Finding the Work You Love

Do You Have Cred?

Globalization, virtual collaboration, and the rise of the project-based workforce have changed all the rules. Yet, amid all the upheaval, success revolves around a basic but elusive concept: credibility. So says Sandy Allgeier, a consultant, trainer, and facilitator who assists organizations in maximizing their human potential. Her new book, The Personal Credibility Factor: How to Get It, Keep It, and Get It Back (If You’ve Lost It) (FT Press, February 2009) examines what's necessary in order to stand out. “Whether you’re an employee, a leader, or an entrepreneur, personal credibility is truly a ‘magic bullet’ for success,” Allgeier says.

I recently caught up with Allgeier and asked her to discuss the elusive topic of credibility: what it is, how a person can get it, and how workers--including those in the 50+ category--can standout.

Q: Why is credibility so important? Has it changed with the advent of the Digital Age?

A: First – let me define credibility from my perspective. It is what we do-–and how we do it-–that causes others to trust, respect and believe in us. In today’s world, where it is becoming extremely difficult to trust our leaders and officials across the board, we are naturally becoming more cynical of everyone!  The way we can and must set ourselves apart in a way that creates success is through our ability to demonstrate personal credibility. This is true for each of us as individuals, and it's also true for the organizations we work in!

The digital age has created increased challenges for credibility to be demonstrated. While we increase the volume of interactions we have daily with our cell phones, PDA’s, emails, texting, etcetera, we run a major risk of decreasing the value of the human interaction. Now technology is a fact of life. We just need to realize that every time we communicate--no matter what the medium--someone is reacting on the other end.  Our words and tone matter. If we don’t have the type of relationship that has established trust over the long haul we can lose the opportunity to form a trusting relationship very quickly with the aid of technology! And, even with those long-term relationships, a misuse of technology through email or short, terse messages can so often be interpreted incorrectly. We operate at a fast pace today and we risk destroying our credibility every time we forget this important point.

Q: What are the biggest mistakes people make in regard to their credibility?

A: The biggest mistake is in failing to understand that our personal credibility is formed through daily actions and interactions.  And, credibility has nothing to do with power or status--but rather how we handle ourselves in the way we live and work. It’s actually the little things in life. For example, not doing what you say you will do. Or, becoming involved in sharing information or gossip that isn’t productive. It’s also the tendency many of us have to form very quick opinions without weighing the information and thinking before we speak. In my book I refer to this as the ability to “suspend judgment” and I’ve seen that people who form a regular habit of doing this are those with less credibility problems and are more easily trusted.

Q: Obviously, we all have our blind spots. How can a person become aware of his or her shortcomings and mistakes?

A: I think that most of us know people who can help us figure out our “improvement areas” if we will ask.  My advice is to think of two or three people who know you well, that you also trust and admire – and who have no agenda but to help you be your best. Then simply ask that person for input on how you can continue to improve at building your own personal credibility.  Also, think about these people.  What do they do that builds credibility every day?  Are they great at following through on commitments as well as avoiding over commitment?  Do they avoid gossip and criticism of others? Are they good listeners?  Do they avoid exaggeration? Are they very authentic and easy to communicate with? All these and more are what build credibility every day.

Q: What sort of fallout and damage can result?

A: We see firsthand what happens to organizational or governmental leaders who lose personal credibility.  Consider the issue of a candidate for a major government position who somehow manages to owe back taxes. How much can you trust this person? Or, how about large organizations that seek government bail-out dollars and then are not able to report how that money is being spent (or we learn how it is and it is a travesty!)  We are becoming very cynical, and understandably so, about trusting key leaders. However, how much better are we on a personal level?

Damage to our credibility factor is usually a cumulative thing. For example, if we fail to do what we say we will do once, then no biggie.  But, if we do it regularly, then we simply cannot be trusted to deliver on our commitments. Or, if we show up late for an appointment, usually that is not the end-all be-all to our credibility. On the other hand, if it is our pattern we are simply saying that we believe our time is more valuable than the other person’s. And when it is a repeated offense we are no longer credible when we make appointments. When we lose that credibility factor, others start to question us in all areas of our lives. 

If we are unable to suspend judgment and objectively consider the other person’s perspective, we are very likely to say things that we may regret at some point.  When we give our opinions in such a way that tells others “well, I’m right – you’re wrong (and maybe stupid!) – we simply cannot be trusted to be a person who will have meaningful, thoughtful conversations in the future. When this happens – the relationship often erodes. When that happens, life gets difficult--regardless of whether we are talking about personal or workplace relationships.

Q: How can a person improve his or her credibility?

A: First, it must matter to you that you are someone who is worthy of being trusted, respected, and believed by others.  It begins with understanding that our personal credibility is built (or busted) every single day in how we live out our daily routines. We must understand, also, that personal credibility has absolutely nothing to do with power or authority, but rather with the ability to demonstrate that we can be trusted.  In my book I talk about the 7 steps for building credibility.  They are:

• Know your stuff.
• Keep commitments.
• Honor Confidences and avoid gossip.
• Know yourself–-the good, the bad, and the ugly.
• Choose to value others--the good, and even the bad and the ugly.
• Ask more and listen most.
• Create credible interactions.

Q: Is it possible to make some of these behavioral changes without professional help?

A: Goodness, yes!  Professional help or coaches can do wonders, yes, but it is also very possible to create major change in ourselves if we really want to do it. Some of the most amazing people I’ve known had no access to professional help--but did choose to keep working at becoming the best person they could be. It is definitely possible!

Q: What are some of the key "credibility busters" people should pay the most attention to?

A: These are my top five:

• Failing to do what you say you will do.
• Speaking first, thinking second.
• Putting others down to pull yourself up.
• Casting blame vs. solving problems.
• Telling little white lies that morph into big hairy lies.

Q: What are the concerns for those in the 50+ category? What are their credibility issues and how can they overcome them?

A: Since I am firmly entrenched into the 50+ category I can think of one big issue. It involves technology and its use. Some of us have hesitated to get involved and educate ourselves on the latest technological forms of communication. Well, it’s a challenge to stay educated-–my gosh it changes every day! But, it is the reality of functioning in our world today. We will become obsolete if we try to live in a way that does not include technology--and this includes using PDA’s, text messaging, social networking sites, and other tools. Whether we like it or not, we need to keep changing and learning along with these techno-changes-–or we simply will not be viewed as credible by others who do. 

Another concern is one I mentioned earlier. We run the risk of becoming cynics because it is becoming more and more difficult to trust organizational or governmental leaders. I am not suggesting that we shouldn’t be smart and discerning. But, at the same time, we really need to be able to trust others when it is earned. No real progress happens without it, and sometimes that means that we will need to step out on faith a little and make a choice to trust. The tough part, of course, is keeping our minds open so that we can use that discernment to make the right choices.

Q: Can these credibility issues affect other aspects of one's life?

A: They can and do affect all areas of our life.  It’s because all areas of our life includes relationships.  Healthy relationships are built on trust and respect. Our ability to demonstrate personal credibility is what builds those areas of trust and respect--no matter who or what we are talking about.

Q: What is the impact for someone who can "get it right" and achieve a high level of credibility?

A: Life is so much easier and so much more enjoyable. We are not constantly fighting to “prove” ourselves when others see us as credible and believable. We are able to gain trust and therefore we have greater influence on those around us. When we are seen as a credible person, others want us in their presence-–and see us as authentic and real. Pretenses are dropped, communication is increased, and frankly, we are much more likely to live a life of joy versus a life of struggle.

Are Your Family Behavioral Patterns Limiting Your Success?

Have you ever thought that your workplace seems a lot like a dysfunctional family? Well...it may not be your imagination. Sylvia Lafair, Ph.D, President of consulting firm Creative Energy Options, says that the dynamics of family interaction translate to the workplace--and affect our options and opportunities. Her new book, Don't Bring It to Work: Breaking the Family Patterns that Limit Success (Jossey-Bass, March 2009), provides a glimpse into destructive behavior that can limit our ability to achieve career goals. The family therapist also offers tips for mining our own family history for clues that can lead to personal and professional breakthroughs.

Here's what Sylvia has to say about work, families, and success:

Sam Greengard: Where did the idea for “Don’t bring It to Work” come from?

Sylvia Lafair: It was one of those “Aha” moments when two non-related ideas connect and suddenly all kinds of possibilities open up. I had been working as a family therapist and a friend asked me to work with his senior leadership team. They were, he said “backbiting and fighting, just like a family.” So I began to think about what was at the core of his request. And the “Aha” happened. Families are connected through genetics, the work world through economics. Both genetics and economics are  deep drivers of behavior. My results from working with this leadership team were striking. They started to cooperate and soon had more contracts than they ever believed possible. That led to my career shift into the world of work and eventually writing this book.

SG: What is the social cost for bad behavior in the workplace?

SL: Ongoing conflict, the key consequence of bad behavior in the workplace has a huge cost. Negativity and tension, turf wars, inequities, gossip, rumors cost companies in lost production, absenteeism, health issues and legal issues. Studies have shown that Fortune 500 HR executives spend up to one-fifth of their time dealing with litigation activities and personnel issues. A whopping 93 per cent of workers report being “negatively affected by their inability to deal with conflict on the job and 69 percent avoid confronting co-workers on issues of accountability. According to many studies, stress is mostly created by a conflict-ridden environment.

SG: What are some of the most common interpersonal problems people have at work?

SL: Power dynamics cause tremendous interpersonal problems. For example, super achievers, determined to be number one, throw their colleagues “under the bus” and create an atmosphere of mistrust that, like a virus, impacts everyone. Then there is the persecutor, often called the bully, who demands their way and intimidates others who feel like poor-me victims. Get a persecutor and victim together in the work place and you will always find “ta-da,” the rescuer out to protect the victim. They dig in their heels and play their roles so well that by the end of the day no real work gets done. Another common issue concerns inclusion and exclusion, what today is called “micro-inequities.” This is where the rebel has a field day and law suits eat up time and money. 

SG: Where do these problems originate? How does family history enter into the picture?

SL: The original organization we all unknowingly join is the family. This is where we learned how to get along, who is there to watch our back, what it means to tell the truth (or not), and how to handle conflict. We bring what we learned there into our present organization, the workplace. As adults while we can behave in mature, reasonable ways much of the time, when anxiety escalates, as it is doing in these days of economically induced stress, there is a natural tendency to react based on our earlier childhood behaviors that helped us survive.

SG: What is the fallout of this conflict and dysfunctional behavior? How does it affect work and careers?

SL: When extreme stress causes us to behave in patterned knee-jerk ways it has a viral effect. Just like a computer virus can shut down a whole company, behaving in protective ways to stave off fear and ridicule stops productive work from getting done. We become the children we once were. How we responded at the kitchen table is how we respond at the meeting table. Then careers are derailed and disputes lead to relationship disengagement. We stop talking to each other in honest, helpful ways, office politics abound, and we spend our efforts fighting invisible dragons of the past.

SG: How can a person recognize what he or she needs to do to change?

SL: First, it is an illusion to think that you can separate who you are at work from who you are at home. Next, it is critical to pay attention to those people and situations that trigger high level emotional reactions. Then you can begin to connect the dots. It is always easier to recognize bad behavior in others, so start there. You know the type, the guy who always puts you down and reminds you of your brother, the gal who complains she does all the work and often sits staring into space like your sister, the boss who never gives you credit just like your dad. Go ahead, see them as the culprit! Notice your reactions to their nasty ways. Then stop!! This is where the rubber meets the road. It is time for you to observe and understand the role you play in reaction to others. Only now are you ready to make important changes.

SG: What steps can a person take to escape the gravitational pull of bad behavior and all the ensuing problems?

SL: In my book “Don’t Bring It to Work: Breaking the Family Patterns that Limit Success,” I describe the 13 most common patterns that cause difficulties in the workplace. We all have an intuitive sense of which patterns trigger us and which ones we use that trigger others. Then it is important to explore how these patterns were used to help maintain family stability. Even in the most difficult family systems there is always a desire to find a way to function and balance out what is not working well. It is very eye opening to get a snapshot of how each of us fulfills a specific place to keep family stability. The book offers a step by step method to do your own “Sankofa Map.” This is a map of your family history that is not just for factual information. It is meant to gain a clearer understanding of the rules and roles that lead to present behavior patterns. The word “Sankofa” means “clear the past to free the present,” and that is what this exercise is all about. Then, there is the hard yet gratifying work of transforming the patterns from childhood. For example, rebels become community builders who, rather than divide and conquer, use their skills to bring colleagues together. Persecutors become visionaries who, rather than pointing a finger at someone to blame, points upward toward the future, exploring possibilities. Avoiders become initiators who, rather than running from conflict call people together to settle differences. These changes are profound and make the workplace an exciting, collaborative, creative arena for growth and heath.

SG: Is it really possible to make significant changes? For workers age 50 plus – who are often set in their ways – what else would you recommend?

SL: Some of the most exciting modern research in the area of neuroscience indicates there is remarkable plasticity in the workings of the brain and continued positive changes as long as we live. Therefore, the answer to you question about change being possible is a resounding “Yes!” I have found that once core truths are uncovered, people are excited about the task of deep, life enhancing change. The CEO of a company joined our leadership program where we teach the methods now available in my book. He realized how much his staff feared him and was able to talk about his pattern as a persecutor. Once he realized how he came to this role from his childhood he began to take steps to become a visionary. Eventually he was able to talk about a previously untouchable subject, secession planning. He helped the heir apparent learn the ropes to take over the company and returned to school to get his masters degree in English. What’s fascinating is that he started this process at the age of 74 and received a standing ovation at his graduation ceremony when he was 78.

I really want to encourage the 50 plus crowd to plunge into the work of Sankofa mapping. Once the patterns of the past move from invisible to visible there is vibrancy that makes relationships both at work and home more creative and fulfilling. Better yet, there is a powerful legacy component. The most important beneficiaries are the ensuing generations. We know that modeling positive, healthy behavior is an important aspect of leadership and what better gift to give to our biological children, grandchildren, and work colleagues than the gift of our authentic selves.

SG: How can these methods help in our confusing economic environment?

SL:  This present time of economically induced stress makes the methods I discuss critically important. It can be summed up by explaining the Sankofa bird icon. It is a simple yet powerful image to keep in mind. This mythological bird stands with its feet facing front, ready to move forward while picking up an egg from its back. The egg represents the delicate life force left in the past ready to be utilized in the present. So in doing the important Sankofa mapping work please remember: look back, learn, move forward. We cannot afford to think in terms of just survival any more. It keeps us stuck in fear and territoriality. This is an era to become pattern aware and find innovative solutions rather than do what we have always done. We are meant to move beyond survival of the fittest so that we can all survive and be fit!

Your Recareering Task: Know Your Motivations

Here’s a key question every recareering candidate should ask: Am I running toward one thing or away from another? Although the distinction isn’t always easy to draw, running away incorporates a desire to break free from inordinate pain, anxiety, or stress. The trigger may be an abusive boss, the sense that your current employer is exploitative or unfair, a feeling of boredom or burnout, or simply a mismatch between individual talent and organizational needs.

Sometimes dissatisfaction with a job results from passion drift. Let’s say a nurse who excels in that role receives a promotion, then perhaps another. One day she wakes up to find she’s no longer healing the sick—her original passion—but instead managing other nurse’s schedules and drowning beneath piles of paperwork. Or a traffic engineer who always relished troubleshooting problems in the field wakes up to discover he is a desk jockey mired in project management.

Running toward something, by contrast, is all about striving to reach a defined goal—whether it’s going back to school to earn a master’s degree and become a teacher or saving the money required to open a boxing gym. You may feel that you no longer want to hoe the row you’re in but remain uncertain about  which new field of endeavor you want to pursue. Unfortunately, if you jump too soon you may find that you’ve simply shuffled jobs or moved to a new career but feel just as unhappy as you did before.

Without some genuine introspection (including, perhaps, career counseling) and a commitment to change, you’re apt to follow the same patterns (or make the same fundamental choices) over and again. The scenery may have changed, but the feeling of déjà vu lives on.

The upshot? It is crucial to know what (if anything) you’re running from now and where you want to wind up next. Make no mistake, enlightenment is at the center of finding the work you love.

Are You Feeling Sandwiched?

Raising children or tending to aging parents demands time, money and resources. The situation is especially daunting for those who work full-time. But, for a growing number of Americans, there’s a new challenge emerging: providing care for an elderly parent while raising kids. As boomers have postponed childbirth into their 30s and 40s and life spans have increased, some find themselves helping their children with the homework while assisting parents or other relatives with housework…or medical care.

Experts have labeled this group the “sandwich generation.” According to Margaret Neal and Leslie Hammer, both professors at Portland State University in Oregon and authors of Working Couples Caring for Children and Aging Parents: Effects on Work and Well-being, about 9 percent to 13 percent of U.S. households with two or more people age 30 to 60 tend to elders at least three hours a week while raising children. Another study found that 77 percent of Americans expect to care for an older loved one within the next five years and 70 percent who do provide care must take time off from work.

It’s no small matter. “Working couples report greater stress, increased levels of work-family conflict, slightly higher levels of depression and, in some cases, financial challenges…Maintaining a job while managing family responsibilities has become a major issue for much of today’s workforce,” Hammer explains.

Although caregiving has always existed, it’s affecting more people…and impacting them more profoundly, says Donna L. Wagner, a professor at Towson University in Maryland and director of the school’s gerontology program. Not only have basic demographics changed, more women have entered the workplace, families are more dispersed and many workers have no financial net to fall back on. They simply can’t take time off—even with the Family and Medical Leave Act (which provides 12 weeks annual unpaid leave for a birth or family health condition).

Too often, individuals caught in the middle find themselves unprepared to deal with the mélange of practical and emotional issues caregiving brings. Already stressed with work and children, time and energy are at a premium. Meanwhile, “Many individuals aren’t equipped to handle the role reversal of becoming a parent to their parent,” states Carol Abaya, a nationally syndicated newspaper columnist and expert of aging. Coping with financial and legal issues as well as juggling phone calls, visits, and in-home care can affect work and relationships,” Abaya says.

For those recareering, it’s vital to examine a caregiving situation prior to making any major change. A couple—or family—may need to share the responsibility (including children helping out). In addition, you may benefit by attending school or training sessions online or finding a flexible education option. Finally, you should consider an employer that allows a flexible or alternative schedule or offers personal days or dependent care assistance. Children’s Memorial Hospital in Chicago, for example, pays for up to 80 hours per year of in-home care for family members.

The bottom line on the front lines of work? Caregiving shouldn’t stop you from recareering, but it is something you must consider—and plan around—if you want to successfully negotiate a change.

Reaching Hire Ground

Amid skyrocketing unemployment, here's a figure that might catch your attention: nearly one million workers age 55 and older have landed new jobs over the last 12 months, making it one of the only age groups that is actually experiencing employment gains.

So reports John Challenger, CEO of Challenger, Gray & Christmas, a leading outplacement consulting firm and a leading expert on employment issues. With increased demand comes increased opportunity, including encore careers and entrepreneurship.

However, he notes, there are still obstacles to finding work, including dismantling myths about older age and abilities. He recommends that older workers: be accommodating; provide past examples of loyalty; emphasize relevant experience; demonstrate flexibility and creativity; look and act young; and stay current and embrace technology.

And, equally important, here's what not to do: apologize or act defensive; don't lead with your resume; don't say that you took early retirement; do not mention accomplishments more than a decade old; and don't talk down to or patronize a younger manager.

Want the complete lowdown? Check out Challenger's excellent article at Jobjournal.com: http://www.jobjournal.com/thisweek.asp?artid=2500

You can also find lots of tips, tactics, and strategies in Finding the Work You Love.

Finding the Work You Love Without Losing Your Love

As I've mentioned before, changing careers isn't a solitary endeavor. It can affect family, friends, and others within a professional and social circle. Navigating these changes can prove daunting. If you're thinking about recareering, here are some insights from my friend and writing colleague, Tina B. Tessina, Ph.D., (aka "Dr. Romance"). She's a psychotherapist and author of "The Commuter Marriage: Keep Your  Relationship Close While You're Far Apart" (Adams Media 2008). Tina also has an excellent blog, http://drromance.typepad.com/dr_romance_blog/. But before you skip over there, check out her comments on how you can better find the work you love without your love life going haywire:

Sam Greengard: What are the biggest relationship challenges for those looking to change careers?

Tina Tessina: Changes in careers often involve other changes that affect relationships and family.  For example, the marriage or the whole family might have to tighten their belts if the major breadwinner decides to go back to school, and that person's time will be more limited to spend with partner and/or children.  Or, a change in career might involve a major change in lifestyle.  For example, perhaps you're a computer programmer, and you've always yearned to be an organic farmer.  A change of that magnitude involves living in a new location, and a totally different lifestyle.  So relationships can definitely be impacted in a major way.  The biggest challenge is negotiating those changes, especially the transition period, which can be the roughest time (while you're still doing your old job, and training or preparing for the new one.)   Couples need to know how to negotiate financial changes, time schedule changes, and changes in lifestyle, home location, and attitude.

SG: What type of discussion and communication is required with a partner and/or family for recareerers?

TT: A series of discussions and negotiations is required all along the way.  In the initial, dreaming stage, it's important to let your partner in on the dreams.  "Ya know, hon, I keep wondering what life would be like if I could be a teacher/doctor/paleontologist/race car driver"  If your partner can dream along with you, the subsequent stages of change will be easier.  The worst thing to do is spend months or years silently dreaming until you're ready make the change, and then spring it on your partner, expecting the partner to just jump on your bandwagon.  You need to bring your partner along throughout your entire process.  If you get a negative reaction, that's important information -- you two will need to negotiate about it.

When your plans become more concrete, your partner should be part of the planning. If you need to go back to school, or make some drastic changes in income or where you live, your partner will be affected.  You're more likely to get cooperation if your partner knows how important this is to you, and that your partner's happiness is important, too.  Having many small discussions throughout your planning and learning process avoids big, dramatic blowouts later.

SG: What should someone do if he/she has spouse that is adamant about a partner not making a change? Is there any way to resolve this kind of conflict?

TT: Couples become polarized when either one or both of them are worried that their wants aren't being considered.  There are lots of ways to renegotiate these conflicts, to broaden the picture and take in everyone's wants and needs. It's easy to shut down out of fear that you won't get what you want.  The solution is to listen to each other, and understand what the problems are.  If you can stay calm and do that, most of the problems can be solved.  In my book The Commuter Marriage, I have many exercises and scenarios where couples negotiate the sticky problems of major changes in career, both wanted and unwanted.

SG: How can a change in income affect a relationship? What relationship strategies do you suggest for those who might confront money issues during a career change? In other words, what types of discussions should people be having?

TT: Change in income can be a pretty drastic difference.  It may necessitate a stay-home spouse going to work, or using up funds such as retirement savings or house equity.  These can be scary moves, and create a lot of resistance from your partner.  The resistance then creates a backlash "I'm doing it whether you like it or not" reaction, which is very damaging to a partnership.  Instead, the partner who wants to make the change needs to understand his or her partner's fears and concerns, and deal with them.  Most of the time, the fears are resolvable with discussion and planning.  Counseling may be helpful if you're unable to talk calmly about this issue, or if you have gotten into a struggle or a polarized position with your partner.

SG: Are there any other issues or considerations?

TT: The idea of Finding the Work You Love is very attractive, and scary at the same time.  Your partner may not see the benefits to all the change you're initiating, so a lot of mutual talking and discussion will be really helpful.  Try not to be blinded by your own excitement and fear.  If you have a mentor or coach for the change, sit down with that advisor and take a rational look at the benefits and costs of the change; for you and for your partner.  If your change requires a move, you'll not only be losing your familiar home, but all the friends and friendly places that surround it.  Changes like these are best negotiated in stages, taking time to get familiar with the new place, so it won't seem so drastic when it happens.  When you devote a lot of time to new classes, training or development, that time usually is taken away from your relationship.  If you want your partner to be as excited as you are, consider these issues, and make sure there's some benefit in the mix for your spouse.

On Being Resourceful

A successful transition to a new career can require introspection and hard work. Here are some resources you might consider:

Career & personality tests: Numerous assessments exist online and offline. Tests have become more sophisticated and helpful in recent years. For example, the Campbell Interest and Skill Survey (https://www.profiler.com/cgi-bin/ciss/moreform.pl?client=ncs&page=intro) will walk you through a series of questions--in this case well over 300--and provide insights into how well you might fit into various occupations. CISS, for example, costs only $18. Check out my book, "Finding the Work You Love," for a more comprehensive list of assessments.

Career Counseling: A good career counselor can guide you through the rough and tumble process of assessing personal values and desires and making sense out of how and where they fit. This person can also provide insights into different careers and what they're really like. You may decide to participate in one-on-one counseling or group sessions. These meetings usually take place in one or two hour increments. The counselor will help you develop a strategy, develop an effective resume, and understand what's needed for work-life balance.

Career Coach: Think of a career coach as a combination professional consultant, cheerleader, and personal trainer. A good coach can help you achieve the mental state required to land the career and job of your dreams. This person may provide practical information as well. Make sure you find someone who is qualified and experienced. It's wise to find a professional through an organization like the National Career Development Association (NCDA), which issues accreditations and certifications. As with hiring any professional, it's also wise to check references.

Therapist: A qualified psychologist or therapist can help you work through mental roadblocks and fears--as well as the stress of making a career change. This person isn't going to be able to provide the hands-on advice of a career counselor, but he or she can help you understand yourself better and help you reach personal goals. A therapist can also help if you're facing other hardships, including death of a partner, divorce, or any other personal problem.

The common theme here? However you decide to approach a career change, it's vital to get in touch with yourself. The more you know and the better connected you are to what drives you...the greater the odds of finding the work you love.

A Mental Makeover

Changing careers can prove supremely challenging. However, there's no reason to go mental in the process! Better to embrace a mental makeover. In "Finding the Work You Love" I discuss this concept at length. Ultimately, it's about changing your outlook and adapting your thinking to maximize your odds for success in life and in work.

Here are the key components of a mental makeover:

Allow yourself to dream. Imagine what it would be like to be working in your dream job and fantasy career. There's no charge for dreaming and, as many psychologists point out, visualization can go a long way toward transforming a fantasy into reality.

Explore the possibilities and opportunities. It's easier than ever to explore a new line of work. Online career sites, job fairs, books (like "Finding the Work You Love"), and various other resources can provide you with the details you need to make a good decision.

Create a plan and set goals. You'd never consider driving from Los Angeles to New York City without a roadmap (or a navigation system in your vehicle). In order to succeed in a career change, you need to develop a blueprint for tackling your long-term life goals, including the type of work you're interested in pursuing.

Embrace risk and confront failure. Instead of accepting setbacks and giving up at the first hint of problems, be prepared to dust yourself off and move on. Just as a child doesn't give up when learning to tie a shoelace, you shouldn't begin the self-doubt tape in your mind if you confront an obstacle or two. True failure is an endpoint--not a stage in a journey.

Maintain your focus. In an instant gratification society, it's important to take a big-picture and long-term view of things. Changing careers is a process--sometimes a long process--and it's essential to celebrate milestones and accomplishments along the way. Accept the fact that your journey may lead you along a meandering path rather than an interstate highway.

In order to get rid of bad habits and negative thinking, consider going to therapy or attending career counseling. Don't build mental barriers and make excuses, embrace the idea of change and explore your options and opportunities. Remember, with the right attitude you can excel at Finding the Work You Love!