If we divided our careers into sections, those sections might look something like this:
Getting started
Landing the first job
Learning the system
Exploring different environments, people, and positions
Developing a view—probably somewhat unrealistic at this stage—of one's strengths and weaknesses
Hungering for feedback
Feeling intimidated by, yet wanting to be among, senior management
Developing organizational loyalty
Building the résumé
Finding greater autonomy
Feeling some disillusionment with the system
Accomplishing successful project management
Developing allies and adversaries
Gaining deeper insight into one's strengths
Gaining greater awareness of one's weaknesses
Still desiring feedback, but lower expectations of getting it
Feeling diminished organizational loyalty
Gaining competence (Note: This usually implies you've had two or three jobs by now, though not necessarily)
Having less reliance on feedback
Gathering leadership opportunities
Defining preferences for environments, people, and positions
Moving up the organizational chart (if that has been a goal)
Achieving greater financial independence
Experiencing, perhaps, being laid off or even fired
Growing skepticism toward senior management
Taking pride in one's strengths, concern about one's weaknesses
Having loyalty to oneself and one's manager (if he or she is a positive role model), as opposed to the organization
Focusing on the 401(k)
Not needing feedback
Having less patience for those who don't do their jobs
Listing multiple accomplishments on one's resume
Developing a somewhat distorted view of oneself, if one has reached senior management at this juncture
Desiring meaningful challenges without interpersonal complications
Positioning oneself to serve as a mentor to others
Acknowledging that the relationship between employers and employees is adversarial
Accepting that the organization is a job provider, a vehicle to financial freedom, nothing more, nothing less
Taking pride in one's accomplishments and relationships built over time
How does The Working Circle link to these four phases? The chart here shows how the Circle can be effectively implemented during each phase of your career.
Is there always so much conflict at work? Well, yes and no. Some conflicts are so small they barely register, like one mosquito at a picnic. Others are more persistent, like a dull, chronic toothache. And a few just drive you crazy—like an older brother who behaves, well, like a typical older brother.
My goal for this book and through my seminars and classes is to help organizations thrive and for people to enjoy their jobs and to feel valued. I try really hard to walk my talk, and I do that best by sharing with others The Working Circle. And I can promise you, The Working Circle works.
Four Career Phases
Career Phase | Coworkers | Management | Staff | Customers |
|---|---|---|---|---|
Getting started | Adapting to the world of work Becoming a team player Learning how to be chosen for winning teams Learning how to be rewarded | Demonstrating that you are on their team Doing your job well and work within the system Showing initiative, consistently cultivating skills/expertise | If you have staff (you may not yet), following policies and procedures without alienating others | Being likable and assertive Results oriented Willing to go the extra mile |
Building the résumé | Informal leadership among your peers Reliable, honest, collaborative, communicative | Showing your potential for more rewards Eager to do what is needed Willing to raise questions and concerns professionally | Becoming someone others want to work for Serving as buffer between staff and senior management | Beating the competition with stellar service Improving methods to improve results |
Gaining competence | Becoming the "go-to" person Cross -department leadership | Broad-based management Choice assignments and rewards | Managing for outstanding results Easy to recruit staff | Customers are loyal to you and your team |
Focusing on the 401(k) | Developing true collegiality Sharing knowledge and support | Understanding that management needs support from the troops Developing successors | Appreciating good work and effectively dealing with poor work | Developing long-standing relationships with customers |