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Say what feels natural and put the other person at ease.":1,"#Please tell me the details around when you started thinking about switching, when you made the decision, and when you actually came on board here. As you talk about a certain event or a realization you had, I might ask a bunch of questions, such as \"Who was with you? What time of day was it? Where were you?\" Think of this as capturing a close-up shot for this film so that we can get the specifics and the mood just right.":1,"#Liken the conversation to creating a documentary film about the person's career move. With that frame in place, the process can be described along these lines:":1,"#Then you can get started.":1,"#Before interviewing people about their most recent job switch, set expectations. Tell them there's no need to prepare in advance. You're just going to chat. Nothing will be judged; everything will be kept confidential.":1,"#Why Did They Leave? An Interview Guide":1,"#I can have more time for me.":1,"#I can support my growing personal responsibilities.":1,"#I will be in a job that I know I can do and not feel at risk.":1,"#I can be challenged, grow, and learn on the job.":1,"#The act of quitting (quiet or otherwise) is different for each person and driven by a variety of forces. Trying to retain employees without understanding what motivates them as individuals is like grabbing a flathead screwdriver out of your toolbox before checking whether the screw that needs attention is a Phillips head.":1,"#I can be part of a tightknit team or community that I can count on.":1,"#I will have a supportive boss who guides me and provides constructive feedback.":1,"#I can be recognized for the impact of my work on other people and the business.":1,"#I will have the freedom and flexibility to do my best work.":1,"#I and others will see my job as a step forward.":1,"#I can find an employer who values my experience and credentials.":1,"#I can be acknowledged, respected, and trusted to do great work.":1,"#I can acquire the skills I need for a future job or career.":1,"#I can reset my life and start over.":1,"#My job will fit into my existing personal life.":1,"#The Forces That Compel Job Moves":1,"#My values and beliefs will align with the company and the people I work with.":1,"#I can have more time to spend with others outside work.":1,"#I'm pulled when:":1,"#I feel that I've been on my own, ignored, and unsupported at work for a long time.":1,"#I can't see where to go or how to grow in my current organization (or progress will take too long or be too hard).":1,"#I feel unchallenged or bored in my current work.":1,"#I am challenged beyond my ability, logic, or ethics.":1,"#A trusted adviser, mentor, or previous boss guides me toward my next step.":1,"#My work is dominating my life, and I sacrifice myself or my family to get things done.":1,"#I've reached a milestone in my job or career.":1,"#Despite copious employee surveys, pulse checks, and exit interviews, companies usually don't get to the bottom of why people quit. Departing employees may keep their reasons for leaving to themselves—out of fear that they'll burn bridges, for example, or out of a sense of futility. And we've often found in our coaching sessions that people aren't even clear themselves about their reasons for career moves until they sit down with a trusted coach, mentor, or friend who can help them understand what's really driving them. Most people don't do that. Instead they respond to job postings that grab their attention and switch jobs when they get a decent offer, hoping that things will improve—only to be dissatisfied down the line. Some switch again and again; many never find quite what they need.":1,"#I've reached a personal milestone in my life.":1,"#I feel disrespected or not trusted.":1,"#I end up with a new manager and feel like I'm starting over.":1,"#My current company is struggling, and the end feels near.":1,"#The way I'm managed day-to-day is wearing me down.":1,"#I feel that the work I'm doing has little or no impact on the company, the world, or my life.":1,"#I don't respect or trust the people I work with.":1,"#I'm pushed when:":1,"#Current circumstances can push employees away, but people tend to stay put until they're also pulled toward something appealing. Among the job switchers we studied, these were the most common pushes and pulls precipitating a move:":1,"#The Push and Pull of a Job Switch":1,"#Leaders can't reasonably blame their human capital troubles on the economic or competitive challenges of the day. Long before the Covid-19 pandemic, which saw the highest quit rates in U.S. history, employers complained that talented people were walking out the door with their knowledge, skills, and relationships. Those departures are expensive. Studies estimate that on average, the cost of losing an employee ranges from six to nine months' worth of that person's compensation. For technical and executive positions it can be as high as twice the employee's annual salary.":1,"#But here's the counterargument: The adage \"Work smarter…not harder\" applies. Too many retention and development efforts are one-offs—taxing for managers and less than fruitful for employees. By embedding quests for progress into your talent processes, you can systematically make more-targeted investments in people. That's progress we all want to make.":1,"#If you're feeling overloaded as a manager—and exhausted by employees who seem to crave constant feedback—our recommendations may sound like a lot of work. In a session with the top 500 leaders of a global financial services firm, one senior executive said she was tired of a generation who expected to be \"massaged like Wagyu beef\" in order to be retained. Fair enough.":1,"#<strong ljsid-0=\"\">OUR APPROACH TO </strong>career development works best when it involves both self-reflection and collective analysis. When all the thinking is left to the individual, the insights aren't quite as rich, and the employer doesn't benefit nearly as much from them.":1,"#When we shared these observations with a group of highly experienced HR professionals, a few asked politely, albeit critically: \"Isn't all this just repackaged 'work on good job design,' which dates back to the 1960s and 1970s?\" Perhaps, but with this caveat: Technology has made it far easier today than it was back then to support individual job enrichment. We now have digital tools for collaboration, like Slack and Teams, so we can more easily see how people are faring in their interactions with colleagues and what kinds of roadblocks they encounter in their daily work. We have virtual learning tools. We have access to real-time data and analytics about employee behavior that shed light on engagement, productivity, learning, and even happiness. As career paths become less linear and roles become more disaggregated—into gigs, agile operating systems, and other channels for talent to flow smoothly from one kind of work to another—managers and their organizations will acquire even more tools to engage and develop people through work design, whether their efforts are viewed as job enrichment, job crafting, or simply helping employees make progress. As Cassie Soady, the chief people officer of GrainCorp, an Australian agribusiness, explained to us, an entire generation of people have seen technology deliver customized user experiences—and they expect customized employee experiences as well.":1,"#There are many ways to mix and match people and work. What your organization considers a \"side gig\" in relation to a particular role could become an employee's main gig—and that's OK, as long as all the work gets done well. People eager to branch out might be encouraged to experiment in other functions or business units with short-term assignments, project work, or even discrete experiences (such as attending a sales kickoff meeting or a strategy offsite) that match their definition of progress. Temporary \"role slices\" like these can be quite small—veritable slivers that provide exposure to new ideas, people, and ways of working. Or they can be bigger and longer-term, such as lateral moves within an internal job market where talent is deployed and developed across team or unit boundaries. A number of companies have created talent marketplaces to facilitate such internal mobility. (See \"How to Design an Internal Talent Marketplace,\" HBR, May—June 2023.) By making such opportunities possible, an employer can continue to reap returns on its talent investments while supporting employees in their individual quests.":1,"#Few companies fully embrace a role-selection system like Holacracy, and some that try to do so end up abandoning it because it's a huge commitment of energy to work on the organization while working within it. (Even Zappos has diverged from aspects of pure Holacracy. It eliminated the time-consuming system of employee self-governance while retaining the modular approach to roles.) But the more finely you can slice roles and tasks, the more opportunity you'll have to design jobs that find the sweet spot between organizational needs and individual progress.":1,"#Zappos, the online shoe and clothing retailer, provides an extreme example of flexible role design. In 2013 the company moved to Holacracy, a decentralized approach to organizing work, whereby employees make the rules, set goals and targets, and form and disband teams fluidly. On average, Zappos employees went from having one role before the transformation to having 7.4 specialized, modular, and often unrelated roles afterward. For example, the same person could simultaneously serve as a taxonomy architect on one project, a user experience designer on another, and a social media manager on a third. Roles rapidly changed to support new goals and initiatives. Slicing roles more thinly complicated things, such as keeping track of who did what and paying people fairly. But, our research shows, a key benefit was that employees could craft their own jobs within the scope of the organization's strategic needs.":1,"#Next, work with each employee and HR to design, modify, or find a role that amounts to real progress on both sides. All too often organizations cobble together roles to fit assumptions about what they \"should\" entail. Or a manager and HR combine whatever responsibilities they must to convince a compensation expert in the finance department that the resulting role can be \"graded\" at the title and pay level they want. When you understand the effect of pushes and pulls, you can make roles more malleable to better suit people you value. A straightforward way to do that is to transparently and collaboratively examine the tasks within a set of jobs, identify where they can be divided and reassigned cleanly, and mix and match them to create new roles that play to people's strengths and desires.":1,"#IDRsolutions, a software company in the United Kingdom, has added these conversations to its regular development and review practices. Employees are encouraged to talk about what motivates them and what might cause them to leave so that their personal goals can be better reflected in their job goals. The CEO, Mark Stephens, told us that this lets workers have concrete conversations about what's blocking their progress and enables managers to \"preempt people leaving for the wrong reasons because we failed to diagnose an issue early.\"":1,"#First, work together to decide how to introduce employees to this new way of thinking about progress. For instance, during onboarding you might familiarize people with the concepts and how they fit into your organization's talent processes. That will help when you sit down later to conduct interviews about their previous roles.":1,"#Attrition Is a Persistent, Costly Problem":1,"#When we present our findings to chief human resources officers, they often wonder how they could persuade managers and employees to devote sufficient time and reflection to following our recommendations. That effort does take time—but probably less than you assume, especially if you and your HR team undertake it systematically, in combination with other HR processes.":1,"#Huddle with HR":1,"#By focusing on what someone will do (much as you would in a contract agreement for a gig worker) rather than describing what the person will be (in the example above, a chief of staff with a laundry list of skills), you can help job seekers gauge whether a role is compatible with the activities that bring them energy, the skills they want to invest in, and the trade-offs they're willing to make in their lives. That level of specificity will also encourage them to represent themselves more accurately in their résumés and interviews. Both sides will get a clearer sense of fit. The new hire can hit the ground running, and you'll have established shared expectations for development and performance—a foundation that you can build on together.":1,"#To prevent misunderstandings or broken promises later, especially given how easily managers can lose sight of informal arrangements in the heat of getting an organization's work done, we suggest summarizing any agreements in written communications with candidates. You can document them more formally post-hire in performance-management goals, mentor- or sponsor-meeting templates, and so forth. By working with employees to incorporate the experiences they value most in their development materials, you can create clearer paths to those experiences and make good on your agreements. That's a more meaningful way to keep people engaged than throwing them random \"opportunities\"—prizes that can feel good in the moment but may end up distracting them from what they really want at work.":1,"#Filling in such specifics allows people to see themselves in a role. If it's simply not a good fit, they—and you—will recognize that sooner. If both sides are still interested, however, you can delve into how the day-to-day experiences might be tailored to the individual. To a strong candidate for a consulting role, for example, you might say, \"Within six months we can get you a travel assignment in a region you want to learn more about.\" Or \"By the time you have a year's experience, you'll own some client relationships—and in the meantime, while you're learning, I'll bring you to half my client meetings.\"":1,"#Now suppose you're trying to fill that role. Without more specifics about what it entails day-to-day, the requirements lack meaning. For example, what does \"excellent writing\" mean in this context? What is being written, and for what purposes? Who are these audiences that require \"many styles\"? People will have no idea if you don't tell them. What's meant by \"crisis situations\"? How will the chief of staff attend to them? What kinds of \"companywide priorities and projects\" will this new hire manage? What will that look like in practice?":1,"#Bachelor's degree; at least 10 years of experience in publications or communications; excellent writing, editing, and project management skills; an appreciation for the distinctive culture and values of the organization; ability to strategize creatively and collaboratively; ability to make complex information comprehensible and compelling for a wide range of readers and to write effectively in many styles depending on audience, content, and platform. Proficiency with Microsoft Office, Drupal, social media platforms, and Adobe Creative Suite; initiative; and judgment and discretion when dealing with complex, confidential, and sensitive information.":1,"#After a few more vague sentences the description moves on to requirements:":1,"#Serve as a key member of leadership team. Play critical role in developing, accelerating, and communicating agenda for executing vision. Be responsible for coordinating and advancing companywide priorities and projects. Duties include leading staff units in C-level office; developing and implementing key initiatives; managing special projects and crisis situations; collaborating with senior officers to advance priorities; involvement in comprehensive communications planning and stakeholder engagement; leading and partnering with key staffers and leaders on special projects, operational decisions, policy development, and communications planning.":1,"#Consider this disguised LinkedIn posting for a chief of staff role:":1,"#By supporting people in their personal quests for progress—in ways that meet the organization's needs—managers can, our research suggests, create employee experiences that are mutually beneficial. In our qualitative dataset we found that career moves were driven primarily by four quests. We'll describe them here and discuss how managers can help employees on their journeys. But first let's take a closer look at the stakes for employers.":1,"#It also helps to focus on the job's experiences, not features. To illustrate what we mean by that, let's return to the house-listing analogy. Like most job descriptions, real estate postings tend to focus on features, such as open kitchens, home offices, and finished basements. But those things matter only in the context of day-to-day experience: How will people use them when they cook, when they work at home, and when they entertain? That's what the real estate agent helps them envision during a walk-through. You can take a similar approach when giving a private, informal \"tour\" of the job you're trying to fill. Briefly describe a \"day in the life,\" and offer to chat so that you can provide more practical details. Without those extra layers of information, people will get lost in a hazy job description—or they'll just keep scrolling for a more obvious fit.":1,"#The litigiousness around employment decisions in our society means that's unlikely to change anytime soon. So hiring managers must work around these vague, bloated descriptions to find the right people. Thus when you reach out to friends and industry contacts for leads and start interacting with candidates, you'll need to create a \"shadow\" description that supplements the official one to clarify what the person you hire will actually do in the role. It can be useful to borrow concrete descriptions of activities and tasks from performance reviews of people who are already doing the job effectively.":1,"#When job boards went online and charged one flat fee regardless of length, descriptions swelled. Postings quickly morphed into ridiculous wish lists of capabilities and credentials. Companies' legal departments got involved in writing and approving—and further inflating—the language to give their organizations maximum leeway and protection in talent decisions. Maury Hanigan, the CEO of the job-marketing platform SparcStart, says that job descriptions have become \"the basis against which an employee is evaluated and potentially fired.\" Given that purpose, they work poorly as marketing documents and do little to ensure good matches between people and roles. Hanigan likens using them that way to \"selling a house by posting the mortgage documents.\" But it's how things are done.":1,"#The origin of the job description dates back more than a century. Observing factories in the industrial economy, Frederick Taylor (whose scientific management theory changed how work was organized and assessed) set out to measure the precise time it took to do various jobs and tasks. After that it was relatively simple to describe the work and its requirements in job postings. Employers kept these descriptions short because newspapers charged by the line to run them.":1,"#Perhaps the most fundamental problem to solve is the job description. It usually consists of a hodgepodge of skills, qualifications, and platitudes about work style and culture cribbed from past job descriptions, competitors' postings, and requirements for title and pay grades. The whole thing is so broad as to be meaningless—and it's often impossible (and unnecessary) to fill the role as described. No wonder prospective employees puff up their résumés to make themselves look like superheroes. People on both sides of the process—employers and candidates—know that these posts don't reflect reality.":1,"#The job application process has become so standardized that most employers don't question it. But it needs a serious rethink—especially if you're trying to create a workplace that employees will want to rehire each day after they've joined the organization.":1,"#Develop \"Shadow\" Job Descriptions":1,"#Joe Carver, who heads up leadership development at the Puget Sound Naval Shipyard, shows employees that he understands their past pushes by acting on the information they share with him. He told us that he often sits down with people to brainstorm ways of giving them more agency in how they do their work—and then incorporates those ideas when creating future assignments, development goals, and performance targets. He also examines the pulls that enticed individuals to join his team so that he can deliver—and keep delivering, for as long as possible—on what brought them there. He finds that when he can't offer them more ways to continue growing, it's far better to have an upfront conversation about what's next for them than to delay their inevitable departure. That way employees don't stall in their quests for progress, and his team doesn't stagnate from a loss of energy and productivity.":1,"#In this way you can work together on a career plan that serves both the employee's interests and those of the organization.":1,"#Once you've helped people clarify why they're here at your company, you can talk about what's still important to them, what may have changed since they started the current job, and what new forces they may encounter given what's going on in their lives now. If the path for growth in your organization is clear, great—but what's next? Which skills does the employee want to invest in? How might those be developed on the job, to avoid sacrificing family time? If community still matters a great deal, what can be learned from colleagues—and what can be taught in return—to deepen work relationships? How might those opportunities be folded into team or project assignments?":1,"#It's time to step way back from these related but typically uncoordinated efforts so that managers can see and address the larger issue of experience. Over the past 15 years we've collectively studied the behavioral patterns of more than a thousand job switchers at all levels and career stages—a racially diverse sample representing a wide range of roles and professions. In interviews, surveys, classroom discussions, consulting engagements, and coaching sessions, we've found again and again that employees who quit their jobs do so because they aren't making the progress they seek in their careers and lives.":1,"#During the debrief look together at common pushes and pulls and discuss which ones are most relevant to this employee's latest job switch. Perhaps, for instance, the person was making too many sacrifices at home to get things done at work and didn't see a clear path for growth at the old company. Maybe the employee was drawn to the new role by the freedom and flexibility it affords and a desire to be part of a tight-knit community.":1,"#We like to allow two hours for interviews: one to ask questions and listen, and one to debrief after a quick break. Take good notes so that you can easily refer back to details that may later seem important.":1,"#In our mentoring and advising work, we regularly conduct these interviews to help people recognize underlying forces they aren't yet seeing on their own. To identify pushes and pulls, we suggest prodding for details, like an investigative journalist, while also approaching the conversation with empathy. Instead of weaving your assumptions into someone's story, ask lots of granular questions. For instance: What was happening in your life when you first thought about switching jobs? What propelled you from passive to active looking? Throughout the job-switching process, what conversations did you have with people close to you? What worries and hopes did you discuss with them?":1,"#We've found that it's more productive to interview employees about their previous roles soon after they've started something new. That's essentially what we did in our research. By closely examining the pushes and pulls that compelled each person's most recent job move, you can better understand what might motivate your employees to make another change soon—and, conversely, what might make them choose to stick around. You can frame these talks with employees as your way of identifying important features of their experience so that with their input you can create a workplace that they'll want to \"rehire\" each day. (See the sidebar \"Why Did They Leave? An Interview Guide.\")":1,"#As we noted earlier, exit interviews can be a bit of a joke. People usually assume it's too late to address why they are leaving—so they say safe things and move on.":1,"#Interview Them Early On":1,"#Armed with this knowledge about quests for progress and the forces behind them, you can work with your employees to tailor their experiences and even their roles to help them achieve the progress they seek. We recommend doing so in three ways: (1) Interview people long before they head for the exit. (2) Develop \"shadow\" job descriptions that speak to their—and your—real needs. (3) Huddle with HR to help employees make the progress they desire.":1,"#Take the next step. After reaching a personal or professional milestone—such as completing schooling, achieving a development goal, or becoming empty nesters—job switchers are often eager to move forward in their careers. In many cases that means taking on more responsibility. Often driven by a desire to support themselves or their families, these individuals might want better healthcare benefits, a more comfortable living environment, the ability to pay for everyday basics or save for college, and so on. People on this quest—unlike those in the other three categories—aren't necessarily reacting to a bad situation. They're pursuing growth, so they may be willing to leap into a stretch role.":1,"#Regain alignment. Most people seeking alignment feel a profound lack of respect at work and are hunting for a job where their skills and experience will be more fully utilized, appreciated, and acknowledged. Lacking such validation, they often have a dark outlook and fixate on the many ways their current role doesn't play to what they have to offer or what they wish to contribute. In their search for something new, they typically gravitate toward an environment where they believe they won't be underestimated or misunderstood.":1,"#Regain control. It's common for people to feel overwhelmed (or bored) at work, at home, or both. Some need a rebalance. Others simply want more predictability or flexibility in when and where they work. Unlike employees desperate to get out, control seekers aren't searching for the nearest escape hatch. They usually feel pretty good about their overall trajectory but not so good about the speed at which they are moving. They tend to hold off on switching until they find a job that will give them agency over their work environment.":1,"#Although managers and their HR colleagues are beginning to understand that employee experience matters for hiring and retention, they haven't reached anything close to a consensus on what it should look like or how to provide it. Some workplaces invest heavily in wellness benefits and initiatives, with mixed results. Others try (and in many cases struggle) to create effective mentoring or learning and development programs—worthy endeavors but tough to get right if you haven't identified what employees want from them.":1,"#For whatever reason, they're strongly at odds with their work environment. They want a new job to rescue them from their current one.":1,"#Get out. People who experience a classic fight-or-flight response are often being managed in a way that wears them down. They may feel stuck in a dead-end job or be in over their heads. Many face steep obstacles (such as a toxic culture, a role that's a bad fit, or an awful commute) that prevent them from putting their capabilities to good use.":1,"#Let's look at each quest.":1,"#The quests have little to do with career progression as it's traditionally defined—a steady, linear ascent from junior to senior employee. Rather, progress zigzags according to what the individual wants most out of work and life at a particular time.":1,"#Our research is rooted in the idea that just as customers \"hire\" products to do certain jobs for them, people can \"hire\" their next role to help them make the progress they want. Here we're drawing on the jobs to be done theory, which one of us (Bob) codeveloped with the innovation scholar Clayton Christensen to explain how makers of products can understand what customers hope to accomplish in a given circumstance (see \"Know Your Customers' 'Jobs to Be Done,'\" HBR, September 2016). Our interviews with job switchers uncovered the jobs to be done in their lives, which we call their quests for progress.":1,"#Although pushes and pulls can work together in all sorts of ways, depending on life circumstances, we have found that they tend to cluster into four main quests. People who change jobs do so because they want to get out of their current situation, regain control of their work or lives, regain alignment between their work and their knowledge and capabilities, or take the next step in their careers. Job seekers often relate to more than one quest, but at any given time one takes priority over the others. (Our assessment at <a ljsid-1=\"\">www.jobmoves.com</a> can help the people you manage or mentor identify which quest they were on when they last left a job.)":1,"#Four Quests for Progress":1,"#At the end of the story, replay what you heard start to finish. Spell out the whole time line of events (this will be easier if you took copious notes) and give the employee space to correct things or add what you missed.":1,"#Change your line of inquiry if the employee starts just agreeing with you. That can mean you're not getting the whole story. Revisit something you don't fully understand and probe for clarification.":1,"#Both might be nice. But by holding up concrete examples, you can home in on what's really meant.":1,"#To gather detailed information about prevalent pushes and pulls, we interviewed people not about their current circumstances—which might or might not prompt a career move—but about their most recent job switch.":1,"#Are managers nice when they are generous with praise? Or when they give you honest feedback without belittling you?":1,"#Fill any holes. When people use general language to describe events, the natural tendency is to nod along. Don't assume you understand. Again, contrast creates meaning. For example, if your employee ruled out another job offer because the manager didn't seem \"nice,\" ask what that means:":1,"#How often were you missing family time for work? Were you missing other important things for the same reason? When did that start, and how often did it occur? When did it become a big problem?":1,"#To further explore what you learn, ask for more details.":1,"#By offering two contrasting options, you can elicit an emotionally revealing response (quite possibly \"Neither! It was this!\") and gain greater insight.":1,"#How did you feel? Guilty and frustrated with yourself? Or annoyed by pressure from family members?":1,"#Tease out deeper motivations by offering points of contrast. For example, about those missed softball games you might ask:":1,"#Listen deeply. When describing the circumstances surrounding the job switch, the employee might share an important insight such as \"I was just so sick of missing my daughter's softball game yet again because of a fire drill at work and then having to explain to her why I missed it. It had to change.\" That's something solid you can build on. Play back what the person said—and then push a bit more.":1,"#Empathize, but don't overdo it. It's fine to show that you can relate (as in \"Yeah, that's happened to me, too\"), but you might come across as thinking you know everything if you interject too much. That tends to shut people down. Remain inquisitive.":1,"#Refer to other people in the employee's story by name. If your interviewee mentions a difficult conversation with someone, for instance, use that person's name in your follow-up questions. Names trigger emotions and memories.":1,"#In our conversations with job switchers, we heard that negative experiences (doing work that feels empty, for example, or disliking one's colleagues), along with changing life circumstances (such as moving or having kids), pushed individuals away from their old roles. The potential for positive experiences elsewhere pulled them toward something new. Those forces work together. Our findings square with research by the Wharton economist Katy Milkman, which shows that behavioral pushes become stronger when a new idea or solution pulls people toward something they aspire to. For example, a salesperson in our sample who felt micromanaged in his job stayed put until he was enticed by an offer that would allow him to take control over all aspects of the sales cycle.":1,"#While working through the sequence of events, the employee may suddenly land on a key moment of realization.":1,"#What was your day-to-day experience like the first year or two? What events led up to that shouting match between you and your coworker?":1,"#Follow up with highly specific questions. For instance:":1,"#To be fair, your employee might not remember—or a quick answer might not be accurate. Keep digging.":1,"#How did all this come about? Do you remember the first time you thought you might be ready to leave for another job?":1,"#If you feel the employee's energy flagging, jump in. Start focusing on the order of events. You might ask:":1,"#Let the employee talk uninterrupted for a bit. You will probably hear all kinds of things about this most recent switch—which may or may not be relevant to the motivations behind it. Let all those thoughts come out at the beginning of the conversation. Then steer the interview to where you want it to go.":1,"#Although you want details, you're not trying to create an exhaustive biography or act as an armchair psychologist. The objective is to understand the events leading up to the change.":1,"#Just tell me whatever basics feel relevant, such as how long you were in your previous job, when you switched, and where you were living at the time.":1,"#Ask for context about the job move. Have the employee describe the previous job, what life was like then, and (briefly) what work and life are like now. Offer a prompt if one seems to be needed:":1,"#To make it easier for people to realize what led them to make a particular career move, we have identified the most common functional, social, and emotional forces that compel action (see the sidebar \"The Push and Pull of a Job Switch\"). In our research we explored a range of questions: What problems with a job's basic functions—assignments, projects, activities, tasks, and so on—can fuel a desire for change? To what extent can employees' met or unmet social needs drive career moves? How can employees' emotional needs—to feel energized, for example, rather than depleted—affect their willingness to trade in the familiar for the unknown?":1,"#The so-called war for talent is still raging. But in that fight, employers continue to rely on the same hiring and retention strategies they've been using for decades. Why? Because they've been so focused on challenges such as poaching by industry rivals, competing in tight labor markets, and responding to relentless cost-cutting pressures that they haven't addressed a more fundamental problem: the widespread failure to provide sustainable work experiences. To stick around and give their best, people need meaningful work, managers and colleagues who value and trust them, and opportunities to advance in their careers, the authors say. By supporting employees in their individual quests for progress while also meeting the organization's needs, managers can create employee experiences that are mutually beneficial and sustaining.":1,"#New research points to some surprising answers.":1,"#Although most people interviewed for this story said they don't see a future where the CMO role completely goes away, they said the job is changing and that a lot of companies are hiring chief growth officers and chief digital officers, who have more responsibilities tied to sales and performance, rather than chief marketers. This is being driven in part by the fact that most Fortune 250 CEOs (70%) have financial or operational backgrounds versus marketing backgrounds (only 10%), per the McKinsey survey.":1,"#How the marketing function has changed":1,"#\"The existence of marketing as the driver of value, growth, customer understanding and insight—that has been redefined in many ways. In a lot of ways, that scope has changed and contracted to performance and sales enablement, which is to the detriment of any enterprise, and marketing as a function,\" Tejeda said.":1,"#\"The CMO is facing an existential crisis,\" said Esther Mireya Tejeda, who became the first CMO of Anywhere Real Estate in 2022 and was an Ad Age 2024 Leading Woman. She is currently transitioning out of the company to start her own consultancy, EM Strategic Partners, where she will be chief marketing and growth strategist and help marketers navigate these challenges to gain more influence in the C-suite.":1,"#This misalignment was cited as a top concern for CMOs heading into 2024. Nearly one year since the McKinsey study, it doesn't seem like the disconnect has improved and marketers are left wondering if it ever will, according to CMOs and other experts Ad Age interviewed for this story.":1,"#The survey was based on conversations with more than 100 people in C-level growth roles, including CMOs and chief growth officers, and 21 CEOs. It also found the CMO's primary role is being confused as companies add new executives including chief digital and growth officers, who are also taking on customer-related duties.":1,"#The role of chief marketing officers (CMOs) is facing an existential crisis…":1,"#\"Moving from campaign to company,\" he said. \"It sounds cliche, but it is really a reflection of where marketing is as an experience function: Helping the entire organization from a business standpoint generate value and growth. We can't overlook the social or cultural impact that marketing can help the company have.\"":1,"#Primola said the ANA has been working with CMOs to help them talk about how their role can impact the company.":1,"#Clark, who spoke from experience having to fight for budget when she was a marketing executive for major brands including Coca-Cola and AT&T, said CMOs have to get comfortable with speaking \"the operational and commercial language\" of the company and backing up their marketing investment with as much data and research as possible.":1,"#Garrido said as much as she can get frustrated by the disconnect, she always refers back to a philosophy she picked up when working for <strong ljsid-1=\"\">ad</strong> agencies such as Havas in the earlier part of her career, which is to always \"have business empathy\" for the clients.":1,"#Most people interviewed for this story said CMOs need to understand where their CEOs and CFOs are coming from before they can improve that relationship and gain more influence in the C-suite.":1,"#A McKinsey survey, done last year in partnership with the Association of National Advertisers, found the disconnect between marketers and their CEOs to be at an all-time high. When CMOs and CEOs were asked about their top marketing metrics, the two groups agreed only half the time—with CEOs focused on year-over-year revenue growth and margin improvements and CMOs focused on metrics such as brand awareness and recognition.":1,"#Advice for CMOs":1,"#Garrido said gone are the days of marketers being able to have a discussion on how to generate the \"brand love of Coca-Cola\"—instead, they're having to sell a creative idea to a financial team that is trying to pick it apart with A/B testing and endless data points on a spreadsheet that might bring up the slight possibility of that idea not working.":1,"#Solo Stove and The Martin Agency, the shop behind the Snoop Dogg ads, declined comment for this story.":1,"#\"It drove huge awareness but also purchase consideration across every retail channel. Search exploded. And we had a 20% increase in firepit sales—it was our four best weeks of the year,\" Bumachar told <em ljsid-1=\"\">Ad Age</em> in August.":1,"#Solo Brands has since done an about-face. It named a new CEO and president, Christopher Metz, in January and brought in a new CFO, Laura Coffey; a chief growth officer of Solo Brands and president of Solo Stove, Michael McGoohan; and a new CMO, Luana Bumachar, in February. Then, in August, it reignited its partnership with Snoop. Bumachar last month said the brand was \"misunderstood\" in that original press release.":1,"#Some in the industry lamented that decision as an attack on creativity.":1,"#The issue over this disconnect that sometimes exists between marketing and financial leaders bubbled up when Solo Stove paused its partnership with Snoop Dogg shortly after a viral campaign late last year starring the rapper drove a big brand awareness boost but did not result in an immediate sales impact. Solo Stove maker Solo Brands' former CEO, John Merris, left the company shortly after the first campaign, with its interim CFO stating in a press release at the time that while \"Giving Up Smoke\" had raised awareness, \"it did not lead to the sales lift that we had planned.\"":1,"#Deezer just brought on a new CEO, Alexis Lanternier, at the beginning of September after its deputy CFO, Carl de Place, took over as CFO in August. They declined to comment, being new to the roles. Garrido said she has often received questions from past CFOs about how many leads she got from a campaign that had just launched. \"That's like asking, 'Oh you went on a date with that person one time, why aren't you married?'\"":1,"#\"The disconnect for me is not just with the CEO, it's the whole organization,\" said Maria Garrido, CMO of online music streamer Deezer. \"I'm sitting in a company that is very tech-driven. In the past, a lot of the work was a balance between short-term results and investing in the future of the brand. Now everyone's focus is on the short term.\"":1,"#She said campaigns aimed at driving brand awareness, for example, are just as important to advertising as those with direct sales goals; they all contribute to the overall, long-term health of the company.":1,"#The demand for marketing to be churned out faster, better and cheaper is taking a greater toll on chief marketing officers pressured by their CEOs and chief financial officers to deliver results in ever-shorter time frames. Stoked by the rise in performance marketing, the role of the CMO is slipping further into jeopardy as the disconnect between these executives and the rest of the C-suite has never been greater.":1,"#\"The label of performance marketing has been extremely detrimental,\" Tejeda said. \"It implies that every other form of marketing is not performing. What we've created is this dichotomy: There is performance marketing and all the other marketing is where you go to waste money.\"":1,"#Some CMOs told<em ljsid-1=\"\"> Ad Age </em>they feel too much focus has been placed on performance marketing. Pressured by inflation and other economic woes, companies are placing much more emphasis on any advertising that drives strong returns on investment and can be tied directly to revenue gains.":1,"#Overemphasis on performance":1,"#\"The people who are supposed to be aligned for the greater good of the company all have different expectations of what the marketing function does and how it impacts their business,\" said Nick Primola, executive VP at the ANA, who runs its CMO practice. \"That's a problem and we've been looking to address that problem.\"":1,"#These new responsibilities can present an opportunity for CMOs, but they also muddy the marketing function.":1,"#\"The remit now of marketing is so expansive,\" said Wendy Clark, president of Consello, \"from data and performance, to distribution, to technology, to AI and its impacts, commerce, marketplace, loyalty,\" to name a few. With \"the broadening of all the ways that companies and brands interact with consumers, through demonstration and partnerships and sponsorships and collabs, there are so many touch points now that it becomes more complicated ... to track and measure, because you've got more going on.\"":1,"#Marketers are left feeling like there are too many blurred lines between their roles and other departments—the McKinsey survey found that nine out of 10 CEOs feel that the marketing role is clearly defined at their companies, while only 22% of CMOs said their jobs were well-defined and understood by other C-suite executives.":1,"#\"So, you might see that marketing now sits under a chief growth officer and that's about sales strategy and marketing. And there's this really interesting self-fulfilling prophecy where the CEO doesn't always understand the levers that marketing is using. A really successful CMO has to be ridiculously data-driven and demonstrate ROI, which is often very difficult ... If the CMO's role is being absorbed into another function, they don't have a seat at the top table and they can't influence. They're not part of the strategy,\" Callaghan said, reflecting on what she is seeing in the industry as a talent recruiter and advisor.":1,"#\"The CMO role is being subsumed into something else,\" said Erin Callaghan, a partner at Wilton & Bain, a firm that provides services in executive search, interim management, specialist hires and leadership advisory.":1,"#The industry has already seen major companies cutting the CMO role. To name a few within the last year: United Parcel Service got rid of its CMO; Walgreens cut its CMO as part of layoffs; and Etsy laid off its CMO and merged those responsibilities under operations, eventually replacing its CMO with Chief Brand Officer Brad Minor. To be sure, companies for years have gone through periods where they will eliminate the CMO role only to bring it back a few years later.":1,"#Advice for marketing leaders as CMOs are 'facing an existential crisis'":1,"#How CMOs can gain more influence in the C-suite":1,"#Give them good work to do. Every employee needs a challenge. If they're bored and you can sense this, spark their creativity by assigning a project that's atypical or exciting. Remember, routine equals demotivation.":1,"#Write personal notes to employees about their performance. Again, this goes back to the recognition concept, but it's even more tangible than a verbal \"Good job,\" here and there.":1,"#Recognize the power of physical presence and accessibility. Employees like and need consistent contact with their supervisors. It not only enhances their working relationship, but it allows both parties to \"touch base\" on projects and nip problems in the bud.":1,"#Personally congratulate employees for good work. This motivator offers workers recognition in an era where people are too often thrown into a category labeled \"a dime a dozen.\"":1,"#Find out straight from the mouths of employees what motivates them. Motivation in the workplace is relative; that is, what motivates one employee may not push another's buttons. Managers should find out what it is that will charge up individuals. This could mean a salary raise or something as simple as better visibility within the company.":1,"#Establish easy-to-use channels of communication. Encouraging a free-flowing method for employees to ask questions and get answers makes employees feel like they're given a chance to speak their mind and be heard.":1,"#Ask employees for their input and involve them in decisions that affect their jobs. Reverse feedback, so to speak, is one effective way to generate enthusiasm among employees.":1,"#Provide regular feedback. With constant but informal \"verbal report cards,\" managers can help their staff avoid the frustration of taking the wrong approach to a particular project and not finding that out until the work's been done.":1,"#Give employees the information they need to do a good job. This seems simple enough, but employees aren't always provided an atmosphere that facilitates open communication and clear direction or goalsetting. Managers can be specific when assigning projects, while making them better understand the ins and outs of the company's overall mission and purpose.":1,"#In today's workforce, a pat on the back might not be enough to boost morale. Just what can a smart supervisor do?":1,"#Increase retention rates by helping veterans feel engaged, supported, and empowered to fulfill both the company’s mission and their own personal aspirations.":1,"#It’s crucial to ask veterans carefully crafted questions regarding the details of their military service that indicate the likely successful transfer of skills and competencies to civilian employment. Include a member of your affinity group on your interview team to help ensure that terms and questions easily translate. During the interview, demonstrate your organization’s appreciation and support of the military to help candidates feel comfortable.":1,"#Your internal stakeholders are those in your organization who hire veterans, manage veterans, or share your program with an external audience. These stakeholders each play a specific and important role in assimilating veterans into your organization. External stakeholders impact your organization’s brand reputation. Your goal is to influence them to view your organization positively because of your commitment to veterans—expressed in part through your veteran hire program implementation.":1,"#Set Expectations—Internally and Externally":1,"#For training, it’s essential that you integrate veterans with the rest of your employee population. This helps promote cultural assimilation. However, also conduct separate veteran-related training for new hire managers that includes:":1,"#The onboarding content will be the same regardless of which style you choose and will include references to military-civilian cultural differences and integration.":1,"#Every veteran support program should also include a <em ljsid-1=\"\">talent translator</em> who acts as an intermediary between veteran and civilian employees. This role is crucial to bridging the military-civilian divide. Add additional staff as your program grows.":1,"#Organize and Staff a Veteran Support Program":1,"#©2023 by Matthew J. Louis":1,"#Despite a plethora of support and incentives available to companies interested in hiring veterans, good intentions often fall short when it comes to implementation.":1,"#How to Leverage Military Talent for Organizational Growth":1,"#For example, when my client Bob was in a tough conflict with his head of sales, he decided to stop and reflect. He thought about how he and the head of sales had just blamed one another until they both shut down, and he noticed that his own blaming her when he felt angry wasn’t so helpful. Although he wasn’t happy about how she had treated him, he was able to take some responsibility for his own behavior. And then he thought about what kind of pattern-breaking action he could take instead.":1,"#And finally, your actions should start small and build on each other. A good first step in any pattern-breaking path is to look within yourself. We are typically so used to trying to make things work with other people, just sitting and reflecting can be pattern breaking.":1,"#Why is it important to make your actions surprisingly different than before? Well, when you take action that surprises other people because it's different from what they expect you to do, that can jolt them out of the conflict—in a good way. It gives them the opportunity to also change their own behavior.":1,"#So, if you’re like one of my clients, choosing between calling in a team of talent management leaders to deal with a direct report who’s underperforming or seeking to have a heart-to-heart conversation with the direct report first, opt for the latter. Have a one-on-one conversation as a first step.":1,"#Why is it important to do something simple? In a recurring conflict, the situation is probably already pretty complex. You don't want to add even more complexity on top of it. The simpler you keep your movement, the easier it will be to track your impact, and the more likely the effect will be what you intend.":1,"#Each action builds on the one before it.":1,"#Action that's surprisingly different from what you’ve done before.":1,"#Action that's simple.":1,"#Designing a pattern-breaking path is a critical first step toward doing something different in a recurring conflict situation.":1,"#A pattern-breaking path out of recurring conflict is comprised of 3 things.":1,"#Properties, Production, and Uses of Hydrazine JAMES E. TROYAN Mathiason Chemical Corp., Niagara Falls, N. Y.":1,"#Nightingale's environmental theory in nursing":1,"#Nightingales environmental theory in nursing":1,"#Naigthingel environment theory in nusing":1,"#nursing environment":1,"#Nursing around":1,"#Nursing":1,"#around nursing":1,"#This article discusses the importance of negotiation skills for talent deve…":1,"#Around of nursing":1,"#Around about of nursing":1,"#Ambient":1,"#my-morning-routine":1,"#53 Results found for \"my morning routine\"":1,"#Please sign in to access the full book summary":1,"#There’s no single recipe for creating a great morning. However, after talking with hundreds of the world’s most successful, creative, and productive people, MyMorningRoutine.com founders Benjamin Spall and Michael Xander observed that a positive, intentional morning routine could set the tone for your entire day. In <strong ljsid-1=\"\">My Morning Routine</strong>, they share 64 sample rituals...":1,"#ISBN: 978-0-7352-2027-0":1,"#by Benjamin Spall, Michael Xander":1,"#'Things get funky' during an election year as marketing experts offer advice to brands":1,"#Third, pivot constantly to find new growth. If you find it challenging to sell your product in a market, you need to pivot—that is, adapt your strategy to offer value to customers in a compelling new way. For instance, a global sports retailer faced a drop in demand for products like bicycles and ski equipment. They launched a monthly subscription plan, so customers can rent their products whenever needed. This subscription service now brings the retailer 3 times more profit than product sales.":1,"#Second, turn the problem itself into a solution. When the managers at Chinese appliance company Haier discovered Chinese farmers were using their washing machines to wash potatoes, they were not offended. Sensing an opportunity, Haier's managers rapidly designed and launched a new machine able to wash root vegetables. The product became a best-seller in rural China. When you face a problem, realize there is an opportunity hiding behind it, find it, and unleash it.":1,"#How to overcome public speaking fear and anxiety":1,"#How to tell stories in a way that helps deliver points, not distract from them":1,"#How to elevate points and presence on Zoom and other virtual meeting platforms":1,"#How to convey points effectively in emails and PowerPoint presentations":1,"#How to use volume and pauses to enhance points":1,"#How to identify, hone, and effectively “sell” a point":1,"#In this webinar, you'll learn:":1,"#Many people—from salespeople to CEOs—give speeches and presentations, but few make meaningful points. Why? Because most communicators don’t know their points. They don’t even know what a point is, often confusing it with a topic, theme, or title. Real points are arguments that explicitly propose avenues leading to valuable impact. Not having a real point renders expressions pointless and being pointless is by far the biggest cause of rambling, audience disconnection, and communication epic fail. This webinar session provides actionable tips, insight, and exercises that help professionals identify and effectively convey their key points—both in-person and virtually—whether they’re giving a speech to a hundred conference attendees or a weekly report to a handful of colleagues.":1,"#<a ljsid-0=\"\"><strong ljsid-0-0=\"\">Joel Schwartzberg</strong></a><strong ljsid-1=\"\"></strong> is the Senior Director of Strategic and Executive Communications for a major nonprofit and teaches communication and presentation skills to clients including American Express, State Farm Insurance, Blue Cross Blue Shield, Comedy Central, and the Brennan Center for Justice. Joel’s books include “The Language of Leadership: How to Engage and Inspire Your Team” and “Get to the Point! Sharpen Your Message and Make Your Words Matter” and his articles appear in <em ljsid-3=\"\">Harvard Business Review, Fast Company</em>, CNBC, and <em ljsid-5=\"\">Toastmaster Magazine</em>. A frequent conference presenter and workshop leader, Joel is also a former national champion public speaker and collegiate speech coach.":1,"#She enters the worlds of New York City and Los Angeles media and ascends in rank and responsibility to the detriment of her well-being and relationships, only to be unceremoniously fired at age 45. \"I was in new and unfamiliar territory now,\" she writes. \"I had to relearn how to be.\"":1,"#If this is what we're up against, layer on top of it a second theme: the role that upbringing plays in how we value and engage in work. Jennifer Romolini's page-turner Ambition Monster: A Memoir, will resonate with those of us from less-than-privileged backgrounds who came of age during the \"girlboss\" era of the 2000s and early 2010s. She recounts how messages about the importance of professional success wormed their way into her brain and her career: \"I am told, again and again, that a good work ethic is the highest form of exaltation, and that working hard is what makes you worthy; it keeps you safe. My nuclear family occasionally went to church, but we had no religion. We prayed to the God of work.\"":1,"#Some organizations do try to do those things, of course, but they've had mixed success; Schulte offers the sobering case study of a pilot program at Intel that was successful but nevertheless no longer exists.":1,"#You know what isn't larger than inertia? \"Lunchtime yoga, a mindfulness app, a basket of healthy snacks, or a sympathetic employee assistance program,\" Schulte writes, \"[r]ather than, say, hir[ing] sufficient staff to manage the workload, pay[ing] them well, and streamlin[ing] processes to focus on getting the most important work done rather than the hours spent at the office or worksite.\"":1,"#Over Work: Transforming the Daily Grind in the Quest for a Better Life, by Brigid Schulte of Better Life Lab, starts by detailing how its titular affliction causes chronic stress, high blood pressure, and more, especially for people with precarious, unpredictable work schedules. She notes, however, that most of us don't stop, because \"just the thought of losing one's job [also] creates stress,\" and our employers might not be interested in changing the status quo. As one interviewee, Stanford's Jeffrey Pfeffer, explains, \"You have a system that 's running along. There's enormous amounts of inertia. And…to overcome inertia, you need a force that is larger than the inertia.\"":1,"#Too often our attitudes and behaviors about work are dichotomized: Either we're overcommitted to our jobs or we're quiet quitting or quiet vacationing or whatever the phrase of the moment is. I suspect it's more nuanced, however, and finding the right balance involves more than willpower. Four new books provide evidence of this.":1,"#Disclosure: It's me. I'm the person who is torn about how to spend my day off. But I suspect that I'm not alone. As an American who was raised to value head-down hard work, I know I've been consumed by tasks at all hours of the day and night. But over the years I've also developed hobbies that I prioritize, and my editor explicitly told me not to write this essay over the weekend.":1,"#Do you interrupt your weekend to write the essay or wait and do it on Monday? And does your decision—and rumination about it—determine whether you've got a problem with overwork?":1,"#Faced with an approaching essay deadline, the author grapples with whether …":1,"#I'm not always as disciplined, however, and I know that the hardest thing to tame is how I've thought about work since I was a young child. I still worry that I'll be punished for taking a deep breath and a pause, and that not pushing through will signal a moral failing—or worse, that I'm not of use. But as Littlejohn writes, \"it's hard to bloom year-round.\" So here I am, on a weekday morning, taking that risk.":1,"#I ultimately decided to wait until Monday morning to write this. On Saturday I exercised, watched sports on TV, and spent time with my family and my cats. I probably would not have made that decision at a job I held a decade or so ago, and I credit a supportive work environment and a keener sense of what I value—and under what conditions I can do my best work—for this decision.":1,"#Laura Morgan Roberts's 2023 HBR.org article \"Where Does DEI Go from Here?\" has a version of this, which she describes as \"the freedom to fade\": \"In a dominant culture of hustle and perfectionism, employees need a way to take a break from the performance pressure.\" Indeed, why can't we offer people the time and space to step back for a bit so that when they're ready and able to shine, they can do so brightly?":1,"#There's a lot I'd love to see change about overwork, but one big thing has stuck in my mind as I've navigated some health challenges over the past year. In her book The Rest Revolution: How to Reclaim Your Rhythm and Conquer Burnout When Overworking Has Become the Norm, the executive coach Amanda Miller Littlejohn has a wonderful chapter on what happens when we \"repeatedly skip winter,\" which is \"the act of not taking periodic breaks and getting rest after regular periods of working.\" We fear these breaks, thinking, \"I can't…disappear or else I'll be forgotten\" or \"I can't afford to be invisible.\" But they're vital and should be embraced without consequence.":1,"#The cultural anthropologist Claudia Strauss digs into this phenomenon in her book What Work Means: Beyond the Puritan Work Ethic. More academic than Schulte's and Romolini's books, but in many ways more intricate, it includes both theory and conversations with people of varying racial backgrounds and economic classes who were laid off during the Great Recession. The way Strauss frames \"work centrality\" in our lives is instructive, particularly when her interviewees try to make sense of their jobless selves. She explores the differences between those of us who live to work and those who have a 9-to-5 mentality and points out that \"these two productivist work ethics may not be fixed orientations.\" We learn and change according to our experiences, and \"it is also possible for social and cultural values to change.\"":1,"#If that sounds philosophical, it's for a good reason: Work isn't simply something we do; it's something that matters to us and to society. No wonder overwork tendencies are hard to shake.":1,"#IT'S 1 PM on a beautiful Saturday afternoon. A few months back you told your editor you would write an essay on overwork for an upcoming issue of the magazine at which you're employed. However, you've been slammed with other assignments and projects and are preparing, physically and mentally, for a medical procedure and time off to recover. The clock is ticking, and your draft is on the verge of being late.":1,"#We know it's bad for us. Here's why we can't stop doing it—and what might help.":1,"#organiser son travail":1,"#You are signed in as <var signed_in_as=\"\"></var>":1,"#<strong ljsid-0=\"\">KELLY E. SEE </strong>is an assistant professor of management at the University of Colorado Denver Business School.":1,"#<strong ljsid-0=\"\">C. CHET MILLER</strong> is the C.T. Bauer Professor of Organizational Studies at the Bauer College of Business at the University of Houston.":1,"#is the Michael W. Krzyzewski University Professor and the faculty director of the Center on Leadership and Ethics at Duke University's Fuqua School of Business, and editor of the journal Behavioral Science & Policy.":1,"#Shoot for greatness. But greatness doesn't always come from dramatic leaps. Sometimes it comes from small, persistent steps.":1,"#Let us be clear. We support the pursuit of stretch goals, but only when they are appropriate. We are not advocating stagnation or risk aversion; to the contrary, we understand that the next Panama Canal, moon landing, and iPhone cannot be produced without bold ambitions. But attempts at such outcomes should not be ill-advised lottery bets. Savvy strategic choices are better by far.":1,"#Even in the best-case scenarios, you need to keep sight of how challenging true stretch goals really are. Consider the British alcoholic beverages company Diageo, which in 2008 articulated ambitious environmental targets, including a 50% reduction in global carbon by 2015, because its executives \"wanted to do something big.\" They were criticized when they fell short on seven of their eight main goals. Yet their 33% reduction in carbon emissions and 45% reduction in wastewater were actually significant milestones to be celebrated and, according to Diageo's global sustainability director, David Croft, would have been unlikely if the company had \"set targets that are readily achieved.\" It is easy to forget that stretch goals are, by their very definition, extremely difficult.":1,"#So why do so many companies still try to throw heroic Hail Marys? It could be that the widely circulated business success narratives have overlooked important details about the organizations involved. Take a look at IBM in the 1960s, GE in the 1980s, Toyota in the 1990s, and Apple in the 2000s, and you'll see that those companies had the qualities required to pursue stretch goals effectively: rich resources and strong performance. Their strategies cannot necessarily be applied to companies in weaker positions.":1,"#<strong ljsid-1=\"\"> AS WE HAVE </strong> suggested in this article, no solution is ideal for all organizations. To identify the best strategy for yours, a deeper and more nuanced understanding of when stretch goals are viable is required. They are effective only in certain circumstances. Companies lucky enough to be surfing a wave of success with stockpiles of cash should get up the courage to take a shot at risky, ambitious targets that might benefit their business and the world, rather than default to stock buybacks or plush bonuses for executives. The vast majority of companies, however, should not aim for the moon.":1,"#A strategy of small losses is not merely a culture of experimentation. It involves actively pursuing risky projects for which there is a strong possibility of failure. The value of this approach is twofold: First, what is being tried will be distinct from what is already well known, but close enough that you can easily learn from what did not work, fix it, and try again. Second, it builds resilience and confidence; organizations see that they can survive small failures and can achieve success even after encountering a few stumbles. Pursuing small losses also naturally lessens the temptation to go for the big risk.":1,"#Instead, use your resources to experiment with new ways of doing things that turn those recent losses into steps forward. This approach has been referred to (in previous works by coauthor Sim Sitkin) as the \"strategy of small losses.\" It entails running rapid, modest, mildly risky but informative experiments, knowing full well that many will not succeed. But the idea is that the one or two that do work will sow the seeds for longer-term gains. As Soichiro Honda, founder of Honda Motor, once explained, \"Success can only be achieved through repeated failure and introspection. In fact, success represents the 1% of your work that results from the 99% that is called failure.\"":1,"#<strong ljsid-1=\"\"> Pursue small losses. </strong> If you have ample resources but have not been successful of late -- and fall into the discouraged but capable category -- you can hunker down, hoard your money, and hope the bad times will pass. Or you might feel driven to take undue risks to prove yourself. Neither is the right path.":1},"version":184204}]