Lemanskills.com

When is it time for a job change?

We often ask ourselves questions like: “is it a good time to end this relationship?”, “is it a good time to start a new one?”, “is it a good time to change my haircut?”, “is it a good time to start saving money?”. “Is it a good time to change my job?” is on that list too. We wonder “what if”.

What if I… had another job?

… had another manager?

… moved to another city/country?

… changed my job entirely and start doing something completely new?

All of those “what ifs” are with us when we think about our perfect lives, perfect jobs or perfect managers. But “perfect” doesn’t exist – there will always be something that destroys the “perfect” view of a job we have. Too much work/too less work, too many people/too few people to do everything, too many restrictions/bureaucracies or no structure at all/total mess.

But when we think about the current situation we are in, we instinctively feel when it’s time to start looking for something new. How to know for sure? Here are some signals you can look for to answer to this important question and make a decision for yourself.

1. “OMG it’s Monday again”

When we live from weekend to weekend it’s like living from paycheck to paycheck. Or from vacation to vacation. Never happy about what it is, always dreaming about a perspective of next thing that should ease our pain somehow. When you are sick to your stomach every Sunday afternoon and at the very beginning of Monday you cannot wait until it’s Friday again, it probably means that you don’t like your job very much. Or your life in overall, it’s another angle to take a look on the situation.

All the gifs, memes and stories that are all over the internet convince us that hating Mondays is normal, all people on the planet has the same thing, right? And those who are happy and can’t wait for the new week are either crazy or workaholics.

Do you know somebody who loves Mondays? Who are they? What do they do? What decisions do they make? Are they crazy?

Source: https://boldomatic.com/p/bZUEfg/i-know-one-person-who-loves-monday

If you hate Mondays, it is the first sign that maybe it’s not about the Monday itself – it’s more about what you do everyday from Monday to Friday. How you spend your weeks? Do you do something that you’re passionate about?

2. I can’t stand people in this company

Sometimes we work in a company that has a high level of maturity. Mature, experienced people, mature organization, leadership, working processes. People don’t waste time on things that don’t matter, they focus on their job and the value that they want and should bring to the table. There are some new people, sometimes young, sometimes students that want to start their career somewhere. But in overall, people understand what we say to them.

And pretty often we work in a mess. Messy environment, processes, structures, communication flow. People are running around in circles, wasting time on things they shouldn’t even think about. They do tasks that are not even theirs.

And when you are a smart person and you work in that kind of environment, you just can’t stand some people. Their never-ending questions, over and over again about the same things. Their lack of independence, taking responsibility for what they do or finding solutions to the problems that occur. And it’s not like you don’t want to help – it’s just exhausting for you to work in that kind of organization.

When you feel that way, it might mean that you need a change of a scenery and a new place. Of course a new firm doesn’t mean that there won’t be questions. It means that you can do a fresh start, with better contracting that will prevent this feeling of frustration to happen again, at least in that scale.

3. Why it’s such a mess?

This one is kind of connected to the previous one.

If you have a strong need for structure, you will die in the organization that is messy. Literally. You’ll be frustrated all the time that you waste all of your energy on things that should be structured by a simple policy for instance.

I wrote about this several times now, but from my experience there is not a not worse things then wasted time. And wasted potential. I am personally attached to this one since I’m a really structured person and a mess in the work environment drives me crazy. I cannot work when I need to waste time on looking for the right piece of information or the right person. Or taking part in meaningless meetings where there is no takeaway, and people just meet because they suppose to be busy or something.

If you have a strong need for structure and the organization that you work within at the moment is super messy, you are on the straight path to the burnout zone. When a basic hunger is not fed, we procrastinate, looking for excuses, not acting our best selves. We self-sabotage a lot, sometimes it’s not even a conscious act, we just do it because of the helplessness of the situation. Especially when we don’t have any, or we have a little influence on what’s happening every day.

4. Why it’s so hard to make a change here?

The most common scenario: the bigger the organization, the harder is to make any change. There are more layers of approvals, more bureaucracy, more complex set of systems where the change needs to go through.

For some of us it’s fine, we are not in a rush, we can wait.

But for some, it’s infuriating. When we see that something isn’t working, and there is a way to change that, we want to act on it and fix the thing. It can be anything: a process, way of communication, product, way of working – you name it. There is always space for improvement, anything can work better. So if you are frustrated that you waste time and there is no way that it can change, that’s another signal for you that maybe this organization is not the place where you’re supposed to be.

5. Nobody sees me

A while ago I wrote an article about hungers. One of three of those is a recognition hunger. The idea about this one is built around a need of being seen, important – as a person, and as an employee. The hunger can be fed by providing recognition signs – they can be positive or negative. Regardless of their type, all people on the planet tend to get any of it, because there is not many things worse than being invisible.

If you are not seen in the organization, what is the difference between the situation where you are there and you are not? When you don’t get any feedback (positive or constructive), you are not recognized for what you do really well, nobody even says “thank you” for your work – it is not a place where you can unleash your full potential.

6. I can’t change anything I do (same task list all over again)

Regarding Transactional Analysis the goal of every human being is to live in autonomy. Autonomy is a combination of an ability to be:

  • aware of who you are, what you do and when,
  • spontaneous and make your own decisions,
  • in a relation with other people to fully live your life.

The decision-making part is strictly connected with your ability to decide on your scope of tasks and responsibilities. Of course when you get the job connected to the certain position, you agree on a certain set of things you are going to cover on a daily basis. But if this is fixed, finite set of tasks, it never changes and you are bored to death, it’s not a good place for your mind and body.

The main question here is: do you have any influence on that? Can you change the current situation, take on new tasks or exchange some tasks with other people in a team? Maybe you can take another part of the job, like being a buddy for new joiners or a mentor?

If yes – great, talk to your manager, see what you can do and do it.

If no – you are on a straight path to the bored or to the burnout zone. Either way, it’s not a space where you want to be – there is no growth, no passion there. Do you really want to spend your life like that?

7. I don’t care

Last but not least – when you just don’t care about the job anymore, it means that it’s time. Sometimes it’s just it – you achieved everything you could’ve in a certain organization, you’ve learned everything what was possible and there is no space for more for you. And that’s okay – like we outgrow from some relationships when we grow up, we can outgrow from the organization as well.

It’s a natural process of change – it can be sad, but it is life.

The bottom line

The goal of this article is not to encourage anybody to quit their job right away. I just wanted to say that it’s important to be aware where we are in our careers, what works and what doesn’t. Based on that we can make better decisions – better not only for ourselves, but also for other people (do you like being surrounded by the burned-out people?) and for the organization too (do you like working in a firm where there are demotivated and whiny people all over the place)?

It is always a tough decision to make a change. But to move on, to grow and to be better every single day, we need to make those uncomfortable actions. We need to have courage. It’s better to be scared about not trying to change something.

Because life is too short to spend it in a job that we don’t even like anymore.

Udostępnij

Komentarze

0 0 votes
Article Rating
Subscribe
Notify of
1 Komentarz
Oldest
Newest Most Voted
Inline Feedbacks
View all comments
1 year ago

I agree with your point of view, your article has given me a lot of help and benefited me a lot. Thanks. Hope you continue to write such excellent articles.

Czytaj także

Leadership

Communication Intelligence (CQ): A Key to the Effective Leadership

In the ever-evolving landscape of work, where collaboration and innovation are necessary to survive on the demanding market, one skill stands out as a game-changer: Communication Intelligence (CQ). As a tech leadership expert and someone deeply invested in helping leaders and teams create environments where people thrive, I cannot stress enough the importance of mastering CQ. It’s not just about talking or listening; it’s about understanding, tailoring, and connecting. Let’s dive into what CQ is, why it matters, and how we can build this skill: both as leaders and team members.   What Is Communication Intelligence (CQ)?   At its core, Communication Intelligence (CQ) is the ability to adapt your communication style to connect effectively with others. It’s about being aware of your own communication tendencies while recognizing and responding to the diverse preferences of those around you. Think of it as emotional intelligence (EQ) but focused specifically on how we exchange information, ideas, and emotions. CQ involves empathy, adaptability, and clarity. It’s not just about what you say but how you say it—and how it’s received. Mastering CQ means being intentional in your interactions and ensuring that your message resonates with the person or people on the other side.   Why Is CQ Essential for Leaders and Team Members?   In my work with leaders and teams, I often see how miscommunication can ruin even the best intentions. A lack of CQ can lead to misunderstandings, conflict, and disengagement. On the flip side, strong CQ fosters trust, collaboration, and alignment: key ingredients for both thriving teams and great business results. Here’s why CQ is crucial: #1 For Leaders: they set the tone for communication within their teams. If a leader lacks CQ, they risk alienating team members, failing to inspire, or unintentionally creating a culture of fear or confusion. Leaders with high CQ can tailor their messages to motivate diverse individuals, navigate difficult conversations with grace, and build an environment where everyone feels heard and valued.   #2 For Team Members: in a team setting, CQ helps individuals collaborate more effectively. When team members understand each other’s communication styles, they can avoid unnecessary friction and build stronger relationships. High CQ also empowers individuals to voice their ideas in ways that resonate with others, fostering innovation and mutual respect. Understanding what high CQ looks like (and what it doesn’t) is key to developing this skill. Let’s explore some examples and anti-examples.   Examples of High CQ Behaviors: – active listening: truly hearing what someone is saying without interrupting or jumping to conclusions to soon, – tailoring messaging: adapting your tone, language, or delivery based on the audience. For instance, explaining a technical concept in simple terms for a non-technical stakeholder, – understanding in action: acknowledging someone’s emotions and needs before moving to problem-solving. For example, saying, “I can see this situation has been frustrating for you” before diving into solutions, – clarity in feedback: providing constructive feedback that is specific, actionable, and framed positively. And what’s even more: giving people space to take it in and make a decision what they want to do with it (take or discard), – proactive negative conflict resolution: addressing misunderstandings early rather than letting them grow and eat people alive. And remembering that not all conflicts are bad (actually a fear of conflict is one of the 5 Dysfunctions Of The Team by Patrick Lencioni).   Anti-Examples of Low CQ Behaviors: – interrupting or talking over others: this signals a lack of respect and can shut down meaningful dialogue. It also means that you don’t care about the other person, or anything they say or think, – one-size-fits-all communication: using the same approach for everyone without considering individual preferences or needs. There’s only 17% of chances that the person next to you prefers your communication base. That’s why listening and tailoring is so important: to get the stakes higher than that, – ignoring non-verbal cues: overlooking body language or tone that suggests someone is uncomfortable or disengaged. We have 4 things we can observe: mimics, ton of voice, gestures and posture. Ignoring those non-verbal imformation is going to cost us a lot, – defensiveness in feedback: reacting negatively when receiving constructive criticism instead of seeking to understand, ask more questions, be curious about what the other person wants to say to me, – avoiding difficult conversations: failing to address issues directly, leading to confusion or resentment. And the further it goes, the worse it becomes: it’s really difficiult to stop the huge snowball. So what we can do to avoid those anti-examples?   Use PCM to Build it!   One of the most effective tools I use when working with leaders and teams on CQ is the Process Communication Model (PCM). PCM provides a framework for understanding different personality types and their communication preferences. It’s like having a map that helps you navigate the complexities of human interaction. So why PCM is a good idea to support buildling a high CQ level? It gives you bigger self-awareness: start by identifying your own dominant personality type. This helps you understand your natural communication style and potential blind spots. With whom it’s super easy to go with and when it will be a bigger challenge. It equips you with higher ability of observation: pay attention to the verbal and non-verbal cues of others to identify their preferred communication style. For example: – A Thinker might appreciate detailed agendas and logical arguments. – A Harmonizer may respond better to warmth and emotional connection. It gives you a reason to adapt more: tailor your communication to match the other person’s style. If you’re a Promoter speaking with an Imaginer, slow down and give them time to process rather than pushing for immediate action. It shows you how to practice under stress: PCM also teaches us how stress impacts communication. For instance, under stress, a Thinker might become overly critical, while a Rebel might resort to sarcasm and manipulation. Recognizing these patterns helps us respond constructively rather than

Czytaj dalej
Leadership

3 Lessons on How I’ve Wasted Time as a Leader

As leaders, time is one of our most valuable resources, yet it’s one we often misuse without even realizing it. Reflecting on my own leadership journey, I’ve identified three significant ways I’ve wasted time (at least, so far). These lessons and the things I’ve started to do differently as a positive consequence of them have not only shaped how I lead today but have also helped me become a more effective and focused person. My goal by sharing these lessons is to help you avoid some of the same pitfalls and grow as a leader. Regardless of where you are on your leadership path.   Lesson 1: Waiting for Perfection   One of the earliest and most persistent mistakes I made as a leader was waiting for perfection before making decisions or moving forward. Whether it was launching a new product, rolling out a process change, or even sending an email to the team or organization, I would delay action until I felt everything was flawless. My belief was that perfection equaled success. However, especially in tech world, where innovation moves at lightning speed, waiting for perfection often means missing opportunities or waisted time. I remember one situation vividly when my team had developed a very promising growth program for the leadership team. Instead of releasing an MVP and iterate based on peoples’ feedback, I insisted on refining every detail before launch. By the time we released it, some of the needs where already covered and part of the program was pointless. Solution? My turning point came when I embraced the concept of “progress over perfection.” I began to prioritize speed and adaptability over getting everything right the first time. One of the tools that helped me was implementing agile tools within my team. By breaking projects into smaller, iterative cycles, we were able to deliver value faster and make improvements based on real-world feedback. I also adopted a mindset shift: I stopped seeing imperfection as failure and started viewing it as an opportunity to learn and grow. Now, I encourage people I work with to release early and often, knowing that we can course-correct along the way. This approach has not only saved us time but has also fostered a culture of innovation and showing people that adaptability is the most important thing when we want to achieve a lasting success.     Lesson 2: Looking for an Ideal Candidate   Another way I wasted time as a leader was obsessing over finding the “perfect” candidate for open roles on my team. I would spend months searching for someone who checked every box on the job description: SME skills & knowledge, cultural fit, growth potential. It was only to realize that this person rarely exists. I recall one hiring process where I was looking for a senior facilitator to lead a critical growth project. I turned down several qualified candidates because they didn’t meet my impossibly high standards. In the meantime, the project has begun, I needed to deliver most of the things on my own. I was exhausted, my other tasks were put on hold since it was impossible for me to do everything. I finally made a hire, and it became clear that many of the “must-have” qualities I’d been fixated on weren’t as critical as I thought. Solution? I learned to focus on potential rather than perfection when hiring. Instead of searching for someone who ticks every box, I now look for candidates who demonstrate a growth mindset, strong problem-solving skills, and the ability to adapt to the changing needs of the business.  To make this shift, I changed a little the hiring process to include scenarios and problem-solving exercises that reflect real challenges that we face. This gives me better insight as a leader into how candidates think and approach problems rather than just their resume qualifications. Additionally, I started investing more in onboarding and training. By providing new hires with the tools and support they need to succeed, we’ve been able to develop talent internally instead of waiting for the “perfect” external hire. This not only saves time but also builds loyalty and engagement within the team.   Lesson 3: Focusing on the Wrong Things   As leaders, it’s easy to get caught up in tasks that feel urgent but don’t actually move the needle. For me, this often-looked like micromanaging or spending too much time on operational details rather than strategic priorities. I remember a period when my calendar was packed with meetings about minor issues: approving small budget requests, troubleshooting technical things on the e-learning platform, or reviewing every slide of the training deck. While these tasks felt important in the moment, they distracted me from higher-level responsibilities that nobody can do, but me. The result? Burnout for me and frustration for my team, who felt stifled by my constant involvement in their work. Solution? The first step to breaking this cycle was learning how to delegate effectively. Even if I teach others how to delegate, I sometimes struggle with giving things away since I know exactly how to do them on my own. I realized that by holding onto tasks that others could handle, I was not only wasting my own time but also robbing my team of opportunities to grow and take ownership. I started by identifying tasks that didn’t require my direct involvement and assigning them to team members who were capable (or could become capable with some guidance). To ensure success, I provided clear expectations and allowed space for mistakes. The real space, not only on the paper. If team doesn’t make mistakes that means that they never try doing something new or different. And I don’t want that kind of stagnation and fear in my team. I also adopted a strong system for prioritization. Always using the check point on how this task makes an impact on our goals, we all know how to choose when the task list is endless. This helped me stay aligned

Czytaj dalej
Leadership

Why Leaders Quit Learning and How to Overcome It?

In today’s fast-paced world, the importance of continuous learning cannot be overstated, especially for leaders. However, many leaders find themselves ceasing to learn over time, which can have huge (and negative) effects on their organization, team and their personal growth. Understanding why leaders quit learning and finding solutions to these challenges is crucial for sustained success. Here are five essential reasons why leaders stop learning and how they can overcome these obstacles. 1. Success is already achieved, right? Many leaders become satisfied after achieving a certain level of success. They feel that their current knowledge and skills are sufficient to maintain their position and continue leading effectively. This state can lead to stagnation and a lack of innovation: can be a fog that stop us from seeing things clearly. Sometimes it’s also connected with: “I’ve learned something 2/5/10 years ago and it worked. Why should I bother learning something new?!”. Sure thing, we can use the knowledge and experiences from the past. But we also know that the world changes all the time. And the speed of those changes is extremely high. Solution? Leaders should cultivate a mindset of lifelong learning. Embracing the idea that there is always more to learn can keep them motivated. One practical approach is setting personal learning goals each year, quarter, month (or even a day), such as reading / listening to a certain number of books, attending workshops, or enrolling in online courses. For instance, Bill Gates is known for his habit of reading 50 books a year, which keeps him informed and inspired. 2. Overwhelmed by Responsibilities Leaders often juggle multiple responsibilities, leaving them with little time or energy to focus on learning. The demands of their roles can make it challenging to prioritize personal and professional development. AKA: “I don’t have time or energy”. This sentence barely goes through my throat since for me, there’s no such thing as lack of time. It’s only a lack of priority. Solution? Task and energy management is a key. Leaders should schedule dedicated time for learning activities, just as they would for any other important meeting. This might include setting aside an hour each day for reading or listening to educational podcasts during commutes. Additionally, delegating tasks and empowering team members can free up time for leaders to focus on their growth. The key is to get the time back, not to use constantly the old excuse. Einstein said that the definition of insanity is doing the same thing over and over again and expecting a different result. I couldn’t agree more. 3. Fear of Vulnerability Admitting a lack of knowledge or skill can make leaders feel vulnerable, especially if they believe it might undermine their authority. This fear can prevent them from seeking new learning opportunities. Also, it’s necessary to step into the uncomfortable while learning. It might mean making mistakes, that… other people can see! (OMG, that’s the end of the world!). We have so many limiting beliefs in our brains and this on should be on the top of our lists to exchange with a new one immediately. Solution? Embracing vulnerability as a strength rather than a weakness is essential. Leaders can create a culture of learning within their organizations by openly sharing their own learning journeys and encouraging others to do the same. For example, Satya Nadella, CEO of Microsoft, promotes a “learn-it-all” culture rather than a “know-it-all” approach, which has been instrumental in transforming the company. 4. Lack of Feedback Without regular feedback, leaders may not be aware of areas where they need improvement. This lack of insight can lead to a false sense of competence, discouraging further learning. And there are so many new skills (technical / SME-oriented, and social / leadership) that sometimes we simply don’t know what to choose. It’s not surprising! And when we don’t know where to focus, we often choosing not doing anything at all. Solution? Seeking feedback from supervisors, peers, mentors, and team members can provide valuable insights into areas for growth. Leaders should actively solicit constructive feedback and use it as a foundation for their learning plans. Implementing a regular asking mode, even if it’s just sending a short e-mail to 10 people once per quarter with the note: “Hi! I just wanted to ask you for 2 things. What I do well when we work together? What can I do better?” This way we actively seek information with examples from people that can really answer those questions. Easy, simple and doable: how does it sound as a quick implementation idea? 5. Rapid Technological Changes The rapid pace of technological advancements can be intimidating, especially for leaders who are not tech-savvy. The fear of not keeping up with the latest trends can discourage them from trying to learn about new technologies. 2 weeks ago, I’ve started a new growth path in one of the companies I work with. I included some AI tools to show them how they can use the tech tools so they get their time back that they spend right now on repetitive, easy tasks, so they can invest it somewhere else. A bunch of people at the end of the workshop said: “You know what, Alex? It’s all great, extremely useful. But after this workshop I see how big of a gap I must fill out.”. It wasn’t my intention at all! I gave them 3-4 tools + one platform that they can use as a browser if they want to cover a specific need. And that was all! But the feeling or a though in themselves was so strong that we needed to spend a while on addressing that properly. Solution? Leaders should focus on building digital literacy by starting with the basics and gradually advancing their skills. Enrolling in beginner-friendly courses or workshops can help demystify technology. Additionally, partnering with tech-savvy team members or hiring digital consultants can provide guidance and support. The most important thing? Start small. You don’t need to be an expert

Czytaj dalej
1
0
Would love your thoughts, please comment.x
()
x

New Leadership Online Course!

Do you want to be a leader that people don’t quit?

Check out a Brand New Leadership Online Course!