Tag Archives: Linked in

Settling for less though one can achieve more

My next few blogs would be on a variety of perspectives which one can look at becoming successful in life.

The current post is about – how people in spite of having the potential in them still hold themselves from getting in to too many things and prefer to stay focused on the one thing which they are very good at.

The beautiful article by HBR “The Disciplined Pursuit for Less” sets one to actually think whether one wants to be known as by the longest career pole in his career or would one like to be in a state where one ends as the “Jack of all & master on none”.

The question again comes back of how one becomes successful in life, which is aptly elucidated in a step wise manner in the article where there are the below steps:

  • Keeps practicing and becomes specialized in an area and becomes successful
  • Success gets more opportunities and areas on to the way.
  • One starts putting in efforts in the plethora of opportunities which have come his way through success.
  • Distributed efforts going in to all these activities finally starts getting down where you are no longer successful.Highest Point of Contribution

We are now on an issue which has much to be contributed from the either sides.

Greg McKeown very beautifully explains how one should prioritize the various things one is capable of doing, then comes the point of self audit/self check where one needs to decide which of the available options is the one which describes him/her and which is the one is passionate about.

A deeper thought process would tell you that the entire process is about discovering your highest point of contribution from among the various parallel opportunities available and there by dedicating oneself to it.

The below post from linkedin also reiterates the search for the highest contribution point and continuing with the same.

There would be a number of examples in the current scenario which are all in the similar fashion whether it be drop in Sachin’s performance once he takes over the Captainship of the team.

http://blogs.bettor.com/Is-Sachin-Tendulkar-one-of-the-worst-captains-to-have-played-for-India-a27378

Just a few thoughts to mull over…

Regards

Sunil Vadlamani

The #1 Career Mistake Capable People Make

Greg McKeown

December 06, 2012

I recently reviewed a resume for a colleague who was trying to define a clearer career strategy. She has terrific experience. And yet, as I looked through it I could see the problem she was concerned about: she had done so many good things in so many different fields it was hard to know what was distinctive about her.

As we talked it became clear the resume was only the symptom of a deeper issue. In an attempt to be useful and adaptable she has said yes to too many good projects and opportunities. She has ended up feeling overworked and underutilized. It is easy to see how people end up in her situation:

Step 1: Capable people are driven to achieve.

Step 2: Other people see they are capable and give them assignments.

Step 3: Capable people gain a reputation as “go to” people. They become “good old [insert name] who is always there when you need him.” There is lots right with this, unless or until…

Step 4: Capable people end up doing lots of projects well but are distracted from what would otherwise be their highest point of contribution which I define as the intersection of talent, passion and market (see more on this in the Harvard Business Review article The Disciplined Pursuit of Less). Then, both the company and the employee lose out.

When this happens, some of the responsibility lies with out-of-touch managers who are too busy or distracted to notice the very best use of their people. But some of the responsibility lies with us. Perhaps we need to be more deliberate and discerning in navigating our own careers.

In the conversation above, we spent some time to identify my colleague’s Highest Point of Contribution and develop a plan of action for a more focused career strategy.

We followed a simple process similar to one I write about here: If You Don’t Design Your Career, Someone Else Will. My friend is not alone. Indeed, in coaching and teaching managers and executives around the world it strikes me that failure to be conscientious about this represents the #1 mistake, in frequency, I see capable people make in their careers.

Using a camping metaphor, capable people often add additional poles of the same height to their career tent. We end up with 10, 20 or 30 poles of the same height, somehow hoping the tent will go higher. I don’t just mean higher on the career ladder either. I mean higher in terms of our ability to contribute.

The slightly painful truth is, at any one time there is only one piece of real estate we can “own” in another person’s mind. People can’t think of us as a project manager, professor, attorney, insurance agent, editor and entrepreneur all at exactly the same time. They may all be true about us but people can only think of us as one thing first. At any one time there is only one phrase that can follow our name. Might we be better served by asking, at least occasionally, whether the various projects we have add up to a longer pole?

I saw this illustrated some time ago in one of the more distinctive resumes I have seen. It belonged to a Stanford Law School Professor [there it is: the single phrase that follows his name, the longest pole in his career tent]. His resume was clean and concise. For each entry there was one impressive title/role/school and a succinct description of what he had achieved. Each sentence seemed to say more than ten typical bullet points in many resumes I have seen. When he was at university he had been the student body president, under “teaching” he was teacher of the year and so on.

Being able to do many things is important in many jobs today. Broad understanding also is amust. But developing greater discernment about what is distinctive about us can be a great advantage. Instead of simply doing more things we need to find, at every phase in our careers, our highest point of contribution.