Show your appreciation to those who will mentor you, and evolve the relationship

A natural mentor is often your supervisor, but can also be someone with an interest in investment in the work you do, and who is willing to develop a professional relationship with you. A mentor is someone with greater experience who can impart general information but ideally would tailor their advice to your particular work challenges.

If your organization has a mentorship program, seek to have a mentor, as it demonstrates your desire to contribute and to improve and willingness to learn from others. At the least, it is an opportunity to learn from the experience of someone more senior in the organization, who has achieved a measure of success and internal recognition. If your organization does not have a formal program in place, you can express interest in having a mentor, ask someone to take on that role, or you can seek to develop informal mentoring relationships without a formal arrangement. There may be people in the organization from whom you seek advice for different purposes, and not all of them need have a strict operational focus. From various sources you can learn how to achieve work-life balance, how to network, how to manage time, how to prepare for presentations.

In some cases a mentor will seek you out, or have in mind to situate themselves to mentor you. This may be because they have taken it on themselves that they wish to give back to the organization, or have taken a particular interest in your area of work or in you, who they see as having potential for leadership or to positively influence within your professional sphere. If this is the case, and it is a positive relationship, consider yourself fortunate, and take advantage of this opportunity to learn.

As you enter into a mentoring relationship, consider what your needs are, and what purpose you would like to fulfill through the relationship. Review your mentor’s qualifications and strengths, and see what they are able and willing to provide to you. Whether formal or informal, it can be a good idea to establish a recurring meeting, at least to start, and from this there may evolve a natural, habitual pattern to discuss issues, or to create the opportunity to discuss issues outside of these established sessions as needed. Be prepared with input or topics of discussion relevant to your working reality, and with concrete examples which may be representative of issues you would like to discuss in terms of a better outcome. Your mentor may also be able to generate items of discussion or have specific lessons to impart to you. Keep an open mind, as experience they have that may not be immediately relevant may resonate later with you.

In an ideal mentoring relationship, the process will be its own reward, with both parties gaining new perspective from it as they consolidate knowledge, each giving and receiving in turn. As you benefit from the relationship, this will likely be a source of satisfaction, even pride, for the mentor. You will share your successes with your mentor. You can express appreciation and enthusiasm which will energize and sustain the relationship. You also show appreciation through active listening and by attempting to incorporate your mentor’s suggestions into your decision-making.

As the relationship deepens, and the two of you become able to anticipate one another’s reactions, you or your mentor may review initial goals or purpose of the mentoring, and refocus or redirect as necessary. It is possible to evolve the relationship, to seek a different approach, or to seek more or less involvement. If there is not a natural end to the mentoring relationship, there could be an easing off as you become more self-sufficient. Your mentor could then become an advocate in the organization, someone to provide a reference for you, or simply a trusted friend.

Having benefitted from mentorship over time, you can eventually consider how you will give back, and how you will seek to mentor another

Managing sickness

Managing sickness and work is not as straightforward as it might seem. As part of the benefits of your position, you may ‘earn’ sick time as you work, which accumulates and carries from year to year. You may receive additional compensation for not taking sick leave. It is a good idea to learn what the policies are for sick leave, and also observe how others use their sick leave.

There are times when you are fighting off the beginning of sickness and you are working, or recovering but able to return to work. In those times, consider whether there is some link to sickness and work. Have you become sick in part because you have been pushing too hard or have lost some balance in life? Have you been getting enough sleep, eating to nourish your body with the frequency and intake that sustains your energy and health, getting enough exercise to keep up your energy, and able to leave work when you physically leave the workplace? It is possible that stress is internalized and can impact on your health and well-being, so recognizing your response to work-related stress is the first step in managing it. Recognize what you do to relieve stress, or what you turn to while you are sick to support a return to health, such as a balanced diet, adequate sleep, even fresh air and quality time with family and friends. Sickness can be a catalyst that causes people to reset their priorities and ‘default settings,’ serving as a chance to restore work-life balance if work has taken a higher priority over your personal life.

Being sick is a time when job satisfaction becomes clear. If while you are well, you make an effort to motivate yourself to commute to work, it will become even more evident when you are not well that you might prefer another workplace or line of work. Remember how this feels when you do return to health, as much can be tolerated when you are well, particularly as you return to a routine and become caught up in the pressures of work again. From the distance of being at home, sick, you can have a clearer picture of the reality of your working life.

When you’re sick and contagious, but feel able to go to work, rather than go to work, be considerate and use your sick leave to make a full recovery at home. Take the time to consider how you feel about missing work - is it a good opportunity for a pause? Do you resent the time you spend away, knowing that you will need to take a break from ongoing projects? Do you feel you are not able to take time off, due to meetings and deadlines? These thoughts give an indication of how hard you may be working, or how much pressure you put on yourself or feel externally. Again, with the remove you have from work, consider whether your output and investment is worthwhile, and paying dividends back to your career progression.

Observe about how your colleagues adapt to your time off. Do they pick up the work they can, so that you will not be overwhelmed on your return? Do they communicate to queries from clients and others that you are away and will return, with a positive spirit or with resentment? Are those you supervise able to work independently and take accountability for their work? Does your supervisor manage expectations of clients? When you return, do your colleagues welcome you back, and ask after your health, and give you some breathing room to catch up, or do they immediately seek to return you to the busy status quo?

On another note, while you are on your time off, does your workplace contact you to give updates on work? Are you expected to monitor your voice mail, email, or phone into meetings despite being at home? If this is the case, you aren’t able to take a sick day, but you are in fact working from home for part of the time. There are times that will be busier at work, and if you take a prolonged period of time away, it is understandable that there may be some attempts to keep you in the loop of what is happening, but there should be some respectful distance to allow you to recover.

In some workplaces, employees take days which may be called ‘mental health’ days, which frequently fall on a Monday, or perhaps leading up to or following a long weekend. These are sick days taken when an employee may be not physically sick but may be worn out or overworked, and require the day off to recover some sense of balance. They may also indicate some discontent or disengagement with the workplace. If you find that you or your colleagues are taking these days, it may be a sign that the workplace environment itself is toxic, or unhealthy. This is a sign that something needs to change, and if it is the workplace that is provoking employee absences, observe whether there is anything being done to rectify the situation, or even if management monitors or is aware of the situation. If you or colleagues are obtaining medical notes for stress leave, or colleagues are taking prolonged periods from work on stress-related leave which is related to the workplace, it is important to note your own reactions and whether you are excluded from the same kinds of pressures, or whether you have become accustomed to an environment that is not healthy. Check with others who work in similar environments, or across different work units in your organization to obtain a sense of the reasonable standard for this work environment.

If you find you are negatively impacted by your workplace, consider ways in which you can mitigate the effect. Consider changing the time you spend at work, such as changing your start and end times during the day, which may result in more time spent working independently. There may be the option for a compressed work week, in which you will have some week days off in exchange for longer working days. You may be able to telework on occasion, or to work from other office locations or off-site. You could even consider cutting down to part-time hours. While you have made these changes, again see if the immediate workplace environment improves. If not, it may be time to consider moving on.

On return to work, be aware of the human resources policies for how to account for your time away. Is a doctor’s note required? Is paid medical appointment or paid sick leave available for medical appointments? If you have a continuing condition, your workplace is obliged to accommodate you. Let your supervisor know of any functional limitations you have, and whether they are temporary or permanent. You do not need to provide details of your medical condition or provide medical substantiation, but a doctor could provide information on what you might need to fully or optimally fulfill your job duties.

For a longer period of time from work, you may be on short-term or long-term disability, with a return to work program, and possible requirements for a fitness to work assessment. If this is the case, become well-informed on the policies and reporting requirements, and impact on pay, with support from your human resources department. 

Have an exit strategy (immediate, short-term, long-term)

Whether or not you enjoy your position, it’s always a good idea to have a back-up plan, or exit strategy. Despite personal success, and seeming stability of your position and that of the organization you work for, it’s important not to take your current status for granted.

This is not to say that you are constantly scanning for the next opportunity if you do not need to, or that you regularly take time from work to apply for positions elsewhere and go on job interviews, because that will mean you have divided attentions, and it will be distract you from committing fully to your current work, and doing the best you can in that capacity.

I do suggest that you nurture and maintain networks in your field, keep an eye on developments internally or externally, be attuned to management direction to anticipate changes in how personnel are managed, keep up the relevant professional association memberships and credentials, and update your qualifications through learning and training.

It is a good idea to diversity your professional experiences. Through part-time, volunteer, or contract work, you could have a secondary field that may generate income on the side, and could evolve quickly to full-time work. If you are able to sustain interest on the side in something that complements your full-time work or contributes to your work-life balance, it is well worth the energy and time. If you reach a plateau in your full-time work, or there is a hiring freeze or reduction in training budget, you can take the opportunity to take greater initiative and expand or take risk in your endeavours outside of work.

Your immediate exit strategy concerns an unexpected setback at work, and is tied to your financial preparedness for such an eventuality. Personal finance experts suggest that you retain an emergency fund that covers six months of your expenses, notwithstanding any EI or severance payments that you may receive on being let go from a job.

For a short-term strategy, this would be a career change or change in direction within the year, in which you have some time to plan. A short-term strategy could be created in response to a what-if hypothetical scenario, or it could be a means to plan what your prospective resume could look like within the year, if you work towards it. A short-term strategy addresses what might happen if you were asked to relocate, or were offered another position with a start date in a few weeks, or a few months. Having in mind a short-term exit strategy might also mean considering a temporary leave without pay for three months to under one year, and pursuing another endeavour that might mean not returning to your current position, or that might spur on a change when you returned.

A long term exit strategy can be your plan for retirement, early retirement, or a cut to a shortened work week or longer term period of leave without pay, perhaps to care for children, care for elderly parents, to take a sabbatical, or to accompany a partner relocating for work on a temporary or more permanent basis.  A long term plan can start anywhere from five years out into an eligible retirement age. It is something to plan for and keep in mind, and align with your overall financial plan.

Taking each timeframe into consideration lends itself to varying paths of reflection about your current work, and plays a part in determining your career plans. Having the security of an immediate back-up plan and financial resources gives you some freedom to take lateral moves or to try different fields of work, even to take on positions with less job security or of a temporary nature with an end date. Having a short-term exit strategy allows you to consider your flexibility to change career direction and to be open to opportunities that you may not have considered. It keeps you striving to develop other aspects of your professional life. A long-term plan is also important as it may keep you in mind of what you would like to accomplish over a career, and to plan your professional life in relation to your personal life.

The idea of the exit strategy is also to inculcate the sense that work is temporary, and is subject to the direction and decision-making ability of those with authority over you. In order to protect yourself, and also to keep yourself motivated to develop, continue to strive to earn your paycheck each week, and each new cycle. Even if it is not, think of your current position as being somewhat precarious, as sickness or disability in fact could change your circumstances, and should be planned for. 

Decide how high up in the organization you wish to progress

As you move into your chosen field, and take on progressive experience, you will take on greater responsibilities commensurate with higher levels of compensation. Usually as you move up, you will become responsible for directing the work of others, assessing the performance, making decisions on training, and taking on responsibility for providing a service or function, or for a unit within a larger group.

You may have been groomed for a higher level internally, meaning the organization has identified you and trained you towards this, or you may have applied, whether internally or externally. It is a good idea to do your due diligence before you take on any new position. Consider what you bring to the new position, and what you would prioritize to learn to best fulfill the new responsibilities. Identify the partners you will work with, and the stakeholders, or those who have an interest in the work you do. Reflect on the mutual fit between the new work environment and structure, and your professional and personal needs.

There is a difference between being a rank and file employee, and to being a supervisor or manager. The relationships you have with your colleagues can still be positive, but it will be wise to keep some distance, and to exercise discretion in who you confide in.

Within the organization, you will have access to new levels of information, and be asked to support larger corporate goals. You may be asked to interpret or enforce policy. This larger perspective can be very gratifying if you have moved up internally, and adds complexity to your decision-making process.

Further to this, consider the impact on work-life balance. As you move up in an organization, you will be able to delegate work, but you will have greater accountability for the actions of others, including their errors. It’s possible that your needs may be to earn as much as possible, but if you have attained a certain level of income that you are comfortable with, and do not anticipate significant needs in future that cannot be planned for, it is not unreasonable to do something of a cost-benefit analysis. Will the additional income and level of work be worth the time spent on the learning curve, and the lasting work reality? For example, more senior levels of employees may be expected to work overtime, and in some cases there is a culture of unpaid overtime. They may be required to travel, or to be mobile for short or longer term assignments, or to be connected and reachable outside of working hours, even if not physically in an office. They may not be able to benefit from flexible work schedules or alternative work arrangements. They may be called on to set an example for work ethic, organizational commitment, compliance to policy, and responsiveness and flexibility to the demands of senior management.

You may not recognize this while you are new in your career, but you will reach a point of stability, in which taking on a new position of greater responsibility will not be worth the expense to other areas of your life. If you do reach a point in which you have gained competence in the position, but in which you continue to struggle with work-life balance, it is possible to take a lateral transfer, seek a specialist or consulting role in which there may be less responsibility for human and financial resources, or to voluntarily move back into a role of lesser responsibility. These may all be preferable to seeking new employment in a different field, or to feeling compelled to resign or take a break to achieve balance. 

It is essential that the organization you work for has a purpose and values that you share

It is possible to look for a job by profession or field, meaning that you plan your education to learn the knowledge, abilities, and skills that will lead to a particular job or trade. It is also possible to seek a job, any job, in a company that interests you, and learn as you go from what they will offer to train you in. In most cases, job-seekers will look to apply what they can contribute and consider the work environment as they undergo interviews. Savvy job-seekers take into consideration the way in which the prospective employer treats them, will consider the employees that they see as they walk through the building in terms of demographics and diversity, will think about the ‘extras’ on site such as parking and lunch options, proximity to amenities, and will generally gain a sense of whether it is a productive workplace with friendly people, or whether people indifferently fulfill their duties and live for the weekend.

It may be that the career you seek has an intrinsic purpose which has drawn you to it, and if this is the case, there will not be a conflict. There are professions in which there is a social good served, or a way of contributing back to humanity, such as in medicine, teaching, social work, or public service. In progressing through a career of this nature, this higher purpose can sustain you through funding changes, external setbacks, or frustrations of bureaucratic processes.

In other cases, to determine the purpose of the organization, the company website should state the overall vision and mission, and through the program statements be able to show how the vision and mission are executed. Knowing the scope of the programs, the clients served, the stakeholders and partners involved, and who benefits from the work of the organization will also let you know more about the purpose, or raison d’etre of the company. Annual reports will talk about the direction of the company, and give some indication of the history, or original purpose.

For you as an employee, it is important to have some interest in the purpose of the organization, as you will reflect this in you interactions with people when you discuss your work life, and affect your reputation and credentials for future endeavours, employment or otherwise. As you work longer in the organization and gain more commitment to it, you will begin to be influenced by the company’s purpose, and become a spokesperson and representative for them in your personal and professional life.

It is not overstating the case to say that your outlook on life, and beliefs will change based on your employer. There is a significant difference between the public and private sector, government and NGO and non-profit/charitable organizations, large multi-national corporate and family-run local businesses. There is also a difference between a unionized and non-unionized environment, and between a place in which the employees invest in the company through share options, and a faith-based organization.

What is less evident is that organizational values that pervade the workplace are similarly important in retaining employees, and on whether employees are able to be productive and motivated.

Similar to the mission and vision, the values or guiding principles may be prominently displayed on a website open to the public, or they may be more quietly promoted through an internal site. These are sometimes in the format of employee expectations, but organizations with a bigger picture will also promote good management and people administration values. Organizations with a separate governance or that are monitored may also work on other principles, such as accountability to stakeholders, which for public sector include Canadian citizens, or for respect for diversity, or fiscal responsibility. Larger corporations may also seek to promote good corporate civic mindedness by sponsoring cultural events or social or educational initiatives.

At the working level, or the day to day reality of the individual employee, organizational values are important, and hit up against issues such as office politics, hiring practices, HR practices, formal and informal recognition of staff performance, training decisions, response to employee dissent. Consider whether there is a spirit of collegiality in the workplace, whether there is respect for all those who work there, and how people are treated who require accommodation or who request special consideration. Are employees generally entrusted with autonomy and to work independently or are they closely supervised? Is there an atmosphere of trust that employees will be able to manage and make reasonable decisions in context, or are there measures in place to ‘police’ the staff? In the communications that are sent to all staff, what is the tone? Are changes in policies and working conditions communicated? Is there an opportunity for input to changes that affect personnel? All of these give an indication of whether the organization views staff in a constructive way to build them up, or whether they would allow a more punitive environment that deals with those who would challenge the existing systems.

Besides the values which may be available in written form, consider whether those in positions of authority exemplify these or other values in a mindful way. 

Full-time permanent work, part-time work, and freelancing

The most comprehensive benefits are associated with permanent, full-time work, such as health & dental plans, disability and life insurance, pension plans, paid vacation leave, paid sick leave, travel and transportation allowances, and educational programs or training opportunities. These jobs also tend to be the most secure, with accompanying benefits such as favourable loan requests. However, employers exist who wish to employ workers in temporary, part-time, occasional, contract, or other types of situations, with variations in the benefits offered.

Some individuals may seek a day job which meets the above requirements, and aim to learn about a particular work environment or field of work, and build on it. Others may prefer to have a few part-time jobs, or to work occasional jobs only as necessary, so that they can pursue other more satisfying but less lucrative interests.

There can be a good balance in diversifying the work experience, or in mixing employment experiences. There is benefit to having the stability of a full-time office position, which does not demand overtime or excessive travel. You will then be able to seek out part-time work, either moonlighting, or on the weekend, which may fulfill a secondary career or other interest. Further to this, you can engage in other freelancing, or occasional work, if you have artistic inclinations, or an entrepreneurial spirit. A characteristic of the generation that has come of age with online auction sites enabling commercial transactions between strangers, and online shopping and services is an acceptance of generating various streams of income, and of experimenting with income-generating ideas, whether they be web-based or otherwise.

At the least, take some interest in how to invest your money, to the level of risk you are willing to take, so that you build on your savings. Contribute to TFSA and RRSP accounts. As you are probably aware, setting aside money while you are young will be of greater benefit than waiting until you have greater financial responsibilities and concerns. This is not to say that you should have a fixed retirement plan in your twenties, but it is likely that there will be a transition period into having a regular income, and this will outpace your needs for a few years. For a while you will be able to continue to live as a student, with some fiscal restraint in the interests of debt load management, some inadequacies or compromises in housing, and eating on the fly.

Having a few sources of income, however modest, will allow you to have more options towards an exit strategy, or to having a broader perspective on your options. It is best to nurture an interest alongside the primary job you have rather than plan for a time when you might resign full-time work in order to devote time to this other, cherished interest. Realistically, there may not be a time in which you are willing to take the risk of losing the full-time job, or to give up the lifestyle and security associated with the full-time work. Having a part-time job lends legitimacy to the interest you have, gives you a chance to stay connected to the community which supports it, gives you an experience which will allow you to learn more about the viability of this interest as a Plan B, and will complement your full-time work.

Having a part-time job also allows you to keep the full-time job in perspective, as you are able to better overcome setbacks or disappointments by moonlighting on the side. Supplementing your salary may also give you the patience not to accept another full-time position purely for monetary gain, which you may be more tempted by if you didn’t have separate streams of income. Maintaining some interests on the side will also keep you from tiring of the day to day routine of a full-time position, and each position can provide insight into the other.

Freelancing, consulting, or engaging in other work on an occasional basis is also recommended, as it is an opportunity to take on risk without threatening your financial independent and self-sufficiency. Like part-time work, it is a means of exploring an interest, aptitude, or talent, with the added freedom of being able to choose what you work on. You may collaborate with others, network or leverage on associations, or otherwise spend as much or as little time as you wish at different stages in the year or in your life, again without disturbing the secure foundation of full-time work.

If the part-time work or freelancing ends or comes to a resolution on its own, you can build on these experiences, and perhaps re-focus. You might seek to do the same work elsewhere, or you may seek a better position elsewhere, leveraging on the knowledge and skills you have gained.

In your part-time or freelancing work you will also build on contacts in other realms, and therefore gain greater breadth and flexibility as an employable individual. It is possible to pursue interests as a volunteer, but in some cases, volunteering is best in purely humanitarian interest. Volunteer positions in which you do similar work to employees, particularly for profit-based corporations, can be a means to exploit willing labour without commitment or investment. It is possible for an employer to provide a  good experience, and there may be perks associating with volunteering, but perks ultimately do not enable you to pay your bills. Volunteers are also not managed by employers in the same way that they do employees, due to the ephemeral non-contractual nature of the relationship.

Exceptions to this are in competitive, unpaid or honorarium based internships, in realms in which these are traditionally done, such as the publishing industry, or sometimes in media, in which there is a structured, supervised experience over a period of a few months, intended to provide practical experience to be used as a stepping stone to a position in the industry.

Finally, there are grants, awards, intensive or immersion training courses, conferences, summer programs, educational work or volunteer opportunities abroad, and professional accreditation and membership activities that you could participate in, taking vacation leave, education leave, or unpaid leave from your permanent position to do so. These can also be worthwhile. 

Treat everyone in a collegial way, despite the hierarchy

As you work in an organization, you will gain seniority, develop internal contacts and networks within your field, become more adept at your work, and gain recognition for you efforts. You will also learn who is valued in the hierarchy, and who is not, who are popular and drive the social network, and who are excluded.

It is important to maintain good ties with everyone you work with, and to develop relationships with people based on your own interactions with them, rather than being influenced by others. If you do this, you can avoid getting caught up in office politics, with warring factions, subterfuge, jostling for position, and betrayals. If you are to have any position, it is of value to be seen as a neutral party, and to be able to mix with any work team or social group. If it threatens to become lonely at times not to be in a tightly knit group, find others of like mind, who see the advantages of being quietly non-partisan. You may become someone who is confided in by various parties, but again, be wary of being asked to take sides, or to be swayed to taking a stance you do not feel comfortable with. It is possible that people will manipulate you for their interests while claiming to work for yours. By acting as an occasional listening ear for different points of view, you will have a more objective view of the organization, and of the complexities of the different ways in which people conduct themselves at work. You will learn the ability to distance yourself from causes that distract from the workplace, and could de-motivate you.

While others may relate to others based on where they sit in the hierarchy, be aware that the structure could change, or that those with influence may not necessarily be the best positioned by outward appearances. Be aware that it may be counterintuitive to others to do this, but you can respect positions of authority that people hold without being unduly deferential or ascribing superior personal attributes to those in positions of power. This is not to say that those who have attained leadership positions do not merit these positions, but you will not be able to relate to those in these positions if you are overawed by them. Similarly, those in lower-level positions may have made choices not to progress for various reasons, or may yet seek to make and achieve a career move upwards. Pre-judging your colleagues based on the current circumstances will prevent you from making honest assessments of professional merit and character.

Be willing to learn from everyone, despite the work that people do or the roles that people have. Trust your instincts on who is trustworthy. Value and reinforce kindness in your colleagues more than professional competence or credentials, since kindness is what you will appreciate in times of crisis. Competence is what gets the work done, but a spirit of collegiality will ease the means by which people work.

Further, treating everyone the same will keep you humble, and without a sense of professional entitlement. It will guard you against developing the kind of professional ego that will hinder you in accepting constructive feedback or in dealing with setbacks. If you relate to colleagues without preferential treatment, you will encourage others to treat you the same, despite the position you hold. You will also be able to influence others to do the same, which allows people to be genuine, and to enjoy work at all levels of the organization, to have dignity without feelings of superiority or inferiority, both of which can be detrimental to workplace well-being and workplace morale.

It is an interesting effect, but presenting yourself with humility and graciousness while doing our work to the best of our ability will also have an effect that others will seek to recognize you, while those who seek recognition may discount themselves to others. 

Finally, if you are to move up in the organization, this approach will give you credibility as a leader who takes others into consideration, which will not only ease your transition and progress upwards, but motivate others to follow your direction, without begrudging your success. You will also be aware not to abuse a position of power if you see others as individuals and as colleagues rather than as subordinates.

The more natural comfort you have in relating to others despite the hierarchy, the more that people, particularly more senior people, will see you as a peer, and as someone who they will be able to work with. Those in higher positions of authority will become peers, and you will be able to cultivate relationships with the next level. Those more senior to you will also appreciate those who they can relate to at another level in the organization, who will have a more operational perspective than their more strategic level. Being able to ‘speak truth to power’ requires confidence and conviction, but also the recognition that those in power appreciate a well-reasoned, substantiated truth communicated with organizational interests in mind.