalty to employers?

Tim Keiningham: Several years ago, this question was entered on Yahoo! Answers: “I was wondering, why should employees be so faithful and loyal to companies who don’t care about them?” The best answer, chosen by voters, began this way: “Employees are not loyal, nor should we be. If we can get $5 more an hour for the same job by switching, most of us would. And why shouldn’t we?”

This exchange demonstrates the quid pro quo of today’s company–employee loyalty. As workers, all too often we find ourselves considered disposable. Not surprisingly, our loyalty as employees to the firms where we work has responded in kind. While this might seem totally fair, it doesn’t make us feel any better. Our loyalty as employees directly impacts our happiness. We are much more likely to be happy if we feel strongly loyal to our work.

SG: What are the benefits of showing loyalty? What does an employee receive in return?

TK: One of the most important domains of our lives is our work. In fact, nothing will take up more of our time as adults than work—not family time, recreation, eating, or even sleeping.  And while we often hear “it’s just a job,” work has the potential to enrich our lives. Our research conclusively shows that the more we can feel loyalty to the work we do, the more likely we are to be happy.

SG: What does it mean to be loyal? What specific actions and behavior translate into loyalty?

TK: It is important to distinguish being loyal from being a sycophant. Being loyal does not mean following something or someone blindly, allowing others to take advantage of you, or undermining yourself for others’ benefit. Any organization or individual that expects this of you under the guise of loyalty has proven that they are not worthy of your loyalty.

Real loyalty at work is about meaningfully connecting with your co-workers to help one another and the organization succeed. Here are some simple ways that each of us can demonstrate loyalty in the workplace:

1.            Provide support and assistance to colleagues.
2.            Take a real interest in workplace projects and challenges.
3.            Recognize and encourage coworkers.
4.            Demonstrate that you are committed to the success of the team.
5.            Be reliable—follow through on what you say you will do.

While this might sound easy, few of us actually do this.  Less than 5 percent of us—fewer than 1 in 20—invest a great deal of time building and sustaining relationships with our colleagues at work. But we spend far too much time at work not to build meaningful connections there.

SG: Is it possible to remain loyal to an employer over the long-run if an employer doesn't show loyalty in return? Or does resentment build if it's not a two-way street?

TK: It is possible, but not likely.  Ultimately, loyalty is about connecting with someone or something. If our work is making us unhappy—and as a result, we cannot bring ourselves to feel loyal—then we need to do some serious introspection. Is it really that the company “doesn’t care,” or is it something else? Clearly, not all work environments are conducive to our happiness. But frequently the problem is not the company per se, but our place in it.

Here are two of the most common problems with our ability to feel enriched at work:

1. The roles expected of the job
a. What is it about my work that drains me?
b. What aspects of my work do I love doing?
c. How can I do more of what I love and less of what I hate?

2. Our connection to others at work
a. What is the quality of my relationships with my peers?
b. What is the quality of my relationships with my direct supervisors?
c. What is the quality of my relationships with those who report to me?

Both of these issues are important. But it is our loyalty to others at work (our peers, supervisors, and direct reports) that most strongly impacts our overall happiness through our work.

SG: What did you find in your research? Any surprises?

TK: One of the most interesting findings in our research was the unique contribution of our loyalties in multiple domains of our life (e.g., work, family, friends, community, etc.). We need to feel loyalty in multiple domains of our life if we are to be happy.  And outside of family and friends, for those of us in the workforce, work is the most important domain impacting our happiness.

SG: Why do loyal employees report a higher rate of job satisfaction?

TK: Satisfaction is the seed from which loyalty tends to grow. Typically, enrichment at work leads us to develop stronger, loyal bonds. Therefore, it is up to us as employees to really hone in on those things that make us feel strong/fulfilled at work, and to try and find ways to do those things more often.  Obviously, we can’t do this all the time—it’s called work for a reason.  But if we make the effort, we can improve the percentage of our day spent doing those things that bring value to our lives.

SG: How does the current economic downturn affect loyalty?

TK: Without question, the recession has seriously damaged company-employee loyalty. We read the headlines. Layoffs make the front pages of our newspapers regularly. In essence, employers are telling their employees en masse that their loyalties are no longer economically viable. It hurts!  And employees that survive the cuts are responding by mentally quitting their jobs and seeing them as merely a way to make money.

This situation isn’t good for companies, and it isn’t good for us as employees either. For businesses, long-term success depends on loyal employees. The commitment and ingenuity of a company’s people is the only thing that cannot be replicated by another firm—and this is totally dependent upon their loyalty to the organization.

And for us as workers, a lack of employee loyalty means we spend the bulk of our waking hours trading our time and labor for one thing only—money. Sure, we need to pay the mortgage, keep food on the table, etc. But if the only reward for our work is monetary, then the exchange is likely to leave us unfulfilled. The reality is that our research shows that “feeling a deep sense of belonging to the company where I work” is far more important to most employees in driving their happiness than is pay.  

SG: What are the considerations for older workers trying to navigate the current job environment?

TK: This is a difficult market. And while Americans 50+ have witnessed a dramatic shift in company loyalty towards their employees, it is important not to allow this to jade you. We need to find joy in what we do. And we also spend too much time at work to not develop strong, loyal bonds there. (In many ways it is the work equivalent of not giving up on love because someone has broken your heart.)

For those who are looking for work in this market, it is important to call on those loyal relationships we have developed throughout our lives.  Find two or three people who will be your support team—encouraging you, looking out for opportunities, and providing honest appraisals.  This is the ultimate promise of strong loyalties…building connections that will support you in good times and bad.

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For more information about loyalty, including an assessment tool for understanding relationship styles and what's needed to raise your Loyalty Quotient or LQ, click to: LoyaltyAdvisor (www.LoyaltyAdvisor.com).

Putting a Contract Out

In years gone by, the employment contract was a corporate lure designed to lock up key executives for a specified time. Today, by contrast, workers in many fields sign contracts to serve a company for three months, six months, a year—whatever they desire. This cyclical work allows an individual to alternate bursts of work with stretches of leisure.

Nowhere is the future more visible than in the nursing profession. A remarkable 55 percent of nurses surveyed say they intend to retire between 2011 and 2020. Yet with boomers aging, the demand for health services will only rise. What’s more, nurses are getting older. In March 2004, the average age of the RN population was estimated to be 46.8—more than a year older than the average age of 45.2 estimated in 2000, and more than four years older than in 1996, when the average was just 42.3. As if all this isn’t adequate cause for concern, some states, such as California, have imposed nurse-to-patient staffing-ratio requirements.

It doesn’t take a highly paid analyst to figure out that anyone with a nursing degree is going to be among the most popular girls (or boys) at the recruiting dance. Healthcare providers are responding with offers for higher pay, better pensions, and more clout. A few have gone so far as to offer free tuition and new cars. Meanwhile, many hospitals are willing to hire RNs on a contract basis, typically for three- to six-month stints. At some facilities, 60 percent or more of the nursing staff enjoys the flexibility of such contracts.

Yet contract work offers opportunities far beyond the world of medicine. Today, skilled professionals from a range of fields—engineering, software development, IT systems integration, finance—find themselves able to call the shots. In the years ahead, as the knowledge economy expands and older workers become the focus of recruiting and retention efforts, cyclical work is likely to go mainstream.

Getting Your Fair Share

Society has traditionally operated on the principle that a single person holds down a job. However, that’s changing. Starting around 1990, job sharing emerged as a viable opportunity. Typically, two people hold down the same position at the same company—each present during different days, or during hours within the same day. In some cases, an employer may match a candidate with someone else. In other cases, it’s up to an individual to find his or her own job-sharing partner in order to win the employer’s approval of a job-sharing proposal. Participants might range from an older executive working with a younger executive attending graduate school to two nurses who don’t want to log a full workweek.

Job sharing can involve different scenarios, including each participant putting in 2½ days per week, or partners splitting the week by working two full days each and overlapping on one day. The latter is considered a 1.2 employee arrangement, with each person receiving 60 percent of the total salary. Yet, like a marriage, job sharing requires a good deal of effort, constant coordination and excellent communication. Two individuals must be able to handle a single position as efficiently as one. Although working mothers have traditionally used job sharing, the trend is now fanning out to include older workers and others.

Employees aren’t the only ones who benefit from job sharing. Some companies find that it provides an alternative to layoffs and a steady stream of temporary help, smoothes over gaps due to vacations and sick days, improves morale, increases productivity, lowers training and overtime costs, and provides better job coverage. In some cases, it’s possible to match a person who is good with customer interaction and another who excels at administrative functions and create a more complete job profile. Although some positions aren’t sharable and not everyone is suited for splitting duties with another person, the two-for-one approach is redefining the concept of a job.

Check out "Finding the Work You Love" to obtain more information about job sharing and glean specific tips on how to make it work for you.  The road to happiness is paved with numerous opportunities. It's up to you to find the right ones.

Getting Flex-Able

A quarter century ago, the idea of a worker deviating from the traditional 9-5 schedule seemed outrageous. Bosses wanted to know where their employees were at all times, and, other than sales staff and a few others who had to hit the road for work, out of the office meant out of the loop.

No longer. Computers and the Internet have created new ways to work--and think about work. Flextime, as the name implies, allows employers and employees to carve out nontraditional work arrangements. For many older workers, including those juggling childcare, eldercare, or other needs (including a simple desire to work flexible hours), flex-time may be the ticket to greater satisfaction and work-life balance.

An employer might stipulate that an employee be present in the office from 10 a.m. until 2 p.m., for example, leaving the remainder of the day available for a mix of work or personal pursuits. Another person might arrive at 6 a.m. and head out at noon, or from 11 a.m. until 5 p.m. Essentially, the employee agrees to be in the office for a certain number of hours each week, and handle the rest of the work at home or even in a coffee shop. The flex-time employee simply guarantees that the work will get done.

Fortunately, a growing number of employers recognize the value of a less rigid schedule and happier workers. According to the Boston College Center on Aging and Work, only 7.6 percent of employers do not offer any flex-time option. Marcie Pitt-Catsouphes, co-director of the Center on Aging and Work, believes that demographics and technology will unleash far greater opportunities for flex-time in the months and years ahead. In fact, companies that eschew flextime "may be missing important opportunities to enhance both their business performance  and their employees engagement," she states.

For specific tips about how to sell an employer on a flex-work format, check out page 192 of my book, "AARP Crash Course in Finding the Work You Love."

Moving from Fired to Fired Up

The days following those fateful words, "We have to let you go," are dismal ones indeed. Some mornings, it's tough to even get out of bed. It's a sobering reality and one that Jon Gordon, speaker, consultant, and author of The Energy Bus: 10 Rules to Fuel Your Life, Work, and Team with Positive Energy (Wiley, 2007) says that unemployed job seekers must confront. "All to often, as one scours skimpy classifieds and job boards, grim scenarios play like an endless over and over: We'll lose the house...We'll have to move in with my parents...I'll never find work in this economy."

How to overcome this downward spiral? How to transform lemons into lemonade? Gordon says that the right approach and a well-defined plan pay big dividends. I recently caught with him and here's his advice for coping with tough times and a challenging employment market:

Q: It's easy to say "stay positive" but it's tough to maintain a bright outlook with a crumbling economy and a tight job market? How can a person really move forward and stay motivated?

A: By knowing that history is on their side. If you study people who thrived during past recessions and even the depression they all shared the same characteristics. They stayed positive. They focused on opportunities, not challenges. They turned misfortune into fortune. They refused to participate in the negative economy. The alternative to staying positive is not an option. It doesn’t mean that you’ll get the dream job you want if you stay positive but I can guarantee that your probability of finding a great job or a job at all is much lower if you are negative. You have to believe in your ability to find a job and you must believe there are jobs to be found. So often the difference between success and failure is belief. Positive beliefs lead to positive actions which leads to great results. Life is often a self fulfilling prophecy.

Q: Individuals who fall into the 50+ category may find it even more challenging to find work in today's environment. What steps can these older job-seekers take?

A: First, they need to believe it’s not too late to create success. If you believe that it’s too late to find a job you love then it is. Next they need to identify their strengths, talents and gifts. They need to identify the need in the marketplace for these gifts. Finally, they need to focus, work hard and improve every day and see themselves as life-long learners. I was speaking at an event in Dallas and Zig Ziglar was taking notes. Eighty-two years old and he’s taking notes. Zig is a life long learner and that is the key to success.

Q: How common is fear, anger, and depression? How can someone avoid being dragged down by these issues?

A: Fear, anger and depression are very common. I was depressed and angry when I lost my job. The fact is, we all get down. We are human. The key is knowing how to turn it around so you don’t allow the negativity to bring you down a spiral staircase of despair. I believe one of the best ways to counter this fear is with faith. After all, faith and fear both believe in a future that hasn’t happened yet. Fear believes in a negative future. Faith believes in a positive future. If neither hasn’t happened yet then why not believe in the positive future. One of the habits that really helped me was a walk of prayer and gratitude every morning. I was filled with so many ideas and inspiration and insights during these walks that it lead me to create a much better future for myself after being laid off. 

Q: In the book you talk about people creating their own reality. How do we create our own reality? Can you illustrate what you mean by this?

A: I mean that one person looks at a job loss as the worst event in their life. Another person looks at the same job loss as a blessing and an opportunity to find the job and work they have always wanted. Same event. Two different perspectives. Two difference responses that I bet will lead to very different results. We can’t control the events in our life but we can control how we respond to these events and this so often determines the outcome. Your perception is also influenced by the story you tell yourself and the role you play in the story. You have decide if you are telling  yourself a drama, horror story or inspirational tale. You have to decide whether you are the victim or overcomer in the story.

Q: Why should someone consider a mentor? How can this help?

A: Someone should try to find a mentor in the field of work they want to pursue. These mentors offer a model of success that you can emulate. They show you how success is possible and they provide a blue print for making it happen. If they can do it so can you.

Q: What does it mean to be humble and hungry? What is the net effect of this?

A: Humble means that you see everyone as a teacher and that you are willing to learn new skills, seek new opportunities and be open to change. You are flexible. You are also hungry in that you have a passion to be your best and bring out the best in others. If you are humble and hungry you will always find success.

Q: How can a person who still holds a job help family or friends who have been laid off?

A: You can be there for your friends and family. You can encourage them, support them, love them and let them know you are there for them. You can’t drive anyone else’s bus but you can help people drive their own bus.

Do You Have Cred?

Globalization, virtual collaboration, and the rise of the project-based workforce have changed all the rules. Yet, amid all the upheaval, success revolves around a basic but elusive concept: credibility. So says Sandy Allgeier, a consultant, trainer, and facilitator who assists organizations in maximizing their human potential. Her new book, The Personal Credibility Factor: How to Get It, Keep It, and Get It Back (If You’ve Lost It) (FT Press, February 2009) examines what's necessary in order to stand out. “Whether you’re an employee, a leader, or an entrepreneur, personal credibility is truly a ‘magic bullet’ for success,” Allgeier says.

I recently caught up with Allgeier and asked her to discuss the elusive topic of credibility: what it is, how a person can get it, and how workers--including those in the 50+ category--can standout.

Q: Why is credibility so important? Has it changed with the advent of the Digital Age?

A: First – let me define credibility from my perspective. It is what we do-–and how we do it-–that causes others to trust, respect and believe in us. In today’s world, where it is becoming extremely difficult to trust our leaders and officials across the board, we are naturally becoming more cynical of everyone!  The way we can and must set ourselves apart in a way that creates success is through our ability to demonstrate personal credibility. This is true for each of us as individuals, and it's also true for the organizations we work in!

The digital age has created increased challenges for credibility to be demonstrated. While we increase the volume of interactions we have daily with our cell phones, PDA’s, emails, texting, etcetera, we run a major risk of decreasing the value of the human interaction. Now technology is a fact of life. We just need to realize that every time we communicate--no matter what the medium--someone is reacting on the other end.  Our words and tone matter. If we don’t have the type of relationship that has established trust over the long haul we can lose the opportunity to form a trusting relationship very quickly with the aid of technology! And, even with those long-term relationships, a misuse of technology through email or short, terse messages can so often be interpreted incorrectly. We operate at a fast pace today and we risk destroying our credibility every time we forget this important point.

Q: What are the biggest mistakes people make in regard to their credibility?

A: The biggest mistake is in failing to understand that our personal credibility is formed through daily actions and interactions.  And, credibility has nothing to do with power or status--but rather how we handle ourselves in the way we live and work. It’s actually the little things in life. For example, not doing what you say you will do. Or, becoming involved in sharing information or gossip that isn’t productive. It’s also the tendency many of us have to form very quick opinions without weighing the information and thinking before we speak. In my book I refer to this as the ability to “suspend judgment” and I’ve seen that people who form a regular habit of doing this are those with less credibility problems and are more easily trusted.

Q: Obviously, we all have our blind spots. How can a person become aware of his or her shortcomings and mistakes?

A: I think that most of us know people who can help us figure out our “improvement areas” if we will ask.  My advice is to think of two or three people who know you well, that you also trust and admire – and who have no agenda but to help you be your best. Then simply ask that person for input on how you can continue to improve at building your own personal credibility.  Also, think about these people.  What do they do that builds credibility every day?  Are they great at following through on commitments as well as avoiding over commitment?  Do they avoid gossip and criticism of others? Are they good listeners?  Do they avoid exaggeration? Are they very authentic and easy to communicate with? All these and more are what build credibility every day.

Q: What sort of fallout and damage can result?

A: We see firsthand what happens to organizational or governmental leaders who lose personal credibility.  Consider the issue of a candidate for a major government position who somehow manages to owe back taxes. How much can you trust this person? Or, how about large organizations that seek government bail-out dollars and then are not able to report how that money is being spent (or we learn how it is and it is a travesty!)  We are becoming very cynical, and understandably so, about trusting key leaders. However, how much better are we on a personal level?

Damage to our credibility factor is usually a cumulative thing. For example, if we fail to do what we say we will do once, then no biggie.  But, if we do it regularly, then we simply cannot be trusted to deliver on our commitments. Or, if we show up late for an appointment, usually that is not the end-all be-all to our credibility. On the other hand, if it is our pattern we are simply saying that we believe our time is more valuable than the other person’s. And when it is a repeated offense we are no longer credible when we make appointments. When we lose that credibility factor, others start to question us in all areas of our lives. 

If we are unable to suspend judgment and objectively consider the other person’s perspective, we are very likely to say things that we may regret at some point.  When we give our opinions in such a way that tells others “well, I’m right – you’re wrong (and maybe stupid!) – we simply cannot be trusted to be a person who will have meaningful, thoughtful conversations in the future. When this happens – the relationship often erodes. When that happens, life gets difficult--regardless of whether we are talking about personal or workplace relationships.

Q: How can a person improve his or her credibility?

A: First, it must matter to you that you are someone who is worthy of being trusted, respected, and believed by others.  It begins with understanding that our personal credibility is built (or busted) every single day in how we live out our daily routines. We must understand, also, that personal credibility has absolutely nothing to do with power or authority, but rather with the ability to demonstrate that we can be trusted.  In my book I talk about the 7 steps for building credibility.  They are:

• Know your stuff.
• Keep commitments.
• Honor Confidences and avoid gossip.
• Know yourself–-the good, the bad, and the ugly.
• Choose to value others--the good, and even the bad and the ugly.
• Ask more and listen most.
• Create credible interactions.

Q: Is it possible to make some of these behavioral changes without professional help?

A: Goodness, yes!  Professional help or coaches can do wonders, yes, but it is also very possible to create major change in ourselves if we really want to do it. Some of the most amazing people I’ve known had no access to professional help--but did choose to keep working at becoming the best person they could be. It is definitely possible!

Q: What are some of the key "credibility busters" people should pay the most attention to?

A: These are my top five:

• Failing to do what you say you will do.
• Speaking first, thinking second.
• Putting others down to pull yourself up.
• Casting blame vs. solving problems.
• Telling little white lies that morph into big hairy lies.

Q: What are the concerns for those in the 50+ category? What are their credibility issues and how can they overcome them?

A: Since I am firmly entrenched into the 50+ category I can think of one big issue. It involves technology and its use. Some of us have hesitated to get involved and educate ourselves on the latest technological forms of communication. Well, it’s a challenge to stay educated-–my gosh it changes every day! But, it is the reality of functioning in our world today. We will become obsolete if we try to live in a way that does not include technology--and this includes using PDA’s, text messaging, social networking sites, and other tools. Whether we like it or not, we need to keep changing and learning along with these techno-changes-–or we simply will not be viewed as credible by others who do. 

Another concern is one I mentioned earlier. We run the risk of becoming cynics because it is becoming more and more difficult to trust organizational or governmental leaders. I am not suggesting that we shouldn’t be smart and discerning. But, at the same time, we really need to be able to trust others when it is earned. No real progress happens without it, and sometimes that means that we will need to step out on faith a little and make a choice to trust. The tough part, of course, is keeping our minds open so that we can use that discernment to make the right choices.

Q: Can these credibility issues affect other aspects of one's life?

A: They can and do affect all areas of our life.  It’s because all areas of our life includes relationships.  Healthy relationships are built on trust and respect. Our ability to demonstrate personal credibility is what builds those areas of trust and respect--no matter who or what we are talking about.

Q: What is the impact for someone who can "get it right" and achieve a high level of credibility?

A: Life is so much easier and so much more enjoyable. We are not constantly fighting to “prove” ourselves when others see us as credible and believable. We are able to gain trust and therefore we have greater influence on those around us. When we are seen as a credible person, others want us in their presence-–and see us as authentic and real. Pretenses are dropped, communication is increased, and frankly, we are much more likely to live a life of joy versus a life of struggle.

Dealing with a Younger Boss

One of the most unnerving aspects of a career change is the ego-challenging prospect of dealing with a younger boss. Taking orders from someone younger than your son or daughter may seem like a journey to the far reaches of hell. Especially if he has entirely different ideas about how to manage a project or market the latest product. But before you curse your bad fortune, here are a few things to consider:

Keep up with the times. One area in which boomers and other older workers lag is in maintaining their skills—particularly in the technology  arena. Don’t fall into the trap of thinking that the way you’ve always done it is good enough. Sign up for training sessions, community college classes, whatever it takes to become proficient—rather than irrelevant. Stay current with new books, movies, TV shows--or peruse a copy of Entertainment Weekly or Vanity Fair. You need not live the life of a twentysomething, but with a little bit of cultural literacy you can exert a large amount of cultural leverage.

Lose the 'tude. Don’t try to upstage your boss or act as though you know everything about everything. Also, don’t act like a disapproving parent and get defensive if your ideas are shot down. Finally, fight the temptation to rattle off past accomplishments. Your boss and employer want to know what you can do for them in the here-and-now. Focus on doing your job to the best of your ability and look for opportunities to excel.

Learn to Adapt. One of the toughest things as we grow older is dealing with change. Over the last quarter century, computers and technology have radically changed the face of business and altered the way bosses and employees interact. If you’re older than 50, you probably are familiar with a top-down management style. That is, the boss barks commands and everyone scurries to meet them. But in today’s workplace, there’s less structure and more latitude. You may need to work on teams and learn to take the initiative—without being asked to do so.

Communicate. In many cases, conversation and discussion equal positive results--and a far better understanding of the other person. Ask your boss what he or she would like to see from you and spell out clear performance objectives. Understand how your boss views success, then look for ways to deliver.

In the end, it’s important to remember that the right approach and behavior can diffuse difficult and potentially frustrating situations. By doing all you can do to be your best you’re far more likely to shine—and make age irrelevant.

Getting LinkedIn

The old fashioned Rolodex seemed like such a great invention in its day. The device managed to hold all your scribblings and business cards in a single circular wheel and if you were ambitious or motivated enough to alphabetize everything and keep the information current, you could actually keep track of business associates, customers, and friends. Unfortunately, the Rolodex had one major drawback: If someone changed jobs or moved your card was toast. In fact, you could find yourself back to square one and completely out of touch.

Fast forward to the Digital Age. The Rolodex is DOA, though I'm certain you can still find one at an office supply store near you! More than 35 million people have turned to LinkedIn, which allows you to post your essential contact information and a resume online. This alone makes it a valuable tool for connecting to others. After changing jobs or moving, a quick update to one's profile keeps everyone connected. No more falling out of touch.

But LinkedIn serves as more than a way to post data and stay connected. It's also a way to network with others, ask questions and hold discussions, mine leads, and possibly find a new job. Corporate recruiters routinely scan LinkedIn for promising candidates. You can also check a job listings section, reverse check on hiring managers and other executives at a company, showcase your expertise or talent by participating in industry discussions, and let others know you are looking for work.

Meanwhile, small business owners can also use LinkedIn to amp up opportunities. You might expand your network and find new customers, give and receive references and recommendations, conduct market and business research, and post job listings of your own.

One of LinkedIn's most valuable features is the ability to view the connections of friends and colleagues. This creates a sort of "six degrees of profesional separation" that harnesses the full power of the Internet. It doesn't take a genuis to figure out that these individuals could represent new clients or customers as well as employers. But it can also help you reconnect to former colleagues and alumni groups.

Here's how LinkedIn works: When you join, you create a profile that summarizes your education, accomplishments, and work history. You then invite colleagues, clients, partners, and others of your choosing to “link in” to your network (and, conversely, they invite you). Once a person accepts, you can view his or her profile and other connections—as well as the additional people those connections know. LinkedIn offers a basic service that is free. For $20 to $200 per month, it also provides premium business accounts with more powerful features.

As with any networking tool, the bigger your investment in time and energy the greater your return. Last week I talked about using Twitter, the latest online service. While it's tempting to fire off a string of cliches (i.e. "Don't fix it if it ain't broke"; "Why reinvent the wheel?") just remember this disturbing fact: in today's business environment, standing still is the equivalent of moving backward. As other adopt these tools and use them to gain an advantage, you may find yourself a relic of a bygone era. Not exactly a comforting thought for an older worker.

But the opposite is true as well. Don't think that LinkedIn, Twitter, or any other service is going to automatically and single-handedly solve all your problems and catapult you to the top of the job market. In the end, finding the work (and job) you love is all about embracing a well-rounded approach and achieving balance in the quest for success.

The Working World is All Atwitter

Finding a job is never easy. For fifthysomething workers (or older) it may seem as though a foray into a new career or job is akin to entering an alien world straight out of Star Wars. You may hear words like Facebook, LinkedIn, and Twitter and feel completely overwhelmed.

Today, let's take a look at Twitter and how it can help you land work. The microblogging site lets you post 140 character updates and ramblings. Think of it as text messaging on steroids. Other people follow you and you follow those you are interested in. You can message others and carry on public or private conversations online. Hence, the reason this service is called social networking. It's really all about exchanging news, thoughts, and ideas with others from all corners of the globe.

Here's where Twitter can prove valuable: If you have expertise on a subject--whether it's budget travel, marketing, or Web design--you can post news, tips, information, and more. Over time, and assuming you are providing valuable information and useful links--followers will gain respect for you and look to you for expertise. In essence, you're branding yourelf and establishing a reputation in a given field.

But gaining a following is only half the task. You also need to figure out who to follow. Some individuals play the numbers game and follow as many people as they can, in the hope that others will follow them back. But it may be wise to look toward a narrower group that's in line with your professional interests and aspirations. You can use the Twitter search tool for areas of keywords and common interests. Once you identify people who match your criteria, you can follow them and hope that they follow back. Again, over time, your trusted circle becomes larger and more powerful. If you're doing things right, you will find yourself connecting to other experts and authorities in your professional field.

This is where Twitter emerges as a powerful tool. It's then possible to expand these connections beyond Twitter and into e-mail, the telephone, even in person. Coffee or lunch isn't outside the realm of possibility once people get to know and trust each other. Moreover, many companies and professional recruiters monitor Twitter and look for promising candidates.

If all of this seems like a good deal of work, well...it is. But like any effort, the time and energy you invest will pay dividends down the line. A few things to know, however:

1. Don't expect overnight results. You must build a following and establish connections with others you want to follow well before you actually need it. This process can take weeks or months. It requires that you post items regularly and participate in discussions. Remember, the more you give the more you get back.

2. You must learn how to use Twitter effectively. You need to set up a good profile. Not surprisingly, there are rules and eqitquette you must follow. Step outside the boundaries and you are like to find yourself spinning your wheels and going nowhere.

3. Be careful what you say. Don't badmouth anyone and understand that although you don't see all the people out there in Twitterland, they are there...and seeing your Tweets. More than a few individuals have short-circuited their job or career search by posting something dumb.

4. Enjoy the process. Try to have some fun with networking online and getting more familiar with social netowrking in general. As with anything in life, good things often happen when you're not trying too hard and forcing the action.

5. Don't think of Twitter as simply a way to find a job. Building a network can lead to many additional dividends, including new friends, emotional support, and freelance or consulting gigs. Keep your radar up and remain open to new opportunties.

Finding the work you love can take many forms. Twitter is just one of them. But these days it pays to think social--and in networking.

Are Your Family Behavioral Patterns Limiting Your Success?

Have you ever thought that your workplace seems a lot like a dysfunctional family? Well...it may not be your imagination. Sylvia Lafair, Ph.D, President of consulting firm Creative Energy Options, says that the dynamics of family interaction translate to the workplace--and affect our options and opportunities. Her new book, Don't Bring It to Work: Breaking the Family Patterns that Limit Success (Jossey-Bass, March 2009), provides a glimpse into destructive behavior that can limit our ability to achieve career goals. The family therapist also offers tips for mining our own family history for clues that can lead to personal and professional breakthroughs.

Here's what Sylvia has to say about work, families, and success:

Sam Greengard: Where did the idea for “Don’t bring It to Work” come from?

Sylvia Lafair: It was one of those “Aha” moments when two non-related ideas connect and suddenly all kinds of possibilities open up. I had been working as a family therapist and a friend asked me to work with his senior leadership team. They were, he said “backbiting and fighting, just like a family.” So I began to think about what was at the core of his request. And the “Aha” happened. Families are connected through genetics, the work world through economics. Both genetics and economics are  deep drivers of behavior. My results from working with this leadership team were striking. They started to cooperate and soon had more contracts than they ever believed possible. That led to my career shift into the world of work and eventually writing this book.

SG: What is the social cost for bad behavior in the workplace?

SL: Ongoing conflict, the key consequence of bad behavior in the workplace has a huge cost. Negativity and tension, turf wars, inequities, gossip, rumors cost companies in lost production, absenteeism, health issues and legal issues. Studies have shown that Fortune 500 HR executives spend up to one-fifth of their time dealing with litigation activities and personnel issues. A whopping 93 per cent of workers report being “negatively affected by their inability to deal with conflict on the job and 69 percent avoid confronting co-workers on issues of accountability. According to many studies, stress is mostly created by a conflict-ridden environment.

SG: What are some of the most common interpersonal problems people have at work?

SL: Power dynamics cause tremendous interpersonal problems. For example, super achievers, determined to be number one, throw their colleagues “under the bus” and create an atmosphere of mistrust that, like a virus, impacts everyone. Then there is the persecutor, often called the bully, who demands their way and intimidates others who feel like poor-me victims. Get a persecutor and victim together in the work place and you will always find “ta-da,” the rescuer out to protect the victim. They dig in their heels and play their roles so well that by the end of the day no real work gets done. Another common issue concerns inclusion and exclusion, what today is called “micro-inequities.” This is where the rebel has a field day and law suits eat up time and money. 

SG: Where do these problems originate? How does family history enter into the picture?

SL: The original organization we all unknowingly join is the family. This is where we learned how to get along, who is there to watch our back, what it means to tell the truth (or not), and how to handle conflict. We bring what we learned there into our present organization, the workplace. As adults while we can behave in mature, reasonable ways much of the time, when anxiety escalates, as it is doing in these days of economically induced stress, there is a natural tendency to react based on our earlier childhood behaviors that helped us survive.

SG: What is the fallout of this conflict and dysfunctional behavior? How does it affect work and careers?

SL: When extreme stress causes us to behave in patterned knee-jerk ways it has a viral effect. Just like a computer virus can shut down a whole company, behaving in protective ways to stave off fear and ridicule stops productive work from getting done. We become the children we once were. How we responded at the kitchen table is how we respond at the meeting table. Then careers are derailed and disputes lead to relationship disengagement. We stop talking to each other in honest, helpful ways, office politics abound, and we spend our efforts fighting invisible dragons of the past.

SG: How can a person recognize what he or she needs to do to change?

SL: First, it is an illusion to think that you can separate who you are at work from who you are at home. Next, it is critical to pay attention to those people and situations that trigger high level emotional reactions. Then you can begin to connect the dots. It is always easier to recognize bad behavior in others, so start there. You know the type, the guy who always puts you down and reminds you of your brother, the gal who complains she does all the work and often sits staring into space like your sister, the boss who never gives you credit just like your dad. Go ahead, see them as the culprit! Notice your reactions to their nasty ways. Then stop!! This is where the rubber meets the road. It is time for you to observe and understand the role you play in reaction to others. Only now are you ready to make important changes.

SG: What steps can a person take to escape the gravitational pull of bad behavior and all the ensuing problems?

SL: In my book “Don’t Bring It to Work: Breaking the Family Patterns that Limit Success,” I describe the 13 most common patterns that cause difficulties in the workplace. We all have an intuitive sense of which patterns trigger us and which ones we use that trigger others. Then it is important to explore how these patterns were used to help maintain family stability. Even in the most difficult family systems there is always a desire to find a way to function and balance out what is not working well. It is very eye opening to get a snapshot of how each of us fulfills a specific place to keep family stability. The book offers a step by step method to do your own “Sankofa Map.” This is a map of your family history that is not just for factual information. It is meant to gain a clearer understanding of the rules and roles that lead to present behavior patterns. The word “Sankofa” means “clear the past to free the present,” and that is what this exercise is all about. Then, there is the hard yet gratifying work of transforming the patterns from childhood. For example, rebels become community builders who, rather than divide and conquer, use their skills to bring colleagues together. Persecutors become visionaries who, rather than pointing a finger at someone to blame, points upward toward the future, exploring possibilities. Avoiders become initiators who, rather than running from conflict call people together to settle differences. These changes are profound and make the workplace an exciting, collaborative, creative arena for growth and heath.

SG: Is it really possible to make significant changes? For workers age 50 plus – who are often set in their ways – what else would you recommend?

SL: Some of the most exciting modern research in the area of neuroscience indicates there is remarkable plasticity in the workings of the brain and continued positive changes as long as we live. Therefore, the answer to you question about change being possible is a resounding “Yes!” I have found that once core truths are uncovered, people are excited about the task of deep, life enhancing change. The CEO of a company joined our leadership program where we teach the methods now available in my book. He realized how much his staff feared him and was able to talk about his pattern as a persecutor. Once he realized how he came to this role from his childhood he began to take steps to become a visionary. Eventually he was able to talk about a previously untouchable subject, secession planning. He helped the heir apparent learn the ropes to take over the company and returned to school to get his masters degree in English. What’s fascinating is that he started this process at the age of 74 and received a standing ovation at his graduation ceremony when he was 78.

I really want to encourage the 50 plus crowd to plunge into the work of Sankofa mapping. Once the patterns of the past move from invisible to visible there is vibrancy that makes relationships both at work and home more creative and fulfilling. Better yet, there is a powerful legacy component. The most important beneficiaries are the ensuing generations. We know that modeling positive, healthy behavior is an important aspect of leadership and what better gift to give to our biological children, grandchildren, and work colleagues than the gift of our authentic selves.

SG: How can these methods help in our confusing economic environment?

SL:  This present time of economically induced stress makes the methods I discuss critically important. It can be summed up by explaining the Sankofa bird icon. It is a simple yet powerful image to keep in mind. This mythological bird stands with its feet facing front, ready to move forward while picking up an egg from its back. The egg represents the delicate life force left in the past ready to be utilized in the present. So in doing the important Sankofa mapping work please remember: look back, learn, move forward. We cannot afford to think in terms of just survival any more. It keeps us stuck in fear and territoriality. This is an era to become pattern aware and find innovative solutions rather than do what we have always done. We are meant to move beyond survival of the fittest so that we can all survive and be fit!