Lost a Job or suffered a career setback? Don’t flip out, take these steps.

Today’s job market is faster paced than ever, with swift role changes around every corner.  Learning you’re out of a job, whether it has to do with your performance or not, can be a tremendously stressful life event.  Job loss often ranks among the highest in stress on a list of life-altering events such as a death in the family, divorce, and serious illness.  In other cases, losing a key manager that was positioned to train you and advocate for your career advancement can also feel like a huge setback.

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These experiences can lead to feelings of panic, grief, anger and turmoil about what to do next.  If you let it, getting caught in a tailspin of emotions after a professional setback can keep you from moving forward in a productive way.  Allow yourself a good rant with your friends and family (not your colleagues) about the misery and injustice of it all.  Then it’s time to roll up your sleeves and pull together an action plan so you can get on with your life.  No one wants to stay paralyzed like a deer in headlights after what feels like a dismantling career blow.  If you find yourself struggling to build momentum, consider enlisting an executive coach who can be a strategic thought partner in creating your next career come-back.

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1. Flip the script.  Major changes like the loss of a job or manager who was critical to your advancement can lead to emotionally derailing thoughts, rattling one’s sense of direction and purpose.  When clients in my coaching practice share professional setbacks with me, their emotionally charged reactions are often fueled by the perception that they’ve lost control of their future.  Particularly for the hard-driving, high-achieving ‘Type A’ people that make up Silicon Valley, this feeling is particularly intolerable.  Rant. Breathe. Shake it off. Hit the restart button. Relocate superpowers.

 Adam* had spent the last 2 years pouring all of his time and talent into an early stage startup after leaving a lucrative but uninspiring job at a large corporation.  He’d given up higher compensation for the chance to hone skills and autonomy typically not accessible at his level of professional development.  When the company shutdown unexpectedly as a result of cofounder conflict, he couldn’t stop ruminating about his decision to stay with the startup for as long as he had, and felt cheated thinking of all the financial sacrifices he’d made.

After losing a job, it’s completely normal to re-think every decision you made that contributed to the grim outcome of being out of a job.  People can get stuck obsessing about the past, especially if they feel jilted.  Moving on can feel like an unfair concession,  but dwelling on the past will only impede your ability to start over, not vindicate you.  Take inventory of what you’ve learned, where you are developmentally in your life, and let that inform how to prioritize your next work move.  Ask yourself “how have I changed?  What new insights am I taking with me? What opportunities am I free to pursue now?”  To develop an empowered point of view- flip the script.  Rebuild your narrative about what happened, and what’s going to happen next in such a way that you feel emboldened to turn the storyline into one of courage and success.  This is not to be mistaken for ignoring the role you played in how things transpired, or fail to learn from how you got there.  But those decisions are done and dusted, and now it’s time to move on. Develop a new narrative that captures the best possible scenario.  A few examples to illustrate the point:

Reactive thought: “I sacrificed for nothing, and losing this job is evidence that that my gamble with startups is a failure.  I’ve lost time and money and now I’m behind in life.”

Reframed thought: The calculated risk that I took gave me firsthand, invaluable experiences and insights that I could not have gained otherwise.  I now have clarity on what types of opportunities are best suited to my priorities in life.  With that knowledge I can start again with improved focus and direction to achieve my goals.”  

Notice the different approach to defining one’s progress and success in life- instead of measuring yourself by outcome alone, evaluate how capable you are of responding to life’s setbacks and challenges with aplomb.

2. Work backwards from the future.  Fast forward for a moment in your professional trajectory.  What specific learning and skill mastery will you need to successfully advance?  Staying focused on solutions, flexible problem-solving, and the ability to dig your way out of complex situations will aways be seen as evidence of competency under fire by future employers.

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Catherine* landed a coveted role at a prestigious financial firm after graduating with honors from an Ivy League university.  She was meticulous in architecting her career trajectory, parlaying her work experience to train in a new area of finance under the tutelage of a managing director at a different firm.  When this manager left for a rare work opportunity elsewhere, her chance to develop skills outside her wheelhouse was cut short.  Emotionally immobilized and without a game plan, Catherine was at a loss for what to do next.

When elements outside of our control topple our specific strategy for achievement, it can feel like our route to get from point A to point B has been destroyed.  Take a solution-focused approach and identify alternative routes to stay on target.  Imagine where you want to be two steps ahead in your career path, rather than focusing on what’s directly in front of you.  I asked Catherine to share with me what type of role she would be competitive for had her manager stayed and provided the specific guidance and training she’d wanted. 

“Let’s say you got everything you wanted from the current role you’re in, and now you’re interviewing for your next advancement.  What markers of success can you draw attention to in your interview?  What specific qualities and skills will you need to have demonstrated to be competitive for the next level of growth?” 

Catherine shared that she would need to demonstrate a high level of autonomy in her day-to-day work operations, process communication effectively between various parties involved in decision-making, and show success in developing and maintaining relationships that lead to new business.  From there we mapped out specifics around whom she might target for support and how, identifying internal and external resources for mentorship and learning, and personal routines to help her stay on track.          

None of these approaches are particularly swift or easy.  They take a high level of personal discipline and an ongoing willingness to course-correct when you notice yourself going astray.  Keeping people in your life who are closely aware of your intentions and support your efforts helps!  With practice and mastery, these steps will be to your overfall benefit by helping you cultivate new and effective resiliency skills when life throws you a curveball.

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*Names have been changed for privacy

 

How startups use psychometrics for leadership development can make or break them: 4 major principles to follow

A survey by the Society for Human Resource Management estimates that at present, 18% of companies use psychometric testing for a range of purposes, most commonly recruitment and hiring.  According to Harvard Business Review, skillful application of cognitive and personality tests (also known as psychometrics) help companies avoid hiring and managerial mishaps, which are estimated to cost a company at least one year’s pay.  Poor management can be especially fatal for startups, making skillful leadership critical to a startup’s early growth and success.  Ray Dalio founder of Bridgewater Associates, the largest hedge fund in the world managing $160 billion discusses the value of psychometric use for leadership development in his widely recognized bestseller Principles: Life and Work.  Dalio and his employees use psychometric observations and evaluations to identify and minimize derailing behaviors among high potential leaders.  In sum, leaders who lack self-awareness and fail to learn from their experiences contribute to their own derailment.  Honing self-awareness is the prevailing objective among clients in my executive coaching practice aiming to mitigate the derailing pitfalls that new challenges bring.   Applied research findings in this area reveal the most common derailments among faulty leaders:

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  • Problems with interpersonal relationships
  • Failure to build and lead a team
  • Lack of self-awareness
  • Inability to learn from feedback and experience
  • Trust/integrity issues
  • Inability to change or adapt
  • Poor composure under stress
  • Over-reliance on strengths

Unfortunately, many organizations choose the wrong psychometric assessments to use in their leadership development efforts, or use them in the wrong way.  Expert application of psychometrics can be a costly investment for small startups.  Typically the luxury of employing an esteemed management company like McKinsey for psychometric use in leadership development is far outside of the budget of early stage startups.

My professional experiences teaching and utilizing a range of psychometric assessments and later coaching tech leaders through challenging transitions provide a framework for offering these guiding principles on how startups can optimize psychometrics for their leadership-development.

Four major principles to follow:

Consider applicable laws.  Stay in legal compliance whenever employing psychometric tests. in your organization.  Anti-discrimination laws apply to psychometric assessment tools (particularly cognitive tests) stating they must be job-relevant and demonstrate internal and external validity.  The Americans with Disabilities Act provides specific guidelines for using psychometrics within organizations- they must respect people’s privacy and not aim to “diagnose” potential hires or employees in any way.  Historically organizations have used clinical psychometric assessments like the MMPI-2 for employment decision-making, though it was designed for the purpose of diagnosing mental illness and identifying traits common in those with personality disorders.  Because the MMPI-2 was developed for use with psychiatric and prison populations,  some employers have been taken to court for using it in their organizational decision-making and lost.  Using psychometric tools designed for use and application in industrial/organizational settings is a safer bet for company decision-making.

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Choose your tests wisely.  Aim to build an evidence-based approach for evaluating leadership growth and performance, with specific purpose in mind. If using psychometrics for hiring, aim to demonstrate that your hiring tools predict how you’re defining ‘success’ in a given role using rigorous statistical analyses.  Relying on interesting but random psychometric outcomes will at best waste time and resources, and at worst lead managers to make faulty decisions.  If using psychometrics to increase self-awareness in leaders, select assessment tools designed for this purpose, proven to be scientifically valid by experts in the field, and have demonstrated utility in identifying and redirecting problematic behavioral patterns.  Whenever possible, get support from experienced organizational consultants to help your company select appropriate tools for your company’s specific needs.

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Follow test administration protocol or risk invalidating outcomes.  “Proctoring” assessments ensures they are being taken according to the test’s protocol, either by having people take the assessments in front of an informed test proctor, or through video conference monitoring if they are remote.  Be sure that test takers are given clear directions according to the test developer or risk invalidating test results.  Be aware that some people may feel compelled to influence their results in order to appear more competent for a particular role, or may be more guarded in their responses as a way of presenting themselves in the most favorable light to potential employers.  Some psychometric tests have built-in measures that indicate whether a candidate’s pattern of responses reflect an effortful attempt influence their test outcomes, or if their responses are inconsistent with one another.  Using outcomes from multiple psychometric tests (referred to as a ‘test battery’) can help to gather a more accurate, comprehensive testing profile.

Leadership development initiatives with opportunities for privacy and self-directed learning enhance engagement.  When participants are allowed to maintain a sense of privacy over their psychometric assessment outcomes, they are more likely to engage in deeper, lasting growth.

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This practice provides a safer space for leaders to do a deep dive into understanding their own personal challenges.   Innovative venture capital firms like Alpha Bridge Ventures are investing in startup founder success with an on-boarding process that uses psychometric surveys to determine leadership style, then tailors support through an inter-disciplinarian team of coaches and wellness professionals.  Other venture capital firms like Andreessen Horowitz recognize the limitation of time and resources executives have to spare for developing their own employees.  Outsourcing leadership skill-building through founder retreats, externally facilitated consultation groups modeled after Stanford’s T-groups, or providing a broad and deep alumni support network à la Y-Combinator are all ways startup founders are achieving leadership success.   Larger organizations are investing in employee development through bespoke leadership programs like Potentialife, which provide participants access to strategic, self-directed leadership growth modules through the convenience of an interactive app.

Startups that invest in their leaders self-awareness will benefit from the long-term gains that self-knowledge delivers.  Appreciate that no matter how much progress we make, there’s always more to learn.

We cannot solve our problems with the same thinking we used when we created them.

– Albert Einstein

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