I was wrong

To my astonishment I have found that even the most basic job search tips are not being implemented.   So as with any activity it’s sometimes  necessary to re-visit the  fundamental tenets  simply to get the basics right. Perhaps they were never there to start with, or perhaps for some they have slipped by the wayside.

Here are 8 of the most basic tips that seem so obvious that you would think that  everyone would be doing them. I can assure you they are not!

• Be visible -   a complete online professional profile is mandatory on one of the main  international networks: LinkedIn, Viadeo, Xing – or any of the more local ones. This is especially relevant if you are unemployed.
• Check who has viewed your profile -  if it’s a head hunter or recruiter – contact them.
• Be easily contactable  - make yourself easily reachable with as a minimum an email address on your professional profile. If you are afraid of spammers – open up a separate account for job search. If you want to post a phone number so much the better.
•  Check your mails  – if you are looking for a job or unemployed you should be checking your emails multiple times a day even at weekends and holidays. This applies also to your professional profile mail box.
• Respond  promptly to contact requests.
• Have a current CV instantly available  to send immediately to any prospective recruiter.
• Be available for interview -  different parts  of Europe have any number of public holidays in  May. If you can’t forfeit a public holiday to engage in a job search process now,  you may find yourself taking a much longer vacation than intended and one that you can’t afford.
• Pay it forward – if you are not interested personally share with your network. Do someone else a favour.

If you know someone who is looking for a new opportunity or unemployed, share this post with them. It might help!

Create a congruent career strategy

The traditional notion of a successful dual career couple  seems to me to be outdated.

I’ve just led a workshop at the #JUMP13 Forum in Brussels on “How to be a successful dual career couple“.  The first thing that struck me was  how confusing this very concept is:

What is successful?  One couple’s perception of success and a dream life  is another’s nightmare. We all have our own ideas of what it means to be successful.  Research carried out by LinkedIn  “What women want at work ” study”  suggests that for women the meaning of success has shifted from achieving a high salary to establishing a balance between  their professional and personal lives

The notion of career:  what does that mean  in today’s world when meteoric  linear careers are a thing of the past and portfolio careers are  more typical.

What does dual mean really?  (Definition  – Consisting of two parts, elements, or aspects)  This can cover a number of set ups:

• two individuals within a relationship pursuing their own goals.  This is characterised  usually by the woman being caught below the glass ceiling while her partner strides purposefully to the top.
• both members of the partnership supporting one career:  The Obamas would be a good example of this,  trailing spouses  or stay at home parents who  then have to deal with a parenting gap.
• One career/one job:  typical of this would be the man pursuing a traditional hierarchical career and the woman compromising to accommodate family needs. This could include accepting a job below her skill set and ability,  or switching to working part-time – both common options for women.

So how can we manage the complexity of modern life coping with conflicting demands on our careers,  relationships and ourselves?

Congruent Careers

I believe we will be seeing more of what I call congruent career strategies  (meaning when careers are in harmony or alignment) , where both careers are considered  jointly and equally. Not just that there are two  separate elements. Focus might indeed switch between the two parts at different points.  The main difference is that this would always be in line with consciously stated and discussed goals and a jointly agreed  harmonious vision,  rather than a reliance on unconscious beliefs and objectives, which is what most of us tend to drift into.

This would allow the pool of educated women to reach their potential and  for there to be shared responsibility for both revenue generation and  family,  split equally between both partners. Men would be relieved of the stress of being the main breadwinners and allow them to be present rather than absent fathers and partners, leading richer and fuller lives.

We all know that our professional and personal lives are very intertwined and problems on one side invariably spill over into the other. Yet they are continued to be viewed separately with unsettling consequences posing difficulties for couples trying to create successful career strategies.

Let’s look at recent  trends

Recent complex, over lapping and discordant  trends tell us that developed economies face aging populations and declining birth rates,  presenting a worrying future for today’s governments.    We  actually need couples to have children to support future economies.  But there are some significant disconnects which indicate that trouble is on the horizon.

60% of European graduates are women and we make up 50% of the workforce,  yet occupy very low levels of senior positions in most developed economies. We carry out 80% of household chores and take 80% of parental leave.  We earn 20% on average less than our male counterparts.    We are creating a demographic that is unfulfilled, dissatisfied,  but above all under utilised.

Choosing the right partner

Sheryl Sandberg suggests that choosing the right partner is the most important career choice that women make. Yet with between  33-50% of marriages ending in divorce ,  many of us are clearly not getting it right.   Our choice of a partner is made at a time when we are least equipped to make sensible decisions:   madly in love and deeply in lust.  Very often the failure to create jointly agreed common goals and to rely on unstated unconscious beliefs  means many couples end up in relationships with people they eventually barely recognise,  let  alone would choose a second time round.   Susan found out that she and her husband had intrinsically divergent parenting values when their son was 14.  This was after more than 10 years of frustration and tension resulting in their eventual divorce.

Challenges

Faced with the challenge of coping with family and professional life causes many women to opt to work at  levels lower than their capabilities,  or to switch to part-time hours  as part of a dual career strategy  (one career/one job model).   This reduces their pensionable earnings,  leaving them financially vulnerable in  later life, another general negative trend lurking on the horizon. Yet an additional reason why a  congruent career strategy would be advantageous to the dual career models.  And of course all this begs the question that the divorce rate might be stemmed with a more conscious and joint approach to career planning in place.  In Belgium 33% of families are now run by single parents,  an increase of 26% since 1991.

Feedback

In the workshop of about 50 women,  it was clear that the burning issues were not just in the workplace.  The conversation focused on how to cope with the practical issues of:

• corporate cultures and education systems that strongly favour the one career/one job,  or one career/two person models making it difficult for both men and women to find balance
• the constant battle to avoid doing or managing it all.
•  finding the time to nurture both their relationships and themselves.
•  selling the concept to their partners

Many used  professional  language for strategies to deal with issues in their non professional lives.  Low value work  ( a.k.a. ironing), time management,  prioritising,   parent mentoring , unproductive  and lost time ( commuting) and outsourcing

The  use of online technology to make communication more effective was clearly helping:  splitting grocery lists on-line, date nights scheduled into Outlook   and a heartfelt plea for an app to manage family life,  not just those aimed at mothers!   Whoever does this will be a millionaire overnight.

Persuading men

Some alluded to the difficulty of persuading  their partners to engage in a more structured and participative approach to joint career management.   Gen Y are exhibiting a desire for a greater balance between professional and personal life than they experienced with their Boomer parents. All research suggests that married men living with their wives and more involved with their families lead richer lives.  They live longer, are healthier,  happier and  enjoy better sex lives. It should be a no-brainer easy sell!

If the notion of dual career success is changing for both men and women, what we need to see now are the same changes reflected in our work places and government policies.

If you feel your career strategy is out of alignment with your partner’s, check out my programme:  Creating a Congruent Career Strategy. This programme is offered to couples on a face to face basis  (based in Brussels)  or for busy couples  via online webinar coaching with different locations possible!

Contact: dorothy.dalton@skynet.be

For job seekers,  particularly those who have been on the market for longer than they had planned, the notion of giving their time without salary or any other financial benefits,  can seem a fool hardy idea. If there are incidental expenses involved  (travel, meals,) then the notion seems even more far-fetched.

Not for profit organisations and charities offer a range of opportunities  to volunteers, not just for unskilled work.  Volunteering can offer  significant development possibilities even for those at a more senior level.

• There is a shift of focus -  from self to others. So whether in employment or out of it there are considerable advantages.  For the job seeker it can be a constructive diversion and alternative to “busy-ness “  my term for unproductive activity usually internet usage, cunningly presented to self and others as focused job search effort. It also distracts from negative introspection and provides balance.
• Networking  -  it leads to extending networking reach and the raising of visibility in a different sector.
• Social   -  simply meeting new people and potentially making new friends, reduces isolation.
• New skills  – can be acquired particularly at a managerial or project management level.
• Fills the CV gap  -  this is seen by any potential employer or head hunter as a constructive way of filling any gaps in your resumé.  If you are taking a parenting gap – it is a great way to demonstrate that you have stayed in touch professionally or acquired new skills. Go one step further and make it part of your strategy.

Third Sector organisations  can require very different people management skills.  Working with volunteers who are donating their time and who will not always respond to hierarchical imperatives  – even unstated ones!  Do this because I’m in charge doesn’t work. Paul Woodward CEO of  the charity Sue Ryder told me:

“Managing and motivating volunteers demands a different approach from managing a team in  the business  sector. If a volunteer doesn’t like  a certain management style they can simply walk away leaving a manpower or skill set gap, which is not always easy to fill.   Volunteering can definitely help to hone soft skills and broaden the managerial perspective on how to lead a team. “

If the cost of travel is an issue contact the head office in the first instance  to establish if they have other locations in your area.  Look into car pooling.  Perhaps they need remote support.  Take a packed lunch and a thermos of coffee or water.  You would have to eat anyway!  Perhaps the  organization can help with expenses. You can always ask.

But even for  managers who are firmly on a career path but  confined to the straight jacket of their schedules and responsibilities, volunteering becomes one of those ” do later” options which they never get round to. There are so many reasons to re-consider that position.

There are many, particularly in the older demographics, who still turn their noses up at the new social media platforms, associating them with lowest common denominator activities. This is not entirely disconnected to intellectual arrogance as well as ignorance.  I do  agree that reading about people’s lunch choices is only marginally more interesting than watching paint dry.   However,  there are times when technology can enhance tried and trusted methodologies and even bail us out if we’ve screwed up. It certainly adds a new dimension to networking opportunities.

A spontaneous request for a CV 

Old school   – request business card and email resumé at next possible opportunity.

New options  (with permission)  -

•  Option 1  keep a copy of your resumé on your  smart phone or  tablet. Send it immediately to the person requesting the document.
• Option 2 send a LinkedIn connection invitation on the spot from  smart phone or iPad.

Forgotten or run out of business cards

Old school  – panic,  cringe with embarrassment, miss opportunities, write on beer mat,  ask for their card and contact by email later.

New options

• Option 1 keep a photo of your own card on your phone or iPad.  Send immediately.
• Option 2   CardMunch  app is a business card reader launched by LinkedIn. All you do is take a photo of your contact’s business card and it will automatically upload the business card details to your phone so you can make a connection with a potential connection  in seconds. This process is better on an iPhone than iPad where it has had mixed reviews for layout.
• Option 3 Put number directly onto their phone.

Don’t know anyone at an event

Old School – feel uncomfortable, hang out with friends, get cornered by event bore, try to break into a group of ” cool” people.

 New options - 

• Option 1 check out other participants on LinkedIn and connect before event and arrange to meet. If the organisations aren’t listing who is attending then the event is probably run by old schoolers
•  Option 2  If you are attending an industry event or social function, Foursquare is a location locater tool that allows you to find out who visiting the same place as you. Alert your network and share your coordinates  so you become  visible and contactable to potential network connections.
• Option 3 many conferences and events have mobile apps to facilitate event networking and interaction while you are there.
• Option 4  post your attendance at the event  on Facebook, LinkedIn and Twitter!   Some registration platforms (EventBrite) encourage participants to post on Facebook as part of their marketing. Let your network know you will be there. Many organisers  issue event  hashtags so that information on the event can be shared and tracked.

Whether this will lead to the predicted demise of the business card the pundits are still at loggerheads. In my book there is no need for it to be an either/or situation. There is a place for both traditional and more hi-tech methodologies and if used effectively they can be complementary techniques.

What other hi-tech tips can you share to supplement traditional networking? 

One case didn’t matter  – the other did.

With unemployment at record highs in some regions and opportunities coming and disappearing at record speed,  being prepared is key.

Test: if someone asked you right now to  send in your resumé how long would it take?

Would you:

• Need to create it from scratch?
• Have a basic CV somewhere  but need to update it?
• Need to find it  – stored in another location  ( home/office/ lap top/other)  not sure where, but not to hand?
• Have an up to date  CV – but  just not with you?
• Can retrieve a current document and be able to forward it within seconds?

How did you do?

The world turns in ever strange but increasingly fast circles and the need to have our professional credentials readily available is greater than ever. None of us know when we might have a chance encounter or  an unexpected request to provide a current professional profile. These situations do arise.

What are the best practises?  

• Keep a copy of your up to date CV on your tablet or smart phone for instant forwarding.
• Not into gizzmos? Well store a copy in an account that is accessible from any computer: gmail, hotmail,  Google Docs.
•  A complete and up to date on-line professional profile  with the link committed to memory or added to your business card and email signature. Connect immediately from any device.
• Carry a hard copy in an envelope in your computer bag or brief case. There are still techno dinosaurs around.

Lesson: You can never be too prepared.

What other suggestions can you make to make your CV readily available?

MOBBING  – URBAN DICTIONARY

Bullying, psychological terror or aggression, hostile workplace behavior, workplace trauma, incivility, emotional violence resulting in emotional injury affecting the target’s mental and physical health.

Mobbing is an English word, but one I first came across being used by non Anglophones to describe the subtle difference between covert emotional abuse in the work place by a group,  from more overt and recognisable bullying,  which can be carried out by individuals.

Mobbing is  emotional abuse by stealth in an organisation. It manifests itself as “ganging up” by co-workers, superiors or subordinates to force someone out of the workplace through rumour, innuendo, intimidation, humiliation, isolation,  undermining and discrediting. The result will be a negative impact on the target’s emotional, psychological and physical well-being.     It is generally malicious non-sexual, non racial general harassment.

Mobbing  is not an isolated incident or the type conflict or disagreement that often arises in offices which can be moderated. It is not always highly visible although rudeness and shouting can be components.    Mobbing is a sustained war of attrition on the target,  with  focus on a specific vulnerability to generate malaise and conflict.  It can be employer on employee, coworker on coworker and even subordinate on superior abuse.

Ringer leader

The mob usually has a ringleader who drives the bullying “programme.”  Leaders can be both extroverted and introverted,  with the latter considered  more dangerous, as  their  actions are under-cover.  Sometimes while appearing  to be publicly agreeable, they direct others from behind the scenes to perpetrate the “mobbing “  on their behalf.

There are a number of reasons why a person instigates mobbing.  It is always associated with their own feelings of insecurity. They might feel threatened by the skills, success, popularity, age or even the appearance of the target. There maybe a  Machiavellian component of power seeking.  Sometimes more complex clinically identifiable personality disorders are involved.

Bystander syndrome

Ringleaders  engage, manipulate  or recruit the rest of the mob to support or carry out mobbing activities.   These can range from passing on and carrying out instructions to colleagues or reports,  or circulating vicious rumours or gossip to undermine the target.   If the ring leader is senior,  the authority is legitimized.  The recruits comply because they fear becoming a target themselves  or they simply get a kick out of seeing other people suffer.  Others are more passive bystanders who  enable the mobbing situation,  by  failing to take action against it, thus becoming complicit and endorsing it.

One case study

Gabriella  works in a small NGO in Brussels.  Multi lingual and highly qualified, with post-graduate certification in her speciality,  she has  as 20 years’  experience running complex international research assignments and teams. In the two years she has been in her position she has become increasingly isolated in her office,  with only one of her co-workers willing to talk to her on a daily basis.  The office intern has been instructed not to  respond to her instructions.  Every aspect of her work is micro-managed  and  despite the size of the office,  all communication is via email ,  very often aggressive in tone.

The departmental head has downgraded the content of her role and using the office manager as an interlocutor she has been given a series of projects normally associated with entry leve skills.   During a client presentation Gabriella  was stopped mid-way and replaced  in front of the audience by a  junior team member who was not familiar with the content.   She has been sent to cover conferences not relevant to the activities of the organization and requested to produce lengthy reports to tight deadlines.  These reports to date have not been read.

She has no job description or objectives and her requests to discuss the situation  and establish her goals with the office manager and senior  manager have been ignored. Gabriella’s queries on what has been going on have been labelled as a disruptive refusal to co-operate.

This  is “mobbing”.

Diagnosed with depression, Gabriella went on sick leave today. Should her next step be a lawyer? Can she even prove what has happened?

What do you think?  If you have any similar experiences  please share them.

“The harder you fall the higher the bounce”

There is quite often less sympathy for senior people impacted by job loss.  A general feeling pervades, perpetuated by the media that the 6 and 7 digit golden parachute exit packages we hear about in the press are the norm. But that is simply not the case.  Not all individuals who have had successful careers are exempt from pain.  In fact the further the drop  – the harder the fall and very often there is no bounce at all .

Rachel is quadri-lingual  with a double masters in International Law and Finance. She had a successful career in the financial services sector until she was dealt three bitter blows in close succession: redundancy, a serious car accident and the need to care for an elderly parent who required two major  surgeries. She has been off the job market for 5 years. Today she works as a baby sitter and is applying unsuccessfully for sales assistant positions.

Oliver had 15 years’ experience in international marketing before he lost his job in 2008.  He has tapped into his network for some ad interim positions but currently can barely cover his costs.  He lives on state benefits, can no longer afford to run a car and sold his house to move to a lower cost area. His savings are depleted and his marriage broke up with the strain.   He struggles to get to sleep and also to get up in the morning (or even afternoon).

Gerry was summarily dismissed 18 months ago for alleged poor performance. Within 30 minutes his professional reputation was shattered with no prior warning,  he lost  his company car, health insurance,  school fees support, his phone, his lap top, luncheon vouchers and gym membership. His wife’s income as a mid-level communications manager covers about 25% or their  bills.  He settled out of court for unfair dismissal,  but 20% of the payment covered his legal fees.  Their house has been on the market for five months with little interest.  He’s taking antidepressants.

How long is a piece of string? 

When a senior job seeker first hits the job market one of the first questions he/she will ask is how long will it take to find  a new job? Frustratingly  there is no single, correct answer.  The answer will depend on:

• Level and salary  – there are simply fewer jobs at the top of the pyramid.
• Skill set  – how populated is the market?
• Sector –  how buoyant is it?
• Geographic location  -  ditto.

So for those job seekers with a very special skill set, or equally very common skills,  at a senior level,  focusing on a very narrow geographic reach,  the answer could  easily be 9-12 months, perhaps longer. If there are additional barriers  (old-fashioned CV, no online presence, reluctance to/ or weak network)  then it could take longer.    It is this frightening realisation that causes the onset of job search panic and a flood of non strategic activity. This generally is unsuccessful and followed by the onset of deepening demotivation and depression , which increases with the passage of time.

Quite often there can also be an immediate onset of avoidance tactics including: self medicating, disrupted sleeping patterns, isolation from family,  friends and networks, busy-ness - unfocused non job search activity, usually on the internet, food issues (over eating/under eating)  and so on.

 So what can anyone do in what seems like a hopeless situation. The key message is to do something differently:

• Re evaluate: career goals,  passions and values. Have they changed?  So many millions of people have lost their jobs in the last 5 years it no longer carries the same stigma as it once did.  Many find that they don’t want to carry on along the same path.
• Reality check  – how are things now? How far are you from your goals?   Do you need  temporary medical support? Do you need professional job search input?   I see a high number of execs with inconsistent levels of success converting outplacement packages to cash believing they can transition themselves on the cheap.  This generally is not a wise move. Later on,  budget can be a genuine restriction,  but never before has there been such a wide range of  excellent free or low-cost advice. If what you’re doing isn’t working – that is a message to try something new. But also many find their goals have simply changed and the loss causes them to reconsider  their futures.
• Re-frame your current strategy what needs changing? What options to do you have? Can you volunteer to extend your network and gain new experience ? Very often pride, not only budget can be a barrier.
• Re-consider the role of pride:   For many not having a job title is tantamount to losing  part of their persona and the thought of attending a networking event with no business card can be a major psychological deterrent.   Now, use your USP instead’ “John Smith Tri-lingual MBA,  15 years Brand Management experience” .     Many also don’t like to put in the calls to their  “Go-To” Top 10  connections in an emergency.  Call them. If you have maintained your network they will understand.
• Re-position :  Has your CV been tweaked to cover a gap? Have you composed a cover letter to explain the absence? What  are you doing to stay up to date? Have you re- formated your CV so that the dates are not highlighted to draw attention to the gap? Are you fully aware of your transferable skills? Do you have a functional CV? Even though that might send out a signal that there is something not quite right to any savvy head hunter  or recruiter, at least you have the chance to present yourself.
• Reduce expenses :   This is the hardest part  for those who are  used to generous salaries. Ask yourselves if there is anything that could be cut,  using Skype or WebEx  for phone calls, even public libraries to save on heating bills. Gym -  walk. Car – take the bus or train.
• Reserves: the modern lesson is that we are now told we need to save 40% of our salaries. Most of us don’t or can’t do that.   For any on that career  ladder on the way to the top – this is a takeaway lesson. Observe and learn.

What else could you suggest?

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Who are your Go-To Top 10?

All of us have situations which are problematic. They can range from  minor irritations and something irksome, to outright  emergencies.    To get out of a hole we might need repairmen, baby sitters or service providers in a wide range of fields.  But one area which we woefully neglect  is the development of strategic alliances to support an emergency in our careers.

We all need a ‘Go-To” Top 10. These will be your top 10 top professional connections to whom you can turn  in a crisis or even with a problem or a question.

All our requirements are different when we assess who should be include on that list.  Broadly speaking there are some general guidelines that apply to us all.  There will be variations according to the severity of the situation:  whether it’s a little situational glitch, a specific question or something more major requiring a full  emergency landing.

• Go-To Top 1 : Do you have a mentor?  This would be the senior or elder states person in your professional life who can share their deep experience and wisdom.  This will be immediately calming and informative as appropriate,  or both.
• Go-To Top 2 :  Do you have an internal sponsor?   This role will be filled by a  confidante,  a door opener,  someone whose  professional status and standing will be sufficiently significant to catalyze responses to calls and emails,  or even better to effect introductions to contacts beyond your reach .
• Go-To  Top 3, 4 and 5: Do you have external sponsors?  See above,  but with a wider reach in your geographic region or functional or market sector.  Having one for each segment of activity would be even more beneficial. If you have connections in line with your longer term goals so much the better.
• Go-To  Top 6: Do you know a super-connector?  This will be different for all of us.  I count on my super connectors,  but in turn fulfill that function for others. They are the ones who say  ” Let me think… have you tried …????.”
• Go-To Top 7  Do you know a curator? We all come across the person whose catch phrases are “ have you seen? or ” have you read?” These individuals will be veritable gold mines of information, sometimes obscure, sometimes less so. They will know where to look for any key information on and  in the latest emergency and can send you there quickly, thus saving you hours of valuable time.
• Go-To  Top 8:  Do you have a port in a storm? We all need a sympathetic shoulder to lean on,  some one who will be there only for us. Their role is not to advise  but perhaps put the kettle on,  open a bottle of something cold and white (or warm and red) and just listen neutrally.   Very often this role is best  fulfilled outside an intimate relationship,  although  not always.
• Go-To Top 9:  Do you have a devil’s advocate?   Their role in any Go-To Top 10 is to give you the viewpoint from the other side. Their skill in constructive communication will be peerless as they force us to examine our own roles and responsibilities in any debacle and communicate that to us in a way we can hear .  They risk our moods, wrath and petulance or even worse. They are people who know us well.
• Go-To  Top 10:  Do you have a  list of specialists  Whether this includes doctors, lawyers, coaches, bank managers   accountants or any other type of professional  or technical specialist, it’s always useful to have a full,  up to date list of people you can call on.  If anyone in a network has no problem being contacted out of the blue after years of neglect, it’s usually because they are charging a significant fee.

Who would you put on your list?

Why should we expect women at the top to care?

Over recent years we have seen untold column inches and broadcasting minutes given over to the lack of women at a senior level in almost all organizations. But organizations are pyramids and the number of openings at the top of the pile is limited, leaving competition tight for men and women alike.

Only 18 women running Fortune 500 companies, 3.4% of the roles and only a further 19 head up the Fortune 1000 to reach the giddy heights of 3.8% of roles. This overall and much publicized discrepancy suggests an abysmally poor number in relation to the other 48% of women in the workplace.
So why are we so pre-occupied with these numbers?

According to Ilene H. Lang, President of Catalyst “Women in corporate leadership can also send a critical message to people entering the workforce. Women leaders are role models to early and mid-career women and, simply by being there at the top, encourage pipeline women to aspire to senior positions. They see that their skills will be valued and rewarded”.

Messages

But what happens when these senior women are not interested in the women in the pipeline? How do we evaluate the impact of that particular critical message on their juniors? Not all women who reach those elevated heights are treated correctly just because they are senior. We saw this very clearly last year with Virginia Rometty being excluded from the Augusta Golf Club. Nor are they necessarily interested in taking a stance either for women in the pipeline or crusading for women in general, just because of shared gender.

Look at Marissa Meyer. Back at the office before we could say “post partem” after the birth of her baby and now cutting tele-commuting at Yahoo. Many women are dependent on the benefits of workplace flexibility and will be seriously dismayed at this development. But Meyer is there to get Yahoo back in the game and gender repercussions are not on her agenda. Besides she has her own private nursery in the C-Suite which is her own work/flex benefit.

So truthfully, gender balance changes can be introduced just as successfully by men, as they can be catastrophically up-ended by women.  I can’t help but wonder why we focus so much energy on women achieving these point positions. Could it be that this energy is mis-directed and more focus is needed for the women in the metaphoric trenches?

At the risk of seeming frivolous I’ve identified profiles of women at the top who don’t  seem to care about the women below them.

• Alpha bitches: these women, not through any particular ill-will, just think that women need to suck it up and get on with it and believe the contribution they make trail blazing and paving the way for others is sufficient on its own. They believe the women below them should be grateful. Their modus operandi is “step up or shut up”. They are just simply not interested in what goes on in the ranks in gender terms. Men or women just need to get the job done. End of!
•  Business first brigade: these women are corporate bodies to their cores and although they may champion gender balance policies, this is only if they don’t interfere with bottom line imperatives. Virginia Rometty, turned the other cheek (even joked about it) when she was snubbed by the Augusta Golf Club in April 2012. IBM’s overall business interests seem to come before striking a blow for women, or even presenting the mildest reaction to a very public slight. If she made any comment then I have not seen it. Was she taking a hit for the team? Possibly. But then she was appointed Chairman in October 2012. So we’ll never know if it was vested personal interest or corporate acumen!
• Men in Skirts: these women are the only women in the room and are OK that way. Unlike the alpha bitches, they are pretty oblivious to their female colleagues and have been completely absorbed and accepted into male corporate culture. They don’t feel they have done anything special because of their gender. They are not averse to other women being there as long as they fit in.
•  Mascara Mafia: they are at the top of the pile and like it there. They have clawed their way to the top with their French manicures and are not letting anyone else in. Unlike the Men in Skirts they enjoy being in the minority and actively want to protect their patch. Dr. Sharon Eden British psychologist told me this is rooted, even today, in women being genetically hardwired for child-bearing reasons to keep the best men for themselves. It’s old fashioned protection of the species! In a 21st century corporate environment the “best men” are found at the top of the organogram.
• Genuinely Oblivious Gang : they have never encountered any gender issues in their own careers, they are completely mystified and have no idea what all the fuss is about. A sort of raised global eyebrow “que?” or “quoi?” about it all. “What gender issues?” they ask. So 1970s!

So are the demands we make on our women leaders to expect them to care about the women coming through the ranks simply unrealistic? Is this another reason to let them get on with it and shift our focus to the pipeline?

What do you think?

Do you have career insurance?

One of the greatest challenges is planning a career strategy in a job market that is changing faster than we are.   All the goal posts are moving and staying current is becoming not only challenging, but confusing in economic times where no one  ( yes NO ONE)  is indispensable.

Youth unemployment is soaring to unprecedented heights, default retirement ages are being deferred or even abolished. Benefits offered by corporations have been eroded and the expectation of career longevity with any one organisation is a concept of a bye gone era. None of us would think of not taking out house, car, medical or travel insurance to meet all sorts of contingencies. Yet many of us don’t consider applying these measures professionally.

Career management has shifted to become professional protection which requires career insurance.  But despite the widely available  information about declining economies, many are confronted by change unprepared and uninsured

What can you do?

Create an ongoing personal development plan:  at one time it was enough to work hard, meet or exceed objectives and recognition and reward would follow. This is no longer  necessarily the case. We all have to invest in the ongoing development and widening of our skill sets.  The pace of change is so rapid that many aspects of all our jobs could disappear or be re-allocated.  We have no idea what new jobs will be needed or created. If you have not added formally to your skill set in any way in the past 2-3 years -  this should be a priority. Attend a course or sign up for a webinar. Access to educational opportunities has never been wider and more affordable, especially online and distance learning to fit in with our full schedules and budgets.

Stay current:  if you are part of the brigade that eschews online platforms and technological change you need to get over that. Rapidly.  These platforms offer access to up to date information in all sectors which is easily available and cheap, or even free. There is no excuse for not registering for alerts and staying in touch. All serious professionals would now be expected  to have a complete online professional profile. Make sure you have one.

Do you have career insurance?

Create a networking strategy: despite  all the clichéd homilies about not digging wells when we’re thirsty or fixing roofs in the rain – many do exactly that.  Make networking part of your daily routine,  on and offline.

   Do you have a “go-to 10? ” These are  your ten contacts for an emergency. Maintain those relationships attentively because no one likes people  they haven’t seen for years, pitching up out of the blue when they need something. Set up an advisory board of professional contacts or mentors whom you can tap into for ongoing advice.

Get out and meet people:  make this part of your annual strategy whether this is at conferences,  or lunches/breakfasts, within your organisation or externally.  It is a vital part of your career protection strategy.

Raise your visibility: speak in meetings, join professional associations,  write articles, offer to mentor junior staff or contacts,  or try to become a conference speaker.

Are you doing everything you can to protect your career?