243: Your Career Strategy and More Questions, with Bonni Stachowiak
Published May 2, 2016
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39 min
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    Bonni Stachowiak: Teaching in Higher Ed
    Bonni Stachowiak is the host of the Teaching in Higher Ed podcast, a professor of business and management at Vanguard University, and my life partner. Prior to her academic career, Bonni was a human resources consultant and executive officer for a publicly traded company. She joins me monthly to respond to listener questions.
    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.

    The Empowered Manager* by Peter Block
    Michael Hyatt: 7 Actions to Take Before You Quit Your Job
    Finding the Career That Fits You*
    The Ultimate Guide to Using Your Strengths to Get Hired*

    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
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