Monthly Archives: June 2013

Do You Need More Education To Grow Your Career?

Do You Need Education?How Do You Decide?

I recently have had a couple of folks let me know that they have completed the next level of their education.  One of them reminded me that I had responded to his “I’ll be x years old when I finish my PhD” by saying “You’ll be x years old anyway, you might as well have a PhD when that happens.”  That sounds like something I’d say.  And I stand by that.  I don’t believe that you’re ever too old to get more education, and I think education by itself is extremely valuable.  Given that, though, with the price of education today and the sacrifice it takes—away from family and aspects of work—I think it is worth asking whether or not you need more education to accelerate your career.

Let’s Start With What Are Your Career Goals

What do you want to do with your career?  What are your career goals?  What industry, company, level, function, job?  In what time frame?  I know, I know—you don’t know.  You don’t have to know precisely—you need to know generally.

  1.  What industry?

Industry is important.  Do you want to be in the same industry that you’re in now?  Do you want to be in a different industry?  Does your industry require a certain level of education for you to be credible?

If you industry requires a level of education to get to your career goal, or if you want to move into an industry that requires education then, YES, you need more education.

  1. What company?

What is the standard in your company?  Look at the Executives.  Do they all have advanced degrees?  Do most of them?  Are there classes of those with degrees—those who’ve been around for a long time don’t have degrees and those who are newer do have degrees.  When they recruit, what are they looking for?  (It’s important to do this analysis on a pretty regular basis and look at everything the company is recruiting for, not just education).  If your company has a record of promoting from within, and those who get promoted don’t necessarily have advanced degrees, then NO, you probably don’t need more education.

There are many ways to get your ticket punched.  Quite frankly, getting education is the easiest.  Degrees come with the assumption that you know what you need to do.  You can certainly know what you need to know without formal education.  It is just harder to prove to decision makers (including those who hold your career in their hands) that you know what you need to know without that degree or certification.  In fact, I am self-taught in my primary area of expertise—organizational change management and organizational effectiveness.  People who decide to hire me are generally looking for a degree in this area for confirmation of my abilities.  I have to show them experience and writing and references to overcome my deficiency of related formal education.  I’ve always managed to do it.

 

 

  1. What function?

 

Within companies and industries there are different education expectations within different functions.  Finance people may be expected to have an advanced degree in Finance or an MBA or be a CPA, while technical resources may be expected to have a first degree in computer technology, but experience or certifications in certain systems or languages are much more important than additional degrees.  On the other hand, portfolios may be more important than education or certifications for graphic artists.

The standard within the function within the company can help you decide whether you need more education.

*******Remember, however, that career portability is always a consideration.  Does the company you are using to make user decision follow the standards for the industry? *********

  1. What level?

 

What level do you want to reach?  CEO?  A recent U.S. News analysis of Fortune 500 CEOs indicated that of the 500 CEOs,  35 didn’t graduate from college.  Two hundred had M.B.A.’s and about 140 had other graduate degrees. So . . . do you have to have a degree to be a CEO?  Probably YES, you need an undergraduate degree, probably NO, you don’t need a graduate degree.  But then, it depends on the other factors—industry, company, experience, getting your ticket punched.

People could argue that some of the best CEOs (and then they could argue about ‘best’ too) of our times—Mark Zuckerberg, Bill Gates, Steve Jobs, Richard Branson, Barry Diller—didn’t have undergraduate degrees—why do you need one.  You don’t.  Do you have a killer idea and the energy, stamina and luck to drive it to market and beyond?  If you don’t have a killer idea, then what skills do you have and how do you provide that you have them to the computers and people who are screening your resume and track record.  Do you get results (and can prove it)?  Then you are less likely to have to have additional education.

What about to be a mid-level manager or entry-level Executive?  An MBA or other business degree helps.  It helps because it provides you with an overview, with some depth, on how you run a business and how you get an organization to deliver results.  To be a mid-level manager or entry-level Executive, YES, probably you do need a formal education. (Again, it depends on the industry, company, function . . . but it does help get your foot in the door and provides you credibility that you know what you’re doing.)

 

  1. What job?

 

Obviously, if you want to be a medical doctor, you need a lot of formal education.  If you want to be a hospital administrator, it probably it isn’t a requirement.  If you work at an organization that requires all Executives to have degrees, then you do.

Even If You Don’t HAVE to Get a Degree/Certification, Should You?

 

Again, it depends:

  • How important is a Degree/Certification/More Education to YOU?

 

Many of us were raised to think that people with an education were “better.”  Our families valued degrees, and we were taught to have that as a goal.  Many of us think that we need a degree to be more valuable.  If this is a big deal—even if you went through the analysis above about whether your career goals require more education—you should consider getting that education.  Self-respect and pride are important for personal happiness and career success.

 

  • Do You Find Learning Fun?  Do You Do That More Easily In A More Formal Setting?

 

If you can afford it, and have the time, then by all means—get more education.  It can’t hurt (except in some cases, a PhD—I’ve seen hiring managers not hire PhDs because they thought they were too academic).

Can You Afford It?

Start with a ROI analysis.  What will it cost?  What will the return be?  It’s perfectly ok to  put intrinsic returns in—that’s what you’re evaluating when you decide to buy a big boat or a vacation home—but you do have to weigh the costs too.  The dollars spent for the education v. the dollars spent for a better school (which might help with being a more credible candidate for career acceleration –65 (13%) of Fortune 500 CEOs have degrees from Harvard) v time spent away from family v likely increase in income over your lifetime v how much better you’ll feel about yourself.  Just don’t do this assuming that it will automatically pay off in all the ways you think.  Investigate this carefully.

 

 

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Filed under Career Development, Career Goals, Executive Development, Goal Setting, Learning, Success

Fat People Aren’t Good Workers.

I don’t really believe that fat people aren’t good workers.  In fact, I am a fat people (or at least I used to be) and I happen to think that I am a good worker.  There are a lot of people who do believe this, though.  I believe that this is just fuzzy thinking.

fat people are discriminated against

A lecturer at NYU recently tweeted “Dear obese PhD applicants: If you don’t have the willpower to stop eating carbs, you won’t have the willpower to do a dissertation. #truth.”  More fuzzy thinking:

fuzzy thinking re obesity

What does will power re: food have to do with willpower over anything else?  Why don’t people who don’t have willpower re: other things–alcohol, sex, spending, gambling, exercise, hoarding–fall into this guys criticism.  This guy is an evolutionary psychologist–a scientist–who should have more discipline in his thinking.

He’s not the only one.  Recruiters (I once had a recruiter proudly tell me that he made overweight candidates walk up four flights of steps to interviews and if they couldn’t do it, they didn’t get to the next level.  Why?  Is walking up stairs a job requirement?  If he doesn’t do that for normal weight people, then how does he know that they can (if it is a requirement of getting to the next level?), hiring managers, supervisors, co-workers, sales people, customers all make decisions about people based on their weight.  Is it relevant?  Sometimes.  More often not.

Prejudice against fat people is an acceptable prejudice.  It is close to the last acceptable prejudice.  If you find yourself being prejudice against overweight people, challenge your thinking.  Examine what you believe about fat people, thought by thought by thought.  Do they really support one another?

fat lazy fuzzy thinkingDo you just not like fat people?  Do you just think that fat people should do better/be better/act better?  Is this a big enough deal that they should not get a job or a promotion?  Do you believe that being fat is an indicator of someone’s character?  There is a recent study that shows that children as young as four are prejudiced.

OK, So I Think This Discrimination Is Wrong

But it is not illegal.  It is hard to prove (and a lot of people think it is justified).  So . . . if you are overweight, this is something that you can actually do to affect your employability and promotability.  It might have as much of an impact (or more) as getting more education, or more experience, or even more networking.

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Filed under Diversity, Job Hunt, New Job, Personal Change

My Boss Is Young Enough To Be My Child!

Mental Model of Boss

Younger Bosses

It happens to all of us–no matter how successful we are–if you stay in the workforce long enough, you’re going to have a boss younger than you.  Why does this matter?  Why do you care?  Yeah, yeah, it shouldn’t, but to most of us it does.  I’ll go back to harping about mental models.  We have a mental model of what a boss is and that we need to look up to a boss and someone who is younger doesn’t deserve that.  So why does our mental model require that our boss be older than us?  Back in the day, when people entered the organization immediately after high school or college and then moved up the organization step by step, the bosses were 55-65 year old men who retired and made room for the next person  (Oh, by the way, back in those same days, women only had some non-boss roles –I very specifically remember when people (both men and women) had the same issues with women bosses–bosses were NOT supposed to be women!!).  I know there are lots of people who don’t remember those days.  Most of the people, though, who are struggling with younger bosses now do remember those days.  In fact they are mostly from those days.  Things are different now.  It’s time to change our mental models.

I certainly had the experience of working for bosses who were older than me who were not as smart, or knowledgeable or skilled at their job as me (I’m sure it was no one who reads this blog, though:-)).  Age didn’t have anything to do with this.  Neither did race or gender or even educational backgrounds.  You aren’t guaranteed good bosses.  Given that, though, good bosses come in all shapes, sizes, ages, genders and educational backgrounds.  There are people who are younger than you who have more knowledge than you about somethings.  There are people who have less education, less experience, or talent who can be good bosses for you.  Good bosses bring what the job and the team need AT THE TIME.  So change your mental model.  Start thinking about what you need in a boss and stop assuming that someone younger than you can’t bring it.  I know twenty-somethings who are better people managers than most of the middle managers that I know.  I know fifty-somethings who can explain technology better than tech professors.  One of the very best Executives I ever knew only had a high school education, but he sure knew how to gather information and make a quick and effective decision.  He had an instinct that I’ve never seen in anyone before or since.  I had a female boss, back in the days when that was rare, who focused so completely on the customer that she changed the culture (and the profits) of the organization.  She did it before it was “THE THING TO DO.”

Mental Model Actual Bosses

My point is that you’ve GOT to stop thinking about bosses as if they should be a certain gender, race, education or age.  Ask yourself what your boss brings to the table.  What does s/he bring that you don’t have?  How and what can you learn from him?  How can you improve the chemistry/relationship with her?  How can you earn his respect?  Unless you are knocking at retirement’s door, this is not the last boss you will have.  Bosses will come in more different versions as our world changes.  Get used to it.  Get good at it.  Especially if you want to be the boss.

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Filed under Bosses, Career Development, Career Goals, Communication, Diversity, Inclusion

Reactions To My Discrimination Post

generations at work

Reactions to Reactions To My Discrimination Post

I had readers respond to my Are They Discriminating Against You?  Probably. blog post in a couple of different ways.  First, one reader challenged me about “accepting” discrimination.  He believed that I should advocate challenging the ‘discriminatory behaviors’ of others through complaining to the powers that be and/or Human Resources within the organization, or through the legal system.  I certainly don’t mean to suggest that those aren’t legitimate avenues.  It depends on your goals, though.  Do you want to help fix discrimination long term?  In your company? For everyone?  Then routing yourself around the problem and going to find some place and someone(s) who can judge you for what you are and what you bring and make decisions based on that (as suggested in my last blog) is NOT the solution.  Challenging the status quo is the right thing to do.  Go for it.  Those of us who wimp out on that will really appreciate you.  And support you.  And do whatever you need us to do.

If you need to get a job this month, then you need to find a place that doesn’t discriminate.  You need to find decision makers who are smarter, have better judgement and who are worthy of you.  Leave the others in the dirt–where they belong.

The other people admitted that they themselves discriminate and were unhappy with doing so.  One person who reacted wrote that she found herself sometimes on the side of being a discriminator.  She finds herself feeling the way about young people that older people used to feel about her.  Yet another person who responded–same issue–being a discriminator–just can’t break her thinking of older people as ‘time to go-ers.’ The good news is that both of these readers don’t think that it is ‘right’ to think the way they do–they just feel justified.

So What Do You Do?

I guess my first advice is to acknowledge that there is a huge “humans are this way” element to this. We think of people who are different from us as, well, different.  Not as good.   And then my second advice is to do what I do–struggle with yourself every day to challenge this thinking.  Instead of seeing the instances when the young or old person, does something completely wrong, look for when they make sense.  Work really hard to see it from their perspective.  What do you know that they don’t know that would change their perspective.  What EXPERIENCE (not advice or ‘telling’) could you help them have that would help shift their thinking.  Don’t give them the experience and then take credit for it.  Give them experience and let it go.  Give them the experience and try to figure out the next one that will lead them to an understanding of your point of view.  Think of it as an experiment.  Keep trying things.  Try with one person.  Try with two people.  Compare.  What worked and why.  What didn’t work and why?

Now experiment  with yourself.  Listen to your language.  Are you “them” and “us” -ing?  Are you plopping damning stereotypes on a whole category of people?  Work to see each as an individual.  Note the ways in which the person is ‘different’ from the stereotype.  Another thing we humans do–we make fairer judgements about others who we see as ‘exceptions’ to the stereotype.  “Well, s/he is DIFFERENT.”  Of course s/he is–we are ALL different.  None of us completely fit the damning stereotype.  The sooner you can stop applying that stereotype, the sooner you can stop discriminating.

Go for it!

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Filed under Diversity, Inclusion, Personal Change