Teaching in Higher Ed
On this week’s episode, we respond to questions from the community on career strategy, coaching, executive relationships, and more.
Question from Tiffany
Last week I got a phone call offering me a great position. I was not looking for a job, and I had no intentions of leaving anytime soon. But after reading the job description, it really seems like a job I would love.
After speaking with them, I learned the position would offer much better pay, benefits, retirement, a year-end bonus, and it’s also offering to pay to send me back to college to further my education.
Taking into account just what I would gain career-wise, it’s a no-brainer. But when I think of the organization I’m leaving behind and what it stands to lose, my heart breaks. I don’t want to disappoint all the people I’ve worked with by leaving so soon. I don’t want people to feel I’m abandoning the mission or my values. That said, I am under no obligation to stay.
My question to you is this: How can I communicate my reasons for leaving without them viewing me as a sell out? Is it wrong that I feel so much guilt for leaving? In a way, I don’t think I should have to disclose my reasons, because it’s very personal, but on the other hand I wouldn’t have this new opportunity without my time there. Any advice or guidance would be so appreciated.
- Book: The Empowered Manager* by Peter Block
- Michael Hyatt: 7 Actions to Take Before You Quit Your Job
Question from Stephen
I have been leading a small nonprofit for about 18 months in my first executive role. One of the (many) areas in which I need to improve is in making time for coaching my core staff, rather than having conversations consistently around ongoing tasks, deadlines, etc. I would like to make time (weekly, monthly, quarterly?) where I sit down with them one on one for a set period of time and we talk about how they want to improve, why, and make a plan together for doing so. Can you recommend some resources where I can get advice on establishing a coaching routine and culture, setting expectations to make it fruitful, how often to set the meetings, etc.?
- Asian Efficiency
- CFL180: Do This for a Productive Week (Weekly Review)
- Teaching in Higher Ed Episode 064: The weekly review
Question from Lauren
I’m a director-level product manager (software) at a large diversified industrial company and I’ve recently been given an amazing opportunity to build a new vertical business unit with a small team of great folks from across the business. My mentor (and someone who probably had a lot to do with my new opportunity) is a very senior exec and I just found out that he and I are going to meet consultants next week which means I’m going to have a lot of 1:1 time with him. I adore and deeply respect this guy – he’s one of those rare leaders who is scary-smart, has accomplished really big things but is also a genuinely nice person. Getting informal time with him is a huge opportunity for me to learn more about the market, the company, and leadership in general. I would love nothing more than to sit there with a notepad and interrogate him, but that’s probably not a great idea!
Can you offer any advice on good ways to utilize conversations with 2- and 3-level-up executives? I don’t want to annoy him, and I don’t want to ask questions whose answers he isn’t in a position to share, but I feel like it would be ludicrous to waste the opportunity on casual conversation.
Question from Sarah
I am a department manager for Walmart and going to school for business. Would retail be good on a resume? I have a lot of fun and the experience is very challenging.
I have most troubles with the elderly and plan on reading the millennial manager book from you podcast.
- CFL59: Seven Principles for Leading People Older Than You
- Managing the Millennials* by Chip Espinoza
- Comments, questions, or feedback for future Q&A shows: http://coachingforleaders.com/feedback
- The next Q&A show is episode 248
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