It’s never too late to ask yourself, “What do I want to be when I grow up?”
If you feel professionally stuck in your current position and think you’re on the wrong career path, it may be time to revisit your childhood dreams.
There’s no reason to remain in a career that is unsatisfying beyond the paycheck. And whether you’re early on in your career or close to retirement...
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Do you jump from startup to startup? Going from one job to another in rapid succession is traditionally frowned upon, mostly because it damns you for being disloyal with no buy-in. Also, companies do bear a cost for on-boarding new employees, so they expect you to spend a little time with them for the trouble.
Still, particularly in the startup world, it isn’t uncommon for executives to hop from one position to another. In fact, it becoming more common.
But it is that a good idea for your career? The answer is that it depends. If you’re worried you are changing jobs in too rapid of a succession and might be hurting your later career chances, think about the following questions:
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Nowadays, there’s pretty much nothing we can’t look up in an instant: where to have dinner, your friend’s relationship status, the average income of other professionals in your field.
The internet, social media and other forms of technology are a convenient way to access information, but more often than not, they are overloading our brains with more than we can process in one day.
On the surface, it seems that this kind of one-click access would make us smarter and more productive. But in reality, the data deluge is having the opposite effect causing a loss in productivity and motivation. According to a LexisNexis International Workplace Productivity Survey, “a majority of workers in every market (62%, on average) admit that the quality of their work suffers at times because they can’t sort through the information they need fast enough.”
The first step to sorting through all the noise and becoming a more efficient worker is to realize...
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Firing your CEO is never easy.
But it's especially tricky job when you're the CEO.
Many founders also serve not only as the lead shareholder, but also the chief executive. As the leader of your organization, you've no doubt invested your time, blood, sweat and tears into building the enterprise from the ground up.
But, often, organizations face a crossroads. Your board or business partners may feel it is time for a change. Your business may have evolved away from you. You might have even lost that spark.
Instead of feeling defeated or even insulted, you should look at this as an opportunity for both you and your business.
This isn't failure. You've guided the organization to this point, which, no matter how you slice it, means you've succeeded. Sure, your ride ends here and it's time to get off the train, but you can walk away with dignity and leave your organization better off in the process. Here's how:
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Everyone is constantly stressing the importance of networking when it comes to finding a job or advancing a career, but how do you know where to start? Who you should talk to and what should you talk about? Where do you go?
Networking is not something that is taught in the classroom, and for many Generation Xers and baby boomers, it’s not something that they had to do early in their careers. But in today’s competitive workforce, it’s all about who you know. So, what is networking and why do so many find it so intimidating?
According to Merriam-Webster’s dictionary, “networking is the exchange of information or services among individuals, groups, or institutions; specifically: the cultivation of productive relationships for employment or business.”
Networking is about forming and maintaining relationships. Most people say they rarely engage in networking, however, if you’ve ever had a job, attended school, volunteered or attended industry events, you’ve networked. Unless you sit in your home day after day, never interacting with a single person--including friends and family--you have networked.
But it’s important to become an effective networker, which starts with...
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When you’re a startup, every employee has to do multiple jobs. Founders can be chief engineer and chief salesman. Entrepreneurs, partners and leaders will often take on roles they never dreamed of performing as they work feverishly to grab business quickly.
That kind of multitasking is key to a startup’s success – but could also spell failure when it’s time for the enterprise to grow up.
Salesmen who never even filed their own tax return end up becoming a firm’s accountant. Lifelong operations staffers taking on compliance roles. Administrative assistants suddenly find themselves as the human-resources officers.
If you want your business to succeed and shed the startup banner, you have to be better at assessing your human capital and reassigning roles where necessary. Failure to do so could keep you from making the leap to the next level, or, worse, could wipe out the progress you’ve already made.
Here’s why:
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