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Personal Growth

Change Careers By Using the ‘Sugar Grain’ Principle

August 27, 2016 By Ira Chaleff

To Shift Fields in Midlife, Start with a Manageable Process

By Beverly Jones

(This article previously appeared on Clearwaysconsulting.com.)

The trick to shifting careers in your 50s or 60s or even earlier is to create a disciplined change process and stick with it.

When I work with mid-career coaching clients, I often suggest a simple process that I’ve been exploring since I was a teenager. I call it the “Sugar Grain Principle.”

As a child of New Zealanders, I drank lots of tea and liked it loaded with sugar. But during my teen years, I worried about the calories. Kicking my sugar habit seemed tough. One day, though, I came up with a way of reducing the sugar volume so gradually I’d never miss it.

Origin of the ‘Sugar Grain Principle’

As I sat at the kitchen table, staring at the heaping pile of sugar on my spoon, I decided to start by removing just a few granules. In each of the following days, I tried to remove a few more. I kept at it, progressively lessening the amount of sugar from two or three spoonful’s to none. It took nearly a year, but I ultimately learned to enjoy sugarless tea without ever feeling deprived.

I was so intrigued by the power of creating change through small, painless steps, I started applying the Sugar Grain Principle to other aspects of my life. For example, I became better at keeping my room neat by building little habits, like spending five minutes cleaning each morning.

A 7-Step Process

Today, I often suggest the Sugar Grain Principle to mid-career clients looking for a new direction in their lives. Here’s my seven-step process to do it:

1. Start with a vision of the career you want. Begin the “Sugar Grain” process by creating, as clearly as possible, a picture of what you desire in your next career phase.You needn’t define a precise destination before you get going, but you may be surprised at how much you already know.

List the elements you want in your work. One way to begin is by identifying the good and not-so-good aspects of your current situation.  As you find the negatives, rephrase them as positives for your next-job wish list. For example, if you’re bored, reframe that into “I want work that’s varied and interesting.”

Think too, about new skills you’ll need to develop and embark on a plan to get them.

Next, imagine it’s three years from now and you’ve moved to a new professional path. Figure out what made those years so productive and satisfying. You may want to add some of those elements to your wish list.

Consider, too, what else you want in your life. Certain values or interests might be important in shaping your career. If you want to spend more time with your grandkids, for instance, maybe “no weekend work” should go on your vision list. Or perhaps you want to live in a different climate.

2. Organize your vision. Now, break your wish list into categories. I often ask clients to create a “mind map,” a colorful, branching diagram with the power to quickly portray complex concepts or projects.

Start your mind map with an image or keyword in the center of a page. From that center, draw main branches, spreading like the spokes of a wheel. Label each branch to represent a sector of your life and fill out the details by adding smaller branches to the main branches.

3.Add a category for your job search. Now that you have a vision of where you want to go, add a branch on your map (or a section on your vision list) related to your possible job search.

If these items don’t show up anywhere else, you may want to include: expanding my network; reconnecting with people I know; building my social media presence; developing new skills or experience or acquiring certifications and methodically exploring fields a step or two removed from my own.

4. Commit to a pace. Once your know where you want to go, decide how quickly you need to move. That will determine how many things you commit to doing each day, or week, or month, for each category you’ve identified. The power of the Sugar Grain process comes from your commitment to keep up your pace even when you feel like you’re out of ideas or don’t have the time.

5. Begin a list of small to-do’s for each category. You’ll want a list tor each area on your map. They might include sending an email to an old contact or spending an hour setting up your LinkedIn account or exercising for 30 minutes.

They needn’t be related to one another; sometimes they’ll feel pretty random. But over time, patterns will emerge.

6. Maintain records.  Keeping track of the things on your lists is important to the success of your process. Your recordkeeping will help you see your progress, bring you new insights and inspire additional to-do’s. Whether you keep records on paper or in the Cloud, is up to you.

Logs often work well because you’re more likely to stick to, say, an exercise if you record each minute you spend on it. Logs can illustrate your efforts, reinforce your commitment and help you see the gap between where you are and where you want to be.

Journals are another method. They can promote self-reflection, help you explore and keep track of new ideas and give you a way to manage frustration and setbacks in the course of your transition.

7. Finally, enjoy the Sugar Grain Process. Once you get going, your small-step agenda will seem to generate its own energy. You’ll start feeling confident that it’s taking you somewhere interesting and important.

Often a client who has completed a career shift will say something like: “I’ll kind of miss the Process. It was getting to be really fun.”

 

Filed Under: Articles, Beverly Jones, Personal Growth

What’s Keeping You Stuck in Your Dung Pile?

August 23, 2016 By Ira Chaleff

by Marsha Hughes-Rease

I love the Buddhist stories because there always seems to be a truth that I can relate to. I recently found this wonderful little story about two monks who lived together in a monastery for many years; they were great friends. They died within a few months of one another. One of them was reborn in the heaven realms and the other monk was reborn as a worm in a dung pile. The one up in the heaven realms was having a wonderful time, enjoying all the heavenly pleasures. But he started thinking about his friend: “I wonder where my old mate has gone?” So, he scanned all of the heaven realms but could not find a trace of his friend.

Then he scanned the realm of human beings but could not see any trace of his friend there, so he looked in the realm of animals and then of insects. Finally he found him, reborn as a worm in a dung pile… Wow! He thought: “I am going to help my friend. I am going to go down there to that dung pile and take him up to the heavenly realm so he too can enjoy the heavenly pleasures and bliss of living in these wonderful realms.”

So he went down to the dung pile and called his mate. And the little worm wriggled out and said: “Who are you?” “I am your friend. We used to be monks together in a past life, and I have come up to take you to the heaven realms where life is wonderful and blissful.” But the worm said: “Go away, get lost!” “But I am your friend, and I live in the heaven realms,” and he described the heaven realms to the worm. But the worm said: “No thank you, I am quite happy here in my dung pile. Please go away.” Then the heavenly being thought: “Well if I could only just grab hold of him and take him up to the heaven realms, he could see for himself.” So he grabbed hold of the worm and started tugging at him; and the harder he tugged, the harder that worm clung to his pile of dung.

This story very poignantly reminded me that all of us can fall victim to being comfortable in our own “dung pile.” And not only are we comfortable… we actually resist or reject the notion that we might be happier if we left the pile. The worm actually believed he was happy in the dung. As humans, our dung pile can be our beliefs.

Research has shown that 90 percent of one’s belief system is formed by age 12 and it undergoes a “final lock” at age 20. I would imagine you can add or subtract a couple of years on either side of this belief continuum formation but the point is, most of us have an intact belief system by the time we reach adulthood. These beliefs are the result of our unique experiences during the first twenty or so years of our life along with how we have been socialized based on our family of origin, gender, ethnicity, religion, etc. Our belief system then results in unconscious but predictable adult behavior patterns which usually have been reinforced by what we rewarded or punished for.

These well entrenched beliefs are changed only by some significant personal life event such as death of a loved one, birth of a child, marriage, loss of a job, not getting a promotion, or a not so personal events such as 9/11, the civil rights movement, or the 2008 recession or maybe we have a sudden realization (usually with the help of significant feedback) that some of our behaviors resulting from our belief system are actually self-defeating or have a negative impact on others.

Certain types of stressors or maybe a friend or coach can certainly help motivate us to change. However, we often rush to change without examining our current beliefs or assumptions that may be actually competing with our desire to change….competing to the point that we are more committed to staying in the dung pile then actually changing….even good change! We may need to stop and examine how our beliefs or assumptions are keeping us stuck in our dung pile before trying to make a change. This is not easy especially if these competing commitments are usually unconscious.

What have you done lately to surface and examine how your competing commitments are keeping you stuck in a dung pile?

Filed Under: Articles, Marsha Hughes-Rease, Personal Growth

Getting the Banana Against the Odds

August 23, 2016 By Ira Chaleff

by Marsha Hughes-Rease

Although this experiment is attributed to Harry Harlow, a social psychologist, it is impossible to find the original research. But, since I am into metaphorical thinking, it suits my needs to explain what is often seen in organizations when the question is asked “why are you doing this?”

In the alleged research study, five monkeys were placed in a cage with stairs leading to a ripe banana. One monkey climbs the stairs to retrieve the banana, but hidden at the top of the stairs was a water spray which showered water over the monkey. So it abandoned the attempt. Another monkey tried; it too was sprayed with water. Each monkey in turn tried, but each was doused and eventually gave up. The researchers turned off the water spray and removed one monkey from the cage, replacing it with a new one. The new monkey saw the banana and immediately tried to climb the stairs. However, to its horror, the other monkeys leapt up and stopped it.

Over time the researchers removed and replaced all the original monkeys. However, every time a newcomer approached the ladder, the other monkeys stopped it from climbing up. None of the remaining monkeys had ever been sprayed, but still no monkey approached the ladder to reach the bananas. As far as they knew, that was the way it had always been done, and so the habit was formed.

Of course, humans are so much more complex than our distant cousin but our behavior is sometimes predictable when it comes to problem solving. And why is this. It is partially related to the influence of group culture. Edgar Schein, a renowned social scientist, offers a formal definition of group culture as “a pattern of shared basic assumptions that was learned by a group as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems.” In subgroups in organizations, the shared assumptions may be questioned by newcomers as they are trying to “get the banana”. However, because the old members in the group may not even remember why they are doing what they do, their response may be like the monkeys…they chastise the new member. After a while, the new member forms the same habits as the other group members and the status quo is preserved.

Preservation of the status quo is fine unless it interferes with how adaptive the group is. If the same group of people always sit together in the cafeteria, no big deal! On the other hand, if this group fails to examine its own norm of denying group members the opportunity to share different perspectives or views during problem solving, this may be reinforcing a status quo that is not benefitting the group members or the organization. It is a lost opportunity for exploring new possibilities, learning, and innovative thinking.

The surfacing and examination of assumptions supporting unacceptable behavior related to cultural conditioning is not for the weak or uncourageous. It requires the a little preparation including asking yourself some hard questions like:

  • What difference will it make if I do challenge the status quo?
  • What are my intentions for challenging the status quo?
  • What outcomes do I expect?
  • What capabilities do I need to challenge the status quo?
  • Am I willing to change my behaviors if I expect a change to occur?

The monkey and banana story is certainly a simplistic way of looking at rather complex human behaviors but it’s a great story to remember whenever you find yourself asking “why are we doing this?” and the response is something like “we have always done it like this!” Just because you have always done it a certain way does not mean that it cannot be changed. You just have to acknowledge how much you want the banana and what are you willing to risk to get it.

Filed Under: Articles, Marsha Hughes-Rease, Personal Growth

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Marsha Hughes-Rease - Senior Associate

After fifteen years of coaching and consulting experience and over twenty five years of leadership experience at different organizational levels, Marsha Hughes-Rease partners with senior leaders and managers to address what she calls “swamp issues”, those really messy and complex challenges that can greatly diminish productivity, stakeholder satisfaction, financial performance and personal effectiveness in any organization.

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Ira Chaleff - President

Ira Chaleff is the founder and president of Executive Coaching & Consulting Associates. He has been named one of the top 100 leadership thinkers by Executive Excellence Magazine. He practices the high-stakes art of helping talented people prepare for and succeed in senior level roles. Whether working in the public sector with Senior Executive Service leaders or in the private sector with CEOs and leadership teams, he brings clarity to core success issues, and provides savvy and supportive guidance in tackling them.

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Beverly Jones - Senior Associate

Beverly Jones helps executives bring new productivity to their organizations, and works with professionals to restructure and re-energize their work lives. Throughout her varied career, Bev has engaged in leadership and change management activities, and today she coaches accomplished professionals and executives who want to become more effective. Bev’s current and recent coaching clients include attorneys, other professionals and small business owners, and also executives with university systems, with a national laboratory, and with a major brokerage firm.

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Mandeep Singh - Senior Associate

Mandeep partners with leaders who want to bring their own vision and passions into service for the world. This necessarily means deep inner work – increasing self-awareness and personal mastery, taking ownership and accountability, and expanding the ability to influence people and networks from within the system. While this may sound like hard work, in practice it tends to be completely natural, energizing, satisfying and fun. “Serious” and “impactful” are not correlated. Mandeep’s natural style is gentle, and his clients and he tend to forge long term, easy, trusted partnerships.

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Rosa Maria Barreiro - Strategic Management & Human Resources Consultant

Rosa María Barreiro is an innovative leader, business strategist and change agent with an extensive background and success in global operating environments throughout the USA and Europe, Latin America and the Caribbean. Rosa María has repeatedly been recruited to design and execute change management, employee engagement, leadership development and performance improvement initiatives for a wide variety of organizations and companies.

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Kari Uman - Senior Associate

Kari Uman, Senior Associate of Executive Coaching & Consulting Associates in Fairfax, VA, has more than twenty-five years’ experience as a coach, consultant, and trainer. Her particular experience and interest in gender issues, and their impact on relationships and performance, enables her to help individuals change behaviors that are undermining their best efforts.

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David Grau - Senior Associate

David Grau is an executive and leadership coach in Bethesda, MD, with an in-depth consulting background in organization development and change management. He has over 17 years of coaching and consulting experience in the corporate, government, and non-profit sectors. He has particular abilities in assisting executives in identifying and making maximum and appropriate use of their strengths and identifying their opportunities for increased effectiveness as a leader.

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Emily Barnes - Senior Associate

To organizations and individuals adjusting to recent, current or anticipated change, Emily Barnes brings the strategic focus and competencies gained during fifteen years of diverse experience with various leadership, relationship, performance and communication challenges. A consultant and strategy coach, Ms. Barnes helps clients create and implement new success strategies.

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