#career – Consulting in Highheels

Why being ‘predictable’ will make you a great leader

When you watch a magician or a comedian and the punchline is too obvious, it gets boring. In these situations, you want to be surprised, amazed and fascinated. The next step on stage shouldn’t be predictable. This is what brings in an element of excitement and gives you a good night of entertainment.

As predictability is often associated with boredom, some people hesitate on how to act once they are in their first management position. As they don’t want to become a lame duck in leadership, they might try to react differently to similar requests or at least keep their potential reaction a secret.

Unfortunately, this will lead to insecurity within the employees. As they don’t know how the reaction will be, they need to prepare for all kind of answers which costs a lot more time and energy in preparing meetings with the boss. Most likely, they will reduce the interaction with the boss as it is too energy consuming to enter the uncertainty on a regular basis. Neither trust nor a relationship can be build.

So how does a predictable leadership style look like?

You need to define for yourself, how you want to be as a leader. This requires some time and reflection. For sure, you can change during the course of your career. But first, you need to know who you are and how you want to behave. Here are some questions to think about:

How approachable do you want to be? Can people enter your room any time? Do they need an appointment?
How will you listen to their requests?
What is your first reaction? How quick are you to decide?
What are your values?
To what degree will you bring in emotions into the workplace?

There is no right or wrong in the style that you choose. But your people need to know what your boundaries are. For example: if people start entering your room at any given time, and all of a sudden you rebuke randomly one person of your team for doing so, you create uncertainty that the team can not solve. It is your responsibility to let people know how interaction works for you. You become predictable.

Predictability means that you know what your boundaries and rules are. You communicate them in advance and act accordingly. This builds trust between you and the team as they can rely on you and your word.

The same is true for handling decisions. You need to know how long you will listen to an idea and how you will react. Maybe you are someone who will never decide on the spot. Let your team know. Then they have the chance to bring in matters of decision in an early stage, giving you the chance to think and decide over time.

Predictability is also relevant towards your ‘mood’. You need to decide, what type of mood you will bring to your workplace and how much it will influence your decisions.

In every area where you do not act predictable, your team will need to start guessing what kind of a day it is for you. And every time, you bring your team in this situation, they will need an extra portion of energy to do their job. Usually, this destroys trust.

Therefore, if you know who you are and communicate well towards your team, you will build trusting relationships through predictability. And these trusting relationships are the fuel for good working environments where people love to work and even like to go the extra mile.

How to handle pressure

My heart is racing. I can feel the steady hammering against my chest. Strong. Loud. My thoughts are spinning. Fast. Unstoppable.

‘What if I cannot meet the deadline?’

‘What if the result is too weak?’

‘What if I am not convincing enough in this important meeting?’

WHAT IF … I fail … I loose… I am not enough!?

The what-ifs kill my sleep. The pressure takes away my joy. The stress assassinates my peace. I am not me anymore … and I have no idea what to think … or do …

I hate these moments. This is not the life I want. This needs to STOP!

So I pause. I breathe. I think.

What if I walk away right now? Just leave the context. Remove myself from unhealthy expectations – even the ones I set up for myself.

I am wondering: Who told me that the meeting was that important? What is the measurement for a weak result? What is going to happen if the deadline is not being met?

I have given my circumstances too much power over my life. Somehow I attached myself to expectations that feel unhealthy. I need to walk away.

As I am sitting in silence and detaching myself from the expectation level, I am realizing how the pressure fades away. My heart beat slows down, I can breathe lightly. This is how I want to live my life.

I am realizing: I don’t need to leave physically. Moving mentally does the trick.

With a deep breath I get up. Ready to go back into the game. Smiling.

Do you have ‘career DNA’?

Why do some people walk on in their careers while others stop?

From any given cohort of young professionals, some will have ‘more’ career than others. ‘More’ in this context is simply put in hierarchy levels including corresponding increase of responsibilities and impact. Did you ever wonder what made some walk on where others stopped?

For sure, there are a lot of external factors – and many of them are luck-related. But aside from them, there are internal factors, too. The good news about internal success factors is: you have control over them and you can train them. Therefore, you can influence a lot of your professional life at any stage of your career – if you choose to do so.

Let’s think about some success factors that you can actively manage. You will see them in action in people in higher hierarchical positions.

Attribution of failure

What you believe, becomes your reality. Hence, important moments to look at are moments of failure in your (professional) life. Where do you attribute your failure to?

If you look at successful people around you, they do not go into a self-pity cave mourning about their inadequacy towards their job. They rather attribute a failure to an external factors, … and move on.

So what happens to your self-talk when you experience failure? I heard from a lot of people that they switch from ‘this was a failure’ to ‘I am a failure’. And this is when it gets dangerous. All of a sudden, a situation in the workplace affects your identity and questions who you are and what you can do. If you continue to play with those thoughts, you will not try a similar business situation again. And this is how you probably will decide not to move on in your career.

Proper reflection and learning from failure is for sure a good thing. But overthinking will stop you from moving forward. And there is no beauty nor pride in examine a messy career moment to the bone.

Stress-handling

Moving on in your career will lead to bigger ‘stress’. Stress meaning that there will never be enough time, there will always be too many tasks and there will always be pressure. This is a given.

The question is how you handle yourself in this environment. Look at successful people around you – and precisely look at those who have been for years in management positions – they have found a way to deal with this stress. Sport, hobbies and a social life apart from work are for sure components for handling stress. In addition, there is an inwardly component that you need to deal with.

Look at your self-talk if you want to improve in this area. What are you afraid of? What is the worst thing that could happen in any given stress situation? Find and face your fears. Define answers to those questions. Position yourself inwardly.

If you want to make a long-lasting and high-aiming career, you need to make sure that you can sleep well at night. And this can be trained early on in your career. In this area, coaching, journaling or techniques like NLP can help.

Comparison

Comparing yourself with others costs you energy without payback. Most likely, you will only compare yourself towards people who are better, smarter, more successful etc. than you are. And in this game, you will always loose.

I am certain that successful people seldomly compare themselves with others. They are focussing on their business. And this is how the business grows and success increases. Greed and envy are bad consultants for a happy and healthy career life.

If you are struggling in this area, dedicate an active choice towards your self-talk. Did you ever wonder what comparison, greed and envy brought you so far? Would you like to continue thinking and speaking that way? It is your choice. A tough one. But one that changes the path of your career.

How to start a consulting career in time of crisis

As the the labor market continues to stay put, the next generation of young professionals is entering the workforce looking for their first opportunity to start their careers. Instead of choosing the best offer among many, hundreds of applications are sent without getting the aspired position. In addition, this time cannot be bridged with the next travel experience or gap year abroad as most borders are closed or at least harder to cross. What a fuck!

While this is extremely frustrating, there are still options that can be done in order to increase the attractiveness of one’s profile for the consulting market. Here are some thoughts from the other side of the fence which skill sets are being searched for.

Know your MS Office toolset by heart

While this sounds extremely obvious, most young professionals stated after their first project that they had thought to know the toolsets well … and were surprised of how much more there is to learn. (And while they had rated themselves an 8 of 10, they were probably a 2 of 10.) In general, it is quite dangerous to assume that you already know everything as it leads to a place where you don’t ask questions, you don’t get better and – at worst – your project leads won’t want to work with you anymore. Therefore, make use of your gap months to dive into free online tutorials and train your skillset.

Enhance your profile by relevant tools and certificates in your aspired working area

Agile project delivery is key in the market. Get acquainted with the corresponding learning journeys, certificates and tools. A lot of information is available for free and when you can drop a few highlights in your CV and know the key facts during your interview, you are much more relevant in the workplace.

Or if process optimization seems to be of interest: find out more about methodologies and frameworks that are available at the market and that are regularly used in those type of projects.

Same is true for project management in general. The market is full of relevant material – and as you have studied in university, it is worthwhile to buy a book on project management and learn the basics.

Good presentation and moderation skills will always help you

Independent from the topic, people rather like to listen to a good presentation – just think of your bright professor who couldn’t deliver the message well. Learn how to speak your mind and to present content intriguing. This skill is essential in consulting and you will need it right from the start in your job interview. Find yourself places where you can present and moderate – maybe in university, in your student job or at the family party. Train this skill and your whole career will have a positive impact by this strength.

Stay in contact with your colleagues of your intern positions

Connect with people on business social media, drop them a line every once in a while and stay connected. Maybe you don’t even want the job they have to offer now, but you don’t know when they are changing positions and their help might come in handy. These people are also the ones that might know when their company is hiring again – and then, a good timing is essential. While your CV gets turned down in one week, the next week they might invite you as the company politics has changed. You hit these moments either by chance or by network.

Take care of your mindset and self-talk

If you belong to the people who graduate now, the past 10 years you have heard and learned that the labor market is increasing, that you can choose from any job you want and that even a very expensive university will pay off quickly. Somehow those promises did not come true. And in a way that can feel very unfair. These are moments when it is crucial that you keep track of your mindset and self-talk.

The emotions in those times have the power to bring in such a negative narrative in your life that it influences you for years. It might even get harder to walk into job interviews with positive expectations. Therefore, use these times of uncertainty as a training for your character and decide on purpose how you want to feel about it. The skills you learn through this training will be needed when you want to do a career.

Why leadership is lacking on partner level

It is obvious: the same type of people become partner in a consulting firm or enter the C-level in big companies. ‘Type’ refers mainly to behaviour and habitus, but it is very often accompanied with specific gender, age, skin colour, academic background etc.. The result of the common career paths in the western hemisphere is so homogeneous that it is obvious that there are patterns at work which are very forceful even if they are not used with intent.

Most people of that specific leadership group don’t like that thought. They are convinced that they only made the way ‘to the top’ because they have been hard working and invested a lot in their career. Some may admit that there was some luck involved at certain stages. But definitely no one feels responsible that the outcome of the career process is a homogenous group. In addition, there is not even a reason from their perspective why this should be changed, since the selection process worked in their favour. And after all, each one of that group really worked hard to achieve the current status.

Let’s pause this thought for a moment and think of a garden. If your goal is to have a lot of green in your backyard, you could plant quick-growing plants that overgrow everything. They are efficient in making your garden ‘green’ within months. But if you compare the result to a well-designed and maintained English garden, you realize that you have the same colour but the joy, relaxation and admiration that the English garden evokes, will never happen in the homogeneous ‘green hell’ that grew in your backyard.

The English garden needed intent, a plan and a lot of work. There is a gardener who decides where to put what plant, who cuts branches and loose ends and who has a long term vision for the areal. The result is a place where people gain energy, love to spend time and find joy.

If you want to turn your backyard from just being homogeneous green into a place where people enjoy being, you need a vision where to go and a plan how to get there. It will require you to cut off leaves of the current plants no matter how big they have become and how much green they bring into your garden. You need to make space for other plants and keep the space for them even if they are not growing at the same speed. You need intent in developing your garden.

I believe, career in business is very similar. Unsteered, it will result in a homogeneous mass of people who will focus on their own best interest – bottomline, it is measured in money. Once your company only has people in leadership positions who are focussing on the money, it is like your backyard that is only ‘green’ – but no one likes to be there.

Therefore, although earning money is a central part in a career for each person, it needs to be put into perspective towards a greater picture. Companies need to think about their future state and what kind of behaviour they want to grow so that people are attracted to that place. ‘You can earn a lot of money here’ won’t do the trick if bad behaviour and attitudes are killing new ways of thinking.

Each company needs a gardener (team). They need to define how the company should grow. At the same time, they are plants themselves. They are part of the game and they contribute to the beauty or ugliness of the garden. And as they are plants in the very same garden, they need to have the courage to cut their own leaves at times when it starts killing other plants. This will mean to put the ego aside, question self-beliefs and personal opinions, decide for the greater good and against the personal benefit at times and walk in a humble mindset. It requires a lot of each person in a leading position and it has an effect on personal beliefs and behaviour.

This is where leadership starts!

Why leading a few is harder than leading many

When people think about leadership, very often they envision a large group of people. Getting up the career ladder results in many people in their department – corresponding displayed in the income. But is this the place to learn leadership?

From a personal perspective, I learned the most of my leaders when I have been one-on-one with them or in a small group. In these moments I was able to connect to them – and sense what drives them. They shared their heart more openly and I could understand their reasoning and decisions. Yet, they were still my leaders and I was aware of the hierarchy involved.

Same is true for my teams today. In a smaller setting, no one can hide. Not even the leader. There is this ‘scary’ part in there where one is getting vulnerable. As a leader, it can feel very shaky when admitting weaknesses. It needs a lot of trust in a team to speak your mind openly. But if you manage to create that space, trust grows, people start blooming and the learning curve gets steep. These environments are the base for open honest feedback – be it wholeheartedly praise or words for growth.

Creating that team environment needs time and work. As a leader, you are responsible for the team spirit. You decide how much you share and in what tone you set out meetings. Generally, people mirror your behaviour. Give them time to build trust and see you consistent behaviour. Once they have seen you being authentic and trustworthy even under pressure, they will open up and bring in their share, too.

To give you an example: I always start my meetings in a good mood. Smiling and smalltalk is setting the tone – even in stressful seasons. Attendees learn quickly that ‘good mood’ is to be expected and soon after a series of meetings, they come in with the same smile. Once that point is reached, I don’t have to give much energy anymore, because the tone is up and everyone enjoys that style of a meeting. But it still requires consistency and effort by me to keep going and lead in the way I want to be mirrored.

How a ‚well done‘ feedback kills your career

“I only got positive feedback for my slides”, the new joiner smiles at me proudly. He just had the first project weeks with his new manager and the slide deck was the first deliverable he contributed to the project.

As much as I am happy for young professionals to get positive affirmation, I am wondering whether feedback should also include the parts what can be changed!? People contributing in projects without getting feedback that puts them on a learning journey, will stay good but won‘t get better. And as the only-positive-feedback continues, they are assuming that they were lucky this time at best – and, at worst they are learning that they don’t need to develop.

I am wondering if managers are aware of the result of their behavior!?

I understand why someone refrains from giving challeging feedback – it requires thought-through argumentation, love, wisdom, energy and a vision for the person who is being feedbacked. The easy way out is a „well done“ with no further comment. The young professional is happy. The one giving feedback doesn’t have to think. Easy. Yet, there will be no growth.

In consequence, the young professional will only grow to some degree – and that very slowly. So, although a „done well“ sounds pretty to the ear, it keeps you away from growing. And your peers, who get the challenging feedback, will outgrow you soon. They will get the promotion earlier and have the more interesting career with more challenging topics. And that only because they were trained in a harder way and did not get that easy „well done“ too often.

If you want to learn and become really good in a skill, you need to find people who feedback you openly and precise. You need to know what you can enhance and how this can be done. If you only work for people who tell you everything is fine, you are not growing. Maybe you are good enough for your current position, but how do you train for your upcoming levels?

Even worse, you don’t learn how to feedback others yourself. Truth is, giving feedback is harder than receiving feedback. You actually have to think about your opinion. If you have to tell a person that he/she needs to change, you even need to give guidance why the change is necessary and how the change could look like in order to be more successful. Giving feedback puts you at risk to not be liked, too.

Take some time to analyze where you are in all of this. Do you get enough challenging feedback to grow? Do you develop people by giving thought-provoking feedback?

Turning bad experiences into valuable lessons

We were discussing a certain consulting method, in short: creating solutions by starting out from bad client experiences. Identifying emotional hiccups is quite easy as negative emotions are stored quite well in the brain. A customer will recall those moments in more detail than a smooth process with no interferences. Once you have a negative incidence, solutions are created to change the process and reduce bad client experiences.

You can use this technique also for our life. Think for a moment: what can you remember from last week?

Most likely, all situations coming to your mind will be connected to emotions – quite often negative emotions. And this is a good entry point, to learn something new about yourself. Take some time and find out what created the bad emotion. What influenced your mood so intensively that you can recall it even today? What did you believe about yourself in that moment?

This technique is used in coaching, too. It is about creating awareness. Awareness about the underlying story that is happening while your emotions where triggered. And once you understand the underlying story, you can actively choose to stay in your mindset or change your thoughts and self-belief.

For instance, if you are triggered by words or behaviour of your colleague, your reaction says more about yourself than about your colleagues’ behaviour. It is very likely that your colleague didn’t even want to trigger you. He/she just did what they did. But it is your self-talk that is triggered, e.g. by commenting on how stupid that person is. It is very likely, that your are the one, having the need of proofing not to be stupid.

In essence, every moment you are experiencing an intense negative emotion at work, you can use the awareness that is created by that incident to learn more about yourself and grow inwardly.

‘Move talk’ – winning the asshole-style

Do you remember the last time you gave a presentation and someone in the room made an inadequate, non-content-related comment? Everyone laughed and you felt overwhelmed. Somehow you got out of concept and your presentation was weakened. Afterwards you were frustrated and you would have loved to say or do anything.

In literature you can find this concept being named ‘high talk’ (content related talk) that was hit by a smalltalk comment. It is done by people in the room who cannot challenge your content but who know how to discredit you as a person or in your role – and if you are not prepared, you lose your technical point to a simple joke. You can answer this type of interference either by a smalltalk comment yourself – or you use ‘move talk’, e.g. walking slowly to the respective colleague and look at her/him without saying anything. Once the silence is there, going back to your professional part.

In times of video calls, communication changes. Due to muted microphones, the classical ‘jokes’ that should intimidate the presenter are vastly eliminated. This is deliberating for all people who are afraid of these comments in the room. I believe, our communication culture gets more inclusive in a way. Even people who are not well trained in public speaking, will be less interrupted when speaking up in video calls.

But when it comes to ‘move talk’, many aspects are still working. This is relevant to know because in classical settings, you could answer ‘small talk’ with small talk or even go to the more intense ‘move talk’. But if the first interference already is in ‘move talk’, the classical communication guidelines and ideas don’t work anymore.

How does ‘move talk’ look like in video calls?

In a smaller group, when all screens are visible, ‘move talk’ can be seen by people ignoring the camera, e.g. demonstratively using the phone. More intense is leaving the desk while still having the camera on. These examples aren’t ‘move talk’ in itself – but when the discussion is requiring attention or a decision by a leader and that person is acting that way, it is a message.

What do you do when hit by ‘move talk’?

It highly depends on who is hitting you in which moment with ‘move talk’. Let’s look at two constellations.

The opponent

There are people who will profit from you failing, e.g. a colleague wanting your topic or position. Unluckily, there can also be people who just want you to fail – not because they want to step in but just because they don’t like you. When these people start using ‘move talk’, they want to disturb, so that you feel insecure and lose your point. In any case, ignore the ‘move talk’. Concentrate on the people, who need hearing you. You will not change the opponent – especially not when talking to them or calling out their behaviour. Walk on, don’t even bother.

The decider

If the person who needs to decide, confronts you with ‘move talk’, it will depend how well you know that person. If you need their concentration and they don’t give it to you, you might wanna ask: “It seems, it is a bad time to address this topic. Should I postpone and find a new date for talking?” Maybe they are having a bad time and a new date will make it better. If you don’t have the freedom to ask for postponement, make your point and end. If you need a decision, you could propose the next steps, e.g. “if I don’t hear otherwise, I will do x, y, z and give you an update afterwards.” This puts you in a position of movement – and the decider would need to get active if she/he really doesn’t like it. From my experience, leaders who are bored and don’t feel entertained enough, will act with ‘move talk’. Although the behaviour is quite annoying, those leaders are easy to play as you have a lot of freedom doing your style. Just don’t expect them to help, support or appreciate you. Just keep moving.

On your own journey of becoming a leader, you can decide how do you want to use those techniques in your communication style. It is good to know them when presenting and being ‘attacked’. Using these methods to discredit others in the first place, should be deeply considered as you are destroying trust in yourself. People will not like working with you, when they are not sure whether you will ‘attack’ them with communication methods.

Wanna keep your job?

Interestingly, there are some people who will always tell you how much they have to do, how stressful their job is and when coming to complaining about colleagues and bosses the day doesn’t have enough hours to contain their words. It seems, their whole life is awful and punished by the few people around them. Often I am wondering, whether they are aware that one part of their misery is the constant echo of their stressful workday in their private lives!?

But aside from crashing the atmosphere at home, most likely their job isn’t that bad after all – at least they haven’t changed positions or applied for a new role. Most likely, a huge part of their complain is letting everyone know how important and unexchangeable they are in their position. Which opens room for a change of perspective: how does their boss and colleagues see that person? Does he/she contribute to the team success? What is the effect of the complain of that person towards the team mates?

Even the brightest mind and the deepest content of a colleague is overruled by a bad attitude. Someone complaining much – regardless the topic – stresses the team more than the actual work will contribute. People will see and learn from that behaviour – managing around colleagues whose attitude is counterproductive. In turn, when it comes to team size reduction – these people won’t have anyone speaking up for their important contribution to the team success despite their story of having so much stress and hence, being so important.

So, if you want to be part of the crew kept on board, think of this: your teammates and leads need you to do your job. They need you to take responsibility for your tasks so that they can trust you and your results. Very often you can decide what ‘your job’ involves. One major part is fixing problems. Often these problems won’t be part of your initial job description. But if you are known for a mindset that thinks of solutions instead of complain, your teammates and leads will love to work with you and will do anything, to keep you in the team.