Crucial Conversations QA

How to Speak Up For Your Morals and Values

Dear Joseph,

I work in Information Technology and our company was recently bought. Several members of the parent company came in to bring our network up to their standards. Me, two of my coworkers, and five employees from the new company worked together all weekend and late into the night. I was the only female in the group. Throughout the entire weekend, people from the new company made crude, sexual jokes about each other and dropped prolific f-bombs. How can I make it known that I don’t appreciate their humor (or lack thereof) without risking the ability to work with them in the future?

New Normal

Dear New Normal,

I sympathize with your plight. It is profoundly difficult to be the lone voice of morality. I have struggled as well in novel circumstances to find a way to express my discomfort and speak up to advocate for my rights or needs.

I will assume a few things for the sake of my response: 1) that your two coworkers have not historically behaved in this way; 2) that you will have ongoing face-to-face contact with the five from the parent company.

You’ve got a couple of options for how to respond. The first is to take formal action. If a) the nature of the comments and b) your impression of the character of the individuals is such that you think a healthy adjustment from them is unlikely, you may want to take this route. In any event, I think it would be wise for you to have a consultative conversation with your HR department so you know your rights and options in that regard.

If, on the other hand, you believe there’s a reasonable chance that a crucial conversation might both change their behavior and offer a future relationship, here’s how I’d suggest you approach it:

1. Document. Gathering the facts is the homework required for crucial conversations. Make a list of the specific “jokes,” comments, and language you found offensive.

2. Write it twice. It sounds as though your goal is not to confront a specific person, but to communicate a new boundary. If so, I’d suggest you do it in writing. Writing lets them know there is a paper trail—which will give a feeling of accountability. It also lets them save face as they can absorb the information in the protection of their cubicle. When holding a crucial conversation in written form, I’ve found it helpful to write it twice before sharing. First, for facts. And second, for safety. Write the note the first time to simply lay out the facts. Give examples of all of the behavior you found loathsome. Be comprehensive so everyone who played a part knows they are involved. Then re-write the note in a way that adds “emotional safety.” Share your intentions (to create a good working relationship) and your respect (any honest expressions of regard for their professional abilities). But do so without watering down your expectations.

3. Ask for commitment. Let them know you can understand they may be used to different work norms and that you are asking for change. But let them know this is a firm expectation. Ask them to reply to let you know if you have their commitment to this standard.

4. Expect weirdness. There are no two ways about it: It will feel awkward the next time you see them. Let that happen. Don’t try to soften it. Simply be professional and courteous and let it wear off. It will.

5. Hold the boundary. Now that you are on notice that this behavior can happen, and they are on notice that you won’t tolerate it, you must hold your boundary. If they relapse into it, confront it immediately. Decide ahead of time on the script you’ll use and practice it until it feels familiar and comfortable to you. For example, you might say, “You just dropped an f-bomb. Do you recall my request that you refrain from that kind of unprofessional language?” Once again, expect weirdness. When people are unwilling to own their misbehavior, they attempt to shift the blame on others—especially those who are calling them out. If this happens, consider making a formal complaint.

Unfortunately, this is the way the world works. The burden for positive change typically falls on those who are most affected, and least responsible, for dismal realities. I hope these suggestions give you a path toward the workplace you deserve.

Warmly,
Joseph

Want to master these crucial skills? Attend one of our public training workshops in a city near you. Learn more at www.vitalsmarts.com/events.

Crucial Conversations QA

How to Survive an Abusive Conversation

Dear Steve,

What do you suggest when you try to use the Crucial Conversations skills only to realize the other person is unhealthy, unaware, and unable to communicate effectively, respectfully, or civilly? Many people are healthy and just don’t have the communication skills, and when they are mentored or trained, they can learn to communicate better. But what do you do when you run into people who are not healthy or seem to have issues like anger management, narcissism, etc.?

Stumped

Dear Stumped,

Some years back, I found myself in, what I considered, a fairly unnerving situation. At the time, I was part of an organization that provided lay counseling to neighbors, by neighbors. While we didn’t handle really significant, chronic, mental health issues, we dealt with some tricky situations.

I remember receiving a call one evening from an older, single woman who wanted to talk with someone. Her adult son, living in another state, had just been incarcerated and she wanted to process it with someone. Once I determined it wasn’t an urgent need, and something that was within my own mandate, I let her know I’d be happy to come over and could be there in about twenty minutes. The silence on the other end of the phone was the first sign of trouble.

After what seemed like an eternity, I checked to see if she was still on the line, “Will that work for you?” I asked again.

“If I wanted someone in twenty minutes, I would have called in twenty minutes!” she stated aggressively.

Now, some of my peers had warned me this person was prone to yell and become abusive. But I had “mastered my story” so I figured I was okay to proceed. I also figured she’d surely respond well if presented with a Crucial Conversations approach. The sublime principles and skills would soothe her fears and bring her back to a healthy interaction. With this inner reassurance, I calmly proceeded back in to the conversation.

I paraphrased back what I understood her concerns to be, reaffirmed my purpose (which was to make sure she got the support she needed), and I rejected all the “either/or” choices as I tried to expand my mind to all the potential “and” options that would create safety. I was in the moment and one with the principles. I was also in deep trouble.

She turned more abusive. Her volume increased, words became more cutting. I felt shell-shocked.

I tried to interrupt her tirade to get us back on track—back to dialogue. I lead with the only thing that came to mind, “Look, I can tell you’re upset and I really want to help you, and yet the way we’re interacting right now is getting in the way.”

Her response let me know she heard my statement as well as how she felt about it. The abuse ratcheted up a notch—something I hadn’t believed possible. I absolutely could not believe a person would treat another person in this manner.

It finally reached a breaking point for me. I reaffirmed that I hoped she’d get the help she was looking for, that it wouldn’t be from me at this time, provided her with the contact information of others who might be able to help, and informed her that I would be hanging up. Which I wasn’t able to do as she hung up first (but not before she fired off some choice, closing remarks).

I was left holding the phone, completely dumbstruck. What had just happened? I’d used my best Crucial Conversations skills and they didn’t work. In fact, it seemed to make the situation worse—much worse. Crucial Conversations skills had failed . . . or had they?

As I reflected on the interaction, I realized I usually thought of success or failure in a dialogue in terms of how the other person responded. But this time it was different. I still thought the skills were of benefit despite the response I received. But why? And how? My understanding started to expand as I realized that the biggest benefit of my Crucial Conversations skills across many different types of interactions was that they helped me to not become part of the problem. It was then that I began to value the impact the principles had on me. It also helped me rethink some of my long held Crucial Conversations assumptions.

Just because you’re engaging in dialogue doesn’t mean the resulting decisions have to be consensus. You always have options to escalate, or even terminate, interactions. When you’re in a position where you believe your safety (psychological or physical) is purposefully being threatened, it’s appropriate to disengage. And you can use your Crucial Conversations skills to do so respectfully.

I’ve also come to better understand the power of telling the rest of the story—especially when it comes to the villain story. So why would a reasonable, rational, decent person continue to berate me despite my best efforts?

Much of what goes into our stories has to do with how we attribute the motives of the person who’s done us wrong. “She did it because she enjoys it!” or “She’s just like that!” are very common attributions we make. It was during tough situations like the one I described above, that I realized even when others’ motives are bad and directed at me, I can still choose to respond in a productive, positive way. I don’t have to be a victim; I can simply choose to get out of the line of fire. There is a powerful and calming connection between these principles of Master My Stories and Start with Heart.

So, while it may be appropriate to stop a particular conversation, it doesn’t mean you have to stop using the skills. Over the years, I’ve become more and more appreciative of the way the skills have positively impacted me—just as much as they have impacted others.

Best of luck,
Steve

Want to master these crucial skills? Attend one of our public training workshops in a city near you. Learn more at www.vitalsmarts.com/events.

Kerrying On

Eternally Grateful

Hollywood, 1983

For almost ten hours, I had been waiting to shoot a video clip that, one day, would become one of my favorites. Our production team had started early that morning by taping an example of how to get a meeting back on course. Next, we shot a vignette demonstrating misapplied motivational techniques—and so forth—until we had captured twenty-five training segments. Now, it was time to shoot a modestly comedic clip that was intended to raise the question: “How would you handle this awkward situation?” That is, we’d shoot the segment if we had time.

The script we had written showcased a boss who tries to encourage two of his rather nervous direct reports to share their thoughts on how to solve a pressing problem. Tom, the actor playing the boss, starts the segment by asking, “Should we ship the package express so it’s guaranteed to make the deadline? What do you think?”

“You’re absolutely right,” responds one of his minions while the other shakes his head in violent agreement until he adds, “We should send it express.”

“But we don’t want to incur more shipping costs than are necessary,” Tom continues.

“What were we thinking?” Minion Two exclaims. “We can’t increase costs. That would be wrong.”

“I get the feeling,” Tom responds, “that the two of you are agreeing with whatever I say, simply because I’m the boss.”

“Of course, we are!” Minion One replies, “You are the boss.”

“Well,” Tom continues, “I’d prefer you to share your own opinions.”

“We will!” responds Minion Two.

“Starting right now!” chimes in his colleague. Then the two bring the scene to a close with: “How am I doing?” “And, how about me?”

Much to my delight, we completed the video clip on time. And while it’s true that it took an entire team to produce the segment, it was Tom who made it possible. As the clock sped toward our scheduled closing time and the other two actors occasionally fumbled their lines, or a mic shadow appeared, or a loud noise came from off set (all requiring us to start over), Tom never missed a line. On this particular day, thanks to Tom’s impressive showing, we completed a video segment that otherwise would have never seen the light of day.

Over the next three decades, Tom took part in almost all of our video productions. His acting skills were so remarkable and his memory so prodigious that he became a bit of a legend in our community. For instance, one day when we were about to crash and burn because I had cast an actor in a role that simply didn’t match his image, I called Tom (who wasn’t due on set for a couple of days), and asked him to take the part of the miscast actor. He cheerfully agreed, memorized 17 pages of script in one afternoon, showed up the next morning, and shot the scenes—with scarcely a stumble.

As the years passed, Tom increased in stature, moving from bit player to leading man. Those of us who worked with him took pleasure in seeing him appear in an occasional TV sitcom or take the lead in a national ad. He also taught acting at the local college. To top it all off, when our company held a worldwide conference comprised of people who had seen Tom in several of our training videos, they treated him like a celebrity—stopping him in the hallway, gushing praise, and asking him for photos and autographs.

But then, disaster struck. First, came a stroke and then, a debilitating ailment. Tom’s fifty-something mind remained as clear as ever, but his voice diminished to a whisper and his hands shook uncontrollably. We tried our best to continue to cast Tom, and help him out in any way we could, but it soon became apparent that Tom’s life would never be the same. He’d never act again.

But, Tom never lost hope. “I have an interview at the community theater,” Tom managed to whisper one day when I ran into him at a the mall.

“What part are you reading for?” I asked.

“Wait and see,” Tom smiled widely. “Wait and see.”

Several weeks passed, during which I had no contact with Tom. Then, one day, as I exited a movie, I was surprised by what followed. I was walking down the dark aisle, staring intently at the floor, desperately trying to unravel the convoluted plot I had just seen. Then, I spotted a pair of tennis shoes next to a long-handled dust pan and broom. As I raised my gaze upward, I glimpsed a gold vest, embroidered with a corporate logo. Finally, a familiar face came into view as I heard, “Kerry, it’s me, Tom.”

“Tom?” I asked incredulously. “Yes,” Tom answered as he stepped into the light, smiled brightly, and said, “I got the job I was telling you about! I got the job!”

“The one at the community theater?” I asked.

“Actually, this theater,” Tom responded with a twinkle in his eye. “I work right here at the multiplex. The manager said my voice is strong enough to wait on customers. Plus, he gives me plenty of shifts. I’ve been truly blessed.”

Although stepping out of the national spotlight and into the hallways of the local movie complex wasn’t Tom’s idea of a promising career move, he told me it was honest work and it helped him keep his family afloat. For that he was deeply grateful.

“I also wanted to thank you, for helping me through some tough times,” Tom said as the conversation continued. “I’ll always remember what you did for me.”

With these words of appreciation fresh off his lips, Tom slowly turned and walked toward a theater that was now disgorging dozens of patrons. In a final gesture of good will—holding his broom high in the air—Tom turned toward me and in his loudest whisper stated: “A lot of prestige comes with my new job. At this very minute, just down the hallway, I’ve got several colonels waiting for me.” Then Tom walked down the hall a few steps, turned, shot me a grin, and swept up a patch of spilled popcorn—kernels and all.

Present Day

Every Thanksgiving, our family gathers to celebrate the holiday and share three blessings for which we’re thankful. My wife Louise artfully places three pieces of candy corn on each of our dinner plates (Grandma’s best china). And then, as the turkey cools and all twenty-four of us impatiently wait to dig into the feast, each of us offers gratitude for our bounty—one piece of candy corn, one blessing at a time.

I always express thanks for my family and country—that’s a given. This Thanksgiving, I’ll be adding Tom to my candy corn cavalcade. When it comes to showing gratitude—that is, not merely expressing appreciation for one’s bounty, but expressing appreciation in the face of unrelenting adversity—Tom is my mentor, role model, and hero. I shall always be grateful for his example.

Want to master these crucial skills? Attend one of our public training workshops in a city near you. Learn more at www.vitalsmarts.com/events.

Crucial Conversations QA

How to Make Crucial Conversations Training Stick

Dear Joseph,

My company offers Crucial Conversations Training and it is mandatory for management. In spite of having gone through the training, some of my staff refuse to “play by the rules” as it were. What advice do you have for me? I am far from a perfect communicator, but I am absolutely sold on the principles of Crucial Conversations and try to practice them as much as possible.

Signed,
Make it Stick

Dear Make it Stick,

I wish EVERY SINGLE PERSON we work with would ask this question! The VitalSmarts mission is not to “train the world” but to “change the world.” Our fondest hope is that those whose lives we have the privilege of touching are tangibly better off for our efforts. VitalSmarts is not a training company, it is an “influence” company.

So, here’s how you influence real, profound, and sustainable behavior change. If you’re serious about making crucial conversations skills the norm in your team, here is what you must do:

1. Advertise it. If I were to arrive in your organization, how long would it take before I would know that you have strong expectations of how I’ll deal with crucial conversations? Days? Weeks? Months? If you’re serious about instituting a cultural norm, you should advertise it from my first interaction with you. For example, a wonderful organization called NextJump based in New York City invites potential hires to participate in a day of hands-on activities with other candidates. Veteran employees watch the prospects to evaluate their strengths and weaknesses. Then, they give them feedback—very direct feedback. You might be told, for example, that you seem insecure or arrogant. You are also encouraged to offer feedback to others. NextJump’s goal is to let you know from day one that they are all about truth. You start your job having already received feedback about things you can improve in yourself. If you care about it, advertise it from your first interaction.

2. Ritualize it. Most organizations have espoused values—the ones on the wall. They also have a second set of values—their real values. The real ones are those that govern how people actually get their work done. These real values are the only ones that matter. They show up in how people plan, organize, and execute their work. If you want to make crucial conversations skills live in your organization, you must build practice rituals into the fabric of your work. For example, a company called Decurion begins and ends every meeting with a Check-in and a Check-out. These are opportunities for everyone to share those things that often go undiscussed: personal concerns, emotional distractions, and feedback for others. Employees at Decurion know that addressing emotionally sensitive issues is normal because it is planned into the very fabric of work.

3. Demand it. Let’s face it, few people relish the vulnerability involved in dealing with crucial conversations. Most of us have to prepare ourselves mentally and emotionally before one of these taxing moments. That’s why so many of us avoid them. You will never become an organization that turns healthy communication into a norm unless you hold people accountable for doing so. Bridgewater is the world’s most successful hedge fund manager. You will not succeed at Bridgewater unless you show a proclivity for “touching people’s nerves.” Leaders at Bridgewater believe that ego is the most pernicious virus in a healthy social system. If you tend to procrastinate, bypass, or soft-pedal your crucial conversations, your colleagues will let you know. If you want to develop a culture of accountability, be sure everyone is—first and foremost—held accountable for holding others accountable!

4. Cue it. VitalSmarts has worked with thousands of organizations worldwide over the past thirty years. Those who are most effective at creating a culture of crucial conversations competence, let their walls do much of their work. They post principles, quotes, and models in places that prompt awareness of concepts at crucial moments. For example, ideas are embedded in emails about upcoming performance reviews, in conference rooms, or in group work spaces. These both show the organization’s commitment to the skills, and serve as timely reminders.

5. Normalize it. I came to a humbling conclusion recently. VitalSmarts is on the brink of celebrating two million people trained across the world—and I’m proud of our achievement. But, I’ve concluded that while training is an accelerant of change, it is not the most important one. The best predictor of habit formation is not literacy but frequency. It isn’t about how much you know, it’s about how often you use it.

I came to this conclusion by observing a group of convicted criminals and homeless people who formed an organization called The Other Side Academy (TOSA) two years ago. These 70 TOSA students run businesses to support themselves while trying to change their lives. None have any sophisticated communication skills—but they have built the most robust culture of accountability I have ever witnessed. And they’ve done it primarily through daily and hourly practice. Students are taught to simply call out anything they see that they think is wrong. It is deeply uncomfortable at the beginning. But as they see that their peers are doing the same, they begin to engage. Within a matter of days, hardened criminals who would previously have defined accountability as “ratting”, are enforcing standards of integrity that would be the envy of the best run organizations in the world. If you want to change the culture, accelerate normalization of the new behavior by demanding frequency, not elegance.

Thanks for your question. I wish you the best as you work to turn training into real and meaningful change.

Warmly,
Joseph

Want to master these crucial skills? Attend one of our public training workshops in a city near you. Learn more at www.vitalsmarts.com/events.

Other

7 Tips For Helping Remote Employees

Working remotely is a highly sought-after job perk. Having the flexibility to live and work where you please, regardless of corporate headquarters, often draws people to take one job over another.

But while popular and convenient, the latest research from VitalSmarts shows that not everything comes up roses when working remotely. Often, “out of sight” really does mean “out of mind.”

We asked our newsletter readers what it’s like to work from home. Of the 1,153 of you who responded, 52 percent work, at least some time, from a home office. And when you do, you feel your colleagues don’t treat you equally. Specifically, remote employees feel their onsite colleagues don’t fight for their priorities, say bad things about them behind their back, make changes to projects without warning, and lobby against them with others.

When they experience these challenges, remote employees have a hard time resolving them. In fact, 84 percent say they let the concern drag on for a few days or more, while 47 percent let it drag on for a few weeks or more. And these problems don’t just affect relationships. Remote employees see larger negative impacts from these challenges than their onsite colleagues on results like productivity, costs, deadlines, morale, stress, and retention.

But since working remotely isn’t going away, how can we compensate for the toll that distance takes on relationships? According to the research, the success of remote teams hinges on the quality of communication—most importantly, the manager’s ability to communicate with both remote and onsite employees.

To identify the specific communication skills integral to co-located teams, we asked survey respondents to describe a manager who is especially good at managing remote employees. We received 853 accounts detailing specific management skills characteristic of the most successful co-located teams. Managers who use these seven skills will find that not only are their teams happier and healthier, they are also more successful.

Top 7 Skills for Managing Remote Employees
1) Frequent and Consistent Check-ins. Nearly half of respondents (46%) said the most successful managers checked in frequently and regularly with remote employees. The cadence of the check-ins varied from daily to bi-weekly to weekly but were always consistent and usually entailed a standing meeting or scheduled one-on-one.

2) Face-to-Face or Voice-to-Voice. One in four respondents said managers who insisted on some face time with remote employees were more successful. Make a visit to remote employees or schedule a mandatory in-office day once a week, month, quarter, or year. Use this time for team building. If in-person meetings are not possible, use video conferencing technology or pick up the phone to ensure colleagues occasionally see one another’s face or hear one another’s voice.

3) Exemplify Stellar Communication Skills. Respondents emphasized the importance of general, stellar communication with co-located teams. The most successful managers are good listeners, communicate trust and respect, inquire about workload and progress without micromanaging, and err on the side of over-communicating.

4) Explicit Expectations. When it comes to managing remote teams, being clear about expectations is mandatory. Managers who are direct with their expectations of both remote and onsite employees have happier teams that can deliver to those expectations. People are never left in the dark about projects, roles, deadlines, etc.

5) Always Available. Successful managers are available quickly and at all times of the day. They go above and beyond to maintain an open door policy for both remote and onsite employees—making themselves available across multiple time zones and through multiple means of technology (IM, Slack, Skype, Email, Phone, Text, etc.). Remote employees can always count on their manager to respond to pressing concerns.

6) Technology Maven. Successful managers use multiple means of communication to connect with their remote workers. They don’t just resort to phone or email, but are familiar with video conferencing technologies and a variety of services like Skype, Slack, Instant Message, Adobe Connect, and more. They often tailor their communication style and medium to each employee.

7) Prioritize Relationships. Team building and camaraderie are important for any team and co-located teams are no exception. Good managers go out of their way to form personal bonds with remote employees. They use check-in time to ask about their personal life, families, and hobbies. They allow team meeting time for “watercooler” conversation so the whole team can create personal connections and strengthen relationships.

Want to master these crucial skills? Attend one of our public training workshops in a city near you. Learn more at www.vitalsmarts.com/events.

Getting Things Done QA

How to Overcome Your Procrastination Problem

Dear Justin,

I’m the master procrastinator. I only pride myself on this to cover up the frustration I have with myself. I have more on my plate and to-do list then I could ever accomplish and I find myself not only failing to finish things, but not even starting them in the first place. I have lists for everything but I rarely cross anything off these lists.

Help!
The Master

Dear Master,

You, my friend, are suffering from an age-old problem. The truth is, we’ve all felt this way. We have lots of items on a list, and when we finally get some time to “get things done,” we pull up the list and feel so overwhelmed we do almost none of it. For most people, the main thing they experience as a result of their to-do list is fatigue. Let me give you some ideas of how to remedy this at work and at home.

Plan to Procrastinate

Due to the sheer number of tasks that are likely on your list, there are some items I’m going to encourage you to procrastinate. Yes, that’s right. But I won’t call it procrastination—I’ll call it incubating. Procrastination is not doing something and then feeling bad about it. Incubation, on the other hand, is not doing something and feeling good about it.

There are a lot of items on your list you may want to accomplish at some point but you aren’t committed to any immediate actions or timelines. You should put these items on a separate list. In Getting Things Done®, we call this a “Someday/Maybe” list. You can call it whatever you want. But if you are going to decide not to decide about some items, you need to have a “decide not to decide” list or folder where these things reside. I would look at them about once a month to see if you are in a place to take action or have the mental capacity to take them on. If you aren’t or don’t, then your mind can let them go without you losing track of them. Saying “no” for now, doesn’t mean saying “no” forever.

Unclear Lists

Just because you have to-do lists, doesn’t mean you won’t procrastinate—as your question suggests. In my experience, the reason most people’s to-do lists are ineffective is because they are unclear. Therefore, it’s time to rethink your to-do list. In my last article, I shared some counterintuitive, but very efficient, ways to organize lots of actions. Let me explain.

If you look at most people’s to-do lists, they say things like: “Paint wall,” “Mom birthday,” “Oil,” “offsite,” “Cat Video Conference.” It’s great we’ve identified something we need to give time and attention to, but the meaning is muddied so our mental gears spin when we look at our lists. Instead of doing, we have to figure out what to do. It’s the difference between writing “Off-site” and writing “Email meeting invite to marketing team to brainstorm plans for 2018 Off-site.”

Remember this: everything on your to-do list is either attracting you or repulsing you psychologically; there’s no neutral territory. You’re either looking at something and saying, “Awesome! When can I mark this off?” Or, you’re saying, “Yuck! I don’t even want to think about this because there is so much involved it’s overwhelming.”

When you have a whole to-do list of these unclear, overwhelming tasks, you have a tendency to look at them again and again. Scientists have proven the reality of the term “decision fatigue.” The idea is that the more decisions we have to make each day, the more we diminish our brain’s ability to make decisions. This ultimately results in bad decision-making and a drained psychological fuel tank.

The solution is to only decide on stuff once. Meaning when you put an action item on a list, you clearly identify what the next action is—the very next physical, visible activity you need to take to move things forward. Your to-do list should be only next actions so that when you decide to do one of those actions, you can be confident it’s the right thing to be doing.

So, “Paint wall” becomes “Chat with my wife about the paint color for Ethan’s room.” “Mom’s birthday” becomes “Text my siblings to see what they want to do for Mom’s 70th birthday” and “Oil” becomes “Google search for oil mechanics near my house.”

Recently, a GTD® training participant asked, “But why be so clear? It’s not like I need to hand my to-do list to a stranger who needs to decipher the next steps.” While that may be true, I asked him how much time he wasted deciphering and remembering what really needed to happen next rather than actually getting things done. He quickly agreed he only wanted to make those decisions once. Also, if you don’t capture the details of the next action, you are likely carrying them around in your head. And as David Allen likes to say, “Your head is for having ideas, not for holding them.”

Good luck,
Justin

Kerrying On

The Best Career Advice Nobody Ever Gave

In the spring of 1952, Lydia, a woman who lived up the hill from our house, purchased the neighborhood’s first power lawn mower. Had the circus marched up 25th street while P. T. Barnum himself juggled flaming chainsaws, it would have drawn less attention. After all, Lydia was now packing a gas-powered, carbine action, rotary mower. Everyone showed up for the inaugural mowing. Several brought folding lawn chairs.

After yanking on the starter rope for a couple of minutes, Lydia’s new machine finally roared into action. Within seconds, she was handily plowing through grass so thick that it would have caused a hernia had it been cut by someone using a traditional push-reel hand mower.

I desperately wanted a chance to operate the rotary beauty, but before I could say anything, I noticed that the chute that spit out the cut grass was becoming clogged with clippings. “I’ll pull out the grass!” I shouted as I worked my way across the yard. “I’ll just shove my hand into the . . . ”

As it became clear that I intended to thrust my six-year-old hand into a machine that housed a spinning, razor-sharp blade, the onlookers freaked out. It was obvious that Lydia was too occupied maneuvering the mower to see me approaching her left flank. And since the other adults were too far away to do anything, they felt helpless . . . so much so that they froze in place. That is, everyone except our neighbor Walter, the retired boatswain mate. He leapt to his feet and rushed toward me—eyes bugged, arms thrashing, and mouth screeching something I couldn’t make out over the thundering engine.

Fortunately, Walter’s frantic movements were so startling that I paused to take stock of the situation. I didn’t stop for long, but apparently for just long enough, because at the very moment my hand approached the treacherous blade, Walter crashed into me and knocked me to the ground. I couldn’t believe it. A full-grown adult had sprinted across the lawn, hurled his body through the air, and pushed me, a seventy-pound first-grader, down the hillside.

“Why’d you knock me down?” I asked as I scrambled to my feet.

Once the mower came to a complete stop, Walter tipped the machine onto its side, pointed out the steel blade hidden within, and explained how I had come very close to getting a “really aggressive manicure.”

Not sharing in Walter’s humor, I fell to my knees and burst into tears.

“What were you thinking?” the retired navy man asked.

What was I thinking? I was a kid. My intentions were simply to be helpful.

Oddly, the part of this incident that I most vividly recall isn’t Walter’s acrobatic dive-although it was pretty memorable. The picture that’s still etched in my brain is the expression on the faces of the adults who remained frozen in terror as they watched me approach the deadly mower. They knew I was headed for a disaster, felt helpless to do anything to avert it, and stood frozen in place. Except for Walter, the newly crowned hero of 25th Street.

Now, you’d think this sort of incident would happen only once in a person’s lifetime, but it happens to me all the time—not with a spinning blade—but with something quite menacing in its own right. Allow me to illustrate.

I live in a town that houses more than 60,000 university, tech, and trade school students. Between their classes, workshops, and practicums, these budding artists, nurses, and big-rig mechanics sell me movie tickets, cook my fast food, and hand me my dry cleaning. And every time I run into one of these art-history ticket takers, or social-science burger chefs, I refuse to remain mum. I brazenly ask them what they’re currently studying to prepare for their real career. More specifically, I ask them if their training will lead to a viable job that will pay the bills.

It turns out that most of the young people I talk to know precious little about where their educational efforts will actually take them. And, why should they? They aren’t required to talk to individuals approaching graduation (who know the current job market). They don’t interview previous grads to see how satisfying the profession is. They may know little of their major’s average income, or their chances of ever finding a job in their discipline.

Granted, not every person in search of a career runs off half-cocked and clueless. And I’m certainly not arguing that if individuals don’t go to Yale Law or some other ivy-covered brick institution, they’re doomed. What I am suggesting is that whatever career path one takes, it’s best preceded by careful study. Never before in the history of education have there been more learning options, methods, and topics—and along with it, uncertainty. Consequently, if people don’t do their pre-work, one day they may end up facing the spinning blades of corporate reality.

Check the record. If you assume any member of the workforce you encounter doesn’t care for his or her current job, you’ll be correct over 70% of the time. The average employee’s pay is so anemic that it takes two or more jobs to keep most households afloat. In the end, your typical couple will set aside less than $5,000 by the time they retire, forcing many of them to live out their “golden years” in their children’s basement. It’s hard to imagine that this is the future most students have in mind when they start down their chosen career path.

Fortunately, there are people out there who play the role of Walter. Perhaps you’re one of them—a caring individual who explains how to find and interview people who have recently graduated and have a realistic view of the job market. You may even take out your smart phone and look up salaries by career specialty or explore (and then share), national job postings. This may sound rather aggressive, but it’s hard to remain quiet knowing that, more often than not, the only people talking to students about the viability of the field they’re studying are the instructors whose livelihood depends on students continuing to take their classes.

With my own offspring, I speak up. I talk to them about the people who hold the jobs they might be interested in and the paths those people followed to get there. I teach them that financial independence and job satisfaction bless those who follow a career path that leads to what I call the “golden trio.” More specifically, (1) the skills they learn are rare, (2) in high demand, and (3) enjoyable to perform.

Naturally, preparing yourself to land a job where your talent is unique, in demand, and gratifying isn’t easy. But it’s worth it. If you don’t carefully explore your career alternatives (and as a result, if you fail to uncover the dangers that lie ahead), one day you may find yourself being blind-sided by an airborne boatswain mate doing his best to save you from your good, but naïve, intentions. Nobody wants that.