Ageism in the workforce is palpable. I have many clients experiencing it right now - getting phased out because they’re viewed as not tech savvy or sharp enough. Not only is that biased and discriminative, it’s just not true. But some work environments minimize this subset of the workforce so much that the workers begin to dummy down their own performance to play it safe and in that self-sabotage state live up to the stereotype they’ve been dubbed. Viscous.
People in their 50s and 60s taught themselves how to use computers, survived wars with resilience and without the post-war armed services suicide rates we are seeing today, are loyal, can handle conflict, have no problem cold calling, can negotiate, can start and carry a conversation longer then a minute, can close a deal, and can build alignment. They also have institutional memory and want to serve and develop others. Is there no value for these skills? Of course there is. But just as our culture...
Most conflict in the world comes from the need to be right - even the conflict you have with yourself. Your ego tells you that you aren’t safe unless you’re right so you argue, defend, act out, withdraw or stand firm on something that most likely is out of your control.
When you find your opinion is a little too strong or there’s a feeling that makes you uncomfortable that’s the very time to pause and ask yourself, “What am I trying hard not to face? That I’ll be _________ if this doesn’t change?”
Draw closer to the nasty feeling that chases you down. Name it. That disarms it’s power. “This is what it feels like to feel ______.” Then give yourself a break. “May I be gentle with myself in this moment. I’ve got this one.”
You’re amazing. Don’t ever forget that.
Here is a free tool to help you navigate your career in a complicated corporate setting: 31 Success Practices for...
Four years ago, I saw an opportunity to take on a dual role where I would be the CEO of two operations and expressed interest in doing so. I knew I could do both jobs but ultimately the organization wanted a CEO devoted only to them. Instead I developed with much more seriousness my executive coaching business and never looked back.
Recently that same organization came to me and asked me if I would now run both organizations. I said no.
My priorities are clear now. I like helping my clients far more than having more corporate power. And I love spending time with my family, friends and creating things. The one CEO role I have is enough. Imagine that - feeling like what you are doing is rewarding enough - high performing in an area you love. Not needing to do more to be happy. What a relief that is.
If I take on more responsibility now I now evaluate it against whether or not it aligns with my values. If it does – it will ultimately be...
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