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A Job of any Merit: Your 3 Options in Worthwhile Work

October 3, 2011 by Rosa Say

This blog post turned into a longer essay, but I hope you’ll still read it, and that you’ll share it, for it’s important: If you haven’t yet done so, it’s time to ask, “What can I do?” about securing worthwhile jobs and stemming rampant unemployment.

Everyone can do something. Everyone.

I ended my last post with this:

I am increasingly of the opinion that the void we have to fill is about having the right jobs in place, and not just jobs as a number. As a business person, you have to decide what the jobs of your future are, and then put those jobs into production: You cannot fill vacancies for jobs you haven’t designed yet. You design them because you are confident about the work those jobs produce — that’s the unfilled capacity economist Paul Krugman refers to.

— Whose Confidence Should We Be Talking About?
[In The Phony Fear Factor, Krugman had asked, “After all, why should businesses expand when they’re not using the capacity they already have?”]

As I read it again, I want to strike that ‘as a business person’ caveat, for deciding on the jobs of our future is something we ALL must be involved in now as good citizens — and as good people. Standing by, watching events unfold, and waiting for someone else to change the world isn’t an option, for the hurt has become chronic. If you have any doubt about that at all, quickly scroll through a few of the stories on this new Tumblr, then come back: We are the 99 Percent. Our economic woes affect all of us in some way, even the ‘lucky ones’ silently suffering with the pain of survivor guilt.

In figuring out what we can do, let’s explore this notion of having the ‘right’ job a bit more.

What are the brass tacks these days — the basics of having a job of any merit?

People protesting the economic system walk on a financial district sidewalk as office workers head to work on September 19, 2011 in New York City. (Michael Nagle/Getty Images)

Option 1, their vacancy. Option 2, your vacancy.

As far as jobs go, those who seek work have the same two options they’ve always had: Either they apply for posted job vacancies, or they create a job of their own and fill that one.

The first option has been the easier one in times of prosperity, but we all know it’s gotten much tougher in recent years, and no one sees it getting better anytime soon: There is a Great Reset happening in the ways we choose to both work and live, as economist Richard Florida explains so well (I highly recommend you read his book). Meanwhile, many of our long-term unemployed have simply given up on option 1 altogether — that’s how tough our reset has become.

Part of the present unemployment problem (recapped here), is that people are looking for jobs which no longer exist: They have to change with the times, and they haven’t done so yet. Their old job isn’t coming back, and much as it might hurt to hear it, that might be a good thing — it’s called progress. We know we’ve been shifting from agricultural work, to industrial work, to knowledge work for over a century now. New skills (associated with new jobs) must replace our old skills (that were associated with eliminated jobs), and we’ve got to let go of the old or get left behind.

Related Reading: Thomas Friedman did a good job summing up the changes which have occurred in the last 7 years alone in the Op-ed he wrote for The New York Times this past Saturday: How Did the Robot End Up With My Job? He focuses on the effects of technology, but he also points out how our vocabulary is changing.

Option 2 isn’t limited to entrepreneurship

Used to be that the second option — creating a job of your own — largely meant entrepreneurship, and going into business for yourself. We tend to jump toward that entrepreneurial assumption when we think of creating jobs ourselves, and many will all-too-quickly eliminate it, stating, “That’s just not me” without thinking it through more carefully.

The most enterprising and confident among us are going that route, to be sure. They are becoming entrepreneurs because they see the new possibilities market shifts will reveal — they find consumer confidence where it does in fact, exist. They’re better than the average person in corralling whatever resources they need to get started on an idea, and they continue to build on their dreams, reinventing wherever necessary. They have a talent for seeing possibility in downtimes; they see voids as opportunities they can fill, and thus, serve the rest of us. Most important of all, they are willing to do what it takes to succeed, fully knowing there’s no side-stepping hard work, however good an idea may be.

That’s why going into business for oneself isn’t for everyone, even though we might accept that work of our own design will be thoroughly worthwhile no matter the difficulty. Other variables may be in play, such as family members who end up assuming entrepreneurial risk with you. (By the way, teaming up with others and getting good partners is the smartest route to take — you pool more ideas as you share the risk, and needn’t take the leap into business creation all alone.) Still, entrepreneurship is only part of that second option, and this is a time to explore what else it can mean: You can’t just give up on working because you’ve given up on finding a job.

If you limit Option 2 to the entrepreneurial label, well, that’s a limit you impose on yourself.

If ‘entrepreneurship’ scares you, call it something else.

Don’t let the word scare you off: If you don’t want to be an entrepreneur, call yourself a free agent, or a ‘work creator’ instead. Talk about your efforts as gainful employment, and focus on what that should do for you. As long-time readers know, I like that better anyway, for the Ho‘ohana associations with good work. Shift to your own language of intention.

For instance, creating a job of your own can also mean freelancing: You are able and willing to be the person that other businesses will outsource their work to. Many are making this choice, and turning bundles of ‘odd jobs’ into the mainstay of the work they do. It may not be that lucrative to start, but it’s definitely a place to grow from. Freelancing can pay the bills, keep people active and involved, and more optimistic and energetic. They’re in the game enough to play it instead of warming the bench, or worse, just watching from outside the chain link fence.

Freelancing is simply independent work, done for several people instead of just for one. Said another way, the other part of the ‘create a job of your own’ option has been to give up on the thought of being a full-time employee with benefits. They’re steadily decreasing benefits anyway, with things like pensions going the way of the dinosaur, and this shift in thinking may not be that hard to do anymore. Shore up your financial education in constructing a personal, ‘business of my life’ kind of business plan, so the economics become clearer to you. Ignore the rules (and business managers) other people will blindly and obediently follow, and then forge your own way. You step back to the simpler, basic economic rule of working, living, and playing within your means — as our grandparents may have said, you earn your own keep.

I like to think of this ‘I’ve got no employer’ status as the choice to eventually cut out the middleman (and it’s also the premise of Business Thinking with Aloha). You don’t sign up for the work that someone else has designed, accepting whatever the baggage that comes with it. You opt for the work which best fits into the design of your life instead, whatever job-shape that work might turn out to be. It’s good work, because it’s your work. Work fits into your life, not the other way around.

You know you’re too big for most jobs anyway — your capacity for greatness is way bigger than any single job.

Turn struggle into new learning. You’ll make the effort exciting again.

Many people feel forced into this now, but when you really think about it, it’s much easier to follow the purpose and clarity in your own rules — as long as you do it the smart way, and do learn the ‘dollars and sense’ of personal economics as a societal creature.

We think of this as willpower and discipline, but it’s more about open-minded learning: There are concrete strategies here, such as the practice many are newly learning to follow of eliminating the debt in their life. They are eliminating their use of credit, taking specific actions from cutting up credit cards and using public transit, to getting rid of mortgages in favor of renting. We have experienced how too much credit = longer term debt = stuck in life rather than living it fully. We are newly learning how debt has represented liability on our personal balance sheets.

You needn’t go as far as adopting frugality or austerity in learning more about today’s economics. For instance, there’s great innovation within downsizing movements, and others regarding urbanity, greening, permaculture and eco-living, and you can learn your own best way forward. ‘Ike loa, and the value of learning is the golden ticket to exploring your most desirable options.

But back to jobs” there’s one more option to cover in our brass tacks of the basics.

Option 3, work with the middleman, then help him change his game.

Option 3 is the one I personally find I’m thinking about most these days, in my own work’s passion with value-alignment, and in other industries, like banking and housing, fully cognizant of how we can effect change as consumers, and not just as employees (those who follow my Tumblr have witnessed my explorations).

Like the other two job options I have covered, Option 3 has always been an employment option too, but it differs in that it applies to the people who already have a job. It can also apply to those who presently do volunteer work, but hope to be paid for it one day – they help shift the existing business model, to make future compensation possible.

Option 3 is about being willing to change the game of job definition when you’re already somewhere in the system. You have a job, but you know it can be better, and you actively work to help make that happen. You see where other jobs could, and should be in place, and you help your employer see the light, whether they be the business person, entrepreneur, or boss in charge as ‘middleman.’ You lend whatever support you can, so they will feel more comfortable with taking their leap of faith in new job creation.

This might be something you do for yourself because the job isn’t totally right for you yet either, however know this: Improving the way the game is played in business helps everyone. Those who are happy with their situation, have to call upon their sense of decency and share the wealth — and I don’t just mean monetarily, but by sharing their well-being: Wealth is a Value. People are hurting now, and those who have a job — any job at all — can’t sit back and not empathize with that hurt elsewhere in their communities.

“One of life’s greatest laws is that you cannot hold a torch to light another’s path without brightening your own as well.”
From: The Core 21 Beliefs of Managing with Aloha

Jobs of any merit, deliver personal dignity.

We call it Ho‘ohanohano in Managing with Aloha, the value wherein people feel they can conduct themselves with distinction — that’s what employment does for people; it gives them a means of putting a professional signature on the work they produce.

That’s an incredible gift to give someone.

If you have a job right now, how can you influence your employer? How can you help him or her design and create more work? How can you reshape old jobs that were eliminated into newly relevant ones, and increase the size of your team? Are you speaking up instead of sitting back?

Honestly folks? Option 3 is about being better than you are, and getting involved like you’ve never done so before. Don’t just call yourself lucky to have a job: Start working to get others to enjoy what you might be enjoying, and do whatever you can to help the unemployed from your present circle of influence — share the dignity of work with your fellow human beings.

Dig deep. Ask yourself how you personally can turn the tide of mass unemployment from wherever you now sit. If nothing else, know that we are still in a time of great change and readjustment, and you can’t make any assumptions about your own job either — your anchor.

“In the [prosperity of the] nineties, we saw that a rising tide lifts all boats. Now we see that a changing tide tests the strength of your anchor. What you stand for is as important as what you sell.”
— Roy Spence, CEO of GSD&M Idea City

There are far too many businesses going through the motions now, and resting on their laurels simply because they have held on, not because they have gotten better. That’s just not acceptable any more, nor should it ever be.

Here’s another quote from Roy Spence:

“The thrill of life, at least in my experience, is to create something that was not there before. An article that has never been written, a painting that’s never been painted, a business that’s never been done… I think the thing that always got me through was the belief that, in some moment, I never had a job. I always had work to do. I know that sounds a little bit trite, but not to me. I think you go get a job to make money, I think you go to work to make a difference.”

Let’s go for that thrill, that work we have to do to make a difference. Often, as we constantly talk about here with our Managing with Aloha sensibility for work, creating something that was not there before means putting values in place where they belong.

“The logic of competition has evolved from the imitative world of products versus products, to the revolutionary fervor of business models versus business models, to now, the promising realm of value systems versus value systems.”
— William C. Taylor and Polly LaBarre in Mavericks at Work, explain “strategy as advocacy.”

Finally! You can’t just have a company anymore and automatically be successful. You have to have a cause, and one where your values are at work along with your ideas.

So to sum up: Brass tack options in jobs of any merit:

  1. Apply for posted job vacancies. Even if this works for you, know that skills are changing and still in flux. Continue to work on relevant skills-mastery. If you get your foot in the door somewhere, jump down to option 3.
    [This strategy might help: Job-hunting? Don’t apply and fill, create and pitch]
  2. Create your own work. Be more creative and open-minded to your possibilities. Learn more and choose good partners, but no more middleman of any kind: You be the designer of your personal economic rules.
  3. Change the game from within the system. Stop warming the bench. Be an inventor and re-inventor and get actively involved in helping your community as a whole. Use your insider’s position and access to in-play resources to full advantage. Leverage whatever you have, wherever you are, and be a maverick.

Where are you, and what will you choose? Choose so you can take action.

Please talk about this with each other. As I said in the beginning, everyone can do something. Everyone. And that includes you.

In New York City’s Financial District, hundreds of activists have been converging on Lower Manhattan over the past two weeks, protesting as part of an “Occupy Wall Street” movement. The protests are largely rallies against the influence of corporate money in politics, but participants’ grievances also include frustrations with corporate greed, anger at financial and social inequality, and several other issues. (Image via Flickr CC by David Shankbone)

Credit for both images: In Focus with Alan Taylor for The Atlantic.

Whose Confidence Should We Be Talking About?

October 1, 2011 by Rosa Say

Economist Paul Krugman makes a good point in writing of our Phony Fear Factor:

“Extended periods of ‘jobless recovery’ after recessions have been the rule for the past two decades. Indeed, private-sector job growth since the 2007-2009 recession has been better than it was after the 2001 recession.

We might add that major financial crises are almost always followed by a period of slow growth, and U.S. experience is more or less what you should have expected given the severity of the 2008 shock.

Still, isn’t there something odd about the fact that businesses are making large profits and sitting on a lot of cash but aren’t spending that cash to expand capacity and employment? No.

After all, why should businesses expand when they’re not using the capacity they already have? The bursting of the housing bubble and the overhang of household debt have left consumer spending depressed and many businesses with more capacity than they need and no reason to add more. Business investment always responds strongly to the state of the economy, and given how weak our economy remains you shouldn’t be surprised if investment remains low. If anything, business spending has been stronger than one might have predicted given slow growth and high unemployment.”

What I would add to this, is that we in business have to lead more assertively, and much more quickly. We have the power to affect change, and we’re not doing it:

“I think what business people are saying – hey, we’re gonna pull back, sit on the sidelines, and let the country make a decision as to which way they want to go in.”
— Quote: Robert L. Johnson, founder of Black Entertainment Television

That’s simply unacceptable. And it’s downright foolish. If we’re as unhappy with the government as we say we are, why are we so willing to let them be our misguided saviors? Get action back in your own two hands, and stop giving away your power so naively.

Confidence resides in YOU

It’s true that ‘consumer confidence’ is low — it’s low because uncertainty is so high, and we’re being prudent, saving whatever dollars we have as a contingency strategy. Arguably, this is something we should’ve been doing all along — it’s called living within our means (i.e. our actual earnings) AND having an emergency fund for ourselves, versus living on credit and over-extending ourselves. Our low in consumer confidence is actually part of a healthier self-correction: Something like walking away from a mortgage contract we’d signed shouldn’t be the kind of choices good people feel forced to make.

So that’s the quick diagnosis of ‘consumer confidence.’ Fine. Now, let’s talk business confidence. Let’s talk about your confidence with the work you know can be done, and done right now, today, because you are doing it.

Let’s talk about your confidence in business as the great enabler it is, working on those time-honored concepts of strategic initiative, mission, and vision. Let’s talk about your confidence as a business person, business manager, and business leader with good ideas, because working in business is what YOU do. Let’s demonstrate those things, and how good we are at doing them.

Business can lead the way to future prosperity for all of us, by bringing back the certainty that can hit home for us on a very local level. When we see success in our own community, national stumbles in a deadlocked congress don’t seem as dramatic to us. As a business person, you bring success back by championing the confidence you DO have, and demonstrating that confidence in the work which does happen. Focus on what CAN be done right now instead of focusing on what cannot be done. Waiting and hoping for things to get better is a lousy business strategy. Actually, it means there is no strategy at all.

The future will always be uncertain by nature — we can’t know what hasn’t happened yet. However we can focus on what we see happening in our own neck of the woods: We can see where the flywheel starts to turn, and we can give it our local heave-ho. Invest in what you do know, and in what you know you should be doing about it. Be more hopeful because you are tuned in to your own confidence levels — wherever they are playing out for you.

Beyond the numbers: Decide on the kind of jobs we need

Along the way, we in business will create more jobs which frame the work we know must be done. [See: What gainful employment ‘should’ do for you.]

I am increasingly of the opinion that the void we have to fill is about having the right jobs in place, and not just jobs as a number. As a business person, you have to decide what the jobs of your future are, and then put those jobs into production: You cannot fill vacancies for jobs you haven’t designed yet. You design them because you are confident about the work those jobs produce — that’s the unfilled capacity Krugman refers to.

And no more waiting on anyone else.

Beautiful Confidence is a thought to keep close for the weekend: “Confidence is good’s natural extension.”

A “wake-up call” isn’t enough

June 4, 2011 by Rosa Say

It takes courage to change, and forge a new future: Have you got that courage in you?

I was not at this presentation, and can only base this on Dan Nakaso’s article written for the Star Advertiser, but I am newly encouraged knowing that Richard C. Lim is our new director of DBEDT, the state Department of Business, Economic Development and Tourism.

Perhaps that “T” should be dropped at the end.

Nakaso wrote: “Future of tourism called into question: The state economic director surprises business leaders with his stark outlook.”

“Lim, who has been running DBEDT for six months, outlined a gloomy economic picture for the islands and said tourism has essentially remained stagnant for the last 20 years and can no longer be relied on to move the economy into a prosperous future.”

He is absolutely right, and being kind in saying it’s only been this way for the last 20 years — try 30 or 40. The business model is broken; it’s dysfunctional, or in many cases, missing completely. Any business models which are in place for so-called Tourism Leadership are sadly irrelevant to our community challenges.

I’m a product of our hospitality industry, as is my values-based Managing with Aloha philosophy, and readily accept that writing this can be viewed as my biting the hand that fed me — but how well did that really happen? What is not mentioned in this article, is the sad fact that tourism has not improved our lot in life locally as its wage-earners either; I would much prefer to see our youth and all residents focus on industries which improve their standard of living individually too — and not just for the community infrastructure needs Lim mentions in the article recap.

Our state (and all communities for that matter) need not do for us, when we can prosper and thrive on our own because we work in more visionary industries.

Even if we blindly claim to be good at tourism, or Aloha-suited to it, it’s time we learned even more, and got good at endeavors which will serve us better, via the industries which rely on building our innovative talents with math and the sciences. Tourism has not sustained us well enough in exchange for all the resources we have put into it, especially when you count up our service-industry poor.

This part of the article absolutely floored me, especially reading who was quoted:

“Paul Brewbaker, principal of TZ Economics and chairman of the state Council on Revenues, told Lim that his ideas “provoked a lot of good thinking in this room. This is the first time I’ve heard any of this.”

Give me a break! If we assume he is speaking his truth, how has he come to hold the position he holds? Where have they been, and what on earth have they been doing in Hawai‘i economic circles if this is the first time he and others have “heard any of this?” Do they know how to read and evaluate all their charts and economic reports?

Will anything happen now that this speech has been delivered, or was it simply a way to while away some time for those in the room who are too NIMBY entitled and complacent? (stuck in the quagmire of “not in my back yard” thinking and will-not-try opposition).

Knowing all of which Lim speaks is one thing, and having the courage to do something about it is another when you have so many sacred cows grazing in your home pastures.

We can do better, I know we can. I pray we get the will to do so.

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Book Review: Karma Queens, Geek Gods & Innerpreneurs

March 11, 2011 by Rosa Say

Karma Queens ~
Women of a certain age who combine a desire to be in harmony with the universe.
Innerpreneurs ~
Chief managers of their own ‘brand,’ they find their inspiration within themselves.

Let’s start with an abbreviated version of the Publisher’s Synopsis:

What really makes consumers tick?

It’s a question every marketer, innovator, entrepreneur, or trend-watcher strives to answer, especially in an age when certain types of consumers are increasingly instrumental in shaping national and even global buying habits.

Based on thousands of hours of consumer research, Karma Queens, Geek Gods and Innerpreneurs is your hands-on guide to getting inside the minds of the people who are setting the trends in art, music, technology, fashion, health, and every kind of consumer product and service. Consumer Eyes founder Ron Rentel not only helps you understand Karma Queens, Geek Gods and other consumer types on a deeper level in order to reach them more effectively in your marketing and advertising, he also offers fresh insight into managing your brand and your business.

The book’s goal is to share 9 different ‘C-Types’ — “a rich, three-dimensional portrait of a type of consumer derived from their key attitudes and behaviors, their social status, and other demographic factors” as defined by the Consumer Eyes Consumer Immersion process, which the author claims his company pioneered to battle “focus group speak” in market segmentation study. All sounded interesting as I scanned the Table of Contents: Besides the 3 types in the book’s title, Rentel covers “Parentocrats, Denim Dads, Ms. Independents, Middlemen, Culture Crossers and E-litists.”

Parentocrats ~
Act out of love to assure their kids security and happiness,
yet often deny them the classical joys of childhood.

Denim Dads ~
Family involvement means more to them than climbing the corporate ladder.

My Book Review as shared on Goodreads

Karma Queens, Geek Gods, and Innerpreneurs by Ron Rentel

My rating: 2 of 5 stars

This is a platform kind of book (whereby the author get his ideas published as a platform to further build a business on) which also has the potential for possible self-coaching if you choose to very diligently go that route, though I don’t feel the author has made it that clear or simple. On one hand, it’s written to be the kind of book you can just breeze through for entertainment value, and I’m guessing that’s what most readers will settle for. On the other, you can read deeper, key in on the Consumer Immersion technique he speaks of, and study to learn more if you’re able to detach somewhat objectively, but without missing the emotional clues, something I did try to do.

If you deliberately make that choice, set some goals for yourself when you read it. Is there an inner sociologist, anthropologist and marketer in you? I did find each chapter to be more comprehensive than I’d expected, sprinkled with quotations, anecdotes of still-prevalent buying habits, and covering health and wellness, beauty fashion and home, design, food and drink, culture society and spirituality, and some unusual expectations and insights. Each chapter ends with a Marketing Checklist and “Dig a Little Deeper”— suggested resources for further study.

Trend watching, and capitalizing on trends is not that easy, much less the trend anticipation postulated here, which comes from consumer typing: We don’t know what will take off, and when, so we usually are content to ride the wave however we can. I understand the authors encouragements: As a business person it’s good to have the awareness of how trend-spotting signals a result of consumer type habits, versus simply flagging a singular event. I might notice something now, but then I stop there, and often dismiss it as some quirk: I don’t think about it deeply enough in regard to seeing what other commonality exists between people with that anomaly, or with that motivational driver.

As a point of clarity between trends and C-types, Rentel explains that “trends are valuable in making certain that you’re up to speed on the present, but they aren’t very helpful in guessing where consumers might turn next… Types illuminate the consumer psyche, while trends merely articulate consumer behavior.”

So why my relatively low rating, especially in writing this much about the book? Unfulfilled promise. I feel like I really had to work on this to like it, and to gain something from it: Rentel didn’t keep me as interested as I expected him to, and he didn’t make it easy enough for me to stay engaged.

I think the author was too insulting far too often, and you need a thick skin to get the most out of this book when you read it, but achieve objectivity, and it can be a great exercise in empathetic Mahalo appreciation instead: We human beings are complex and fascinating.

A subset study here, is a question if the book was quickly dated in light of our economic climate in recent years or not: How enduring have some of these trends been in spite of it? The book was published in 2007, just prior to our Great Recession, with many of us still reeling from it and adjusting as we can: Rotten timing for this author, I’m sure. I don’t know of anyone who currently thinks of themselves as an eager consumer, whereas Rentel writes that “today’s mainstream, middle-class U.S. population lives high on Maslow’s hierarchy of needs.” Not so now, early in 2011, however I continued reading with an open mind. I may no longer agree with the 9 different types profiled, however I remain interested in the methodology: For instance, I   wondered how I could apply this to a better ‘consumer typing’ of the Alaka‘i Manager.

As a manager, the immediate parallel I instinctively wondered about, was Rentel’s consumer typing as a possible new framing for workplace demographics, and in fact, it isn’t much of a stretch to make those applications between consumers, co-workers and peers, your family habits, and a multitude of other relationships.

However as I explained above, I never got that far. I was willingly distracted instead by his claim to have pioneered Consumer Immersion as his process, and once through that exploration I had enough, preferring to switch my own study habits elsewhere (within our own MWA 9 Key Concepts :-)

View all my reviews on Goodreads.

Why Goodreads? They have become an App Smart choice for me in 2011 for I want to return to more book reading, and have set a goal to read at least 36 books this year (this was book 8 for me). Read more about the Goodreads mission here, and let’s connect there if you decide to try it too! You can also follow them on Twitter.

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