Oliver’s transition into a new role

Oliver has worked in Securities Division Operations for a global investment bank for many years. Earlier this year, he felt that he was ready for a career change. I was working with him as his career coach as he started applying for jobs and speaking to his contacts in the financial services industry, going through several months of interviewing and compensation negotiations. A few weeks ago, he was offered a ‘dream job’ by another investment bank, heading up a newly formed business process transformation division.

For Oliver, this may seem like the entire career coaching process is completed. He realized quickly that in actual fact, it is just the start of another career transition: the transition into a new role, a new organization, a new team environment, and maybe even a new life. Oliver is entering a whole new world with both psychological and physical implications.

Typically, in such new role, new organization transition assignment, I would work with the client with the following in mind:

First of all, we would focus on preparing for the ‘First 100 Days’, exploring with the client their personal and business vision, mission, objectives.

Secondly, we would focus on working with the client to plan and map out their First 100 Days transition plan. Paying particular attention to successes, challenges, new identity, new organization culture/ style, new stakeholders network, forming strategies and approaches, building new skills and capabilities, adoption of new realities.

Coaching would be most useful for such role, job, organization transitions, particularly for the following scenarios:

  • Transitioning from junior/middle management role to more senior management and leadership role with different and often expanded responsibilities
  • Transitioning into a new organization or role during a M&A scenario
  • Being a ‘survivor’ of an organizational restructure, transitioning to a new role or expanded roles, whilst experience colleagues losing their jobs and being made redundant

*All personal identification details have been altered to maintain confidentiality.

Career transitions in later life

I am turning 40 years old this year, and the idea of having to work beyond the normal retirement age of 62 is becoming a reality for myself and my peers! According to the World Health Statistics report in 2017 by the World Health Organisation (WHO), Singapore ranked third in the world for average life expectancy, just behind Japan and Switzerland. The average life expectancy in Singapore was 83.1 years. So we could all be living on average a good 20 years more after the current retirement age of 62. As long as we’re in good health, with a modest sustainable income source, and purpose & meaning in what we’ll be doing. People can be working into their 60s, 70s, even early 80s.

Many of my career coaching clients are in their 30s and 40s seeking career growth and development or mid-career transitions. Increasingly, I’m having clients who are in theirs 50s seeking for second careers or third careers. Recently, I worked with a Singaporean client in his mid-50s. And he was considering to relocate from Singapore to London with his wife and 2 sons in order to take up, in his own words, “a more challenging and exciting career in Artificial Intelligence”.

Executives in their late 40s, 50s and beyond, embarking on a “new” career path later in life are often seeking for more purposeful and meaningful work, perhaps after many years of feeling stuck or not as engaged anymore in certain corporate roles. There are some who are made redundant or being redeployed after organization restructuring or streamlining exercises. The challenges that they face could be:

  • Low confidence, self-esteem, feeling like an impostor – perhaps due to their seniority in terms of their age in the 50s, even 60s
  • Another one would be dealing with anxiety and insecurities. There could be financial or income worries, fear of failure or rejection for those who have been made redundant or redeployed
  • Some may be faced with the requirement to upskill in terms of embracing new technologies, new ways of working, creating connections and networks with younger generations in the workforce. In the first few months, this could mean a rather steep learning curve in picking new skills and new connections

Typically, I would work with the client with the following in mind:

First of all, I would focus on their confidence, self-esteem. Pointing out that with more than 20-30 years of work experience under their belt, age should potentially be their strength rather than weakness. I would encourage them to gather key insights and discuss their Strengths, Key Successes, Conscious/ unconscious values and motivations in their career journey thus far, before moving into the development areas, blind-spots that they may have in order to be successful in the new career.

Secondly, I would encourage them to explore their career narratives, their career story. Again with 20-30 years of experience under their belts, what are their Top 3-5 Core Skills and Competencies that would be beneficial to their new career path.

Thirdly, for people of all ages, not just for older executives, there is merit in clarifying the personal and organizational vision and objectives during the first few months of the career transition. And at the same time, having something like a First 90 days plan in the areas of success factors, key challenges, new identity and style, new approaches, forming new networks and connections, capabilities and upskilling.

Employers can do more:

The key objective of the employer must be for the hired employee, in this case the older executives to succeed in the role, deliver value and results for the company, and to have some longevity in the role.

The Onboarding process would be crucial , and this could be customized or tailored for different age groups– to alleviate some of the anxieties mentioned earlier on that are more associated with older executives. This could be a series of company onboarding workshops focussing on company culture, company structure, key success criteria, Skills training, and very importantly a buddy system or mentor system for the initial transition period.

Some companies developed “Returnship Programs” for people who are looking to restart their careers after an extended absence from the workforce. They offer guided period of exploration for the participant in various business functions, with an opportunity to sharpen their skills in a work environment that may be changing rapidly and significantly. This gives participants the ability to explore a new area of expertise and learn new skills. Perhaps some elements can be considered by employers looking for ways to help older executives into their new careers.

Some thoughts on retirement:

The so called Golden Age of our lives, the retirement age, is not only about money or financial income, and it shouldn’t be.

From adult-development theories describing different life stages. The child psychologist Erik Erikson developed a theory of Life Cycle Transitions with the last stage being late adulthood for people in their 70s and 80s. The psychologist Daniel Levinson (Levinson, 1978) described “The Seasons of a Man’s Life” through alternating cycles of stability and transition. Another psychologist, Robert Kegan (Kegan, 1982) argued that meaning-making is a lifelong activity that begins in earliest infancy and continues to evolve through a series of stages encompassing childhood, adolescence, and adulthood.

There can be many meaningful and purposeful activities for Late Adulthood and Retirement including:

  • Coming to terms with the person’s Dream, the desire to leave a legacy
  • Reconnecting with friends, colleagues from earlier life
  • Renewing relationships with their own children
  • Spending time and Developing relationship with grandchildren
  • Giving back to society, community in various ways
  • Looking after spouse, partner, dealing with aging, health matters

Amelia’s career transition journey

One year ago, Amelia left her high paying, high profile career as a Vice President and Business Division Head at a global pharmaceutical firm. The Senior Vice President whom she directly reported for the past 5 years retired, and an organizational reshuffle quickly followed. She founded it difficult working with the new senior management team, mostly hired externally. She was also increasingly seeking clarity on the purpose and meaning in her work and life. Besides, it felt like she needed a change in mid-life at age 45, after working continuously for 20 years in the pharmaceutical industry.

In the following months, Amelia started to make a list of options for her next career move, from concrete tangible ideas to general interests. In essence, she embarked on exploring a whole range of possible selves and sometimes “dreaded selves”.

During the career transition, Amelia’s experience of possible selves was varied in number and range, which is quite common. There were 2 conservative, traditional, respectable “Pharmaceutical Self” and “Biomedical General Manager Self” where she looked back to applying her 20-years of rich experience and skills as a senior executive in the global pharmaceutical industry “old self”. These were seemingly safer options, but she did feel rather bored and unmotivated to plunge into the same industry so soon again, working with the same people, same processes without much learning opportunities. She had an urge to try something else. There was a “Management Consulting Self” which persuaded her to apply for top-tier firms such as McKinsey, Boston Consulting Group and get involved with large scale pharmaceutical industry consulting projects. However, upon closer examination, she was anxious with the long work hours, frequent business travel requirement, and the pressurized demand from global clients. There was a respectable “Academia Self” of studying for a Master’s or PhD degree in hope of becoming a lecturer or scientific researcher at a top university. However, she was unsure of the competition, faculty politics, administrative and research stress that might surface with a tenure-track environment. Lastly, there was an entrepreneurial “Portfolio Career Self” trying to combine her interest in Life Coaching, with Consulting and Community/Charity work, whilst balancing with more flexibility and time spent with her young children and family.

During the career transition journey, Amelia felt rather confused and struggled with the competing multiple possible selves. Some were seemingly safer, more traditional options, whilst others were lacking in detail and being more uncertain. Some were options imposed on her by social pressures from family, friends, and ex-colleagues on what she ought to be. Some were self-imposed on herself on what she thought she ought to be. Some excited her more than others. Whilst some looked more feasible, when others allowed more flexibility providing better work-life balance, bringing up a young family.

For now, after 12-months, it seems that Amelia’s focus is firmly on learning and testing more about the entrepreneurial “Portfolio Career Self”. Trying out more experiments to give form and order to this possible self in order to make it more tangible. This includes: pursuing a coaching certificate and starting up her own Life Coaching practice, starting up a small pharmaceutical business consulting practice, trying out academia work as an adjunct lecturer in business administration at a local university, putting herself forward for several non-profit community/charity projects. She is still unsure whether the new business and career path will be a success, but the most important thing is she remains curious, and can see herself pursuing this in the medium to long term. Most importantly, it “feels right” to Amelia embarking on this current career track.

*All personal identification details have been altered to maintain confidentiality.

Joe’s career transition story

“The only way to make sense out of change is to plunge into it, move with it, and join the dance.” – Alan Watts

For the first time in 20 years, Joe is officially unemployed, having ample free time to reflect and ponder on the next move in his career and life. Joe had always been in the corporate world, working for several financial services companies in London and Asia. He was working long hours, and never quite happy with his job, but the money income was good. Due to a corporate re-organization, his job role in Singapore was moved to London unexpectedly and he found himself out of a job for the first time in his entire career journey.

A Reinventing Process (Ibarra, 2004) unfolded before him. He looked at alternative career paths leading to different possibilities in industries outside of his comfort zone and explored “Whom he might Become?”. Joe conducted small experiments with different companies, speaking with insiders from different industries, attending career discussions and interviews, and tried on different identities during the process. Eventually, he used the time to set up his own business entity in Singapore specializing in Career Transitions Coaching. This in itself is a small experiment to test the market in Singapore and the Southeast Asia region to see if his observations, hypotheses on client targets and demand is accurate or requiring further refinement. Joe also linked up with several liked minded friends who would be interested to partner with him on his new business adventure.

Joe feels revitalized, rejuvenated, healthier and happier. He is ready to embark on his new life journey.

*All personal identification details have been altered to maintain confidentiality.

Embark on a Transformational Coaching Journey

What Got You Here, Won’t Get You There. Whether you are near the top of the career ladder or still have a ways to climb, there is something to learn from how our previous success often prevents us from achieving more success.

Dealing with stress and anxiety

Karuna City Lights

Andrea’s story:

Andrea’s career had been on a fast track. She went to a good secondary school in Singapore, won a full scholarship to study overseas at Cambridge University in the UK and graduated with a First Class Honours degree. She then joined one of the top law firms in Singapore as a trainee associate for several years. After being headhunted by a leading global investment bank in Singapore, she rose quickly through the ranks and 12 months ago she was promoted to the position of Vice President in the firm’s Legal and Compliance Office in Singapore. Andrea leads the Singapore team and also works with a team of 30 professionals across Hong Kong, London and New York. She has a direct reporting line into her regional manager, Andy, a Managing Director and the Asia Head of Legal based in Hong Kong. She also has an additional reporting line into Sabrina, a Managing Director and the Global Head of Legal and Compliance based in London.

Getting stressed and anxious:

Signs of things not working out too well had come to a head in a more apparent manner after her promotion to the Vice President role 12-months ago. To her managers and immediate colleagues, Andrea’s behavior in the office became increasingly worrisome. Her managers, Andy and Sabrina, commented to the management committee in HR performance discussions that Andrea had become very quiet during review meetings, regional and global conference calls. She would rarely contribute in making any decisions and often opted for maintaining the status quo. She has several important commercial, legal and compliance review projects to be delivered every 3 months but has been seen regularly missing important deadlines to review progress with her senior stakeholders. As a result, this has posed reputational risk for the bank in front of internal client divisions and external clients who are dependent on her to provide professional advice on legal and compliance matters. Interestingly, despite missing important deadlines, she is often working long hours until late at night in front of her computer browsing, scrolling, and typing away on emails in the office. Further, in the past 12-months, Andrea’s colleagues and team members had commented that she is becoming more abrasive and short-tempered in her manners. She would take a long time to prepare for meetings and legal papers, and would check and correct every piece of work multiple times personally and then with her team members. This has caused much stress amongst her team as many of them had to stay late to work after hours on weekdays and sometimes on Saturdays or Sunday evenings in order to be able to finish all the workload in perfection. Recently, in a management review meeting with Andy, Andrea had become irritated and upset over some feedback given on a legal paper that she had produced for a client. Andy was proposing to reframe the proposals in an alternative manner for consideration. She spoke rather harshly to Andy, disagreed with his approach and later emailed Sabrina to express her concerns and disappointment on Andy’s feedback.

Andrea recently did an online course on Self-Help and Personal Development on Coursera. She then realized that she does have a number of problems and mentioned that she would like to seek help from an Executive Coach. She is tired of always feeling like a loser and underachiever.

Over a long lunch that I had with her in a quiet café several months ago, we spoke about the challenges that she is facing with her work, her life. She told me that she wanted to work better with people, if she can ever get over her fears of what people thought of her. She has only a couple of good friends in her life and felt uncomfortable with people her own age or older male. She felt terribly scared, nervous and intimidated when she’s with strong and confident men, male colleagues, or male managers in particular. She felt good with children because she felt they are so genuine, pure, and honest.  She is always feeling inadequate as a new woman leader and have trouble seeing herself as adequate. Much of the time she felt guilty that she hasn’t worked up to her potential and that she’s been a failure, that she had wasted much of her time and let people down a lot. She feels that she could have been made Managing Director long ago.

During our lunch, Andrea mentioned she was the middle child in her family and her parents filed for divorce when she was a teenager. The parents fought almost daily throughout the marriage. The father was the dominant figure in the household and was frequently angry with the mother and the children for no apparent reason. The father had always compared Andrea unfavourably with her older brother (James) and the younger sister (Karen). James was the perfect child: first born, independent, smart, and did well in all his exams and sports since young. Karen was the apple in the eyes of the father being the youngest child and “baby” in the family. The middle daughter (Andrea) was always treated by the father as the forgotten one and often subjected to verbal abuse of being unworthy and not performing well in anything. The main significant turning point and positive points in Andrea’s childhood was her high school head teacher who encouraged her to apply to scholarships overseas after her parents got divorced. One of her university professor provided her with a sense of confidence by helping her get the job at the Singapore law firm. His confidence and faith inspired Andrea to believe in herself in her achievements and potentials at the time.

Andrea felt anxiety much of the time particularly at night. She is often affected by insomnia and would sit up in bed to draft emails, legal and compliance project notes from 4am in the morning as she could not go to sleep. She would be sitting up in bed worrying about how her work is being perceived by Andy and Sabrina, worrying about whether her colleagues and team members respected her and treated her as their manager and Vice President. When she did manage to fall asleep, several recurring dreams continue to be experienced vividly. She dreamed of having to re-sit her High School Certificate, and University exams over and over again; of forgetting to wear her socks and shoes in public; of missing her plane and witnessing a major plane accident; of losing her children in large shopping malls; and finally she would dream of trying to run away but not being able to because of immense drag from the ground.

Towards the end of our lunch, she shared with me that she would just like to start feeling better about herself. She would want to like herself much more than she does now. She hoped she can learn to love a few more people and have a few more close friends. She wants to lose her fear that powerful, confident male and female colleagues can destroy her. She would like to feel equal with others and not have to feel inferior and suffer from anxiety and guilt. She wished that she can think of herself as a good person, a good colleague, a good wife and mother, and a good manager, and also to trust other people more.

Working through the issues with an Executive Coach:

Andrea wanted change in her life and took the step to engage an Executive Coach to help her through the issues. Through working with the Coach, they identify an opportunity to develop a Transference relationship to work through the issues and problems. The opportunity to have more understanding of the unconscious mind and bring it to the conscious level. To gain increasing understanding of the dynamics of her behaviour and also to eventually see connections between her present conditions and problems and the early experiences in her childhood. She explored with her Coach the memories of the relationships with her siblings and parents, and father in particular and how she may have generalised her view of men and women from the view of her own family members. She re-experienced old feelings and uncovered unconscious feelings related to previous traumatic events. She also explored how she has been shaped by these past experiences and is learning to be able to exert control over her present functioning, relationships, living, and working.

Andrea had applied the values and standards of her father and making them her own. The aspirations were unrealistic being perfectionist (unachievable) goals. She was told from a young age that she could be loved only if she became perfect. She tried throughout her life and it did not felt adequate for her. She felt ashamed for having failed to live up to her father’s standards of perfection and achievement. She internalised her anger and guilt, which manifested into stress, anxiety and depressed feelings.

Andrea had maintained a good and close relationship with her siblings whilst growing up, despite the constant comparisons made by her father. Instead of directing her anger towards the parents and siblings, she turned it inwards towards herself. Because she received very little love from her father, she felt deprived and desperately searched for approval and acceptance from others at home and at her workplace. Andrea learned the basis of relationships through early experience with her parents which was constant fighting and verbal abuses. She may have generalised her fears of her father to dominant and confident males in her workplace and in her social life, which reflected on the defense mechanisms and hostility displayed towards her manager, Andy.

The Impostor Syndrome (Kets de Vries M.F.R., 2008) can also be applied to the observations on Andrea. In the cases where “True impostors” seem to devalue their own identity, despite having genuine gifts, clinical psychologists have explained the behaviour by suggesting that people have been forced into an adult role prematurely. In the case of Andrea, the phenomenon of “Neurotic impostor” may be appropriate to describe the situation. The research was conducted by Pauline Clance and Suzanne Imes who explained that some individuals don’t appreciate their own success and feel fraudulent in the absence of genuine fraud (Clance, P.R. & Imes, S.A., 1978). The research showed that people exhibiting this syndrome attributed their achievements to external factors, not to their personal efforts and abilities.

Sigmund Freud also explained the fear of success in an essay called “Those Wrecked by Success”. It was stated that some people become sick when a deeply rooted and long cherished desire comes to fulfillment (Freud, 1953). When the long cherished wish came true, the individual suffered depression, feelings of self-deprecation, and work inhibition set it. In Andrea’s case, the impostor self-engaged in self-sabotage of the success through procrastination, perfectionism, workaholic behaviour, and fell into ineffective use of her time. She is trapped in the belief that because she is an impostor, success cannot be continued and failure is inevitable. Performance anxieties continued to set in.