Author: Marla Gottschalk

I'm Marla Gottschalk — an I/O Psychologist and workplace blogger.
Career

Friday Catalyst: Are you still feeling it?

by Marla Gottschalk4 Comments on Friday Catalyst: Are you still feeling it?

On Fridays, I have been sharing the fantastic presentations of the TEDtalks. Today, I’m meandering down a different road, highlighting the passion we might have for our jobs – and hopefully the excitement we feel for our career path.

How do you know when things need to change? How do you know when it’s over – and it is time to explore a new realm?

Well, I believe it’s all about anticipation.

How are you feeling about your work when you get up in the morning? Are you excited about what you do? Are the ideas already bouncing around in your head, by the time you pour your morning coffee? That’s the way it should be.

Are you anticipating what is going to come next?

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The Problem with That “Iffy” New Hire Could be You

by Marla Gottschalk3 Comments on The Problem with That “Iffy” New Hire Could be You

Man Watering a PlantWe have all been there. You find yourself doing more than a million things — trying your best to meet all of your obligations, while staying ahead of the curve. Meanwhile, back in the office a member of your team (a key assistant for example) gives little notice and moves on to another role. Because of limited time at home base, you have to delegate some of the responsibility for sourcing and interviewing applicants to someone else. Clearly this is not an ideal situation. However, it is unavoidable.

A leading candidate emerges. Certainly, you have had the opportunity to review the resume and hatted briefly with the applicant. But, you haven’t had the opportunity to really probe the details face to face. The bottom line is that you are not entirely comfortable with the decision to hire — although you cannot really put your finger on the issue and form a credible objection. So, the decision is made and the individual is hired.

Time passes and you find the new hire in front of you, ready to be on-boarded onto your team. But, after a short time a glaring problem becomes obvious , and you suspect they are simply the wrong person for the role. Your mind begins to race forward to impending disaster.

What now? Are they relegated to the status of another “bad hire”? Will your team suffer?

You might find yourself secretly hoping their tenure with your organization is a short one. However, I would like to suggest another route. Challenge the “gut” feeling (which by the way could be off-base) and take the high road. Give them every possible opportunity to become a contributing member of your team. The costs of a “bad hire” can be sizable, not only in terms of lost effectiveness —but in lowered group morale. It is in your best interest (and that of your entire team) to salvage the hiring decision.

Here are some ideas to maximize the situation:

  • No grudges allowed. Examine your emotions in this situation and don’t let them cloud your better judgement. Put the brakes on your doubts immediately – a positive outcome never comes from a place of negativity.
  • Do not share your skepticism. Do not share your concerns to the rest of your staff — relay only your confidence in their new team member.
  • Make the vision crystal clear. Be sure the details about the “culture” of your work group are well communicated to the new hire.  Discuss group “mores” such as dress, meeting protocol and chain of command.
  • Take a deeper look at their skills. Gather all the information possible considering strengths and weaknesses. What can you emphasize that will make them an integral and productive contributor?
  • Train them. Don’t throw the new hire “to the dogs” without the proper know-how. Be sure they are prepped and properly trained to succeed.
  • Engage. Engaged employees are more productive. Ask them who they would like to become “work-wise’, through their new role. Let them know that you are there to help them grow and gain meaningful experience. Through this process there will be a higher probability of developing a bond with your new hire.

Not every talent decision is a clear success story right out of the gate. But we should make an effort to give each and every relationship a decent and fair chance to succeed.

Dr. Marla Gottschalk is a Workplace Psychologist and coach. Connect with her and continue the conversation on Twitter and Linkedin.

Career

Mentors and Getting Closer to Our “Real”

by Marla Gottschalk3 Comments on Mentors and Getting Closer to Our “Real”

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This morning as I drank my coffee, I listened to Eddie Vedder singing “Elderly Woman Behind The Counter in a Small Town”. It is a haunting melody about life and thoughts and the passage of time. As my husband passed by, the music caught his attention.

“Who’s singing?”, he asked. “Pearl Jam”, I said. “I thought that was Eddie Vedder”, he replied. “Such a great vocalist, it’s a shame he is so studioized.”

Of course, he was joking — as Vedder was essentially performing alone with his guitar. But this led me to think about how we present ourselves everyday in the workplace. Are we “studioized”? With all of the talk about authenticity and transparency, are we really “real”? How does this affect our forward progress?

In the course of my work, I concentrate on the stories of work life and career. Of course I believe that work is an integral component of an individual’s life, but the process of finding the best path is often wrought with challenges and emotions. However, when you get to the core of it all, work is all about reaching your potential and hoping to find a bit of fulfillment there. In my opinion, the best part of work — is when the “real” you is at the root of success.

How do we become a closer representation of our “real” selves at work? This seems like a complicated question — yet it might be surprisingly simple to answer; Admit to being human and find a guide. Seek a mentor — an advocate — a sounding board. An individual that will help you explore both your strengths and weaknesses, and inch closer to that “real” you.

I am a great believer in mentoring. Mentoring can open our minds and envision who we can be, and what we can accomplish.

So, I recommend looking for that mentor with great conviction. Use all of the tools available to you, to find that individual. Expose them to the individual you would really like to become at work. Learn to listen to the inner voice that directs you to points unknown, and explore those thoughts with a mentor. Through this process, we might learn to trust, our single, toughest critic — ourselves.

Dr. Marla Gottschalk is a Workplace Psychologist. You can also find her on Twitter and Linkedin.

Career

Career Transparency and Women at Work

by Marla GottschalkLeave a Comment on Career Transparency and Women at Work

As women, we all have a personal story concerning the road we have taken to achieve work life balance. I have a career saga to tell – as you have your own unique story. All of the challenges and frustrations that we have experienced, are certainly ours to own and share. Of late, I am optimistic that we are moving to a new stage in the evolution of work for women, supported by the changing tide of culture and transparency. As organizations become increasingly open about who they really are and what they have to offer us, we might finally become more comfortable expressing who we really are and what we can realistically offer them.

Transparency, a force which has swept the workplace off its proverbial feet, is on course to set the stage for real communication in the employee-organization realm – and I am glad for it. Hopefully, this developing transparency will have a positive impact upon the unique set of challenges and stereotypes women face in the workplace. It remains, that many women would like to spend time at home at key points in their work lives. They should be able to freely to admit this, and have this need met without fear of reprisal or career suicide.

If you have had the opportunity to read the Atlantic article, Why Women Still Can’t Have It All, by Anne-Marie Slaughter, you’d know exactly where I am going with this. With a healthy dose of  work life transparency, there is an opportunity for women to know what they are really up against when entering the world of work. We all should discuss the realities openly – because the essence of being happy at work, might lie just as much in being honest about what we cannot do –  as much as what we can do.

In the early days of my career, I saw manifestations of the “super woman” myth on a regular basis. As a research manager at a large telecom company, I recall the story of one of our vendors placing  business related calls from her hospital bed, shortly after giving birth. Everyone seemed impressed and remotely amused by the story – but I found the behavior perplexing. I thought to myself; Why did she feel the need to do such a thing? But, the answer was really quite obvious – she had to prove to everyone that she was committed to her career, even though she chose to have a family. I am hoping that we won’t hear such stories in the future – and that there are less heroic displays of career loyalty required.

As Slaughter goes on to discuss, young women today are becoming more open about what their role will look like, in comparison to their spouse or male co-workers. I believe that subtle, yet real differences will remain, and it is wise to validate that difference. Offering women accurate information about combining work and family won’t necessarily predispose them to take on a less challenging career – it simply offers them the option to realistically plan for it.

In today’s world, young men and women have similar expectations concerning holding roles with increased responsibility, and opinions concerning the division of labor within the home are also evolving. Men appear to be developing a stronger  role within the home – a trend which will certainly augment honest work life planning  going forward. But, other issues need to fall into place as well. This includes the help of organizations to wipe out stereotypes in the workplace – a much-needed, deep-seeded cultural shift. Slaughter describes that problem perfectly, and open discussions concerning gender parity are in order. (In this regard, I am anxious to see how the career of Melissa Meyer develops as she embarks upon her journey.)

In the past it seems that the question posed to women as they embarked upon a career was, “what are you willing to give up to be a great success”. Going forward, I am hoping this becomes a thoughtful and honest discussion, with advantages to be reaped by both organizations and employees alike. Possibly a dose of transparency concerning the roles ahead, provided by those of us who speak from experience, can lead to more effective outcomes.

Dr. Marla Gottschalk is a Workplace Psychologist and coach. Connect with her on Twitter and Linkedin.

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How Not to Hate Job Interviews

by Marla Gottschalk19 Comments on How Not to Hate Job Interviews

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Many of us have serious reservations about job interviews. I assure you, that I do as well. My reasons for concern may be a bit more complicated than yours. (For example, they can serve as an excruciatingly poor selection tool if implemented unwisely). However, your reasons for hating interviews are every bit as valid. I’ll venture to say, that you probably dislike interviews because of how the interview — or the interview process — makes you feel.  You are not alone.

I am extremely sympathetic. However, let’s go out on that proverbial limb and face your concerns (and your emotions). I’d like to challenge your mindset, and train you to approach the entire experience differently. You see, the funny thing is, as much as I have always questioned the true merit of employment interviews —  I’ve never hated being interviewed. I’m convinced that my lack of hatred has everything to do with how I view the process. More specifically, accepting the things that probably will not change about interviews and re-categorizing the experience as one tremendous opportunity.

Here is what I mean:

  • Embrace being “judged”. Bring it on. While being interviewed, people will certainly form opinions concerning your skills, abilities and even your personal demeanor. Tell yourself that is just fine — remembering that when people cross your path you do exactly the same thing. During the course of your career, managers and coworkers will make judgments about you on a daily basis. So what? Convince yourself to view each of these judgments as a challenge to effectively build your unique “brand”.
  • Be astute and “try on” the organization. Remember — this may be the company with which you develop a long-term relationship. Consider that point carefully. Be thankful you have the chance to gather as much information as possible. Take the opportunity to size up leadership and where the organization is really headed. What is your impression? Do you see yourself working there? Getting a bad vibe? Explore this — as it may be the only forewarning you’ll receive.
  • Say “thank you” to organizations behaving badly. Has the organization not acted as you would have expected? Unprofessional? No follow-up? Don’t let these behaviors derail you. Welcome this type of behavior as a clear and present warning. If an organization doesn’t seem to show concern for you from the start, this is most likely a glimpse into your future. I am reminded of Maya Angelou’s discussion with Oprah, where she explained, “When someone shows you who they are, believe them the first time.” The same premise extends to an organization. Unless there is some remarkable explanation as to why they have not bothered to contact you (for a month), be grateful for the realistic preview and run in the opposite direction.
  • Accept ambiguity. Even though there was an ever-present possibility that the outcome wouldn’t go in my favor, I tried to embrace the opportunity to be interviewed. Unfortunately, “not knowing” is simply part of the process. But to be completely honest, the world of work is full of ambiguity. It is best to adjust to it and attempt to remain positive while you are waiting. Nothing is set in stone after you complete an interview — but at the same time, this makes the possibilities endless.

If you change your view of employment interviews, you may have an easier time processing the accompanying negative emotions. I’d like to guarantee that the experience will be easier for you to handle in the future. However, that is at least partially up to you.

Dr. Marla Gottschalk is a Workplace Psychologist and coach.  Bring her ideas to your organization and connect with her on Twitter.

This post previously appeared at Talent Zoo

Leadership

Why Business is Still Personal

by Marla Gottschalk8 Comments on Why Business is Still Personal

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Workplace evolution is a constant – and accepting this fact is inevitable. Many of us have re-invented ourselves, redefined our roles (more than once), embraced the “would be” powers of social media and hopefully made some measure of peace with the on-going mobile revolution. But as time marches on, and our attention becomes infinitely divided – we must be careful not to overlook the core skills that are critical to business success. The recommendations posed years ago that will always remain uniquely relevant. We may have brushed them aside – or underestimated their importance for a moment. However, the expectation remains each time we  introduce ourselves to a new co-worker or pitch an idea to a client. Business is about people – and business is still personal.

It has been discussed, that the state of our economy has allowed some of us to become forgetful concerning the importance of “people skills”.  This is somewhat understandable, but not excusable. The resulting stress can cause us to skip the “people component” – even though we know on some level this is ill-advised. The reality remains that in the long-term, we really cannot hope to move forward individually or organizationally, without this skill set intact.

Business is not only about spreads sheets and IPO’s. It is essentially about connecting with your employees and the dreams of your customers. Business is about people – and if we forget this, we are likely to fail miserably somewhere down the line.

The business of understanding people
There is no need to re-invent the wheel to refresh our memories. There are resources out there to help us sharpen or re-connect with this skill set. The Dale Carnegie classic, How to Win Friends and Influence People, (which should be required reading for all aspiring business students and entrepreneurs), is one example. The basic tenets of the book still make perfect business sense. Concepts such as showing appreciation, and leaving others with the feeling that they are worthy of your undivided attention, are certainly crucial leadership building blocks which have stood the test of time.

Emotional Intelligence by Daniel Goleman, another people skills basic, takes a closer look at how the ability to understand others can impact all aspects of our lives. As we have all learned, possessing a spectacularly high IQ may not be enough to propel you forward in business. You also need to grasp how your behavior impacts others and how that ultimately affects your business future. (Find a review of studies on Emotional Intelligence here.)

A few other basics worth mentioning:

  • Face-to-face contact still works – Reading the Human Moment at Work can be a game changer for developing leaders. Written at the forefront of our now technologically nagged world – its posed premise will only become more important as time goes on.
  • Listen more,talk less – When considering the skill of strategic  listening – attitude and awareness are key. As described recently by Tom Peters, author of In Search Of Excellence, “My argument is skills such as listening are full-scale “professions” to be studied, practiced, and mastered as the cello would be”.
  • Manage technology – Don’t expect to develop business relationships if you are always tethered to an electronic device. If you think that your overall level of distraction isn’t noticed – you are wrong.
  • Eye contact, a smile and a handshake – I am not sure when these common courtesies were expunged from the game plan, because they are so accessible, yet so very powerful. Having someone feel welcome and comfortable, is a gift that will come back to you in so many ways.
  • Reward effort – Never underestimate the power of a thank you and a “job well done”. If you are unsure how to show gratitude, start with a simple note to let someone know you’ve notice, and appreciate their contribution.
  • Offer respect – I don’t know if you can teach “respect” –  but the belief that everyone has something to offer is a basic business tenant. Most everyone brings something to the table, and they deserve respect for that contribution.
  • Consider history –  Knowing and recognizing someone’s journey in life and work, is consummate to that person. Just as you need to know the history of an organization when doing business with them, know the history of the key players as well.

We’ve all witnessed uncomfortable moments when we realize that an individual has completely forgotten the skill set mentioned here. It is alarming to watch. We can only hope, that someone with influence and wisdom can set them straight and point them in the right direction.

Dr. Marla Gottschalk is a Workplace Psychologist and career coach. Connect with her on Twitter and Linkedin.

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Can We Prevent Organizational Culture Failures?

by Marla Gottschalk5 Comments on Can We Prevent Organizational Culture Failures?
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Photo by Frantzou Fleurine on Unsplash

Unfortunately, it is not difficult to find examples of a failed organizational culture.

In this day and age, stories of devastation are far too common. From the insidious downfall of Penn State University — to the arrogant demise of News of the World (fast forward to the recent woes of General Motors) — failures of culture often leave us with more questions than answers. Above all, if we are to prevent more failures, we need to search for possible explanations as to what really begins to go awry, when an organizational culture begins to weaken and deteriorate.

In recent years, we have not only seen individual organizations falter and fail — we have witnessed entire industries spontaneously self-combust. The list has seemed to grow quickly, which begs us to consider if we have broached some kind of “cultural crossroads” where organizations are concerned. The hardships within the auto industry, the collapse of staid financial houses — all could be considered culture disasters. We might begin to ask the question:  How can larger organizations maintain standards of cultural integrity and live a long and healthy life?

Taking the “temperature” of culture
There have been discussions in the media concerning the need within organizations for a C-level role to monitor “all things cultural”.  Aptly named a Chief Culture Officer, this individual would have the responsibility of taking the temperature of the cultural zeitgeist within an organization. I share the opinion that culture is indeed the “heart” of the organization, and a focal role within the organization to promote culture is a worthy option. But, I remain concerned that the potential dark side of culture may still loom. Is there a need for a role that watches the underbelly of culture as well? Because frankly, it seems that when company culture begins to go bad, there is often no one left minding the store.

Do organizations really require a “Chief Officer of Cultural Integrity” to guard against cultural disease? Would that individual protect the mission of the organization, its employees and those in the external environment? Can a system of cultural well-being “checks” be devised? Is there a litmus test that might indicate a failure is imminent — an alarm that might be pulled? These are all questions to ponder.

Lessons from the past
Interestingly, possible explanations for the recent set of cultural breakdowns are quite familiar to us. We might keep these in mind, as we consider the contributions of authority, leader behavior and decision-making to a healthy culture going forward:

  • Diffusion of responsibility.  Well researched in social psychology, this concept examines how groups of people act to resolve a perceived problem or injustice. What we have seen in many cases, is that even when the situation is obviously wrong — people may not act. As a result, they become bystanders to the wrong doing,  sure in their minds that others will act. In theory, the larger the organization, the greater the likelihood that there is the belief that someone else will step in and right a wrong. How do we encourage more individuals to step up, and how do we protect those who choose to fight the tide?
  • Power corrupts and absolute power corrupts absolutely. Lord Acton makes a very good point. An early exploration into this concept, the Milgram Experiments, showed that prodding by an authority figure was enough for subjects to deliver what they thought to be a powerful electrical shock to another person. (I should add that most did show signs of stress while doing so.)  How often does fear of authority stop employees from speaking up?
  • Groupthink. We all learned about this decision-making plague in Psychology 101. Could this principle explain recent leadership gaffes? Did executives in the auto industry really have no idea that flying on separate, private jets to ask for government assistance was wrong? Was the culture so insular that not even internal PR viewed the behavior as inappropriate? It seems, that from the sinking of the Titanic, to Pearl Harbor, to the Bay of Pigs, groupthink can rear its ugly head in any organizational venue.
  • Leaders without consequences. When an organization fails, so should its leaders. I often think this should be part of every leader’s employment contract. Why is there not a clause in every last top executive’s compensation package concerning negligence, scandal or illegal behaviors? Why was Rebekah Brooks at News of the World entitled to a large severance when wrong doing occurred under her watch? Why were many executives in the financial industry allowed to keep their compensation packages? The most recent debate of this premise, concerning Citigroup will hopefully serve as a game-changer going forward.

We can learn from the failings of organizations. Keeping culture in clear focus is one of the first keys to organizational health — but we’ll have to ensure we have our eyes on all of the right things.

Dr. Marla Gottschalk is an Industrial/Organizational Psychologist. She is the Director of Thought Leadership at Kilberry Leadership Advisors, Toronto. She is also serves as an Influencer at LinkedIn.