Archive for the ‘Student Career Advice’ Category

Elvis might not be, but careers are dead!

Monday, March 1st, 2010

When I talk about careers, I’m talking about the conventional way of looking at a “career”. Just to be clear, let’s explore this in a little detail. To many people, a career means choosing a path (either through luck, planning, default or other), that will last until that dim distant date called retirement. Remember retirement, that’s the thing we all set out to do when we’re 40!  This career is likely to involve working for 3 - 5 companies during your working life, building your skills and experience steadily over time, probably becoming a specialist in an area and almost certainly managing others. Key though is the assumption that you’ll be doing similar things within a fairly narrowly defined area. In some countries this view of careers is particularly strong e.g. in Japan where even now, the idea of joining a company for life prevails.

Elvis - more alive than careers

If that’s what a career is, then careers are dead! OK, some professions (Doctors come to mind) will remain professions and although the pace of change in these professions will pick up, those of us starting out as Doctors are more likely to finish up as Doctors than other “careers”. I’ve spoken before about the research in the US showing that young adults entering the world of work now will have 14 different roles by the age of 38. Hard to believe? OK, in Europe we’re often behind the US (although we’ll hopefully never copy their eating habits), but let’s consider that hard to believe statement. Work from home is now common, companies are increasingly hiring on short term contracts. The nature of the relationship between individuals and companies is changing forever.  Companies don’t pretend that they can guarantee a job for any length of time and individuals don’t pretend that they are going to be loyal for any length of time.

Most work in business in the future is going to be conducted on a project basis. Don’t expect companies to put these project teams together either. We’re all going to have to develop skills in project management and in working virtually with people from all over the world. My upcoming posts are going to explore project careers in more detail. Cheers!

What we can learn from the Concorde fallacy - by Kara Wirt

Friday, February 26th, 2010

The Concorde fallacy, also known as sunk cost fallacy, refers to the irrational influence of costs that have already been throwing-money-away-bankruptcyincurred and cannot be recovered. It is so-called due to the British and French governments continuing to fund the Concorde project long after it was determined that it would never yield a profit.

It can be illustrated by the feeling when continuing in a hopeless investment that “I can’t stop now, otherwise what I’ve invested so far will be lost” (it is also known as “throwing good money after bad”)

So what does this have to do with your career? Well, sometimes you should disregard the sunken costs in a decision. I’m sure many a restaurant owner will have come across the predicament that their restaurant is loosing them money but they don’t want to close as they have invested a lot in it. Their projections for the future may be bleak and yet they keep plugging away. Why? because they have invested and lost a lot in the venture (large sunken costs), which influences their rational decision making.

throwing-money-awayThere may be situations that aren’t as clear cut. For example if you have completed half your degree and you decide that you want to quit and get a job that you don’t need a degree for, then the sunk cost fallacy would suggest you quit (as not to spend any more time and money on a degree you don’t want. However, it is useful to have any degree behind you, especially if you are unsure exactly where your career will take you. Therefore, in this situation the sunken costs are important, as the further costs to get the degree qualification are less than they would be if the individual decides to get a degree later in life (and their course credits have expired).  However, there are situations where you should ignore the sunk costs such as in this video example where a girl wants to change her degree subject. Over her lifetime the costs she incurred by changing her course will be insignificant compared to if she chose not to pursue the career path she wants.

What can you learn from this? I would say it is important to be aware of sunk costs. Try considering your decisions with and without the influence of the sunken costs before you make up your mind. Ultimately what matters is your future and you don’t want to be throwing your money away!

Facing Tough Career Decisions - by Kara Wirt

Thursday, February 25th, 2010

Sometimes career decisions can be hard. I’ve been reading Heston Blumenthal’s autobiography in his Fat Duck Cookbook and it struck me that the brave decision he made in his early days as a chef had a powerful influence over his eventual career path.

As a self taught chef up to the age of 18 he applied for several apprenticeships in professional kitchens a step that he claims could have ‘steered his life in a different direction’. With no professional training his success rate was low and only one accepted him, however it was one of the most prestigious of his applications. And so he started work at Raymond Blanc’s Le Manoir Aux Quat Saisons on a week’s probation.

Heston thought that he would get the chance to see the formulation of some of the dishes from start to finish, but in reality as part of the well run kitchen his role was to prep the ingredients, with his first job being top and tailing vast quantities of green beans!

Snail Porridge - one of Heston's infamous dishes at the Fat Duck

Snail Porridge - one of Heston's infamous dishes at the Fat Duck

At the end of the week he was offered the apprenticeship and had an incredibly difficult decision to make. If he accepted the offer it would look great on his CV and make it easier to get PR to open his own restaurant. What it wouldn’t be though, is quicker, he felt it would be “like a climber preparing to scale Everest” he “would be spending an awful long time acclimatising in the foothills” as there would be no possibility to see the composition of a dish from start to finish (at least for a few years). His gut was telling him to turn it down, whilst his head said that he shouldn’t pass on such an offer. He followed his gut and turned down the offer, which meant that he spent the next few years in what he deemed undemanding jobs such as a credit controller and as a repo man, in order to finance his culinary explorations and summer trips around the renowned restaurants in France. The only other professional training he had was spending 3 weeks at Marco Pierre White’s canteen just before opening his own restaurant in order to prove to himself that he could work at the speed required for service. From this he has become one of the most celebrated chefs and restaurant owner in the world, with his restaurant ‘The Fat Duck’ receiving three Michelin Stars.

Heston Blumenthal outside his restaurant - The Fat Duck

Heston Blumenthal outside his restaurant - The Fat Duck

So, what is the moral of the story? For many chefs turning down such a prestigious apprenticeship would have been a bad decision. However, it depends greatly on the long term goals of the individual. I think what can be taken from this is that you need to take note of your gut instincts in the career decisions you make, and keep your long-term goals in mind. You shouldn’t take an opportunity based on the sole fact that it is a great opportunity, it needs to be a well considered decision. There may be sacrifices you have to make (such as Heston’s working as a credit-controller to finance his culinary explorations) and thinking about your long and short term motivations is always important.

Are Firefighters paid too much?

Tuesday, February 23rd, 2010

I recently had the pleasure of meeting with 2 of London’s firefighters. We discussed what it takes to be a firefighter, the training, selection criteria and so on. At the end of the meeting I was left feeling a little embarassed at what the bright graduate responsible for our sales and marketing is being paid relative to a trainee firefighter. In fact, if I were starting over I might seriously consider this career. This is what you need to get in:

What a career!

  1. You have to be 17.5 years of age (Most of us qualify for that at some point)
  2. Must be eligible to work in the UK (yeees)
  3. I have to declare any offences for which the conviction is not already spent. So, having served my term for posing as Alec Baldwin, I’m OK there.
  4. No beard allowed - facial hair messes with breathing equipment apparently.  I couldn’t grow a beard if I tried. Another tick for Dr. G.
  5. No make up, body piercings or jewellery. Bugger! Well I guess I might consider having that bolt removed from my nose.
  6. I also need to be able to climb a ladder without falling off. Note to self, no boozing before going on duty.
  7. I will have to complete some written tests although it does state that “no specialist knowledge is required”. In other words, this is not going to challenge the challenged unless those neurons really don’t fire much at all.

So, we’ve established that I’m in. How did you do on the seleection checklist? Having made it through this extremely selective process, how much could I expect to earn as a 17.5 year old trainee? In London I will start on £26100! And there’s more folks. Don’t leave just yet.  If I do well, within 4 years, I can be running a station or similar. So, now I’m 24 and earning - £40K - £50K!

Look, I know this is an essential job and that firefighters perform a needed and valuable service. At times, the role is dangerous and occasionally lives are put at risk. But let’s face it, it’s largely about faulty toasters and rushing around going bee baaa. Give me a big red shiny company car with a loud hooter as well as this dosh and I’m there. Stand in the queue mate - I got here first!

This is a great example of the market not working efficiently. What’s the going rate for the kind of person who can pass these selection criteria. My guess is about £17K (in London) and less elsewhere. So why are taxpayers funding this excess? I don’t have a clue. Oh and by the way, when it comes to fancy dress parties, you’ve already got the kit.

Transitions and changes for young adults

Saturday, January 30th, 2010

Today, I’ve been writing some new content for our series of webinars aimed at helping careers advisors at schools to provide a better quality of career advice. The webinar has to do with “preparing for change and transitions”. In thinking about it, it strikes me that young adults need to realise that some of the changes  they face are entirely predictable whereas others are far less so. For example, we know for sure that on leaving school, we will either go to University or some form of further study or we will (try to) enter the world of work. These are entirely predictable.

change and transitions

If we look at these examples in more detail, let’s try and identify the essence of the change in each situation. For those young adults entering University, the real change has to do with coping with much greater personal freedom and independence. If we look at what’s required to cope well with this new situation, it comes down mainly to the quality of our decision making and our ability to learn from mistakes.

For those young adults entering the world of work, the challenges presented by this change are very different. I would argue that the biggest challenges have to do with fitting in, complying and figuring out how to make one’s mark.  The skills and attitudes required to make this transition successfully have much more to do with the ability to adopt the appropriate behaviours this new environment requires.  Decision making the learning from mistakes are still important, but not as important as learning and adopting the behaviours required by one’s working environment. It doesn’t take a rocket scientist to sit down and figure out the kinds of things that should be done (generically) in order to fit in to a full time work situation.

So predictable change is one thing - unpredictable change is another. I would argue that unpredictable change in itself is becoming more predictable given the pace of change in our lives but also that this change requires a distinct set of change skills. These are largely about awareness (having a good radar), developing a broad range of commercial  and technical skills to improve one’s ability to adapt and having the confidence to act proactively. I’ll make sure to write on this in a future post.

Career advice for young Gordon (Brown)

Sunday, January 24th, 2010

Believe it or not, the prime minister was once a teenager. Spots, at least as awkward as he is now etc. If I were his career advisor at the time, what would my advice have been? If I had been good enough to spot his need for power, I would have advised politics. A great place to be if you’re keen on power. If your top motivation is power, think no further than politics. Of course, it’s all dressed up as doing good for others, blah, blah, but politicians are generally there because they love the sound of their own voices, the expense accounts and the lack of accountability. If you’re a non performer in business, you’ll be out within a year. As an MP, you’ve got 4 and even then you’ve still got a chance to hoodwink the electorate.

Boring himself silly

So, back to Gordon. I do think he’s in the right career. Unfortunately though, he suffers from what’s known as the “Peter Principle”. Don’t ask me why it’s called that, it just is. The Peter principle occurs when an individual gets promoted beyond their level of competence. Happens all the time. The individual who hitherto has been a fine performer is suddenly out of their depth.

If we look at the qualities required of an individual to lead a country, in addition to a decent set of brains (tick for Gordon), integrity (tick - I think), there’s something called leadership. Big topic. There’s been quite a lot written about transformational leadership. These are leaders who can bring about change and take people willingly along with them. These leaders have genuine empathy, the ability to keep people on their toes by being really clued up as well as some charisma. Well, on the C word, I think we have a zero score there. No person should be allowed to run a country if their only use of power is as a blunt instrument. If people like and respect you, as a leader you have a much better chance of building a strong followership.

So Gordon is in the right career, he’s just been promoted beyond his abilities. Let’s face it, it’s really difficult to turn down the promotion when it comes around. All of us though, get to a point where we’re officially out of our depth and therefore likely to be far less effective. So, beware that fantastic promotion - it might just be your downfall!

Oh, and if you do need good career advice, check out our programmes.

Accounting - the best career foundation available?

Monday, January 4th, 2010

I never thought I’d say this, but I am now convinced that the header of this post is correct. When I studied my first degree - the extremely useful, practical and commercial BA majoring in Psychology, I looked at Commercial degrees, particularly those with an emphasis on Accounting as being dry, boring and for nerds. I was wrong about 2 of the 3 points.  A sample of a typical Accounting class will probably show a higher than average nerd factor, but this is not a terminal problem. Nerds can be interesting and who knows, they might be good to stay in touch with so they’ll take your call when they’re Managing Director and you’re looking for a job!

Be his friend! Let’s forget the stereotypes for now though. The one thing that stands out among the Accountants I know is how they all have a great grasp of business principles and have used this to real benefit during their careers. A big part of the training often involved auditing of different companies. This is a great way of getting exposure to all sorts of different sectors and business types. By the time your average nerd (sorry accountant) is 25, they have been exposed to more types of businesses than most of us will come across in our working lives. Cogitate on that for a mo!

OK, some accountants will stay accountants and that’s fine for all concerned. A large number though use the knowledge they have of how businesses work either to create their own businesses, rise to senior positions in the corporate ranks or in professional firms. There is a myth that Accountants don’t become entrepreneurs. That’s bollocks. Certainly the ability to identify risks accurately may mean that accountants don’t get involved in some of the more zany schemes or ideas, but I’ve met enough who have their own successful businesses to know that this view is a myth.

So, if I were starting all over again I would study accountancy first without any doubt. With a business grounding like this, I would then have the flexibility to take my career almost anywhere I wanted to go (both geographically and job wise)

Want to find out more? Click here to to find out more about Accounting as a Career choice

Public vs Private sector careers

Sunday, January 3rd, 2010

There’s been a lot of press recently about how the pay gap between the public and private sectors has closed and in fact, has swung in favour of the public sector. Although I find it hard to believe, who am I to distrust the press? Factors like better pensions, better basic pay, more holiday allowances are listed as being better in the public sector. One of the issues I did not see discussed was that of bonuses. I’m not talking about bankers’ bonuses, I’m talking about the 10% - 15% bonuses that many private sector jobs have (although these are seldom guaranteed). Even so, there’s clearly an issue here.

Dog lazy

If you want a less stressed working environment, the chances are that the public sector is better for you. If you’re a lazy so and so who can’t be asked to provide a decent service, then the public sector is definitely for you! Why? Well its almost impossible to get fired. One of the stats written about in the debate is how public sector workers take about 50% more sick days than their counterparts in the private sector. Why? Because they can! I have a number of friends in the public sector and they complain about their  colleagues who are clearly taking the piss. The word malingering comes to mind. It’s really, really difficult to get fired and the unfortunate fact, is that in an environment like that, piss taking flourishes. So, if you’re lazy, useless or have decent skills but don’t want stress, the public sector is for you.

Let’s consider though, the job satisfaction or lack of it to be found in a working environment that is not merit based.  Of course, there are many extremely competent people in the public sector, but its draining on morale to see the piss takers get away with it. Why slave away, put in extra hours and improve your qualifications and skills when the person next to you who takes 4 days sick leave every month gets the same salary increase as you? So while the public sector may be attacting talent now due to lack of jobs in the private sector and excessive labour government spending, its hard to keep talent when the working environment doesn’t reward or even focus on performance.

There, that’s off my chest now!

Company culture - the impact on job satisfaction

Sunday, December 13th, 2009

One of the things about working life that many newbies don’t even know about is company “culture”.  Company culture is often described as “how we do things around here” and often forms the framework for what is acceptable and unacceptable behaviour. The culture is often created by senior management and often reflects the values and focus of the founder of the company.  There are lots of ways of describing any company’s culture. Essentially though, some cultures are traditional and favour hierarchy (not for me thanks), others are  much more entrepreneurial and encourage risk taking. There’s a saying in some companies that “it’s better to ask for forgiveness than for permission”. If you hear that being said, you know you’re working for a company with an entrepreneurial culture. Some cultures are resistant to change, others are adaptive.

company-culture

What I’m trying to say,  is that the kind of culture you get to work within will have a real impact on how you do your job and how much you enjoy your work. So, it’s important to get a handle on it before you join. OK, for now, any job might do, but if you do have a choice, this is an important consideration.If you like a stable, secure environment with a focus on process and quality, you probably don’t want to be working in a start - up!

You need to know what kind of culture you’re going to:

1) Feel most comfortable in

2) Be most effective within

So, how do you find out? One tip is to check out the press releases on the company’s website. Press releases are really useful to get a sense of what’s important to the company, what they’re proud of achieving,  whether this is a formal environment or not etc. If you do know anyone working in the company, talk to them about how decisions are made, what goals are set and what managers pay attention to. That will tell you a lot. Make sure you go into that new job with your eyes open.

What makes for a “healthy” career?

Thursday, December 10th, 2009

Peter Weddle recently wrote about the minimum daily requirements for a healthy career. This struck me as being a really useful perspective. When thinking of careers, we tend to think about what is right for me, or where will my skills be best utilised etc. Thinking about a healthy career though is different.

healthy-career

He lists 7 facets to a healthy career and recommends these are worked on daily. Here they are:

  • Expanding and nurturing your network of contacts;
  • Acquiring ancillary skills to extend where and how you contribute;
  • Increasing your ability to adapt to new work situations and environments;
  • Identifying and finding ways to work with the winners in your field;
  • Giving back by sharing your talent with others in your community;
  • Pacing yourself so you are always able to do your best work; and
  • Adding to your expertise in your profession, craft or trade

Looking at the list, his view on what it takes to have a secure and healthy career is largely about investing in your skills, networking and giving back. I’m going to suggest a different view on what is required on a daily basis for a healthy career. Unlike Peter, I’m less focused on career security and more interested in a view of career “health” that emphasises fulfillment and job satisfaction.

Dr G’s list:

  1. The starting point is knowing what you value - what your priorities are (easier said than done)
  2. Having your contribution recognised - you are listened to and your ideas tend to be implemented
  3. Working within a team in an environment of mutual respect
  4. Being challenged to use your given talents to the max
  5. Being able to get home at a decent hour and to take holidays without any concerns
  6. Being fairly remunerated for your efforts
  7. Knowing that what you do fits who you are

I would say that if you get point 7 right, most of the others will fall into place. As we all know however, not a lot of us do very well on that score!