I was recently chatting with someone about the United Nations’ Day of Peace project and was asked, “How can someone find inner peace at a toxic job?”
That’s a tough question. Not because the answer is complex. The answer is actually quite simple. However, it’s not the answer most people want to hear.
It Starts With You
Finding inner peace at a toxic job starts inside your head. You must stop the NST (negative self talk) that’s producing your anxiety and frustration. Most people say, “I can’t help it. Things happen at work that cause me to feel the way I do.” However, that’s not technically true. We all have the freedom to choose how we react to things that happen to us. If you see yourself as the victim, powerless against what’s happening, then you will react with feelings of anxiety and frustration. But, if you choose to take ownership of the situation, you can break free of the golden handcuffs at work and feel empowered instead. I realize that’s easier said than done. But, it can be done. And here’s how to do it:
Step 1: Acknowledge you do have options.
You can either A) decide to leave the company and start focusing on a new job search. Or, B) step back and try to understand why you are so upset by these actions and what you could do differently so you don’t feel held hostage by the situation. For example, if you have a boss who yells all the time, you can either decide it’s time to find a boss that doesn’t yell, or learn to ignore your boss and condition your body not to react to the yelling. The choice is yours.
Step 2: Take action.
This is where most people give up. To change what’s happening means you will need to make an extra effort. You have to build a gameplan, find resources, and invest time and mental energy into fixing the situation. Sadly, most people don’t want to do the work necessary. They’re hoping things will magically change or get better. Or, they procrastinate and say, “I’ll focus on it next week.” Meanwhile, they stay miserable and let the effects deteriorate their ability to do good work. Which can actually make things worse…
FYI – Doing Nothing Could Hurt Your Career Even More
As a career coach, I’ve worked with lots of people who didn’t address a toxic work environment, got depressed, become disengaged at work, and suddenly found themselves getting fired for poor performance. Now, they’re stuck trying to explain what went wrong to potential employers. Guess what? The employers blame the candidates for not taking ownership of a bad situation Employers don’t respect employees that aren’t accountable for their own professional happiness. Employers want to hire proactive, positive people. Not people who act helpless.
This Is What Taking Action Looks Like…
That being said, using the yelling boss example from above, let’s look at the actions you’d need to take:
- To find a new job, you’d have to figure out what kind of job you want next, build your marketing materials (resume, cover letter, LinkedIn profile, interview prep, networking, etc.), and then use your free time outside the office to connect with employers and try to get hired.
- To stay at the current job, you’d need to find some resources (books, videos, coaches, etc.), who could help you build your coping strategies and then invest time into practicing them in hopes you can reach a place where the yelling doesn’t bother you.
Either way, you’ve got work to do.
Tip: Your Chances Of Success Are Higher If…
Over the years, I’ve worked with thousands of people in bad career situations. Some find new jobs. Others fix the situation they are in. In both cases, one factor predicts how quickly they get results and how successful they are overall with finding inner peace. What is it? Their view of the future.
When you wake up each day and think your best days, weeks, months and years are ahead of you, it’s proven you will be more successful. So, if you are in a bad situation and you think it will never get better, then I guarantee that’s what will happen. You must, I repeat, you MUST, visualize a better, brighter future. That’s what will motivate you to do the work required to fix your situation. Nobody is going to do it for you. The sooner you realize it’s up to you, the better.
PS – Remember, you’re the sum of the five people you spend the most time with.
A final thought around your ability to find inner peace. We’re the career company we keep. If you aren’t surrounding yourself with positive people focused on the future and determined to find inner peace at work, then you will find it infinitely more challenging to reach your goal. It may be time to do an assessment of who you hang out with. Are you spending time with people who can encourage you and support you? Or, are the people you are hanging out with negative, hopeless and miserable? See how important career company is? If you don’t have the right career company, consider getting involved in a group or platform that can provide you with the right community of positive like-minded experts and peers. Don’t let the negative forces of those around you hold you back from the career happiness you want and deserve!
KPMG RELOCATING IN STAMFORD, ADDING 110 JOBS
KPMG LLP plans to add 110 jobs over the next five years in a new Stamford office.
The audit, tax and advisory firm recently signed a long-term lease and plans to renovate space in the former UBS building at 677 Washington Boulevard, which it expects to occupy next spring. KPMG has had a presence in Stamford for nearly 40 years, where it currently employs 315 professionals at its location at 3001 Summer St. The firm’s Hartford office has 231 employees.
“KPMG’s commitment to growing its operations and creating jobs in Connecticut is a testament to our top-notch workforce and unbeatable quality of life,” Gov. Dannel Malloy said. “It is an encouraging sign that world-class companies are continually choosing to set up or expand operations in our state.”
The Connecticut Department of Economic and Community Development is supporting the business expansion in Stamford with a $3 million grant in arrears for leasehold improvements, equipment and other project-related costs. Portions of the grant will be released when certain job-creation milestones are met.
THE 7 MOST IN-DEMAND TECH JOBS FOR 2018
The 7 most in-demand tech jobs for 2018
CIO | Jun 6, 2018
From data scientists to data security pros, the battle for the best in IT talent will wage on next year. Here’s what to look for when you’re hiring for the 7 most in-demand jobs for 2018 — and how much you should offer based on experience.
Source: Computer World
AUTOMATION WILL MAKE LIFELONG LEARNING A NECESSARY PART OF WORK
As more companies adopt and learn through digital solutions, and as new forms of employment and investment opportunities strengthen the demand recovery, we expect productivity growth to recover, write James Manyika and Myron Scholes in Project Syndicate.
For years, one of the big puzzles in economics has been accounting for declining productivity growth in the United States and other advanced economies. Economists have proposed a wide variety of explanations, ranging from inaccurate measurement to “secular stagnation” to questioning whether recent technological innovations are productive.
But the solution to the puzzle seems to lie in understanding economic interactions, rather than identifying a single culprit. And on that score, we may be getting to the bottom of why productivity growth has slowed.
Examining the decade since the 2008 financial crisis – a period remarkable for the sharp deterioration in productivity growth across many advanced economies – we identify three outstanding features: historically low growth in capital intensity, digitization, and a weak demand recovery. Together these features help explain why annual productivity growth dropped 80%, on average, between 2010 and 2014, to 0.5%, from 2.4% a decade earlier.
Start with historically weak capital-intensity growth, an indication of the access labor has to machinery, tools, and equipment. Growth in this average toolkit for workers has slowed – and has even turned negative in the US.
In the 2000-2004 period, capital intensity in the US grew at a compound annual rate of 3.6%. In the 2010-2014 period, it declined at a compound annual rate of 0.4%, the weakest performance in the postwar period. A breakdown of the components of labor productivity shows that slowing capital-intensity growth contributed about half or more of the decline in productivity growth in many countries, including the US.
Growth in capital intensity has been weakened by a substantial slowdown in investment in equipment and structures. Making matters worse, public investment has also been in decline. For example, the US, Germany, France, and the United Kingdom experienced a long-term decline of 0.5-1 percentage point in public investment between the 1980s and early 2000s, and the figure has been roughly flat or decreasing since then, creating significant infrastructure gaps.
Intangible investment, in areas such as software and research and development, recovered far more quickly from a brief and smaller post-crisis dip in 2009. Continued growth in such investment reflects the wave of digitization – the second outstanding feature of this period of anemic productivity growth – that is now sweeping across industries.
By digitization, we mean digital technology – such as cloud computing, e-commerce, mobile Internet, artificial intelligence, machine learning, and the Internet of Things (IoT) – that is moving beyond process optimization and transforming business models, altering value chains, and blurring lines across industries. What differentiates this latest wave from the 1990s boom in information and communications technology (ICT) is the breadth and diversity of innovations: new products and features (for example, digital books and live location tracking), new ways to deliver them (for example, streaming video), and new business models (for example, Uber and TaskRabbit).
However, there are also similarities, particularly regarding the effect on productivity growth. The ICT revolution was visible everywhere, the economist Robert Solow famously noted, except in the productivity statistics. The Solow Paradox, as it was known (after the economist), was eventually resolved when a few sectors – technology, retail, and wholesale – ignited a productivity boom in the US. Today, we may be in round two of the Solow Paradox: while digital technologies can be seen everywhere, they have yet to fuel productivity growth.
MGI research has shown that sectors that are highly digitized in terms of assets, usage, and worker enablement – such as the tech sector, media, and financial services – have high productivity. But these sectors are relatively small in terms of share of GDP and employment, whereas large sectors such as health care and retail are much less digitized and also tend to have low productivity.
MGI research also suggests that while digitization promises significant productivity-boosting opportunities, the benefits have not yet materialized at scale. In a recent McKinsey survey, global firms reported that less than a third of their core operations, products, and services were automated or digitized.
This may reflect adoption barriers and lag effects, as well as transition costs. For example, in the same survey, companies with digital transformations under way said that 17% of their market share in core products or services was cannibalized by their own digital products or services. Moreover, less than 10% of the information generated and that flows through corporations is digitized and available for analysis. As these data become more readily available through blockchains, cloud computing, or IoT connections, new models and artificial intelligence will enable corporations to innovate and add value through previously unseen investment opportunities.
The last feature that stands out in this period of historically slow productivity growth is weak demand. We know from corporate decision-makers that demand is crucial for investment. For example, an MGI survey conducted last year found that 47% of companies increasing their investment budgets were doing so because of an increase in demand or demand expectations.
Across industries, the slow recovery in demand following the financial crisis was a key factor holding back investment. The crisis increased uncertainty about the future direction in consumer and investment demand. The decision to invest and boost productivity was correctly deferred. When demand started to recover, many industries had excess capacity and room to expand and hire without needing to invest in new equipment or structures. That led to historically low capital-intensity growth – the single biggest factor behind anemic productivity growth – in the 2010-2014 period.
But, as more companies adopt and learn through digital solutions, and as new forms of employment and investment opportunities strengthen the demand recovery, we expect productivity growth to recover. Myriad factors contribute to productivity gains, but it is the twenty-first century’s steam engine – digitization, data, and its analysis – that will power and transform economic activity, add value, and enable income-boosting and welfare-enhancing productivity gains.
Source: Project Syndicate