Author: Marla Gottschalk

I am writing this post at the request of a Millennial.

With all the discussions about culture and engagement — he would like me to answer one powerful question: “How do we (young employees) establish a meaningful psychological contract with an employer, when we distrust organizations in general?”

Wow. That hurts.

For someone like me, who would like every single contributor to have a meaningful tenure, this hits hard. His candid question is the result of a myriad of elements that may have formed a deep rift in the career equation for an entire generation of contributors. (By the way, if you haven’t read my other posts on the topic, find an introduction to psychological contracts start here.)

It is expected.

In some cases, well-deserved.

However, it remains ominous.

Millenials have watched in horror as the economy collapsed in late 2000’s. They watched as college graduates struggled to find work — and how they are still struggling to make headway salary wise because of that collapse.  They’ve watched as their parents were mistreated and in many instances, cast aside by the very organizations they had come to trust. To make matters worse, according to Pew, Millenials are saddled with more student debt than other generations. They trust less and have fewer attachments to traditional institutions.

Strike one, two and three.

Sticking with this thread, if individuals do not trust employers to look out for their career or personal well being — with whom (or what) is the psychological contract formed? The answer unfortunately is this: “The contract is with myself. I am out for me”.

Yes, depending on yourself (knowing yourself for example) is admirable. However, something precious is lost when we cannot identify and ultimately give something of ourselves to the organizations with which we affiliate. If we fail to trust the organization, we do not share. If we do not share freely, we protect our ideas. If protect our ideas, we limit progress and innovation.

It seems that we have some work to do, if we expect a healthy psychological contract to be built.

There is a way forward.

Here are a few places to start.

• Recruit with clarity. From the job descriptions we share, to the career paths we might offer — organizations must operate in manner that is honest and complete. Recruitment practices should be allowed to reflect a communicate strategy that improves applicant fit and engagement. Organizations should focus on smart HR Tech solutions to accomplish this. (See how J & J is harnessing HR Tech to accomplish this here.)
• Offer stability. Psychological contracts are not a one-way street; they must work in both directions. If you manage a Millennial, discuss not only what they bring, but what the organization might bring to their developing career paths. (Read about constructing Tours of Duty in The Alliance: Managing Talent in the Networked Age) What will they learn? What role models will you provide? Remember, they may remain insecure about their future career paths.
• Build community. Nothing builds confidence in an employer, like the knowledge there is an entire within-organization community to support you and your career. Encourage both building and participating in internal networks that engage contributors.
  

What is your organization doing? Share it here.

Dr. Marla Gottschalk is an Industrial/Organizational Psychologist. She is a charter member of the LinkedIn Influencer Program. Her thoughts on work life have appeared in various outlets including Talent Zoo, Forbes, Quartz and The Huffington Post.

On the surface of things, preparing for the integration of AI into the world of work sounds formidable. While we might have reservations concerning its integration, a more helpful question should center on how we might apply AI to improve our own capabilities — and in turn the the capabilities of organizations to do great work. One path is to address issues in our work that are quintessentially human.

Bias is one frailty that we might consider here. Most of us would concede that as human beings, we are prone to biases that lead to less informed decisions. In this case, AI might address our shortcomings and improve our performance.

As Erik Brynjolffson of MIT points out in a recent HBR interview:

“…the benchmark for most entrepreneurs and managers is: who’s going to be better for solving this particular task or better yet can we create a system that combines the strengths of both humans and machines and does something better than either of them would do individually.”

Interestingly there has progress in AI’s application to both HR and work life in general. Here are just a few topics that I’ve noticed:

• Conversations & Chatbots. In the HR world, chatbots can be utilized to address and improve vital aspects of the employee experience. Chatbots have the potential to support essential conversations within on-boarding and coaching,  helping HR departments to meet their ultimate goal of supporting contributors. (See how AI has also impacted “summer melt”, where students fail to matriculate in college settings here.)
• Job listings. A better informed candidate — one that has ample information to determine potential fit — is the first step to secure the right the role. The augmented writing platform Textio for example, utilizes AI to improve the quality of information within job postings, potentially reducing bias and attracting a broader, more diverse pool of applicants.
• Better Interviews. Google has developed the automated tool qDroid, using the seminal meta-analytic selection research completed by Frank Schmidt and John Hunter. (Their work illustrated that a work sample was the best predictor of candidate success, followed by tests of cognitive ability and structured interviews.) The tool generates behaviorally based questions, specifically tailored to the job in question.

We shouldn’t overlook the fact that a mindset embracing progress, will hasten the integration of AI into the world of work. Taking a moment to consider possible applications of AI is the best place to begin. In fact, it is possible for organizations to utilize AI at little or no cost. (See the access options to Watson here.) For organizations without a skilled data analyst on hand or may not require one on a full-time basis, this type of access can become vital.

Not unlike Andrew McCaffe’s 2011 discussion of Enterprise 2.0, the deciding factor for AI rests in the following:

“During times of great business change, two fundamental questions are: what kinds of companies are able to make the transition, and what happens when they do?”

Has your organization embraced AI? How has it impacted the work at hand?

Dr. Marla Gottschalk is an Industrial/Organizational Psychologist. She is a charter member of the LinkedIn Influencer Program. Her thoughts on work life have appeared in various outlets including Talent Zoo, Forbes, Quartz and The Huffington Post.

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Context is important for both people and organizations.

None of us are allowed to move forever through the universe with a myopic vantage point.

This strategy eventually fails — as the broader perspective overtakes us.

One of the most difficult challenges is to see ourselves (and our actions at work) in context. This is a real problem established environments. We can become distracted from our true mission by long-standing biases and mantras, including “this is the way it’s always done”.

When organizations reach this point, functions often express that they cannot work together. To be certain, there is myopia operating. Groups are too close to their own work to see how it affects neighboring functions. Or they simply don’t have the time or inclination to examine what might really be happening.

We often think of clients or customers, but rarely think of how we affect our peers. Most of us do not fully understand the demands placed on the roles that touch our own.

If we took the time to do this — we might see our own actions in context.

Silos hurt all of us.

Start in the right direction.

Great things can follow.

Dr. Marla Gottschalk is an Industrial/Organizational Psychologist. She is a charter member of the LinkedIn Influencer Program. Her thoughts on work life have appeared in various outlets including Talent Zoo, Forbes, Quartz and The Huffington Post.

I’ve just read this at HBR.

A great reminder — and definitely worth a solid look. Not unlike this author, I am all for feeling more satisfied with our work.

Yes, awareness is indeed the first place to begin.

However, if there is one thing I’ve learned, change is hard.

Curiously so.

I will venture to say this applies to most of us — regardless of level, role or age.

It applies even when we know that something different might be better for us.

To bring meaningful change to fruition, we have to take a deeper dive into why we don’t actually make changes we identify as needed. This inevitably, leads to a discussion of motivation. (For a little food for thought concerning motivation, read about expectancy theory here.)

On a related note, I’ve written previously about how to better manage time at work. This of course, touches bringing alignment to time as it relates to valued activities. (See that here). We should meld the two topics. You see loving what you do, is not only about subtraction and addition of tasks on a Venn Diagram — it’s about teaching yourself to respect that blueprint.

Your behavior (and your work life) won’t shift for the better — until you examine why you aren’t budging.

So, let’s take that step. While you are identifying the tasks that fall into categories A (things you love), B (things you are neutral about) and C (things you detest) — explore the source of the “blocks” that stop you from shifting time spent and why.

We can always wish for healthy “job re-design”.

However, we must deal with the backlog of issues that stop it from happening.

Here are a few things to consider:

• It’s you. Stand up and take a bow. The reason why we don’t improve our roles, is because we are not willing to actually invest and do it. We’ll obsess, however, when push comes to shove we explain things away. We intellectualize, in an effort to avoid the problem. “It’s not that bad, that I’ve not been recognized for my work.” or “I can deal with my manager until they leave.” or “This might be better to address next year.” You have to be willing to pull up mental stakes, fight inertia and accept that the change requires action. In other words — lay claim to another work life homestead.
• Accept you’ll make waves. Calm is good — until it isn’t. There is always some fear attached to striving for something better. You have to help yourself deal with the approach/avoidance gradient. That activity that headlines your Category B? You have to take a stand and make it go away. That won’t come without a little bit of stress. Gather the resolve to either campaign for its execution — or propose a new and exciting rendition that you’d like to be a part of. Why? Because how you feel after the fact will be worth the trouble. Try to envision how that would look.
• Pick the right battle. Not all As, Bs and Cs are alike. Consider Category C. There are huge annoyances (an office location where people tend to stop in to chat) and there are deal-breakers (no time to engage in “deep work”). Similarly for Category A, there are “nice to have” elements, and those that would transform your work life. Be sure to note the difference, before you make a decision to act.
• Psychological Capital. Always consider the end state if you decide to do nothing. Issues at work drain us. When we don’t address these issues, it can be damaging on a level that we do not recognize. Our psychological resources begin to wither. Think of the HERO acronym: Hope — Efficacy — Resilience — and Optimism. What might suffer if you do not act?

Side note: Here (as promised) is my list of A’s, B’s & C’s. I’m sure you can offer advice on how I should proceed.

Category A. Things I love: Reading research concerning work/career. Delving into a data set for the first time (with no interruption). Writing about insights/observations. Offering an “aha” moment about work or career.
Category B. Things I’m neutral about: Running analyses. Developing presentations. Deadlines.
Category C. Things I detest: Not getting paid for my time, because curiosity got the better of me. Flying. Meetings that lead to absolutely nothing. Speaking last at an event.

What did you resolve to change career-wise in 2018? Are you making progress?

Dr. Marla Gottschalk is an Industrial/Organizational Psychologist. She is a charter member of the LinkedIn Influencer Program. Her thoughts on work life have appeared in various outlets including Talent Zoo, Forbes, Quartz and The Huffington Post.

I’m not sure it is the turkey or the dressing or the gifts that we crave during the holidays.

It’s more likely the promise of it.

The continuity. The foundation.

It can all be “less than” (carry out is fine), no matter the delivery (paper plates work) or setting (dining rooms are not required). It still works. The important bits — the people, the conversation, the support — must be there.

In workplaces, we laud disruption at work. However, we rarely emphasize this same form of stability. For example, the promise that hard work will be recognized and rewarded. This might explain why we see lower levels of satisfaction and engagement. In this domain as well, it not the delivery that matters or the setting. The snacks or the stocked fridge.

It is the core. The foundation. The mutual respect. The simple things.

Saying “thank you” does matter. Noticing hard work matters. Spreading the word about a job well done matters.

It’s not the grand gesture.

It is simply keeping the promise.

Dr. Marla Gottschalk is an Industrial/Organizational Psychologist. She is a charter member of the LinkedIn Influencer Program. Her thoughts on work life have appeared in various outlets including Talent Zoo, Forbes, Quartz and The Huffington Post.

Please note: While the opinions below are my own, I was compensated by Johnson & Johnson for this post.

In the United States more than 50% of the work force is women. Yet, less than 15% hold corporate board seats within global companies. Organizations that embrace women on their boards enjoy a number of potential advantages, including financial performance and problem-solving capabilities. However, the numbers remain dismally low.

It is clear that we are missing something vital — an unsung element that could possibly help more women reach their potential.

One such element that may be vastly underutilized is mentoring.

Without mentors, meeting our potential can elude us. We might fail to build the mastery and confidence we need, or envision our own potential. While there is ample research to back up the merits of mentoring, we need to pause and reflect on the topic.

Why are so many women seeking mentors — yet cannot find them?

It is time to pause and openly discuss this question.

One great example of elevating the mentorship conversation is Johnson & Johnson.

At Johnson & Johnson, they have a steadfast commitment to the role of mentoring in women’s careers — as they are committed to igniting the power of women to create a healthier tomorrow.  More mentors are stepping forward. Two ideas are central to this initiative. Firstly, mentoring is a valid tool to increase the number of women in management (at Johnson & Johnson this is 43% in the U.S.). Secondly, reaching out to young women in their formative years is critical. Through Johnson & Johnson’s mentorship partnership with Girls Inc., women executives are being paired with high school students who would like to make an impact within their own communities.

Why are mentors so scarce? While we often offer support to initiatives that seem worthy, our directed energy may not fully match our commitment. Not because we do not believe in what we are supporting, but because we are unsure how to move forward.

Check out their video, “Igniting the Power of Women & Girls Through Mentorship,” here: https://www.youtube.com/watch?v=6NKs-IMDDL0.

Why are mentors so scarce? While we often offer support to initiatives that seem worthy, our directed energy may not fully match our commitment. Not because we do not believe in what we are supporting, but because we are unsure how to move forward.

Becoming a mentor can feel like a daunting task. However, it doesn’t need to be. We can all do more.

The bottom line is this: We hesitate to step forward and mentor women. Yet, mentoring relationships can alter someone’s life and career — serving as a loud, positive internal voice in an often noisy environment.

Strong, empowered women are raised by many.

Addressing the reasons behind our hesitation is vital. Research has pointed to the reluctance concerning time commitments and concerns about appropriate expertise. We need to collectively move past these thresholds. Move beyond our fear of a misstep, when we can do so much that is right.

Let’s pose a collective challenge.

Mentor another woman — a young girl, a student. A less established co-worker. Another woman’s daughter. Your niece. Your neighbor.

Someone who might truly benefit from your knowledge and experience.

A few things to consider:

• You may not see yourself as a mentor — but you do have that capability. Every time a contributor reaches out to you, it is a signal. A signal that you may be viewed as a mentor. Explore the following questions: How can I help or support this individual today? Is there something I have learned in my journey that may help another woman evolve positively? To help them grow?
• Mentoring is about small steps. We tend to think of mentoring as an overwhelming, grand commitment. However, it takes a community of people to build a strong career. Small moments can matter. They sum to a notably stronger foundation on which to build a career.
• Be honest about your own journey. Although it may not feel entirely comfortable, reflect on the moments where you needed guidance and received it (or did not). Use these moments as a guide to help others.
• Consider sponsorship as well. If you remain hesitant to make the mentorship commitment, consider sponsorship as an alternative. Shine the spotlight on another’s work. Make an introduction. Encourage productive collaboration. Help build stronger networks of expertise.

We do not need justification to nurture another’s talent or recognize a job well done.

Mentoring is about seeing ourselves in a supportive role.

It is about being generous.

Sharing what you know.

Supporting the same inflection points, where you may have needed a boost.

It is about building someone up.

Helping someone see their own potential.

Mentoring is the right dynamic.

You are perfect for the role.

Dr. Marla Gottschalk is an Industrial/Organizational Psychologist. She is a charter member of the LinkedIn Influencer Program. Her thoughts on work life have appeared in various outlets including Talent Zoo, Forbes, Quartz and The Huffington Post.

Most of us keep our wildest career dreams under wraps. I’m convinced this is completely normal. (What we value most is always the most heavily protected.) When I decided to become a psychologist, I really didn’t fully know my own mind or what I had to offer. Over the years that picture has become more defined. It developed. It has pivoted from the original dream that flashed through my mind’s eye at 17.

That is also completely normal.

When we are young, everyone asks about our career “dreams”. Where we want to go, what we would like to contribute. As we get older — not as much. We stop envisioning our career path and we can start to “settle”.

I believe that is where organizations lose their best people to disengagement.

Either managers do not have the inclination to discuss such things — or contributors aren’t encouraged to start that conversation.

But, the best places to work, get things done. But career vision is also in the corner of their eye. It is never ignored. They understand that when work life stagnates, the end is likely around the corner.

That is why it is critical to dream. To envision.

In that way, we flesh out what is there (or not).

In that way we can hammer out a path or at least away to re-envision that passion.

I challenge you to share your next career dream with 3 people.

Consider how that vision can become (at least in part) a reality.

Dr. Marla Gottschalk is an Industrial/Organizational Psychologist. She is a charter member of the LinkedIn Influencer Program. Her thoughts on work life have appeared in various outlets including Talent Zoo, Forbes, Quartz and The Huffington Post.

When I look at a Parsons table (designed at Parsons Paris in the 1930s) — I see a thing of great beauty.

Fresh simplicity.

Lines that sing.

A presence that cannot be ignored.

Legend has it, the iconic design emerged from a design class where its instructor, Jean Michael Frank, challenged students to design a table that would retain its design integrity sheathed in various materials, such as mica, burlap, etc. From Frank’s sketches and student participation came the elegant minimalist design. (Read more of its history here.)

It was the product of an inspired design moment.

It is a thing of beauty.

What if we could take the same engine that drove this type of creation — and apply it to our own lives?

What if you could design a life that sings for you?

I’ve spoken to countless people who are less than thrilled with their lives. Something seems off. Something isn’t working. But, the more telling question must be posed — is there something better? The authors of Designing Your Life: How to Build a Well-Lived, Joyful Life explore the dysfunctional beliefs that stifle the answer to that question. The answer is likely a resounding “yes”.

But how?

We are rarely offered the tools to unpack such a problem.

However, that is changing.

At Stanford University, students have had the opportunity to explore their life as a design challenge, in a course named: Designing Your Life. The crux of the course involves applying design principles to build a happy, fulfilling, post-student life — prototypes and all. Initially an experiment (the brainchild of the book’s authors Bill Burnett & Dave Evans), the class became such a campus phenomenon within the engineering department — that it was then offered to all Stanford students. (The information is now being shared with other universities – from Harvard to Cal State Dominguez Hills to Trinity College, serving students across the country. That works.)

The most important element of the course is to build a life that holds meaning. What might you want to build or leave behind? That exploration is much more than money — or a job. It is about living a coherent life; congruent with whom you are.

So, this is where the book comes in. It is jam-packed with observations concerning the history of this now 10-year-old course experiment.

Interestingly, the concepts in the book are now being offered to the public in a workshop format and there is one version especially tailored to women. (See the dates below — you can still register). Course instructor Susan Burnett, describes the workshop as perfect for anyone who finds they are at an “inflection point”. Whether that is leaving college, a marriage, job or career, or just being ready to try something new. As Stanford Life Design Lab’s Kathy Davies describes, “the course for women was born from the observation that women engaged with the process with a different perspective. The workshops provide the time, space and a community of support to have those life design conversations.”

Hooray. We all require help with inflection points.

So, pick up the book or register for the course and get ready to break down that petrified view of your life — and then put it back together again.

Only better.

Now do it again.

And again.

What do you see?

Click on book icon to learn more:

The Designing ​​Your ​​Life ​​for ​​Women Workshop

Overview: Designing Your Life for Women is an intensive, hands-on workshop experience where you will learn and apply the Life Design© method to your own life.  We will focus on balance and energy, use ideation techniques to help get you unstuck, build Odyssey Plans for three potential futures, and define ways to prototype the compelling parts of these futures. Best of all, you will do this in a community of women who have come together with a common purpose and who will support you on this life design journey.

UPCOMING SESSION: Click to register

Nov 11-12, 2017 in San Diego, CA