CAREER CLINIC:Dear Aoife I have worked in the professional services area of a multinational company for almost 20 years. I have been progressing up the ladder, and I think my work is well-regarded. But now the company is about to shift production to Asia. A skeleton staff will be left here.
I can opt for redundancy with what looks like a reasonable sum but 10 years from now may not look so generous. I can go with the work - the company says there will be opportunities in the USA, Mexico and Asia. Or I can compete with people in my section for the one or possibly two positions to survive here - this last option fills me with trepidation. I hate the idea of competing with people I hired, supervised and mentored.
I have six weeks to make up my mind. Every morning I get up I have made a new decision, to go abroad, to try to stay, to take redundancy. By the end of the day I have changed my mind again, I just seem go round and round never knowing where to get off. What should I do?
Dear Peter
I know only too well the revolving decision syndrome - I hear about it from many of my clients.
Stand back and look at the situation objectively. Look at this as though it were happening to someone you know, not yourself. If you were advising them, you would probably suggest that they have more options than they think. But they need to stop thinking of present fixed structures, and critically weigh up the pro and cons of each option as they would be in six months time.
Option one, redundancy, offers a decent sum of money. That could be used to start or buy into a professional services company. Do you have the entrepreneurial skills and commercial savvy to go this route? Talk to people who have, and get insights into the challenges and rewards this can bring.
An obvious alternative is to seek another role. Now may be the time to broaden your horizons and apply the skills you've developed over the years. Recently I coached a client through a transition from an operations role in the luxury goods industry to a production role in manufacturing.
The option of transferring overseas could take you on a higher-level career track. Frequently those who go overseas at a professional level move up fairly quickly and some return after a spell having amassed considerable experience (and capital). Research the possibilities abroad - do it thoroughly: read up on the operations and plans for the region; fully explore the possible roles available. You can't make a decision without all the facts.
The option of competing for one of the remaining jobs is not one to be dismissed lightly. Competing against others is not personal. This might just be the opportunity you've been waiting for - to take on broader responsibilities in a smaller operation, and see the Irish office through this difficult time.
If you were advising a colleague you would ask if he/she had the right skills and was up for the challenge offered by each option. And you would ask him/her to evaluate each possibility under a number of headings: financial, further career development; challenge; social and family; personal satisfaction.
Sit down at your computer. Create a table. Put in each option and start to score each one realistically under a number of headings. As well as considering the pros and cons of each option, think hard about the skills and strengths you bring and how you would contribute in each. Reflect on your interests and motivations and work out how each scenario and each potential role will satisfy these.
And once you have made your decision, don't close down the other options. Continue to research them. You might decide that interviewing for one of the roles here in Ireland is your preferred route, but depending on the outcome, you may still end up going for one of the other options. I think it was Truman Capote who said - 'The next best thing is very often the best thing.' Good luck!
Take positive steps to prepare for a merger
Dear Aoife
I work for a government agency which is currently being merged in the interests of efficiency in the public service. We are - in effect - being taken over by another agency which operates in a parallel sector. For the technical staff, this means little more than a change in stationery and a different name plate on the door. For people like me and others in services roles in accounts, payroll and HR, the change is more significant.
From being head of function in a small organisation, I go to being an assistant head of unit, if I'm lucky, in a much larger operation. I shall have to compete for place and prestige with long-established people. In effect I lose two promotions, though not salary which stays static until my new reduced level catches up. The salary is important enough at a time like this, but it is not the main thing. I like my current role - it has stretched me and developed my skill and I don't relish the prospect of doing a less interesting, less demanding role in a larger organisation. In that context, I think the first six months, even the first year, will be very important in setting the tone for how I operate.
Dear Clodagh
You are right - the first year will be important for you. You are facing major change and you can approach this is one of two ways. You can lead by example and be optimistic and positive, or feel hard done by and get caught up in whispered discussions over coffee speculating about what might happen. This only adds to the uncertainty.
As you prepare for the merger, you'll do well to take some proactive steps which will stand to you in the longer term, as the two agencies come together.
Seek opportunities to get involved in the transition. Learn about the other agency - understand their strategy, their organisational structure and people, their culture, the remit and so on. Know the challenges and business issues - read any business plans or strategy documents you can. The more you understand about what they do and where your agency might fit into that agenda, the easier it will be to see the operational impact this merger will have your own area.
Now look for areas where you can contribute and make suggestions to facilitate a smooth transition. Discuss these with your own manager.
There will be a lot of planning and reorganising to be done. Rather than having the change 'done to you' you should become a facilitator of the change which will give you more control. Communication will be critical throughout this process. Keep your staff informed and motivated to embrace the change. Communicate with clients and stakeholders to reassure them of your continued services.
Talk to your new peers and management team in the new merged agency. Start developing constructive relationships with these people by putting yourself forward for any integration project teams or working groups that will be set up in the coming weeks. This insight and knowledge should help you to plan how you will manage in your new role, in the new agency.
Once the merger has actually happened familiarise yourself fully with your new role. Get a full briefing from your new manager, and ensure you are clear on their vision and strategy. Confirm your own objectives and priorities, and understand the operational issues.
Remember, your ability to lead, support and guide your team through the issues that will undoubtedly arise through the change and integration will be noticed. So develop a plan with your team and highlight priorities. Identify a couple of 'quick wins' to address any issues identified. Implement them. Recognise their performance, achievement and results.
Remaining focused on the future in means you and your team will be seen as results focused, motivated and willing to move forward. And your leadership, optimism and organised approach to your first 12 months post-integration should help to reduce your sleepless nights.
AOIFE COONAGH is head of the career development unit at Carr Communications. The case histories published are true, but details have been changed to avoid identifying individuals and companies. If you have a problem you would like to see featured, or wish to comment, e-mail askaoife@irishtimes.com
