Ill-fitting job brings discomfort

In the 1990s, when the telecommunications industry was booming and constantly changing, Phyllis Carrera worked in a leadership-development and corporate-training role at MCI.

"I was given the wonderful opportunity to integrate three divisions of human resources into one centralized business unit," said Carrera, now CEO of HumanArts, an executive coaching firm in Atlanta. "I'm very competent at organizing and synthesizing things, so I loved it."

In four or five months, she presented the plan to rave reviews. The company rewarded her with the job of managing the unit.

"I told my boss that it wasn't in alignment with my core strengths, that I was more of a creator than an operations manager," Carrera said. His response was that, because she had done such a good job organizing the unit, she would be the best person to run it.

Carrera gave it a shot, but she was soon miserable.

"It took me awhile to get clear on what was making me so unhappy. When I realized that I loved conceptual thinking and creating and that I was missing doing what I loved, I began to communicate with others in the creative-design side of the company," Carrera said.

She left management and took a consulting role, in which she created the individual development plan for the company and integrated a leadership-competency model into MCI's performance management plan.

"Doing that was one of the greatest challenges of my career," she said. She left her job as senior leadership-development consultant in 1999, sold her house, traveled the world and eventually became an executive coach.

"Sometimes people recognize what they don't want, but not what they do want to do," Carrera said. "It helps to have someone — a career counselor or a trusted friend — with whom they can talk things through. There are always choices.

"So many people stay in jobs that are unfulfilling, but if the job is so incongruent with who they are and what they want, if they're not getting to use their skills and talents to the best of their ability, it's time to take action. Otherwise, it could lead to underperforming."

Carrera, who held four different jobs with MCI in four years, said that the change allowed her to keep growing and learning.

"It's a fairly widespread assumption and pretty reasonable conclusion that change is the only constant in today's business world, and the change rate is increasing," said Bill Kahnweiler, associate professor in Georgia State University's Andrew Young School of Policy Studies and a career development expert.

In today's world, job descriptions are often fluid or nonexistent. Most people will face changes in job duties and responsibilities that don't fit their personalities, skills or comfort zones at some point in their careers. A personal assistant may be assigned to update a Web site without any training for or interest in the job. An employee who designs a successful new policy suddenly is told to sell it to the rest of the company. He hates public speaking and doesn't know PowerPoint. The top auto technician is promoted to garage supervisor, but he's much more adept at engine diagnostics than managing people.

"The central issue is, do you try to gain new skills or decide it's not for you?" Kahnweiler said. "Your decision comes down to self-

awareness and self-assessment."

He advises people not to make rash judgments.

"The jolt of being asked to do something new may tarnish your objectivity about your skills, talents and career plans," he said. "People can be jolted by the fear of change or excited by it."

Before making a decision, get a reality check. Step back and look at what you are being asked to do. Would you be able to learn how to do the job? Does it appeal to you? With a little practice, could you — or would you want to — add this to your skill set?

"Talk to a trusted adviser who knows you and can be objective. You may be overestimating or underestimating your talents," Kahnweiler said.

If you trust your boss and can talk openly with him or her, get some clarity about the responsibilities. Is this a long- or short-term assignment? Is it a step on the career track you want? Ask about training and when you'll be expected to be up to speed. Negotiate, if possible.

"If the job really isn't a good fit, you may be able to take a lateral move within the company," Kahnweiler said.

People being groomed for future leadership often are moved through a variety of roles within an organization. Knowing that it's necessary and temporary can make a bad job-fit bearable.

"But if you feel like you are hitting your head against the wall, and your head is hurting and starting to bleed, it's time to cut bait and find a new job," he said.

One benefit of today's market is that changing jobs is not the black mark on your work history that it once was, he said. People are expected to change jobs, companies — even careers — several times during their lives.

"Personality is a huge factor in how well a job or company fits, and — unless they go through a significant, life-changing event — most people's personalities don't change that much," Kahnweiler said. "When you look at the data on why people are fired or voluntarily leave jobs, it tends to be less about money or lack of skills and more about lack of fit.

"Knowing yourself, what motivates you, your temperament and strengths is key when looking for work, and savvy [human resources] managers look well beyond skills when assessing how well someone will fit the job or into the company culture."

At Children's Healthcare of Atlanta, the Career Advancement for Nursing program makes it easier for nurses and their managers to assess their strengths and identify their weaknesses for future jobs.

Developed by staff nurses, nurse leaders and human resources professionals, the self-directed program allows nurses to move through the novice, colleague, resource, leader and expert levels of nursing — with pay increases along the way — by taking continuing education courses, demonstrating new skills and meeting the necessary requirements. At the resource level, nurses may decide to stay at the bedside or move into the management or education tracks.

Unlike in some corporate environments, there is no stigma if a nurse decides to move back a level and take less responsibility because of a life change, such as an ill parent or a new baby, said Gail Klein, director of clinical staff and physician development at Children's. "We believe that this program raises professional excellence and empowers nurses to make decisions about their careers."

She said new nurses get excited about the program, because it tells them exactly what they need to do to advance in their careers and puts their development in their hands.

"People like to know what's expected. We believe it's good management to build on people's strengths and help them develop their weaknesses," Klein said.

As a resource nurse in the Children's post-anesthesia care unit, Beth Dawson serves as a preceptor to help mentor, train and orient new nurses. Resource nurses rotate as charge nurses for the unit, making sure that there is adequate and appropriate-level staffing each day.

"I'm learning more management skills. It would be easy to just come in, do your work and go home, but this motivates us to go beyond without being overwhelmed," Dawson said.

Dawson was apprehensive about mentoring new nurses at first, fearing that they would ask her something she didn't know. She's found that she enjoys sharing her knowledge one-on-one with people who have different personalities and looking up things together when she's not sure of the answer.

She recently accepted the job of scheduling for the unit, knowing that she won't be able to please everyone and that it will challenge her computer skills.

"I decided to take it on, because I believe I can do a fair job, and I'm honored that they asked," she said. "Being the one to have to explain why a nurse can't work the days she wants will give me a look at the other side of the fence."

With two young children, she's decided to stay at the resource level for now.

Not everyone gets to make those choices, but not all unexpected job changes are negative, Kahnweiler said.

He wanted an academic career and loved his first job teaching at a university. When the job ran out after a year, he was forced to work in human resources, something he hadn't considered doing.

"Without my 17 years' experience in the field, I wouldn't be qualified to do what I do now at Georgia State," he said. "Even though sudden job changes may seem catastrophic at the time, they can also be opportunities."