When’s the right time to quit a job if it leaves you feeling hopeless, exhausted, or like you’re wasting your time? How do you separate a day-to-day struggle from a larger problem? According to Chris Coleman, there are three clear stages for when it’s a good time to quit. Coleman tells us not only the stages, but also provides questions to ask yourself to see which stage you’re in, over on the CreativeMornings blog:
The turnover rate in creative jobs is much higher than the national average. A lot of this has to do with the “I want it now” mentality. “I deserve it.” “All my friends work at Google.” The moral of the story? Don’t leave until you have done the job. Ask yourself:
[Ask yourself the] question: Is there anyone here who will tell me the truth when I ask for feedback?
- Most bosses hate to give feedback. If you want to know how you’re doing, ask.
- Don’t settle for mamby-pamby answers. You’re looking for specificity and a neutral, open conversation.
- If there’s no one who will tell you the truth, go.
Knowing when it’s time to go and when it’s time to suck it up (because you likely still have a lot left to learn) can be hard. Coleman’s three stages — from competence to judgement and finally to influence — provide us with some nice stepping stones. Best of all: her numerous example questions can help you identify which stage you’re at (and whether you really should call it quits).
Get all of the stages and valuable questions to ask yourself on the CreativeMornings blog.
Whether you work at an agency, startup, traditional corporate company, or for yourself, one essential value to cultivate in your work environment is candor.
Former SquareSpace COO Jesse Hertzberg credits professional candor, in other words a culture centered around speaking the truth, with the nourishment of courage and risk-taking in employees as well as the crucial enlightenment of decision makers about their risks and opportunities. Candor surfaces valuable ideas that might not be expressed in a less open environment, and asks hard questions so every important choice is fully informed. Candor builds “reservoirs of trust” among teammates and clients, and between managers and employees, that fuel maximum performance.
Hertzberg’s seven principles for furnishing candor in business include:
Admit What You Don’t Know. If you don’t know, say so. There is no crime in missing a deadline, screwing up, or being wrong on an educated assumption. The only sin is not admitting what you don’t know and trying to fudge your way through it.
Be Vulnerable. It’s not a weakness to show weakness. The fear of failure gets in the way of creativity. Once you accept perfection is an impossibility and that you don’t need it to be successful, you will start risking more to achieve more.
Be Nice. Candor can be the most powerful instrument in your toolbox, but don’t be a jerk. Blunt isn’t the same as candid…. Being candid is about being open with your cares and concerns, and giving advice with pure intentions. We are actually showing respect when we assume someone has the strength to hear the truth and the character to learn from it.
Speaking the truth, let alone hearing it, is not always easy. But making candor a core part of your approach to work will only benefit you.
Making things happen requires focus, especially when you’re a creative professional. But in a world of increasing distractions and multiple competing priorities, achieving focus is often easier said that done. Being overwhelmed paralyzes our productivity.
In The One Thing: The Surprisingly Simple Truth Behind Extraordinary Results, Gary Keller says that you only need to ask one question in order to move in the right direction. The Focusing Question “helps you keep your first step from being a misstep,” writes Keller. Ask yourself:
What’s the one thing I can do such that by doing it everything else will be easier or unnecessary?
Throughout human history, innovation – including the technological progress we cherish – has been fuelled and sustained by imitation. Copying is the mighty force that has allowed the human race to move from stone knives to remote-guided drones, from digging sticks to crops that manufacture their own pesticides. Plenty of animals can innovate, but no other species on earth can imitate with the skill and accuracy of a human being. We’re natural-born rip-off artists. To be human is to copy.
Of course, the imitative behavior in question does not include outright plagiarism, which is always wrong. Rather, the echo-like actions McGowan’s argument concerns comprise of taking cues from and building off of others’ innovative advances. Babies learn to walk by imitating adults. Writers learn to string sentences together by reading shelffuls of books. Entrepreneurs found game-changing companies by studying the successes of existing organizations.
The history of technology shows that advances happen largely through tinkering, when somebody recreates a good thing with a minor upgrade that makes it slightly better. These humble improvements accrue over generations, so that the Bronze Age straight pin becomes a toga fastener becomes a safety pin. Money begins as seashells, evolves into metal coins, diversifies as paper, and eventually becomes virtual as bitcoins and abstruse financial derivatives. In this way, technologies arise that no one person could possibly invent on his own.
Innovation isn’t the result of a lightning bolt of genius. It’s the outcome of iterative improvements on existing knowledge. So go ahead, borrow a line of code from another developer on GitHub. Thank them for it, and build something new with it. And don’t feel guilty that you couldn’t have done it without the help of another member of the community. If our ancestors felt that way, there wouldn’t even be code to borrow in the first place.
Being overwhelmed can create a vicious cycle: as a result of feeling anxious, you then spend all of your energy worrying about your anxiety, which in-turn makes you even more anxious, repeating the cycle endlessly.
To break the cycle, we must find or create a place for ourselves where we can go to get away from it all, both mentally and physically. This is particularly true of the modern-day work environment, where we not only worry about criticism from our boss or co-workers, but also have to deal with conflicts and competition, staying in-the-loop with an endless stream of emails or notifications, and managing complaints around our work, performance, and product.
Researchers like Sandra L. Bloom, a psychiatrist and trauma expert, explain that high levels of stress in the workplace are akin to a stressful environment for children. Neither allow for healthy development:
To develop normally, children require environmental stress sufficient to promote skills development and mastery experiences (positive stress) combined with sufficient buffering to prevent them from being overwhelmed.
That buffer is a way of building a foundation from which we can better manage the stress we’re likely to encounter. The key, says entrepreneur and author Tony Schwartz, is in finding somewhere safe and reliable where we can relax, escape our fears or worries, and most importantly: get some a rest from the stress.
The more energy we spend defending against perceived threats — most often to our sense of value and worthiness — the less energy we have available to create value and the more damage we’re likely to create. The most fundamental, powerful and enduring fuel for performance, it turns out, is a feeling of safety and trust — in ourselves and in the world around us… Building even short periods of time into every day to collect and reset yourself makes you more resilient in the face of the challenges and threats that inevitably arise.
Create daily buffers by taking a physical step away from everything, to breathe and relax. Maybe your personal buffer is going to your favorite coffee shop, finding a private room to meditate in, or going for a walk when things start to get overwhelming. Or build it into your daily schedule, such as finding a quiet place to take your lunch alone with a good book.
As Schwartz concludes:
“The enemy of sustainable productivity is not stress. Rather, it’s the absence of intermittent rest and renewal.”
As professional snowboarders from the flattest province in Canada (not exactly ideal for a downhill sport), Mark and Craig McMorris understand that creative problem-solving is fundamental to following your passion. In a mini-documentary presented by Red Bull, Craig explains how they made their passion a reality despite the glaring set backs:
We grew up without that traditional path or guys that went before us and became pro snowboarders where we’re from. We didn’t get that, but what we did get was a different set of skills from wake boarding and skateboarding and also scratching tooth and nail to get on the snowboard as much as possible. I think that’s what drove our passion. So we had to be creative, very innovative and we just found different ways to do it. We are continuing in our snowboarding to find different ways of reaching that next step.
Mark and Craig needed to be creative out of necessity to acquire the skills required for snowboarding at a professional level. This necessity, however, also led them to excel due to their different approach to the sport. Often we think we need to practice one skill, and that one skill alone to make us great. However, by improving other similar talents, you improve overall and continue to be inspired. As Craig relates, “what really inspires us and gets us to where we’re at is also doing different sports outside of snowboarding.”
Sooner or later you will have a difficult conversation with your team. Research shows that 80% of managers believe that difficult conversations are a part of their job. Yet 53% said that they avoid conversations due to a lack of training.
Don’t tell the other person what to do.You’re there to discover what it would take for the person to want the result you want…Once you discover what they want, you can help motivate them to move forward.
Put the other person first.
Enter the conversation with the purpose of helping the other person discover solutions…If they sense you’re there for yourself alone, they will not engage.
Set an emotional intention for the conversation.
If you’re angry or disappointed from the beginning, the other person will never open up. What do you want him or her to feel? Inspired? Hopeful? Use this word as an anchor during the conversation.
Show authentic respect.
Recall the person’s good work and remember that they’re doing their best with that they know how. Even if you disagree with their perspective, honor the human in front of you.