MAKING THE CHANGE:  Feedback for Career Self Management

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May 5, 2007 - By Scott Anderson

Against the backdrop of an industry downturn and corporate restructuring, a once “rising star” requested assistance in determining her career viability. Upon returning from a brief leave of absence, she had assumed a new assignment, reporting to a former peer and was feeling both unmotivated and resentful. As means of being proactive, she requested career assessment and organizational feedback.

The family ”breadwinner” with one child and a spouse pursuing his MBA full-time, Amanda had initially built her career through high-visibility assignments for a major public accounting firm before being recruited to a Fortune 500 manufacturing company. She then advanced from an international financial management role to an M&A assignment and finally to a Director-level position leading the finance team for North American Sales Operations. In this role, she assumed significant people management responsibility and struggled to turn around the group’s performance.

While on maternity leave for the birth of her second child, the company underwent a dramatic reorganization and, as a result, Amanda’s department was significantly downsized. Retaining her title but now one level lower in the organizational reporting structure, Amanda was disappointed with her role, angry with corporate decision-makers and frustrated with her new boss.

Within weeks of returning to work, Amanda’s new baby died from Sudden Infant Death Syndrome (SIDS). Understandably, her focus and passion evaporated. In addition to profound personal grief, Amanda also faced the daily sense that her career was derailing. Although her colleagues were supportive, a self-perpetuating cycle of resentment, emotional distancing and erosion of endorsement followed.

In addition to addressing performance slippage while coping with the loss of a child, there were several other key issues to resolve, including:

• How was Amanda being perceived by the organization?
• Could she commit herself to the new role and reporting relationship?
• What would it take to regain endorsement and re-establish career momentum?
• If there was not a viable opportunity for advancement again in the future, what were her career path options?

Amanda and I reviewed her professional background, including key challenges, joys and frustrations. We discussed the results of her personal-career development profile and then implemented an action plan. She was also encouraged to seek counseling help from the Employee Assistance Program, maintain connection with a local SIDS Support Group and take an objective look at her work situation.

Subsequently, I collected 360° feedback from a cross-section of her colleagues which was compiled into a Career Assessment and reviewed with Amanda. The results indicated that while her broad range of financial expertise was still appreciated, Amanda’s level of organizational endorsement was rated in the fair to poor range. The feedback strongly suggested that she:

• Clarify her personal/professional goals;
• Demonstrate a more proactive approach;
• Strengthen her working relationships; and,
• Improve alignment with her current role.

We met for individual coaching sessions every 10-14 days and focused on real-time performance improvement opportunities including: key business objectives, staff development challenges, regaining career focus/momentum and rebuilding several damaged relationships. Together, we considered the possible scenarios that might emerge including:

• Status quo – a lose-lose option which would likely result in her eventual termination.
• Performance improvement - was she motivated/would the organization support her efforts?
• Reassignment - likely still in Finance with the same relationships and development needs.
• Voluntary termination - the “scary” option, but one the company might support given the potential for a win-win outcome.

I coached Amanda as she considered the second, third and fourth options above. After a week of reflection, she proposed the elimination of her own position directly to the CFO and requested the appropriate severance and outplacement support, which were granted.

After taking several months to “refocus and rebalance” her life, Amanda began her career transition program. Together, we developed her job search strategy, prepared her to approach the marketplace and launched her search by targeting leading public and private companies with “family-friendly” environments.

Eventually Amanda received, successfully negotiated and accepted an offer of employment from her preferred target company. Prior to her relocation, we reviewed the significant learnings from both phases of our work. Together, we developed a strategy for securing and maintaining broad endorsement in her new role as a senior financial manager in a leading division of a Fortune 500 company.

In conclusion, Amanda took charge of her career. She was determined to be proactive. She requested and received coaching assistance to assess her options. Then, based on the feedback, Amanda chose to voluntarily leave her employer with the company’s full support. She has subsequently re-invigorated her career and now actively mentors others struggling with issues of alignment similar to those she faced.

Scott Anderson is managing partner of OI Partners in West Michigan. The firm serves as a leadership resource to individuals and teams in securing the advantages of organizational change through Leader Development, Performance Improvement, Career Realignment and Transition/Outplacement. A graduate of Valparaiso University, Scott is also a Fellow Manager with the Institute of Career Certification International. He can be reached at 616-454-6670 or sanderson@oipartners.net.