We often ask children, “Who do you want to be when you grow up?” Their answers include firefighter, police officer, and these days, social media influencer. But, is there something deeper that may matter more than the job title? Over one lifetime, a person may transition from a waiter to a financial analyst to an executive leader. What remains consistent is the core of that person: their character.

So often in business, we lose ourselves. We are so set on achieving a goal that we forget about the person we wanted to be when we were that child. Some people even show up as one person at home, and a completely different person at work.

We may go through our day at work as if we are playing a video game. We look for rules and social norms. We look for the way to move from one level to the next. We look to maximize our prize, or our salary and title. But, at what cost?

When I was considering business schools, I stumbled upon Pepperdine University. At the time, one of the things that stood out to me was that they offered a concentration in entrepreneurial management. But, the other thing I found to be unique about their program was that they had a focus on business ethics.

Over the years, I had heard about disasters like the one at Enron. I had seen leaders in my own workplace making decisions that seemed dishonest. I was drawn to the idea of a program that incorporated the importance of ethics into business, and I wasn’t wrong. In many of our courses, we not only discussed how to maximize revenue and productivity, but how to do it in a way that is meaningful and ethical.

C.S. Lewis famously said, “Integrity is doing the right thing, even when no one is watching.” I could not agree more. Whether it’s respecting a patent in the world of manufacturing – or doing the right thing by your customers and colleagues, these decisions often happen when no one is watching.

You’ve probably read articles on what wise older people say was most important in their lives. They talk about relationships and experiences. They talk about living life authentically. Rarely do they ever talk about their achievements at work. Or, if they do speak about work, they remind us that work is not the most important thing in life. When you get to the end, you will rarely regret not spending more time at work.

If you’re a numbers oriented person, I’d ask, what is the incremental gain of operating in a way that’s anything less than ethical in the workplace? You may get your next promotion a little faster, but you will hurt yourself in the long run. You’ll forfeit future connections and trust that you need over the lifetime of your career. In the end, who do you want to be?

I hope these tips have helped you. Visit CopelandCoaching.com to find more tips to improve your job search. If I can be of assistance to you, don’t hesitate to reach out to me here.

Happy hunting!

Angela Copeland
@CopelandCoach

Managers are often drained by the people part of their jobs. After working for years as an individual contributor, they are finally rewarded with a management role. But, management is not as fun as they had hoped. In addition to their old tasks, the manager is now saddled with a job that feels like a combination of a therapist and a babysitter. But, instead of watching over children, they are tending to middle-aged adults.

The interesting thing about this challenge is that the manager often creates it themselves. You heard that right. There is an easier way to manage that’s less taxing and takes up less time.

There are basics, such as treating your team with respect. Then comes trust and empowerment. Beyond these however, is something not often thought about. Many managers serve as the person who works out the problems of their employees.

On paper, this sounds great. Who doesn’t want a manager that helps them to move boulders? But, many work problems are not boulders. Most problems are comprised of a mix of misunderstandings and feelings.

Early in my own management career, I began to test a strategy that I employ to this day. I’m happy to be a sounding board for employees if something frustrating is happening. Often, an employee will share an upsetting interaction they had in a meeting or on a project. Then, they may ask me to intervene.

This is where managers can waste emotional cycles and degrade their work culture. If they take the problem and run with it, they are hearing only one side. When they approach the other person, it becomes clear that people are talking about one another. And, it doesn’t allow the employees to grow closer.

It can be draining for the manager. And, can create a cycle that is not sustainable in a busy work culture. So, what is a manager to do?

Be a good listener. Most people simply want to be heard. If an employee is venting, they may need a listening ear more than an answer. Keep the conversation confidential, if possible. Employees want to know they can count on their boss to be trustworthy.

Ask the employee what they believe is the best solution. They may already have an idea. If not, this will put them into the practice of their own conflict resolution.

If the employee asks you to step in, consider another path. Encourage the frustrated employee to have one conversation with the other person. Discuss the goals of the conversation. Then, ask that the employee report back afterward.

Assure them that if the entire thing goes off the rails, you are the backup plan. Having this can help the employee to feel more comfortable to try something new.

Surprisingly, most employee conflicts are able to be resolved by having a single conversation. It also builds a closer, more trustworthy relationship between employees. And, it makes management easier.

I hope these tips have helped you. Visit CopelandCoaching.com to find more tips to improve your job search. If I can be of assistance to you, don’t hesitate to reach out to me here.

Happy hunting!

Angela Copeland
@CopelandCoach