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New Career Changes Often Need Assistance

StrategyDriven Professional Development Article |Career Change|New Career Changes Often Need AssistanceMany people work at a job they do not like, to say the least, which makes them want to get up for another day of work and feel real sadness and frustration at the beginning of the week. Now, we are working from home, but this may not always be the case. Soon the 9-5 will return…possibly. In some form.

The reasons for this are many and varied, from the precarious political situation, through the fear of going out into the world of job interviews again to the fear that they will not be able to find a new job at all, and especially not one that will offer the same conditions as the current job. However, whatever the reasons may be, the very fact that a person chooses to stay in a job he does not like may cause more harm than its monetary value. Plenty of people have been laid off during this pandemic and unemployment is rising everywhere. With Unemploymenttracker.com you can see how.

Self-realization and love of the profession are necessary for every person and are not interchangeable. Therefore, over the years, a selection of types of personal training have been developed, designed to help create career changes. What is the same career training for change and how can it be used?

What is personal training and do I need it for a new career?

Before examining personal coaching focused on the career field, it is better to first examine what personal coaching is all about. Over the years, it has evolved into other areas as well, relying on different methods, whether psychological and cognitive or spiritual. However, this is not a psychological treatment, as personal training is not meant to understand the trainee’s past and motives or change their personality. Personal training helps a person set certain goals and objectives, and with the help of the coach strive to achieve them. Therefore, personal coaching can help in many areas, from relationships and family to profession and career.

It’s time for a change!

Personal coaching in the field of career is usually divided into two main types – career retraining or professional advancement. When the current job is restrictive and does not match the employee’s dreams or goals, then it needs to be changed. If you have your own business, then other goals and objectives must be set than if he wants to continue to be an employee but engage in another field. When changing careers, coaching can focus on the smallest details, including upgrading and changing resumes, conducting job interviews, registering for studies required for the new profession, business guidance, contacting business start-ups and more.

If you want to advance in the company in which you work but are not successful or know how to do it on your own, then it may be time to troubleshoot. What skills do you have? What skills do you need? Listen to your intuition and heart, as it is better to change your mind at first, than to walk the path you are unsure of in the guide. If you are unsure, you can ask for recommendations, whether from previous customers or friends or acquaintances from your family. It’s time for a change.

Checklist for Influencers: questions for sellers, coaches, leaders, change agents

Most of you are really good at what you do: as influencers, sellers, coaches, change agents, or leaders, your intuition, excellent skills, and history of success guide your ability to facilitate change for your clients. And yet… Using conventional models and questions – both designed to drive the predisposition of the facilitator – it’s inevitable that your interactions will have bias, and will unwittingly restrict possible outcomes accordingly. Here’s a checklist of questions to help you determine the extent of your bias:

When attempting to influence someone (as sellers, leaders, etc.) can you be certain that your natural assumptions, unconscious expectations, and goals play no/little role in biasing or restricting the outcome?

Are you aware of, and make allowances for, your full range of biases? Can you think of the role your biases play that might predispose outcomes?

Can you think of any of your Communication Partner’s (CP) biases that were overlooked but ended up determining the outcome? How do you manage your CP’s biases, triggers, filters, and assumptions to expand choice and possibility, and avoid unconscious resistance, fallout, and restricted results? (Not to mention lost sales and difficult implementations.)

Do you know what you’d need to do differently to enter a conversation without bias or assumptions to facilitate your client in determining their own systemic parameters?
Are you aware how your curiosity and questions are subjectively biased toward the goal you think you need to reach – and 1. potentially lose a more congruent outcome, 2. alienate many who might need your solutions?

How can you be certain you’re speaking to all the right people, or using the best questions for them, specifically, to gather the most appropriate information given their idiosyncratic knowledge and culture?

Do your current methods of avoiding resistance work?

Are you aware of how much your brain filters what you hear and how much more is being said than what you’re hearing? Are you aware of the cost of misunderstanding what’s going on outside of your goals and expectations?

How much of the early data you gather turns out to be accurate? How do you know when/if you ever get to the accurate data? How do your expectations and the bias in your questions interfere with the Other’s recognition of the full fact pattern (largely unconscious at the start)?

What would you need to believe differently to consider that your current skill set, biased mind set, and habitual set of expectations is creating a diminished ability to influence the full extent of real change and avoid resistance?

How often do you assume something is ‘working’ or was successful – a coaching client was changing, or a buyer was going to buy – and you were wrong? Do you know for certain what happened behind-the-scenes that caused the failure and you could have circumvented?

Are you aware of how your own biases, assumptions, triggers, and filters, have gotten in the way of success – or do you believe you’re right and the other person wrong/stupid?

What would you need to believe differently to be willing to add some new skills to use less bias? To enable your CPs to recognize and manage their unconscious systems elements that have informed all choices and need to be shifted for change (a purchase, an implementation) to occur so they can easily buy, change or adopt your terrific material?

Facilitating Choice

We’re all in the business of influencing, or attempting to get what we want. Yet we fail a very high percentage of the time; sellers loses 94% of their prospects; coaches lose 70% of follow on clients; implementations fail 97% of the time. It’s not our fault: we fail because our conventional skills are focused on:

  • content push
  • premature goal setting
  • the facilitator’s expectations
  • listening for pre-determined details

and miss the unspoken metamessages, values, history, rules, and consensus issues that make up our CPs status quo. It’s possible to enable our CP partners to do the change work from within, without us biasing and limiting possibility to our own subjective view.

I have developed a generic change management model with a unique skill set that facilitates decision making and change at the core unconscious, systemic level and avoids bias and resistance. I developed it over many decades by coding my own Asperger’s systemizing brain and designing a new form of listening, a new type of question, and coding the steps that happen unconsciously during all change. I’ve trained it to 100,000 sales people, coaches, leaders, and negotiators globally. It’s a model that must be learned and added to your current skill set; it takes some time to learn and practice because it’s so different from conventional models. But it’s scalable. DuPont, for example, trained 8,000 sales people and KPMG trained 6,000 consultants.

Using this new decision facilitation model, you’ll be able to help others determine how to quickly and congruently buy, change, implement, etc. themselves in the area you are facilitating. No more delayed sales cycles or lost prospects; no more failed implementations; no more resistance to change. You can close 40% of all qualified prospects from first call, in half the time; you can help coaching clients discover their unconscious incongruences on the first call; you can implement large change events with no resistance.

I can teach you how to unhook from your personal biases and enter conversations in a way that leads/ discovers/ creates all that’s possible through win/win, servant leadership and congruent change. Imagine being able to enter every conversation and have it reach its most ethical, financial, and creative possibility. Imagine.


About the Author

Sharon Drew Morgen is founder of Morgen Facilitations, Inc. (www.newsalesparadigm.com). She is the visionary behind Buying Facilitation®, the decision facilitation model that enables people to change with integrity. A pioneer who has spoken about, written about, and taught the skills to help buyers buy, she is the author of the acclaimed New York Times Business Bestseller Selling with Integrity and Dirty Little Secrets: Why buyers can’t buy and sellers can’t sell and what you can do about it.

To contact Sharon Drew at [email protected] or go to www.didihearyou.com to choose your favorite digital site to download your free book.

Professional Development Best Practice 6 – Peer Coaches

Peer CoachesAn individual’s manager should seek to provide ongoing performance feedback. This, however, is not always the case. Even high performing managers may, at times, be challenged by time constraints or have so many direct reports that it is not possible to provide each individual the amount of feedback desire. Additionally, the StrategyDriven Professional recognizes that performance is best evaluated by several different individuals, each possessing unique perspectives and having demonstrated competency in the areas to be assessed. Consequently, the professional needs others to provide feedback to cover management’s gaps and provide multiple perspectives.


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