Are You Planning Your Career or Just Going wth the Flow?

Are you planning your career or have you decided to just go with the flow? Career planning is a continuous process where you decide in advance how, when, and where to take specific actions that lead you closer to your desired destination.

Here’s the first step of the Career Guidance Process I use with clients. The intent is to explore your career goals, strengths, and areas of opportunity.

Step One:
Begin with what I call CareerScaping. Dream about the contributions and accomplishments you wish to achieve while simultaneously fulfilling your purpose in life. Look to what you enjoy doing for important clues and give thought to the following questions:

1. When you daydream, what do you see yourself doing?


2. If you had unlimited time and resources, what would you choose to do?


3. Which work life activities do you consider to be the most valuable?


4. Which personal life activities do you consider to be the most valuable?


5. What talents do you have?


6. Are there particular things you feel you should do even though you haven’t yet? What are they?


7. What functional areas interest you (i.e. sales, operations, finance, technical, management)?


8. Do you have a specific job in mind? What is it?


9. What skills, training or additional education will you need for that job?


10. Who can help you find out more information?

Remember, career planning is a continuous process so whether you’re 18 or 80, the previous questions still apply. The answers shape your future. Where do you want to go?

Who Do You Love?

Several years ago I asked the people I work with that question. Specifically, “Which clients do you love the most?” More interesting than the answers was the speed in which everyone was able to respond. There was no hesitation as grown men and women – some road weary and hardened by the world, were able to freely and easily proclaim their love of particular clients.




I didn’t ask why they loved the clients they chose – but none could resist signing the virtues of those who had earned their affection. The reasons were as varied as, “They always pay on time” to “They get us and it’s always a pleasure to be with them.”




When they spoke, they pitched forward on their toes, appeared lighter on their feet and a sparkle danced in their eyes. As they continued to speak of these exalted clients they almost seemed giddy, certainly confident, and overwhelmingly pleased.




Now, to me, that looked a lot like love. Unfortunately my follow up question didn’t elicit as much frivolity.




“How much time do you spend with those you love?”




The swift wind that had filled their sails moments earlier had just been zapped, their magnificent sailboats stalled at sea as the air visibly deflated from their chests.




Excuses were mumbled over tightened lips – but it didn’t really matter what the reasons were, the result was the same. Neglect. Everyone one of them knew that love suffering from neglect could easily go away. It may be sudden or gradually – but it is inevitable.




Whether it be clients, employees, colleagues, family or friends – are you spending enough time with those you love? If not, start – because fundamentally there is nothing that you could possibly be spending time on that is more important or worthwhile than the people you love?




There are two ways to remedy this. First, shift your priorities to spend less time on the “burdens” and more time with those you love. Second, simply love more. Whether it be clients, employees, colleagues, family or friends – lead with a loving heart.

A Calendar, a Clock and Your Head

In college I spent a fair amount of time directing shows in the television studio. I loved nearly every aspect of it and took particular pride in ending my programs exactly on time which was an important skill.

In my professional life I manage business meetings tightly. Critics have accused me of being a slave to the agenda and sacrificing spontaneous communication and dialogue in favor of efficiency. On the other hand, participants frequently praise me for staying on topic and thank me for valuing them by starting and stopping on time.

Having lived in California for over 18 years, I'm far from a stickler on this stuff. I don't even wear a wristwatch any more. I’ve been repeatedly schooled that, “time is simply a man-made construct” and “mañana” doesn't mean tomorrow, it means, not today.

I've seen these behaviors devour less tolerant people from the Northeast who resent the suggestions to “just chill.” It drives the anal-retentive nuts when others are “fashionably late” or casual about missing deadlines.

Although it can still irritate me, when you are surrounded by a culture that doesn't like the rigidity of deadlines and feels too much pressure from the ticking clock, you have no choice but to adjust.

I won't argue the value of a zen-like peace that can occur when you have a life with no time constraints. However, I will argue in favor of leadership and living a productive life because eventually you are going to die. So no matter what your philosophy, that’s a looming time constraint. To me, it’s better to embrace the beauty of time.

There are three things you should begin to use in at least a cursory fashion; a calendar, a clock and your head.

A calendar gives you a better perspective on what's coming up. You know that Christmas is on December 25th, that taxes are due on April 15th and you know the date of important appointments. It might be a day in advance, or a month, a year, ten years, it doesn't matter. The point is you know what's coming.

(Full disclosure, I’m addressing a belated birthday card to my brother. For the 42 years that I've known him his birth date has never changed. Yes, I called him and did the Facebook and Skype thing, but why couldn't I get a simple card out to him in time for his birthday? Because I'm a dork. Just like everyone else who misses a fixed date on the calendar. You can try to celebrate your failure to plan by labeling it procrastination or some other sexy sounding affliction, but all it does is broadcast the fact that you are a dork.)

A clock serves the same function as the calendar but with greater immediacy. It’s a realtime planning tool. Just like you know things are coming at a particular date, you know some things are coming at a specific time. Airplane departures, Hotel check-outs, last call at the bar or what time Macy’s opens on Black Friday are a few examples. You can also use your clock to make note of the duration of things for future planning. Perpetually late? That’s a clue that you need to spend more time on your planning.

This brings us to your head. Each of us are blessed with a thinking mechanism. Maybe some people need to take it out of hibernation and exercise it a little bit. With it, you have the ability to deduce and decide. Things come up out of the blue ruining well laid plans. Don't become a victim of life’s whims. Incorporate them into your plans. Think a little, don't simply react. Instead, process information for a second longer and respond to situations, based on your values and purpose (discussed here) rather than something fickle like your current mood.

I know if you consider yourself a free-spirit this all sounds like a horrible constrictive burden. It's not, so, get over it. At least becoming aware of what's on the calendar, what time it is and your capacity to solve a problem can change your life. Want to change it dramatically? Invest more time into you're planning and what you'll do in the event your plans fall through.

Need help acting on any of these concepts? Karl Bimshas Consulting’s Life Coaching Services (link) can help you find the a-ha within.

Part 2 - From Mission to Mantra

In part two of this three part series the Reflections on Leadership Memo continues to help you find ways to combat mediocrity.

What Are You Doing?
In the last Reflections on Leadership you learned where you find your values. I hope you've downloaded the FREE workbook, (link) titled, "Your Values Finder" and have begun prioritizing your core values. Now it's time to figure out what you're doing, or at least begin to discover what you should be doing.

Many organizations invest significant time and energy in creating their mission statements. As well meaning as they are, most screw it up for a variety of reasons like internal and external pressure to say the "right" thing, the earnest determination to get it perfect but instead convolute it, and for many it's just another going through the motions exercise. Can you imagine a team of military covert ops guys taking that approach to their mission? A laissez-faire approach to accomplishing a mission doesn't inspire much confidence. Don't you want to be confident about your purpose?

In part two of this series designed to minimize mediocrity you'll learn how to draft a mission statement for your family, organization or personal use. Then you'll reduce it to a repeatable, credible mantra that will inspire confidence.

Get your FREE starters guide, "From Mission to Mantra" and learn to focus your vision, passion and action on purpose.

Not for? That's okay, you can still help reduce mediocrity by getting this starters guide it into the hands of others.

Learn more about Karl Bimshas Consulting by visiting www.karlbimshas.com and begin to discover the a-ha within.

Are You Lost?

Let’s pretend you’re running late and suddenly realize you’re lost in a strange city and the street signs don’t make sense to you.  You’ve got your mobile devices and your Facebook, Twitter, Foursquare friends are only a few keystrokes away, but your satellite connection is spotty.  You approach a passerby and ask them how to get where you’re going.  There are a multitude of possible responses:

1. “I’m sorry, I don’t understand you.”


2. They ignore you and keep walking.


3. They give you colorful but convoluted directions.


4. They offer to sell you a map.


5. They walk with you and safely get you to where you want to go.

Which would you prefer?  Which do you provide to your coworkers, customers or family? Change and uncertainty can be exhilarating or scary or both.   The answer you prefer is not all that important.  Depending on the stakes, you might be willing to shell out some money for information.  You might not feel secure walking with a stranger.  Depending on the circumstances, that might be exactly what you want.

The point is, people you care about are thrust into situations similar to this metaphor everyday, sometimes multiple times a day.   As a leader and an artist, take note of the people around you.  Some of them are lost and could use your help.  If they ask you for it, don’t ignore them.  If you don’t understand them, try harder because they’re at a bigger disadvantage than you.  Be on the lookout for those who are lost and be the friendly face that helps them reach their goal.

Pick Me! Pick Me!

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The NAME ME Qualifying Checklist

“Pick me, Pick me” is a common refrain you might recall from your school days when team captains were tasked with choosing sides for a game of flag football or baseball, or bombardment, a terrifyingly thrilling game played on rainy days in elementary schools across New England.  Some kids in the line shifted uncomfortably with heads down and hands in their pockets, dreading being the last one called.  There were those who verbally pressured the captains, shouting, “Pick, me!  You wanna win don’t you?”  Others just waited their turn, ambivalent about their fate.

It’s not all that different in today’s world of business proposals.  I’ve been on all sides of sales proposals.  I’ve put them together alone and with teams of experts, sometimes “guessing” what the prospect wanted to hear. (Not a good strategy.)  I’ve been shoulder to shoulder with clients, acting as their consultant helping to choose a vendor.  That’s a great perspective to see how pathetic some sales tactics come across.  I’ve seen desperation, trickery, disinterest and unwelcome pressure.  All the kid stuff that gives professional sales a bad name.

When it’s your business, or you care as if it were, your time becomes increasingly more valuable.  You separate the good versus troublesome suppliers and customers fairly quickly.  When you’re a customer looking at a new business relationship, you undoubtedly have a set of criteria that’s important to you.  When you are trying to sell someone on your idea, you want to do the same.  Unfortunately, I’ve seen too many desperate organizations skip this step.  They never took the time to qualify the serious from the lookyloos.  A fatal flaw when pursuing any relationship.

Inspired by the “Pick Me” cries of yesteryear, I’ve developed the NAME ME Qualifying Checklist you should run all of your prospects and customers through.

N is for Need. Is there a need you can meet?  Hint, if you sell potatoes and your customer is looking for red crayons they have a need you probably cannot meet.

A is for Ability.  Do they have the ability to make a decision?  You may be having a great conversation with someone and they may tell you wonderful things, but unless they have the ability and authority to make a decision on purchasing your goods or services, all you can really count on is a great conversation.  Always talk with the decision maker to get a decision.

M is for Money.  Do they have money to pay for your solution?  People like to shop; nothing wrong with that.  You need to be able to define when someone is browsing and when someone is ready to buy.  If they can’t pay for your solution to their problem or need, continue to be pleasant to them, but move on, regardless of how nice they are to you.  Nice prospects have a way of spending your money by consuming your time.

E is for Enthusiasm.  Do they want a solution to their need?  Lots of people have lots of problems.  Just because you’ve discovered a need doesn’t mean they want to solve it.  It may be an issue of priorities, political pressures, or apathy.  It doesn’t really matter.  If they’re not excited about solving one of their problems, how excited are you going to be working with them?

M is for Match.  Is there a match between you and them?  This is the je ne sais quoi, that certain something.  The rapport or chemistry that signals you both get along and can work together to get your solution or service implemented to solve their problem.

E is for Essential.  Is it essential to get started?  This introduces the element of urgency.  You want to get to work on solving a problem or providing a solution right away.  It’s good for you and them.  Closely related to enthusiasm, if it’s not essential for them, it means delays for you.  Delays for you means delays in growing your business.

Use the NAME ME Qualifying Checklist to honestly assess all the prospects in your pipeline.  (All the people you know who may be interested in doing business with you.)  Making excuses will not help you in the long run.  For example, a prospect may have a need you can solve perfectly; they could be the final decision maker; they could show you a pile of cash, be enthusiastic about all that you offer and have great rapport with you.  So what.  If what you have isn’t essential for them, you lose.  Maybe it’s a temporary delay, but temporary delays have a way of becoming permanent indecisions.  No amount of honorable sales effort changes a buyer’s essential criteria.

Always go five for five.  You can stack rank your four for fives so you remember to pay attention to them.  Keep your three for fives only if there is some compelling reason and you’re able to nurture them along.  Everyone else, send a nice card once in awhile so you stay top of mind - but don’t invest any significant resources on them until they show more interest in you.  Use the NAME ME Qualifying Checklist to ensure your spending your time wisely.

Enjoy a companion video: VIDEO: The NAME ME Qualifying Checklist

Making Effective Decisions

Knowing why, who and what makes your decision making easier

Decision making is often full of confusion when it comes to who, what, where and when it takes place.  To be effective at making decisions there are a few things to keep in mind.  It’s important to listen to your intuition however, base your decisions on the facts and available data whenever possible.  Gathering the facts shouldn’t unnecessarily delay or hindering your progress.  Consider all your decision making criteria and if needed, make a tentative or pilot decision before full commitment.  Once you’ve reached a decision, support it whole heartedly until new critical information becomes available which could alter the conditions.

With decision making think about; why the decision is important, who will make the decision, and what criteria will they use?  Below is a checklist to help keep focus on the vital elements of a significant decision.

Decision Making Checklist

• Determine the decision or goal to be achieved.


• Establish the criteria to be considered.


• Generate then narrow alternative solutions.


• Evaluate the alternative solutions against your criteria.


• Select the top ranking solutions.


• Assess the feasibility, risks and gains of each solution.


• Make a tentative decision and explore intended and unintended consequences.


• Make the decision and develop an action plan.

Decision Making Options (Who Decides)

• You decide with no input from others.


• You decide with input from others.


• You let a group decide with less than half the group making the decision.


• You let a group decide with more than half the group making the decision.


• You let a group decide with consensus or unanimity.

Factors or Criteria to test Decisions

• The Quality Impact of the decision.


• The Acceptability of the decision by stakeholders.


• The Time to make and implement the decision.


• The Capability to implement the decision.


• The Level of Accountability for the results of the decision.

Some decisions are not particularly significant so observe the 80/20 rule and ensure you put time and resources around the things that will have the greatest impact.