career planning and student success

8/18/2019 Career Planning and Student Success

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Student Success Through

Career Planning

Patti Fralix

The Fralix Group, Inc.



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Student Success Through Career Planning | 1

Student Success Through

Career PlanningLearning Objectives

Differentiate “work” in the broad context of Market Work, Family Work and

Volunteer Work.

Discuss the Three Part Process for Effectiveness.

Identify the behaviors that need to be eliminated to be effective.

Outline a goal setting model.

INTRODUCTION

Life has changed dramatically for the United States, and consequently for the rest of the world. All world

economic markets are affected. Many people identify mid-2008 as the beginning of this massive change.

Major corporations began to fail, including Merrill Lynch. The housing crisis hit most parts of the United

States with foreclosures and unsold properties at an all time high. Banks long thought of as indestructible

failed or were acquired. One example is Wachovia, one of the largest and assumed most stable banks,

which was acquired by Wells Fargo. The stock market plunged, taking with it the retirement funds of

many. Unemployment skyrocketed and layoffs became rampant as companies did whatever they neededto survive, and many still did not.

A lead story in a recent USA Today print media was, “In One Year, 24 Million Slide from ‘Thriving’ to

Struggling.” Many predictions are that the US economy has not yet bottomed out and will not until, at

the earliest, late 2009 and perhaps not until 2010.

These are sobering facts for those entering the job market in the next couple of years. The general

consensus is that college students will face a job market saturated with more qualified and experienced

people than available jobs. Many very qualified and experienced people who have been gainfully

employed are now unemployed or underemployed. Some have taken “survival” jobs, and the prediction

is that many of those will not be able to return to jobs in their field for several years, if at all.

It is true that there are some variables that may result in new college graduates being favored over more

experienced workers. One of these variables is that companies can hire new graduates at lower salaries

than experienced workers.

It should be noted that some upcoming college graduates are experienced and qualified and will be adding

a college degree to their other already acquired credentials. It remains to be seen whether the challenges

facing the traditional college graduates will be the same other graduates will encounter. Some of the

decisions companies make may affect the more experienced college graduate in the same manner they



2 | Student Success Through Career Planning

affect the traditional college graduate. In fact, the experienced and already qualified worker may be at a

disadvantage, finding it even more difficult to find good employment. While there are federal and state

laws that preclude age discrimination, it happens. The cost of hiring, training, and managing

inexperienced workers is not always calculated, nor is the productivity benefit of more experienced

workers. Also, for a variety of reasons, companies sometimes prefer to “grow their own.” These two

variables will no doubt offset some of the difficulty of new college graduates securing desirable fulltime

employment. The numbers do not support, however, that these decisions will benefit a large number of

new college graduates. There is no question that the constrained job market presents a great challenge for

those entering the workforce for the first time.

While the common theme may be “doom and gloom,” let’s take a proactive approach to this situation,

focusing on solutions. There are some productive tangible action steps to take to insulate oneself from the

worst of the current economy.

While technical and professional knowledge, skills and expertise are important, there are other skills and

behaviors that, when coupled with one’s technical and professional abilities, position one best in a very

competitive and constrained job market. This module identifies those. Additionally, the reader who

plans and executes his or her career decisions based upon long-term as well as short-term goals will be

more successful. This module provides several tools for planning not just one’s career, but one’s life.

This is a comprehensive and somewhat different approach not always found in a college academic

module.

The sections in this module include a thorough discussion of work, and not just market work, which is

defined as work for pay, but the other two important types of work: family work and volunteer work.

Also included is a process for eliminating what are too often “time robbers;” personal behaviors that

result in ineffectiveness. There is a section on Goal Setting, and there are structured tools to assist with

this. Finally, there is a section on Passion, Productivity, and Profit. More people today than ever before

are talking about passion and the importance of making sure that what one spends their work time doing

is tied to their passion. It is possible that the reader has not even thought of this, and yet, many people

believe that those who follow their passion are more successful and happier.

While passion is important, so is productivity, or effectiveness. There are too many passionate people

who fail to accomplish anything. The productivity section addresses how to avoid this.

While productivity combined with passion is preferable to passion alone, unless one is clear about what

he wants most from his work and life, and not just financially, it is possible to spend one’s entire career in

an area that will never provide such. The Profit section provides some information and tips that help

avoid this.

First, let’s discuss “work.”

THE WORLD OF WORK IN 2009 AND BEYOND

It has already been noted that the world has changed dramatically. These changes are not just economic.

The world of work has also changed, and in more ways than job insecurity. Those entering or returning

to the workforce will face conflicting priorities that other generations did not face, or did not face to the

same degree. One of these is the significant changes in family life. In the past, when there were two

adults in the family who were often parents of dependent children, the man was working outside the home

for pay, and the woman’s work was caring for the family and home. Today family life has changed

significantly, with most women as well as men working outside the home for pay. This demographic




change is resulting in other changes. The definition of “work” is being broadened to encompass

responsibilities other than work for pay. It is important for those doing career planning and committed to

career success to understand these differences, and how they will impact their career choices.

The more traditional definition of “work” is that which is done for compensation or pay. To some,

including this author, this definition of work is now being referred to as “market work” and is one of three

main categories of “work.” When most people refer to “work,” they are referring to “market work,”

although the term is not yet common. Let’s define and discuss the three main types of work most collegegraduates will perform in some detail. Before focusing on the three types of work, think of “work” as

broader than the word implied historically. Think of “work” first of all as responsibility, regardless of

who performs the work, where it is performed, or even whether it is financially compensated. It will

become even more important for college graduates to think in this manner in the near future than even

necessary today. This broad definition of work and the importance one places on the different types of

work at different times over one’s life span should directly affect career decisions.

MARKET WORK

‘Market Work,’ work done for compensation, is no longer easily defined. It is not only defined by the

number of hours worked, although traditionally this was certainly the case. The hours may be fulltime,

halftime or less frequent hours, such as temporary. The work may not be calculated by time, such ashours, at all, although this is how the more traditional worker is compensated. Given all of the other

changes we are facing, more market work will likely be what is called contract work or project work.

Contract work may be based upon hours or other classifications, such as project work. Contract work is

usually performed by those classified as independent contractors, who are not employees at all. They

usually do not receive any compensation other than pay, such as benefits. They are responsible for their

own benefits and their schedule. The focus of their work is project completion, whether the word

“project” is used or not. In essence, independent contractors are accountable for results, and where and

how they accomplish those is within their control.

There are at least two types of contract work. One type of contract work is that which is outsourced by

companies to other companies. Some functions, such as accounting and human resources, are now quiteoften outsourced to other companies who specialize in certain functional areas. Companies choose to

outsource functions—and what were once entire departments— for a variety of reasons. This type of

outsourced market work may be performed by workers from a company specializing in certain functional

areas. The workers performing the work may be traditional workers in the outsourced company. Those

performing contract work may also be classified as “independent contactors,” and their “company” may

be no larger than themselves.

Granted, this brief analysis of “market work” may invite questions that will not be answered in this

module. A more comprehensive analysis of the different types of market work may be in order, but it is

outside the scope of this module. The main focus of this module is to broaden the more traditional

definition of “work,” and to describe the differences in the three main types of work many, or even most,

that college graduates will perform.

FAMILY WORK

The term “family work” refers to those responsibilities traditionally considered “women’s work,” or even

“housework.” Family work is that which is done to care for those for whom one is legally and/or morally

responsible, such as children and aging and/or infirmed parents. It also includes others who may also be

family members, but not necessarily. Just as the definition of work has been broadened, the definition of




family needs to be as well. Many people are in close relationships with and even caring for those they

consider family to whom they have no biological relationship. Consequently, some people do not have

close relationships with biological family members, instead having “family work” with those to whom

they are emotionally connected, not biologically or legally connected. However, the most frequent type

of family work is that which is done for children or parents.

Now, some readers may be asking the question, “why is this considered ‘work’?” Does the term “work”

not define that which one does for pay? Does the term “work” related to family imply what one has todo, not what one chooses to do, such as the decision to have and raise children? Yes, likely so, in the

traditional definition of work. However, we have already broadened the definition of work to include

more than work done for financial compensation.

At this point in the analysis of “work,” it is likely appropriate to answer some questions some readers are

asking themselves, specifically, why is this necessary? Is this just a game of semantics? Do people really

think this way and use this language, or do we even need to? Is this module author “majoring on the

minors,'” or “splitting hairs?” Or even potentially more negative thoughts, such as, “Is this a ‘feminist’

approach?”

First of all, the terms “market work” and “family work” are not new, although they are not commonly

used. These terms were mentioned by a linguist on public radio several years ago. Think of these termsas a manifestation of a different culture, a culture in which most families now have all adults in the

household working outside of the home for pay, the term for which is market work. In some families

there are two adults living in the home, both having responsibility for market work. In some families

there is only one adult in the home. In some families, adult children have returned to live at home,

therefore increasing the number of adults living in the home who are available for family work.

Research tells us that, regardless of how many adults live at home, and even given the fact that the

women of the home are also usually employed doing market work, most of the family work is still done

by women. The reasons for this are varied. Some women prefer it that way and will not relinquish the

control for even some family responsibilities, and when and if they do, are too prescriptive about how

those should be done. Some men have good examples of this in their own family.

Also, and probably the greatest reason, is that “old habits die hard,” and traditional roles do not change

easily. Another reason may be the guilt associated with such role diversion. It is even possible that many

people are not even aware of the likely difficulties inherent for all in this scenario. Is it desirable for one

adult to be able to focus on only market work, while the other adult has two main and sometimes even

conflicting priorities, market work and family work, finding it difficult to commit enough time and/or

energy to either? Consider the last question a rhetorical one that can best be addressed in discussion.

One additional reason for what has been described is that some in those more traditional roles do not want

the roles to change. Regardless of the reason, the fact remains that when such is the case, one adult, often

the male, has one main job, market work, and the female has two, market work and family work. Is it

possible that the family as well as the larger community may be better served with more equity (note, not

equality) and more sharing of family work by all involved?

The purpose of the above analysis is not to make political or moral statements, and certainly not to

change traditional roles that are conducive to good market work and family work environments. The

purpose is to enhance understanding of the broader definition of work so one can choose how to manage

the responsibilities of all types of work. If done by choice instead of just tradition, all involved may be

better served.




These issues will not be addressed just by understanding, or even by individuals making more conscious

decisions regarding such. Only when the larger community assists with these changes as appropriate will

we see less confusion and better working conditions for all involved.

VOLUNTEER WORK

The third type of work is volunteer work. Volunteer work is defined as work that is not financially

compensated and that is done for others outside of one’s family. A more common example of volunteer

work is community work, such as United Way, health-related community organizations such as the

Multiple Sclerosis Society and The American Heart Association, Boys and Girls Clubs, and church or

other religious institutions. These organizations and institutions are often non-profits and depend quite

heavily on non-financially compensated workers, called volunteers. Most likely many reading this

module volunteer in some ways. You, therefore, know the value of your work to those organizations.

What may not be as familiar to you is the need to consider your volunteer activities as work. Remember

one of the points made earlier, that work involves responsibilities. While many volunteers view their

work as such, some do not. Again, another point made earlier, the term “work” should not be thought of

as negative or drudgery, but as responsibility which involves commitment. If an agency or organization

is counting on the volunteer and they do not keep their commitments, the work suffers.

Many volunteer organizations could not fulfill their mission if unpaid workers were not involved doing

what they do. Many of these agencies depend heavily on unpaid staff and are only able to provide their

services to those in need of them because of the work of unpaid workers. Also, it is likely that if more

people spent even a small portion of their time doing volunteer work, more needs could be met and more

people would be served. One only needs to be in touch with what is going on in the world to grasp the

reality of this.

So, think of work as a triangle, with three sides. We could place Family Work at the top of the triangle,

Market Work on the left side, and Volunteer Work on the right side. We could also place these three

types of work differently on the triangle. What matters more than where they are placed on the triangle is

the recognition that all three types of work are needed in our society.

At different times in life we all have different priorities. For the college student interested in rising up the

fast track as quickly as possible, market work needs to take priority. If it does not, the train will derail

and there will be no track, fast or otherwise! If the fast track college student, soon to be college graduate

seeking employment, has family responsibilities, someone else may very well have more responsibility

for the family work.

If one is doing fulltime market work and has small children needing care and attention, there will likely

be less time or no time for volunteer work until the needs of market work and family work lessen. Men

and women who want busy career lives and several children need to think of how they will manage these

responsibilities, making sure that those decisions leave some time for personal needs to be met as well.

Too often these decisions are not thought of in this comprehensive manner, resulting in resentment,

unhealthy stress and a myriad of other problems.

For the retiree (from market work or family work!) with more time and less market work and family work

responsibilities, volunteer work often becomes where they spend a significant amount of their time.

Hopefully, it is clear that, although there are three types of work, we vary in how much time and energy

we can or even should commit to each one of those at different points in our lives.

All of this should be a choice. We should be able to choose which type of work is most meaningful to us

at different times over our life span. Now, it is recognized that some may be thinking, “Well, this sounds




all fine, well and good, but it isn’t this simple.” You are right, it isn’t. It is, however, better to consider

work in this broad context, and make as many decisions as possible about market work and family work

that are consistent with one’s life goals, and determine how volunteer work supports that. While it is not

easy, once done, it will be easier to make better decisions for all involved.

Given that work—market, family and volunteer work—can all consume a significant amount of time,

how is it possible to do all that needs to be done? Too many people express that they “hit the ground

running from the moment I wake up, only to fall into bed exhausted at the end of a very long day, feelingthat I did not accomplish much at all.”

There is often more work to be done than time available. So, what is one to do? First it is important to

eliminate what are too often non-productive activities, call “time robbers.” The next section addresses

how to Plan, Purge, and Perform better to be more effective.

THE PLAN, PURGE, PERFORM MODEL

A THREE P ART PROCESS FOR EFFECTIVENESS (SUCCESS)

The Three Part Process for Effectiveness (Success) that follows is a structure that provides some tips andtools to make planning a manageable process.

I. PLAN

Prioritize

Outcome (results) oriented

Plan weekly, monthly, quarterly, yearly and organize daily

People and Projects before Paperwork

II. PURGE

Procrastination

DisorganizationInterruptions

Distractions

Work Incompletion

Perfectionism

III. PERFORM

Focus

Prioritize

Be organized

Effective before efficient

Perform daily

Remain flexible

Eliminate, delegate, simplify

Develop systems for people, projects, paperwork

Communicate clearly

Manage relationships

Be disciplined




This model is only one of many tools that can be used to enhance personal and professional effectiveness.

The philosophy of the model has already been implied in the broad definition of work described above.

So, as to not assume that what was implied was made as clear to the reader as necessary, at the risk of

redundancy, a few points will be emphasized.

Many college students soon to enter the market work workforce also have other interests and needs. For

some, that includes family and children, marriage or not. For some, it includes commitment to a volunteer

cause. For some, it includes all of this. The most effective people, those who are able to achieve theirown definition of success, are able to keep these different, and often somewhat equal priorities, in

harmony. Note the use of the word, “harmony,” which is a better word than “balance.” Harmony

involves synchronizing, where all “instruments” are playing their part, and the result created is beautiful

music. Think of the three types of work as “instruments,” and which ones take front seat at different

times in your life, yet all harmonizing, resulting in a life consistent with your life goals.

ESSENTIAL COMPONENTS OF THE MODEL RELATED TO MARKET WORK

THE PLANNING PHASE

There are several starting points for considering the essential components of the model related to Market

Work. Questions to answer that can help zero in on some specifics include:•

Do I plan (or need) to work fulltime, part-time, or temporary? For some readers this is a choice,

for others not.

• Do I want to work for others in an organization, or do I prefer to work for myself? How

comfortable am I with ambiguity (the unknown) and how risk oriented am I?

•

If I want to work in an organization, what type of organization? Large, small, family owned,

service oriented or manufacturing oriented? In which type and size of organization is my

personality best suited?

• Given my answers to the above questions, what is the potential for finding employment in that

type of organization?

• Will I need to move from where I am now living to find the best employment opportunities, given

my answers to the above questions, and if so, what other decisions will need to be made because

of this?

• Am I best working with people or working more autonomously? (Some jobs and careers lend

themselves more to one or the other of these.)

• Am I more traditional, therefore probably better suited for a more traditional, even conservative

environment and organization, or am I a rebel, one who will rock the boat? Some careers, jobs

and organizations are better suited for people who are more traditional, and others are more

tolerant, even embracing of rebels.

•

How much money do I want or need to make to support the life I want to live? Are my answers

to the above questions consistent with this?

The above questions are not intended to be all-inclusive, but they are a good starting point. You can

probably think of other important questions to add, so please do. Consider this a required exercise. If

you do this work, you will uncover some important insights.




Many readers are already on a career path by virtue of being in college. Regardless, do this work

anyway. It may only affirm what you already know, but with good data to validate your choice. For

others, it will be helpful as you consider your choice for market work.

THE PURGING PHASE

The Purging Phase identifies those behaviors that need to be eliminated to achieve or accomplish more of

what you say and believe you want.

The behaviors many people decide to purge include procrastination, disorganization, distractions,

interruptions, perfectionism, and work incompletion. Let’s define each of these, and then discuss a

process for improving in this area.

Procrastination can be thought of as similar to the old adage, “Why do today what can be put off until

tomorrow?!” Unfortunately, too many people operate by this mindset. Right now as you are reading this,

most likely there is some nagging thought of those activities about which you have been procrastinating.

It may be something that will only take a small amount of time to do, but you procrastinate nonetheless.

It may be something that will take many hours to do, such as completing college. Once one identifies

what activities (or even priorities) about which one is procrastinating, it is easier to decide how to

eliminate the procrastination. To do so, however, often involves understanding the “why” of the

procrastination. A writer who loves to write once he gets started, yet finds it difficult to get started, is agood example of this. If he loves to write, why does he procrastinate? Once he uncovered that he likes

action more than writing, and found ways to be active yet take time to sit and write routinely also, he was

able to better control his procrastination. He found he is able to be most productive when he writes in

long stretches, and to schedule those when he is least likely to want or need to be distracted or

interrupted. He also finds it helpful to give himself an incentive to complete work he finds easy to

procrastinate. For instance, he loves to play golf, and rewards himself after completing long stretches of

writing with a golf game with his buddies.

Is procrastination an issue with you? If so, consider your driving forces and personality, and structure

your work in such a way that you are able to work with those. You may also need to build in an incentive

to keep you focused. Procrastination can be alleviated, but if it is something with which you struggle, planning and a process to stay focused on the task at hand will help you be more successful at eliminating

it.

People sometimes ask whether something about which one is procrastinating should be done early in the

day, or if it matters. Get started early in the day, and set time limits for yourself. To do so requires that

you anticipate the length of time the activity or task will take, and schedule accordingly. Do in one sitting

those things that will take an hour and a half to two hours to complete. For anything longer, break the

work down into time frames of one and a half to two hour increments. Regardless of how it is scheduled,

it is likely best to get done what one does not really want to do early in the day instead of later.

Sometimes it is easier to procrastinate because one is disorganized. It is easier to pay bills efficiently if

one has the necessary supplies at hand. Thank you notes are more often sent and sent in a timely mannerif one has appropriate stationary at hand. Usually disorganization occurs due to lack of systems for

paperwork or projects. A calendar and a planner, electronic or manual, are basic requirements for staying

organized. There are other necessary tools, best determined by one’s functions and responsibilities.

Distractions and interruptions are time robbers for many people, and these are similar in manifestation,

there are differences in these two. Distractions are something we do to ourselves, and interruptions are

what we allow others to do to us. When we daydream, for instance, we are distracting ourselves.

Interruptions are usually physical, while distractions are often mental. When someone else says




something to us such as, “Do you have a minute?” when we are engaged in something, they are

interrupting us. At that moment, we have a choice to make. Do we allow the interruption to continue,

recognizing that what the other person thinks of as a minute often becomes at least ten? If the

interruption is a quick question which we can answer quickly, it is usually best to let the interruption

occur. If what is really needed involves a discussion, then it is best to schedule that for later and stay

focused on our task at hand. The most important part of this is to recognize we have the choice to make,

and not to let the interruptions by others, or our own distractions, shift our focus inappropriately.

There are some obvious signals that we can use to indicate to others that we are unavailable. These

include having our door closed, which should signal to others we are currently unavailable. A closed

door also makes it easier not to be distracted by external noise and activity. Also, not having a chair next

to our desk makes it harder for people to sit and chat.

Another time robber is perfectionism. Perfectionism is different than excellence. Excellence is a good

standard, while perfectionism is an extreme behavior, in which one’s work is thought of as not good

enough. Today’s business world often requires quick decisions and actions, and “good enough” done

quicker is often better than even excellent work that takes much longer to complete. There are some areas

in which excellence is the standard, such as quality control and safety, yet others in which the time it

would take to do something at a higher standard would result in the business being lost to the one able to

make decisions quicker. Please understand the distinction. There is a difference in excellence and

perfectionism, yet too often what is thought of as excellence is really perfectionism. When possible, let

excellence be your standard, but do not be controlled by perfectionism.

Work incompletion is sometimes related to perfectionism. When this is the case, the work does not get

finished, or does not get finished in a timely manner, because the individual does not think it is “good

enough.” With speed being one of the driving forces of business today, this behavior becomes even more

problematic than it was in a more stable and slower moving economy.

Those who work diligently to purge the identified time robbers will have more time available for

priorities. The next section on performing gives additional information on effectiveness.

THE PERFORMING PHASE The most effective people plan and execute well, and do not allow themselves to be hindered by

procrastination, disorganization, distractions, interruptions, perfectionism, and work incompletion. In

essence, they perform well consistently. What is involved in performing well, other than planning well,

and eliminating the time wasters just identified?

One model that can be used for the Performing Phase is the 5 “F’s” Model. This model identifies the

following five necessary behaviors for success: Fast, Focused, Flexible, Friendly, and Fun. The first four

of these behaviors—Fast, Focused, Flexible, and Friendly—were coined in the mid 1980’s by business

expert Rosabeth Moss Kanter. About ten years ago, the fifth “F” for “Fun” was added. Fun became more

important with the significant increase in workers in the “X” and “Y” generations.

The importance of Fast relates to the speed with which business is now moving, and the speed will onlygrow exponentially. International business speaker Mike Fralix gives the following example of the

importance of “fast.” Fralix states, “It was only a few years ago that many people were satisfied to wait

ten days to two weeks for a delivery from a catalogue. What do you think is the standard expected

delivery today? Two to three days!” That is a good example of fast.




The word Focus can be thought of as, “What is the best use of my time at this moment?” Focus is directly

related to priorities. Every day there are many people and priorities competing for our time. When we

focus on our priorities, we are most effective.

There are numerous ways to focus. One is to do classic goal setting, identifying desired results, and

having a process to manage those consistently. We will focus on goal setting in the next section.

In the spirit of focus, it is appropriate to mention one of the challenges found in many workplaces today,

that of time and schedule laxity. Specifically, too many people have a somewhat casual approach to

getting to work, often arriving later than the workday starts. Unlike my assistant, whose mother told her

when she was very young, “If you arrive at work just on time, you are late!” She recognized that even if

you arrive at work on the dot of being on time, you are not ready for work at that time, since getting ready

to work once you are there takes a few minutes. (We are not talking of eating breakfast at work before

you begin work, or chatting with coworkers before settling in to work. Those things, if they must be

done, take even more time!) This is referring to those who seem to ignore the starting time, coming in

consistently five to thirty minutes late. This is a lack of focus on the part of the one who is late, and if it

is problematic to the manger and it is not addressed directly, a lack of focus of the manager. (Those

workplaces and managers who do not see this behavior as a problem can obviously ignore these

comments.) Business writer and speaker Bryan Townsend addresses this in his book, How to Get Raises

and Promotions (2002). Townsend states, “If you are supposed to be at work at eight o’clock, be there;

at work, doing work, at eight o’clock. This means, you have to be on the property no later than seven

forty-five.”

Even the most focused and productive people find it necessary to be Flexible. Regardless of how much

good planning and purging is done, if we do not remain flexible, we miss opportunities. Flexibility can

be thought of as agility, the ability to bend without breaking. Flexibility is the opposite of rigidity, and it

is different than being inconsistent. Consistency is important, but consistency coupled with flexibility.

Now, what about Friendly? Is friendly as important as Fast, Focused and Flexible? Are the first three not

more directly tied to bottom line business goals, and isn’t “Friendly” more of a human quality? Well,

yes, and no! “Friendly” is a human quality, and it is also directly tied to business goals. There is some

good recent research that found people who are nicer—another word for friendly—are more successful

than those who are not. This is not to say that one who is only friendly can accomplish good results

without being fast, focused, and flexible. It does mean, however, that even if one is fast, focused, and

even flexible, and yet isn’t friendly, that one will not be successful in today’s team-based and project

oriented world.

The word Fun may be the hardest for the reader to connect to business goals. This is especially true for

the reader who is chronologically older, such as Baby Boomers. Baby Boomers have been conditioned to

go to work to work, and fun is what one traditionally does in one’s off-duty time. While there are still

many companies who operate from this mindset, more and more companies recognize that having fun at

work is often a quicker way to accomplish business objectives. Think of fun as a positive and memorable

experience, and not as goofing off or wasting time. Coworkers who have fun together get the work donequicker and better. There are many ways to have fun at work without such taking time away from the

business. One of my client companies periodically calls everyone together for Dove Bars. Another

company is well know for having M&Ms passed out to all coworkers mid-afternoon each day! If you are

in management, find ways to celebrate with the people in the company doing the real work!

For those doing mainly market work, identify which aspects of this model related to ‘work for pay’ need

your attention. Often it is the planning and purging phases, with too much of an emphasis on the




performing phase. Some people are so focused on getting a lot done that it is not always the right things!

Even fifteen minutes a day spent planning can increase one’s effectiveness significantly.

ESSENTIAL COMPONENTS OF THE MODEL RELATED TO FAMILY WORK

If you have a busy family life and also work for pay, it is recommended that you take a very structured

approach to planning. Identify how much time you need to dedicate each week to both major priorities,

family and paid work. If your paid work is fulltime, then that is usually at least 40 hours a week, and

often more is expected and/or necessary.

For the family, the time necessary for each family member should be determined and planning done for

such. When there are children involved in afterschool sports, how will transportation occur, as well as

meals? What happens when the children are sick? Is there good support for such? What about business

travel and family responsibilities? All of these issues are further magnified when there is only one adult

in the home.

An often overlooked priority is care for oneself when family work and market work leave little time for

such. Also common is the failure to plan time for the couple and their relationship, as well as time for the

family as a unit.

When one plans better, the need to purge becomes nonnegotiable. It is simply not possible or evendesirable to do all that one may even want to do when the number of hours available for priorities is

calculated. Perfectionism is often not as much of an issue during these times, although it is common for

some things to stay in limbo, resulting in work incompletion.

ESSENTIAL COMPONENTS OF THE MODEL RELATED TO VOLUNTEER WORK

The importance of Volunteer Work has already been established. Even so, one must identify the

importance of volunteer work to the time available. It is possible that there are not any hours left for

volunteer work due to the needs of the family and the demands of market work. There are certain times

in life when the demands for family and market work are greatest, and it is during those times that we

need to feel okay to say no nicely. Just as it is not possible for most people to contribute financially to all

worthy causes, there are times in our lives that it is not wise if it is even possible to commit time to evenworthy causes. When the children are grown and on their own (and before the grandchildren need

attention!) there is usually more time available for other efforts. This is also true when one is no longer

on the fast track, especially when the needs of aging parents do not require much time. On the other

hand, this is not to say that volunteer work is unimportant and should not be considered a priority during

these times. The point is, make a conscious decision how much of your time you will commit to your

different priorities.

It is difficult to manage one’s priorities well without a structured process to do so, even if one is

committed. Goal Setting is the best process for this. Research reflects that only approximately 3% of the

general population routinely set written goals. Interestingly enough, the top 3% of the population

considered most successful do!Goal setting is an important tool for the college student determined to be successful. The next section

provides a structured process for goal setting.




GOAL SETTING

A SIMPLE GOAL SETTING MODEL

Think of Goal Setting as Life Planning. One Goal Setting Model is found in Appendix I.

THE PROFESSIONAL GOAL SETTING MODEL

This model asks the readers to plan their professional life, thinking forward 5-10 years. The college

graduate who is in her early twenties may want to think further out than even ten years. For example, if

one is twenty-five years of age, what are her professional goals at retirement age, whatever one

determines that age to be? At what age does she want to no longer need to work for pay? If that is age 60,

how much money will be needed to support the desired lifestyle? A good financial planner can be useful

in determining different age and financial scenarios. If the goal is to retire at 70 years of age, the answers

will differ.

Some readers will be paralyzed by trying to answers these questions and will instead choose to look

“closer in” to develop different scenarios. Either approach can work. It is thought that today’s traditional

college graduates will have at least five different careers over their work life. This is careers, not jobs;

jobs will number even greater.

There are various ways to approach this professional goal setting process so as to not be so overwhelmed

that one’s choice is to simply give up on the process! For instance, determine what amount of income

one wants or needs to support the chosen short and long term goals; then determine what jobs are most

likely to support those goals, in one’s chosen field. Let’s think of just income related to Physicians. If

one wants to be a doctor and also wants to earn at least $300,000 per year by the third year of practice,

there are some practice areas that are more likely to offer this than others. For example, a heart surgeon

can certainly earn that income easier than a family practice physician, all other things being equal.

Another example: If a considerable amount of time off is important as well as is a significant income,

dentistry may be a better choice than a heart surgeon or a forest ranger. These examples are not intended

to imply that a certain amount of money is desirable. In fact, the purpose of this module is to identify theissues and provide a framework for decision making.

THE PERSONAL GOAL SETTING MODEL

These two last sections could just as easily be reversed. In fact, whether one chooses to admit such or

not, some (maybe even many) people are more concerned about what they want personally than what they

want professionally. The reason for the order in this module is that the reader is in an academic program

directed to some professional goals. So, considering professional goals before considering personal goals

is the chosen format. In reality, it is a chicken and egg discussion. It is often hard to separate personal

goals and professional goals. In fact, it is best if one can identify both personal and professional goals

simultaneously.

Personal Goals include being able to answer the following questions:

• Where do I want to live and work? Hometown, city, rural, US or international?

• Is a significant other an important part of my life, or can I be happy alone?

• If I plan to marry or partner with another, will that relationship include children?

• If another adult is a choice, will both do market work, thus resulting in two incomes?




• Are there other financial obligations to be considered, such as supporting other family members?

• How important is personal and family time compared to market work responsibilities?

• Is there a “cause” that I want to be able to support with time and money?

• What type of lifestyle do I choose?

The above questions are not all inclusive. They should, however, provide a good starting point for

considering what type of personal life the reader wants to be able to have.

Once the questions are answered, some decisions or choices will be obvious, and some will be eliminated.

The next step will be to utilize a goal setting process such as the one found in the appendix to this

module. It is important to put time frames on one’s goals, as well as to identify lacking and needed

resources for accomplishing the goals. This goal setting process provides a structure for this.

In addition to the points previously made, goal setting is important so one can live a life and career of

Passion, Productivity, and Profit. The next session integrates this with the information previously

provided.

P ASSION, PRODUCTIVITY , PROFIT

Living a life of Passion, Productivity, and Profit requires Planning, Purging, and Performing. Hopefully,

the reader understands the importance of Planning, Purging, and Performing, and now has some tools and

techniques that will help to structure such. Now it is time to address the broader context of why the

philosophies are so important, as well as how to integrate them into a life of Passion, Productivity, and

Profit.

What is passion? More importantly, what is your Passion? It is possible that you do not know at this

point in your academic career. That is not uncommon. It is not even uncommon for many who are much

older and experienced in market work not to have even considered the question of passion. That is

unfortunate. For it is passion that fuels our Purpose.

“Purpose,” you might ask, what is that? Purpose is our interpretation of our reason for being, who we are

here to be. Many people focus on “doing,” not recognizing the importance of “being.” When we are

clear about our purpose, how we express that, in essence, our “doing” becomes easier. But let’s not get

ahead of ourselves. What is this thing called passion?

There is a lot of talk about passion, yet it is not always described. Well, what is it, Passion? Passion is

purpose, direction, and energy. It is that fuel that propels us to do things greater or better than we could

otherwise do. When we are so energized and fulfilled that we lose track of time, it is likely that we are

living our passion. When we find ourselves vehemently discussing and debating ideas with others, we are

focusing on those things about which we are passionate. Those things we must do regardless of whether

we are paid to do them or not, those things we do even unconsciously—therein lies our passion.

Some people are so animated that they seem to have numerous passions. While one can have more than

one passion at a time, when there are even several, it is possible that some of those are not passions, but

desires and even likes.

Just given that brief discussion of passion and purpose, perhaps it is clear that we started this module at

the right place, being more specific! A discussion of passion too early could seem too theoretical.

Perhaps we are now ready to focus on the importance of passion.




To thrive in a turbulent economy requires passion, productivity, and profit. Note the word “thrive,”which

is obviously different and more desirable than “surviving.” Passion is necessary to thrive in any economy,

but even more so in one as turbulent as the US economy is at this time.

So, what is your passion? What do you care about so deeply that you MUST do it, whether or not you are

paid to do it? Think about it.

Passion is not always found in one’s paid work, although it is desirable to “follow your passion, not your

pension.” It is reported that Bill Cosby said that in a college commencement speech years ago, and it has

been repeated by many others since. The sentiment of that is to identify what you care deeply about and

do that with all your heart, and you will be able to make money at it. There are numerous examples of

that.

Now for the bad news, and you know this already. It isn’t that simple. Passionate people who fail to

convert that passion to action are ineffective.

Passion combined with productivity is powerful. Passionate and productive people accomplish results.

Think of productive as effective more than efficient. It is possible to be efficient and be doing the wrong

things! Efficiency should always be the master of efficient.

For the purpose of this analysis, productivity and performing can be considered synonymous. A reviewof the previous section on performing will give the reader the most important information about

productivity.

Passionate and productive people who have determined their definition of living a profitable life are more

likely to be successful. “Profit” means more than financial, although there is a financial component.

Everyone has a lifestyle to support, although there is a wide range of lifestyles. The money necessary to

support a lavish lifestyle is obviously different than what is required to support a moderate lifestyle. Also,

what one person considers lavish another may consider moderate.

The financial component of “profit” is likely more commonly discussed than the other aspects of a

profitable life. While money is important on some level to everyone, let’s identify some other variables

that are involved in one feeling “profitable.” More information on Passion, Productivity, and Profit isfound in the book, How to Thrive in Spite of Mess, Stress and Less, by Patti Fralix, 2002, Triunity

Publishers.

Most people who lack close relationships would not consider that they have a profitable or prosperous

life, regardless of the money they possess. People who are or feel controlled by others most likely do not

feel profitable, regardless of their economic circumstances. Those who get to the end of their life with

longing for unfulfilled dreams probably do not feel profitable.

Motivational speaker Zig Ziglar reports that research reflects that, for people to feel prosperous

(profitable), they need three things: health, happiness (not pleasure), and enough financial resources to

fund what is most important to them.

Passionate people sometimes have the process for action and work diligently at living their passion, fullyfocused on their definition of living a profitable life, but it still does not happen for them. There must be

something else lacking.

It is possible that what is lacking is confidence, competence, and commitment. Without these behaviors, it

is difficult, if not impossible, to live a life of passion, productivity, and profit.




Competence Commitment(knowledge, skill, expertise) (trustworthy, responsible, tenacious)

NECESSARY BEHAVIORS FOR SUCCESS IN A GLOBAL MARKETPLACE

In today’s very turbulent times, people who are confident, competent, and committed are those most

likely to thrive with passion, productivity, and profit.

What is confidence? It is assertiveness, energy, and poise. Confidence and arrogance are polar opposites.

Assertiveness and aggressiveness are not the same thing at all. In the US economy, too often

aggressiveness and arrogance are misconstrued as confidence. If one is referred to as “super confident,”

most likely the behavior being described is arrogance and aggressiveness, not confidence at all.

You can see confidence in one’s facial expression and body language, and feel it in the handshake. Of

the three behaviors, confidence, competence, and commitment, confidence is most important and, in fact,

is the precursor for the other two.

Competence includes technical and professional knowledge, skill and expertise. Today’s global

marketplace requires human skills as a competence issue as much as technical and professional skills.

Those who lack “people skills” will not thrive in a turbulent and rapidly changing world economy.

Commitment is not the same thing as loyalty. People who are committed in the manner needed today

could have been considered less than loyal in the past. Committed people today will rock the boat when

necessary; they will be tenacious. They will not be “yes” people, blindly following what the boss says.

They are more committed to the work that needs to be done and the customers they serve than the person

to whom they report or even the organization for which they work. This is not intended to mean that

tenacious people should be insubordinate. People who are insubordinate can still get fired. What it does

mean is committed people will go farther to accomplish what they believe in than those considered loyal

in the past. Below is the Triangle of Effectiveness, a graphic model of the behaviors involved in

Confidence, Competence, and Commitment.

The Triangle of Effectiveness

Confidence

(assertive, energetic, poised)

A PERSONAL LEADERSHIP MODEL FOR SUCCESS

One way to “put it all together” is to record graphically your personal leadership model. In essence, this

is identifying your desired personal leadership “strategy,” the human capital needs (“people”) and thenecessary “systems” components. A model you can use for this purpose is in Appendix II.

CONCLUDING THOUGHTS

This module addresses some of the changes college students entering or reentering the workforce will

face and provides processes and tools to assist with managing those changes. The world of work and

family life will continue to evolve, both impacted by changes in macro systems. Those who plan well

and remain flexible will be able to adjust to changes that cannot be avoided or controlled.




Career planning is an important process and will, in part at least, position one for success.

CRITICAL THINKING EXERCISE

1. Explain how the broad definition of work assists the new college graduate in his or her decision

making.

2. Describe how one uses a process for life/goal planning to make good decisions.

3.

Discuss the necessary behaviors in living a life of Passion, Productivity, and Profit.

4. Develop a Personal Leadership Model for Success for your life.




APPENDIX I

Goal Setting

I. Set specific goals for the following time periods:

A.

By five years from now I will:

B. By the end of next year I will:




C. By the end of this year I will:

II.

List any skills or resources lacking or needed to accomplish goals identified in #I.

III. As best you can determine, identify specific actions needed for you to accomplish your identified

goals.




APPENDIX II

The Personal Leadership Model

Strategy

Vision/Mission

Values

Goals/Standards

Your Life

People

Confident

Competent

Committed

Systems

Information/

Communication

Teamwork

Accountability

Adapted from Karl Albrecht 1984

career planning and student success

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