Career – Page 6 – Marla Gottschalk

It’s tough out there — and anyone who has been out of the world of work for a period of time has some serious catching up to do. Before you venture out and throw yourself into the new, technologically nagged world of work, there are a number of areas you might want to consider.

Whether you are a stay at home Mom re-entering work life, or you have left for additional training or education, the same issues apply:

Your resume. Granted, not novel advice, but critically important. Resumes today do not just list completed tasks, but are designed to represent you in a 360 fashion. Make sure you include an updated career objective which includes the type of role you are seeking. Have a professional take a look if possible.
What the job is really like now. Jobs evolve and “reshape” over time. I always suggest contacting people who currently hold your “target” or “dream” job. Conduct an informational interview about daily tasks, responsibilities and even possible stressors. Remember to keep the interview brief (15 minutes) as the incumbent isn’t paid to help you out.
The evolving workforce. Millennials have made their entrance into the world of work and they are a group to be reckoned with. They are not a different species – but their view of work – might be at odds with yours. But, they are quick, brave and creative. Learning from each other is key.
Setting your limits. Most importantly your technological boundaries. Many people allow their employers to have 24/7 access to their lives. If this is not something you can live with, think of what you can allow. Consider this early, as it is quite difficult to reset the parameters later.
Know what ideas are percolating in your industry. If you haven’t picked up the biz section of the newspaper or visited the Wall Street Journal for many years – start. Being aware of the general business climate in your industry will give keen insight into the minds of the employers that will interview you. Knowing the challenges a business may face today can only help you make a connection with a potential employer.
Your attitude needs to change from “I” to “We”. Most importantly you need to have a quick reality check as to your importance in the whole gestalt of it all. When you had a schedule change on your own, you were in control. Now you must consult with others to determine how it will impact them. You are no longer a lone wolf. Thinking you don’t need to work at the office on Fridays, for example, will not fly unless it is advantageous to your employer.

Dr. Marla Gottschalk is a Workplace Psychologist in East Lansing, Michigan. You can reach her practice at marlagottschalk@comcast.net

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Much has been said about mentoring, since an early discussion of the construct in the Harvard Business Review. Since that time — volumes have been written — and the topic has been examined and reexamined, from various vantage points. This has included the functions of mentoring (career-related vs. psycho-social support), intended outcomes (skill attainment, compensation, promotions) and its impact upon work life, in general (job satisfaction, retention).

Mentoring is by no means a new concept — although it remains one of the most powerful workplace constructs. If you consider the term for a moment (think of Socrates), you’ll discover that mentoring has existed for ages. Because of the sheer power of the mentoring relationship, mentoring will continue to evolve with changes in both organizational culture and technology. Of course, the basic concept of mentoring is simple and brilliant — you spend time with someone who possessed great knowledge or experience about a specific subject — you observe, reflect and absorb information that enhances your work life.

There has been evidence that the process may work a bit better for men than women. But whether we are discussing men or women, problems with mentoring may arise because some basic tenets are not followed. Other problems can arise because we are not utilizing newer, more creative applications of the process.

Here are some guidelines to help power the process:

Are you seeking a mentor, a sponsor (a form of mentorship) or both? Where a mentor may help with a skill set or knowledge base — a sponsor might focus on moving you through the organization, helping you to secure challenging assignments or enhance your visibility.
Mentoring relationships must be mutual, not assigned. The matching process should be left to ultimately to choice — where the mentor and mentee agree to work together. If possible, consider more than one potential mentor to ensure there is potential for a real bond. In an ideal world, formal programs would allow mentees the opportunity to meet a number of possible matches before a choice is made.
Define the goals of the relationship. If you feel it is imperative to enter into a mentoring relationship, you should outline a clear picture as to what you really require and where you’d like to go. Set specific long and short-term goals with your mentor or sponsor. Do you want to master a specific skill or knowledge base? Are you seeking increased visibility? Have the “goals” discussion early and often.
Think outside of the box when choosing a mentor. There has been an interesting suggestion to convene a “Board of Directors” for your career — a group that would not be entirely left behind if you should change organizations. So, you would not only seek an internal mentor or sponsor, but a group of external experts to help guide you as well. Moreover, don’t rule out less established or younger employees as potential mentors. If an individual is an expert in an area, actively consider them a mentor candidate.
Be open. Don’t subscribe to the notion that “dissenting opinions are not allowed”. Strive to embrace constructive criticism (some tips for that here). This can be a challenge, but remember you are in the relationship to learn. What you don’t know can hurt your career — so be open to whatever honest feedback comes your way.
Be respectful. However, don’t trade things running smoothly at the cost of a productive relationship. Ask for what you need and “rock the boat” just a bit if necessary. Be diplomatic, and voice your concerns if you find that the relationship has reached an impasse.

All in all, mentoring should be a positive process, however things can go wrong. If you have a concern that the dynamic is less than stellar — you may need to explore moving on.

Dr. Marla Gottschalk is a Industrial/Organizational Psychologist. She serves as an adviser at MentorCloud. You can also find her on Twitter and Linkedin.