Ahull Unfurled

PhD’s at the Crossroads: Career Counseling and Coaching for a New Direction

MCDA Newsletter – April, 2019

Universities are producing PhDs in record numbers in all disciplines. It’s exciting to have all this brain power! We have phenomenal technologies and research coming from university labs, while our PhDs are being groomed to continue their research and teaching. Yet, according to Nature, while the number of academic PhDs has jumped by 150%, the number of tenured and other full-time faculty positions has declined. Full-time professorship positions are being replaced with much cheaper part-time, adjunct, and contract professorship positions. (Yes, Universities are businesses, too.)

What’s happening to our most highly educated people?

In the US, many end up with entry-level jobs and never catch-up to their potential earnings. Others tap their independence and courage to start their own businesses. Yet others land lucrative roles in business, non-profits and public service.

For PhDs in the field of English there are more teaching jobs overseas. Across the entire discipline, creative writing is the only field in which aggregate job postings has doubled over the past 20 years.
Many in the STEM fields complete their degree in the US and return to their home countries.
In 13 European countries PhDs in social sciences and humanities increase their wages by moving to a different country. “The long way to professorship in Germany and the relatively low income of German academic staff makes leaving the university after the PhD a good option,” says Thorsten Wilhelmy, who studies doctoral education for the German Council of Science and Humanities in Cologne..

So what’s a newly minted PhD to do?

How many post docs can they afford? When they cannot find another academic job how do they handle the ‘disloyalty’ to their mentors/professors? Some of these clients have invested in their PhD as their second career; others have never been outside of academia.

My interest in this population has come from working with clients in a variety of fields from astrophysics to psychology to theater. Working with this population has taken me back to my grad school roots in career counseling and career development theories. Several years ago I co-authored CareerScope for American Association for the Advancement of Science (AAAS) and worked with of several cohorts of up to 70 non-tenured PhDs who were hungry for a sense of direction.

Typically a client comes to me wanting help with a CV or wanting some guidance on job search. (Sound familiar?) As you have already deduced, a major part of helping these clients lies in helping them translate their highest academic qualification in American education into transferable skills that are valued by employers. Our role as career counselors and coaches is to help them see that a PhD is not just as the mastery of a discipline, but also training of the mind.

A key question about a resume or CV is, “Who is the intended audience?” This starts the critical conversation about their job search and career goals. A simple question or two that probe their reasons for their academic research can illuminate a whole new way of thinking for them. When I help them explore their original reasons for pursuing their studies, there’s often a “mission” deeply embedded that can drive their career direction.

With these clients we see the gap between the academic and the business mindset. To be able to speak the language of business on their resume and in their next job, they need an overview of how basic business works. They don’t need another degree, but often prefer the comfort of taking online courses. Using this knowledge we can help them map their expertise and related skill into how they can be problem solvers for an organization. (The initiative to learn the business is a plus when interviewing). We can explore their desire to continue (or not) to grow their bench skills.

Many of my PhD clients aren’t familiar with the world of work and thus, spend entirely too much time looking at job boards. We can help them use their analytical skills and natural curiosity to explore the world of work. I love to hear, “You’ve changed my entire way of thinking!” “I never would have considered these options!” We look at five different role options and determine which one(s) are best for them now and in the future. This helps in re-inventing their professional identity that builds upon their academic achievements.

To address the demand of jobs for grads, universities are filling their career portals with interviews of alums telling their stories and advice for other PhD job seekers. Many portals offer a structured approach (aka protocol) for job search activities. Similar portals are found with professional associations, federal agencies, and large non-profits. CareerOnestop has professional association links.

A number of enterprising PhDs have used their own experiences to form membership communities to help PhDs find lucrative work outside of academia. They not only offer job search skills, but also connections and introductions to the variety of career paths others are on.

I invite you to join in this discussion on May 16^th 2019 at 12:00pm EDT in the webinar; PhD’s at the Crossroads: Career Counseling and Coaching for a New Direction. My goal is to validate what you are doing well with your PhD clients, provide a different lens for working with this population and to share resources for both you and your clients. (NCBB CEUs eligible). Register today while there are still spots left! A recording will be available afterwards.

Career Conversation-Why am I doing This?

Chances are you’ve asked yourself this question when the going got rough at work.

What were you thinking!?

Really. What were you thinking when you were excited about this job? Spend a few minutes recalling what is appealing to you. List those things that are still present. Do you still have the opportunities to learn new things (even about how to handle challenges)? Are you proud of what you’ve done so far? Has it made a difference for others by providing information, ensuring compliance, solving a problem, etc?

You’ll likely slide into ruminating about the things that are not so appealing or thwarting your efforts. Such as, having trouble getting buy-in on a no-brainer improvement? Waiting on decisions or information from others? Consider how those challenges are part of making any kind of change. These challenges are part of everyone’s work. Despite all the ‘Yes, but…,” is there something inside you that says, “this is what you were meant to do?”

Does the thought of quitting make you feel panicked or at peace?

Are you doing this for the recognition you hope to get as a result? If you are never recognized for this work, would you still be happy?

Yes, we are compelled to manage the rough spots because I need the paycheck. When I think about these questions, it helps me re-boot by remembering what I love about my work. My answers help put into perspective the daily frustrations that interrupt the good things I’m contributing. Perhaps they can help get you through this rough patch.

Career Conversations: 5 Questions for Staying Alive in Your Job

Do you have days at work when time stands still? ‘Wondering if you should be doing something different? Before you jump on the job boards, there are plenty of things to consider to energize yourself in your current work.

Consider the following 5 questions from Gallup:

What do you know you can do well but haven’t done yet?
What sorts of activities do you finish and think, “I can’t wait to do that again”? Or what are you doing — inside or outside work — when you’re truly enjoying yourself?
What have you done well that you didn’t need someone to explain how to do?
What have other people told you you’re great at doing?
What activities are you doing when you are unaware of time passing?

I hope these got you thinking about the types of activities you enjoy. The next step is the creative one:

How can you do more of the things you enjoy in your current work? Really, think about it. Don’t assume it isn’t possible.
How can you use a favorite skill in a different way to contribute to your team?
What can you stop doing, start doing or change the way you do it to get better results?

This is an important career conversation to have with your boss.

If you are a manager or team lead, asking these questions with each person on your team, can:

Help you identify what motivates them (and what doesn’t) for better work assignments.
Build relationships within your own team and across other teams.
Raise performance by tapping undisclosed preferred skills and interests.
Energize and empower people to perform better by doing what they naturally do best every day.

Make time to have this career conversation this month.

Career Conversations: 7 Steps – Anger to Action

Situation: Your co-worker is in very upset after a heated conversation with his boss. He is very angry and calling the boss all sorts of names and using words like, “crazy,” stupid,” idiotic.” What do you do?

a. Roll your eyes, agree and add another ‘name’ to the list.

b. Walk away. You’ve heard this too many times already.

c. Gasp! Ask, “What did the boss do to you?”

d. Listen and wonder, “Why would an otherwise reasonable person behave that way?”

Too often we get hooked into another person’s emotion and it derails us from truly being helpful. It’s easier to jump to judgement when we hear about an injustice and ‘pile on’ with more indignation.

Many people aren’t looking for a fix to their problem, but want a sympathetic ear to let off steam. Others are looking to rally allies.

So what’s the best thing you can do? Here are 7 steps:

Give them your undivided attention. Listen.
Acknowledge the intensity of their angst. Everyone is entitled to their feelings, whether or not you agree with the source or not. Our feelings are unique. You don’t know how they feel, so don’t say that you do.
Summarize the issue and person’s response to be sure you understand their perspective.
Ask, “What do you want to do?” Often times they just want to vent, or find ways to cast blame on others. They aren’t ready to look at themselves.
Other times, they really do want another perspective. See if they are ready to hear it by asking, “Would you like another perspective?”
Help them explore the situation by considering other factors. In the scenario above, ask about the boss, “Why would an otherwise reasonable person behave that way?” You’re not trying to psychoanalyze, just consider what else could have created the situation that went so badly with your colleague. What else could have been happening to influence or stress the boss. This re-focuses your colleague to analytical, rather than angry thinking.
Finally, again ask, “What do you want to do?” to help him channel the emotional energy into constructive actions.

We all get upset at times and its good to have a safe place to vent. These 7 steps offer a framework for the next time you want to help your colleague (uhm, yourself?) when tempers flare.

Career Conversations – Feeling Stuck?

Do you believe… “My job is secure because [fill in the blank].” “I’m stuck because I have no marketable skills.” “My boss is looking out for me.” “I can ride a few more years before I retire.”

Whether you have two or twenty years of work experience, YOU are the person who cares most about your career and job security. You cannot afford to remain passive about it. All jobs change. Here are 2 ways you can take full advantage of opportunities to strengthen your career security.

Pay attention to the trends in your profession, your industry as well as your organization.Your job title may be unique to your organization. But your profession is found in many organizations. These organizations make up an industry. For example, your job title is ‘resource analyst’ however your profession could be Accounting. Most organizations have an Accounting function. Organizations that produce similar products or services are considered to be an industry – Health Care, Education, Housing, Agriculture and Food Services being prime examples.

What are the issues of the day? How are things such as regulations, policies, funding, technology driving your work? Who are the key people and decision-makers? Set your news alerts to get updates on your industry and primary organizations in your area. You’ll get valuable information to share and make better decisions.

The 2nd step is to clearly and thoroughly inventory your skills, knowledge and personal characteristics. You have technical skills (things you know how to do for your job and profession), functional skills (basic reading, writing, mathematics, and computer skills) and transferable skills (your people, communication, critical thinking, problem-solving, research and data analysis, project management and organization skills). The result will be an impressive combination that is uniquely yours.

Share this list with at least 3 people who know you well from work and your friends. Ask them to verify add or delete things from their perspective. This can be very eye-opening to learn how they see you. Not only may they discover more of your skills, but they can make you more aware of valuable skills you take for granted. Both of these can lead to conversations about different work opportunities. You’ll see areas of strength and, maybe a few obsolete or gaps of a skill or characteristic you’d like to work on. One thing we’ll continue to hear is to update our skills to be ready for the next change in our career. What skills can you use in a different way or in a different context? It may be like word games trying to form new words from a variety of letters. Combine skills and knowledge that don’t typically go together – have fun with it!

Career Conversations on Social Media

Most of us know what not to post on our social media accounts. More than 69% of employers have rejected some applicants on the basis of what they found. Even when not in job search mode, we can manage our professional reputation (aka Brand) by what we share.

Match your postings to your online goals for networking. (You do have those, right?) For some it is to get a new job. But for many it is to find collaborators, allies, new ideas or resources. Others can share insights and projects.

Here are a few things to share – provided it is not proprietary information (check your organization’s social media policy!)

If you are in job search mode:

ASK for
- Connections to people who work at your target organizations. Most new hires come from internal referrals. Once connected, ask for insights about working there and advice for a new hire.
- Opinions and experiences around a topic or task that you care about. Share your own to provide a baseline for the conversation.
RESPOND to
- Questions in your groups and forums. Its a great platform to share your knowledge. Willingness to share speaks volumes to employers more than claiming the credential.
- Connection requests with a cordial and sincere desire to collaborate.

If you are managing your professional brand

Share resources you’ve found helpful and ask for others’ experiences with them.
Ask for a resource to help you on your project. Remember to follow-up with appreciation and, more importantly, what happened when you used the resource. We all want to know the story ends.
Tell a short story about an experience where you learned something or had an unexpected good result. Tell us about why you were involved, what problem/obstacle you faced, what steps you took and how it resolved. We like to hear your experiences with volunteer projects as well as work.
Follow experts and add your insights to their posts. We love to hear when you are inspired by something.

Take your Career Conversations online by engaging with others to get both a broader and deeper understanding of what can lead to your success!

Career Conversations without Ageism

How frustrating it is to struggle with a conversation because we see things through our different lenses!

We make assumptions based on so many things, but for this blog I’ll focus on a person’s age. Age discrimination is still pervasive when it comes to hiring older workers. And for different reasons, many young workers also lose out on opportunities based on age-related assumptions.

Stereotypes remain infuriatingly durable that peg older workers as low-productivity employees who are stuck in their ways and younger workers with lack of work ethic. “One thing that always strikes me is social attitudes,” says David Neumark, economist and director of the Center for Economics & Public Policy at the University of California, Irvine. “People who would never make a racist or sexist joke will make an ageist joke without thinking about it. The social acceptability of that is remarkable.”

Experts in generational workforce issues help us understand how the experiences over time that shape our thinking result in assumptions and generalizations that become barriers in communication and productivity. Strauss and Howe, Claire Raines, and Hayden Shaw help us understand how to talk with each other respecting and leveraging our differences and commonalities.

On a recent volunteer project, I got an email from a fellow volunteer saying he was not returning to our project because the leader ‘didn’t like me.’ I talked with him and heard how the leader (2 cohorts younger) had spoken harshly to him on several occasions. Upon exploring the situation with him and the leaders, she determined he was not up to the task because he was over 60 and wore hearing aids. I learned that he just didn’t know what was expected – assumptions and lack of clear instructions was at the root of the problem. A classic supervisory error. We lost a valuable volunteer and a dent to the organization’s reputation in the community.

Have you seen and heard a similar situation in your job? Do you see people ‘check out’ in frustration?

Dedicate some time to exploring your boss and colleagues frames of reference. Using the above resources, map out where there are similarities and common ground. Use these as a starting point for career conversations. You may be pleasantly surprised how willing we are to talk when approached out of curiosity rather than assumptions.

Career Conversation: Job Security through Expertise?

Expert Go-to Person Experienced Seniority

These are terms we earn when we’ve mastered a subject, process, task, etc. This mastery comes through formal education, trial and error, practice as well as time-in-task. When this knowledge is valued (someone pays you money) you have job security. Until….

Tragedy! New equipment is brought in that doesn’t use your expertise; the new business strategy drops your business unit (expertise); another business is acquired which has others with your expertise; you have a life-change event or new management requires knowledge sharing.

This can be maddening to learn that all your hard-earned knowledge is no longer valued or is to be handed off to someone who hasn’t learned like you did. So what can you do about it? What are your choices (and their consequences)?

To put a positive spin on it, sharing your experience is another way to enhance your credibility and value with your employer. It could even propel you from your current job into another one.

Try this: list your know-how on individual cards or sticky notes. Use them as puzzle pieces and move them around to create different (even weird) combinations.

Beyond the usual example of becoming an instructor, you could find yourself managing a new project or program based on your expertise and resources. Use this as a opportunity to create a legacy. Leverage both your knowledge of tasks and process to create something new that intrigues and juices you.

Career Conversation on Large Scale Change

You are reading and hearing a lot about streamlining federal agencies with domino effect on private sector and non-profits. What does this mean to you? You’ve been seeing job cuts and re-organizing. Don’t panic! But do pay attention…

You likely have already experienced taking on additional roles and tasks that were previously covered by now-unfilled positions. Your manager is struggling to make sure all the required work is done and truly isn’t trying to ‘break’ you. Work with her to be clear on priorities and eliminate non-essential work to wisely manage your time. You can shine by using your fresh eyes to ensure a task is done for all the right reasons and the most efficient way. Keep the conversation open as requirements change.

Knowing what is valued (measured) helps you plan and manage your work. We’re seeing increasing use of data analytics for trend assessments and insights about where and how to manage our own productivity and work satisfaction. The key is in gathering the data based on asking the right questions. Be sure to ask and understand what metrics are important for your work.

Befriend technology to reduce the repetitive tasks. Don’t fear it. Learn how to use it to free up your time for more creative and critical thinking activities. You’ll see less paper and/or legacy systems-supported procedures related to recruitment, on-boarding, training, performance reviews, etc. The Paperwork Reduction Act of 1980 is being applied to all types of reports – internal and external.

Performance feedback is shifting away from the annual formal one-way conversation to an on-going dialog, even using online portals with immediate accessibility. Let your boss know what is working well for you, how she is helping you, as well as resources or conversations that could enhance your job satisfaction. Let her know when things are getting to be too much and offer some realistic ideas. The first unwritten rule of all organizations is, “Don’t let the boss be surprised.”

What are your thoughts for managing large scale change on a day-to-day basis?

Before You Leap – Have a Career Conversation

You’re doing great work, got a good performance review, but you want to be promoted and keep your career moving. Your boss says she needs you to do the job she hired you for. You have to “pay your dues.” What does that mean?!?

So you’re stuck. Should you look for a new job?’

Before you quit, try a different conversation with your boss. Check your assumptions – and hers – about what you can do to stay challenged and move up.

We all use euphemisms as a short-hand communication. Both parties may not define the term the same way. Be specific about what you want to stay challenged and move up. Is it more money? Is it different type of work? More responsibility or authority? Different people? What will satisfy your itch? Don’t make your boss be a mind reader.

Avoid assuming what your boss means by “pay your dues.” Ask what specific things should you gain with more experience in this current role. Encourage your boss to be honest and not shy about delivering uncomfortable feedback. Be open to hearing feedback that may feel uncomfortable and ask for specific examples. (Communication skills often top the list.)

Your boss may need to get some return on her investment in training you by having the you deliver consistent results for a couple of years before moving on to a bigger role – forcing the boss to have to train someone new all over again. What can you do to make this easier? Hint: Tap a colleague to know how to do your work when you are on leave.

Make an appointment with your boss to map out a plan to satisfy as many of both your needs as possible. Many organizations offer an Individual Development Planning tool that can be helpful.