As human beings, we are meaning-making beings and one of the ways we make meaning is by "story making." How do we do that? We experience many moments and events, and we "make stories" by connecting the dots between the events.

Most of us have asked someone, "Have you heard the story of (the good wolf and the bad wolf)?" Or, when wanting to relate something more personal, we ask something like, "Have I told you the story of the time... I missed my flight because I was head-over-heels in love?" (True story, by the way!)

If you had a funny or special experience you might ask the people you were with, "Do you remember the day we...?" Then you retell the story to one another, filling in one another's blanks, reminding each other of nuances and detail that might have been forgotten. And you laugh or shake your head in disbelief over it again.

In retelling one another the story, you work together to acknowledge and witness the bond that the shared experience created.

We name things that have some importance – and we name our stories too. Sometimes it reflects characters in a tale, a lesson, place, or a process or journey. Think of names like "Tuesdays with Morrie" or "The Midnight Library."

Often, we don't consciously name our life stories or even parts of them, but they become part of our identity – and may even become a dominant narrative in our life. My story with Mind Tools forms an important part of mine and has shaped me in many wonderful ways.

What's My Story With Mind Tools?

One evening in July 2007, I was searching for material on the internet to help me deal with a difficult situation with an employee. One of the sites I was directed to was Mind Tools. I was immediately excited about the wealth of information on the site, and about what was then known as the Forums. And I was so happy to have found a place where I could ask questions in a safe space that I became a subscriber that instant.

I regularly participated in the Forums and almost exactly a year later, the then Forum Manager asked me if I'd like to become part of the Forums team. Funny, I still remember exactly where I was when I read the email: in a very remote part of South Africa where, by some fluke, I happened to get a mobile phone signal for a few minutes.

I was about to embark on a seven-day safari and knew I had to respond before going off into the bush. So, I sent a very eloquent email from my Blackberry (remember those?) saying, "Yes, please! About to lose signal for the next seven days, chat next week."

Comfort Arrived in the Midst of Chaos

So started a long and cherished relationship with Mind Tools, its founders, James and Rachel Manktelow, and many other leaders and colleagues.

From the first day, there was a trust relationship. Even though we'd never met in person at the time, and I was in South Africa and they were in the U.K., they trusted that I'd worked the hours that I billed. And I trusted that they'd pay me! (That trust relationship always remained intact, even though the organization changed hands more than once during my tenure.)

The year 2009 was a chaotic one for me. I got divorced, moved to another city, lost my dogs, and had to move house twice. I also had to find a way to support myself after moving, all while I was in the second year of my studies.

It was also the first time that I really experienced how the Mind Tools team supported one of their own. Even though I was the smallest cog in the machine and lived thousands of miles away. My then manager, Dianna Podmoroff, even offered to have virtual "water cooler chats" (I didn't even know what that meant, it wasn't a thing in South Africa) to give me a safe space to talk.

Even though my role was small at the time, Mind Tools was the one stable element in my life, and it gave me purpose. Even though it was "work," it was also a place where I could be, and breathe, witness others' stories, and help them write new endings.

And Then I Met Them!

In July 2014, after Dianna's departure, I became the Community Manager. I remarried in 2015 and we went to Paris and London for our honeymoon. Seeing that London wasn't far from the Mind Tools HQ at the time, we made a trip to Horsham to finally meet all my wonderful colleagues in person. It was literally one of the highlights of our honeymoon.

Two years later, I was invited to join the celebrations when Mind Tools won the Queen's Award for Enterprise. Once again, I got to meet some colleagues whom I'd not yet seen in person. It was yet another experience and occasion that I'll never forget.

Over the years, I've been privileged to have wonderful team members who gave their all – even though they were all contractors, who worked part-time as Mind Tools coaches. They taught me many things, challenged me, supported me, and helped me to grow as a person and as a leader.

Earlier this year, I reached a point in my life when I desperately needed a six-week break from work. It wasn't a break planned months in advance, but rather weeks. However, as always, the team, with the help of our managing editor, pulled together. They simply made things work; sometimes by the skin of their teeth, but quitting was never an option.

If it sounds like we only had good times, don't be fooled. Over the years we've had sad times, challenging personalities, major health scares, difficult situations, and loads of change to deal with. However, the good times far outweigh anything else. As a team, we always found productive ways to deal with the challenges.

Celebrate the Life

An ending like this cannot arrive without bringing a huge sense of loss. And even though I feel grief, I also celebrate the years I spent with Mind Tools.

I gained experience and learned skills that I wouldn't have learned otherwise. And I was forced to grow, learn and be self-reliant. To find ways of making things work and learn how to work in a virtual team.

I celebrate the people in my team, the leaders who guided me. And, of course, and the colleagues who supported me through thick and thin.

If I didn't already know it, the year that wasn't (2020) revealed who my colleagues were as human beings, and the heart of the company. I received so much love, care and support from everybody and even had the most joyous virtual birthday celebration!

Naming the Story

I was wondering what I'd call it if I had to name my Mind Tools story. While writing this blog, I thought a fitting name would be "Lessons in Love and Leadership."

Lessons in Leadership

The leaders I worked with at Mind Tools always lead by example. I was given room to make decisions, make mistakes, and be me while being taught and guided gently.

They raised the bar and supported me, changed things, and helped me navigate. They listened to me, allowed me to do new things and asked, "What do you need from us?" That's how the #MTtalk Twitter chat came about.

Lessons in Love

I know it feels weird to talk about "love" when talking about a workplace. However, let's treat this as a "mathematical" equation:

Acceptance + kindness + care + support + grace + gentle correction + guidance + connection = love. How can it not be love? It's not the type of love that is shouted from the rooftops yet never actioned. It's rather the type of love that isn't spoken of but demonstrated daily in a thousand different ways.

Human beings are meaning-making beings, and this story of leadership and love helped me make meaning of me.

What's My Next Story?

What's my next story? I don't know. I see the void that invites possibilities, opportunities, and new ways of thinking and becoming. As much as I'm a human being, I'm also a human becoming – one in the process of writing a new story.

But the ending of this story is happening now. All I'm doing with it is sitting with how I feel. I also invite gratitude into this space, gratitude for the shared and sacred Story of Mind Tools. It's one that binds me to some of the most exceptional people I've ever met.

We part as colleagues; we continue as friends.

When Does a Story End?

When does a story start? "That's easy," I hear you say. "It starts at the beginning." But any story really starts long before its beginning.

And when does it end? I hear you say, "It ends at the end." But a story never ends because it changes who we are. It changes how we think, what we do, and some of it passes through us to other people. Its threads and impact continue to grow in ways we know, and don't know.

Two things can be true at once. This is the end of a story, and yet it continues forever.

Special Thanks

Thank you to leaders and colleagues past and present and a special thanks to:

James and Rachel Manktelow, Charlie Swift, Keith Jackson, Jaye O'Farrell-Stevens, Alice Gledhill, Danielle Ormshaw, Dianna Podmoroff, Sarah Kyle, Anne Evison, and John Yates. A special thank you, too, to all my current colleagues in the Content Team, and Mel Dowding.

Resources

You may like to take a look at the following Mind Tools resources, then join the coaches’ events to share your thoughts, ask questions and learn more. Note that you will need to be a Mind Tools Individual or Enterprise member to see all of the resources in full.

This Is My Story
Lead With a Story
What's in a Story?
The Story of Business Storytelling Video

You can read previous blogs by Yolandé and the coaching team here.

About the Author

Yolandé uses her 20+ years of experience as a therapist, coach, facilitator, and business school lecturer to help people develop their careers and live up to their potential. She thrives on facilitating conversations designed to build bridges between people by using creative questioning and thinking techniques.

You may mistake Yolandé for a city girl. But she's an honorary game ranger who loves birding, archaeology, and spending time in the African bush. Early morning runs with her rottweiler and reading (a lot) are her favorite activities. And her neighbors will tell you she loves the kitchen and it gives her joy to "bake" people happy!

The post What's Your Story? appeared first on Mind Tools.

The Y2K glitch was a computer programming issue that would supposedly wreak havoc on computer systems at the turn of the millennium. The bug originated from the 1960s when, to save precious data storage space, engineers wrote the year as two-digit codes, only using the last two digits of the year instead of four digits. This eventually created a fear that when the date descended from '99 to '00, some infrastructures wouldn't be able to function. Folklore superstitions and religious omens ran rampant, adding to the paranoia and anxiety during the late 1990s. 

Some companies in the financial industry recognized the Y2K issue in the 1980s and developed strategies to prepare for the digital transition into the new millennium. Other industries were slower to decide and implement strategies. I remember the news reports with companies expressing relief once they became Y2K-ready or Y2K-compliant. 

Like many consumers, I worried about how I would access my bank funds in the new year. Unashamed, I withdrew most of my funds on New Year's Eve, just in case the ATMs weren't functioning properly during the transition. Cash is king, right? Thankfully, the Y2K glitch didn't bring the world to a standstill.

How to Face Transitions

But some changes are harder to embrace than others. I asked fellow Mind Tools coaches their advice and experiences of tacking transitions:

Transitioning in Small Bites, by Mike Barzacchini  

When going through a life or career change, the transition itself may be difficult. We may be dealing with unknowns, anxieties and insecurities. Often our minds and our emotions outpace us. We try to figure out everything at once. It may be more helpful if we think of change or transition as a big red apple. 

There's no way we can swallow that apple whole. But if we concentrate on one bite, then the next one, we may be able to find our way through the transition. I like to think of these as clarity bites. If I'm relocating to another town for a new job, I can't pack my current home, plan the move, and find a new place to live all at once! But I can begin by packing one box at a time or taking other small, meaningful actions. You may want to list the "bites" you need to take and check them off as you finish them. Try taking small "clarity bites" of your big transition apple to make a change, especially a big change, more palatable.

Transition Is About Perspective, by Yolandé Conradie 

Some gemstones are what's called "pleochroic," and in stones like emerald, tanzanite and tourmaline it can be spectacular! Pleochroism means that the gemstone has different colours when observed at different angles because of how it absorbs and reflects light at that angle. The gem is still what it was – a tanzanite or an emerald or whatever, but its positioning has changed. 

When we look at transitions, they might look a certain way from one side, but when you turn them over, shine a different light on them, or look at them from a different angle, they look different. 

I've experienced that from one side of a transition, it looks one way. Once you've started the process, it looks different. When you're on the other side of the transition it shows you the gem in a way that you couldn't have seen from the first perspective: the lessons, the opportunities, the possibilities – all through the lens of the experience of the journey. 

In the process of being taken from the earth to gracing a beautiful piece of jewelry, the appearance of the gemstone is transformed – and the process renders it more valuable than what it was before.

May all our transitions unearth our potential, polish us and make us shine in a way we never thought possible.

Transitions Are a Time to Grieve, by Midgie Thompson 

For me, transitions are changes in one’s life, be that jobs, relationships (in all forms) or activities. They might be voluntary or they might be imposed. Regardless of what type they are and how much control I have over the change, there's still an adjustment period just like the process of grieving any loss. 

I have experienced many transitions in my life. Many I have chosen, including moving cities (and even countries!), leaving relationships and changing hobbies. But there have been other transitions that have been "imposed" upon me too, such as when someone has broken up with me (as we were living together), friends who've moved away and even, dare I say, menopause. 

Yet in all the transitions, I recognize there is a "grieving period," a sense of loss and sadness. Just recently I had the experience of seeing an old friend from Canada for a few hours while we were coincidentally in the same country. It was great to spend time together after all these years, yet I was left with great sadness. It was a bittersweetness related to enjoying the connection we felt, and still feel, coupled with not having those opportunities as regularly as we might like.

I know that we all change, move onward and go in different directions, yet there is still that sense of loss. Loss of what is familiar and cherished, loss of being part of a valued community, and loss of that "ease" of routine, even. Yet with each loss, there is also the opportunity for new, better or even bigger things to come into your life... new growth, new learning, new adventures!

Navigating Transitions for Success, by Sarah Harvey 

Whether at work or in life, dealing with transitions requires not only adaptability, but also resilience and a proactive approach. But we are all unique, and that means every transition is unique too. It's therefore important to develop our own individual strategies to fit our specific situations and personal needs.  

Some strategies to help navigate transitions successfully include: 

1. Developing a Positive Mindset

Although transition away from what we know and toward something new can be unsettling, try to cultivate a positive outlook toward change. Focus on the opportunities and growth that may come with the transition, rather than dwelling on potential negatives. 

2. Seeking Support and Guidance 

Lean on your support network of friends, family or colleagues. Discuss your concerns and seek advice from those who have experienced similar transitions. 

3. Upgrading Your Skills and Knowledge

Use the transition as an opportunity to enhance your skill set or knowledge base. Take courses, attend workshops, or engage in professional development. 

4. Communicating Effectively 

Open and honest communication with colleagues, managers or family members is essential. Ensure that everyone involved is well-informed and on the same page regarding the transition. 

5.  Reflecting, Learning and Celebrating! 

After the transition, take time to reflect on the experience. Understand what worked well for you and what didn't, and apply these insights to future transitions. And finally, don’t forget to acknowledge and celebrate your achievements and milestones during and after the transition. Recognizing your progress will boost your self-esteem and motivation. 

Transitions Resources

You may like to take a look at the following Mind Tools resources. Then join the coaches' events to share your thoughts, ask questions and learn more. 

Transitions (Expert Interview) 
Bridges' Transition Model
Coping With Change
How to Master Life Transitions

About the Author:

Sonia is an experienced meeting and events manager, with over 20 years experience in conferences, exhibits, and corporate social events. She also owns a visual branding company. Sonia joined the Mind Tools coaching team in 2021, and enjoys connecting people with resources to help them reach their goals. In her spare time, she is a photo enthusiast, who reviews products, completes store scavenger hunts, and explores nail art/design.

The post Transitions appeared first on Mind Tools.

But it seems pretty clear that, post-pandemic, most of us are not going back to 100 percent office-based working.

As with all change, some of us are happy about it and others aren't. Many of us have worries. From anxieties about ensuring that we will be physically safe back in the office, to wondering how we will (re)connect with our colleagues. And whether it feels psychologically safe to do so.

One thing's for sure, managing a hybrid workforce requires different thinking. Managers and HR teams must review how they recruit, develop and motivate to get the best from their people in this new hybrid world.

Careful consideration of the policies, procedures and processes is needed to optimize productivity. At the same time, we also need to create an inclusive workplace culture for all. Regardless of where you're working from.

There are three issues in particular that concern me about long-term (permanent) hybrid working. How do we maximize our human connection, create positive team energy, and build a positive performance culture?

Hybrid Working: Maximizing Our Human Connection

We all require a deeper level of connection than is possible through transactional communications alone. As author and University of Houston research professor Brené Brown puts it, "We are hardwired for connections, curiosity and engagement."

When physically working together in an office, studies indicate that we spend something like 10 percent of our time forming the connections that allow successful collaborations to flourish.

We can miss such opportunities when we don't work together in the same place at the same time. So now we must make conscious efforts to recreate these opportunities for a hybrid workforce.

"There's a great opportunity to begin to explore how we create an environment that is safe for people who want to have conversations about flexibility, who want to be flexible, vs. fighting that change."

Peter Yobo, PWC

As always, managers need to lead by example: in this case, to avoid communications becoming superficial. But we can all make a positive difference. Have you thought about what you could do to generate a greater feeling of camaraderie in your team? How can you organize projects so that people have adequate opportunity to bounce ideas off each other?

We all need to look for different ways to connect in this hybrid world. But how could you foster a greater sense of community? How can you build opportunities for people to interact?

From the people I work with, I observe that managing a hybrid team requires an element of over-communication. We need to create the time and space for better quality conversations to take place. This will help to develop that deeper sense of human connection in a hybrid world. And this needs persistence.

Creating Positive Energy on a Hybrid Team

Our personal energy is enhanced through uplifting, invigorating and rejuvenating team relationships. It's this relational energy that helps create positive and productive working environments.

Have you ever "felt" the energy of a team when you enter a room? I really believe that team performance generally matches the energy within the team. But where there's negative energy, teams can perform significantly worse than those with positive energy.

How mentally engaged staff are at work, how enthused they are about their jobs and how willing they are to make extra effort, is largely determined by the type of energy generated when everyone works together.

So, if positive energy is transmitted when we're in contact with each other, managing a hybrid team will require processes and time for people to "get relational" with one another. Team members will need time to communicate and connect, because it will create positive energy. Regardless of where people work from, or when they work.

Have you considered whether it's feasible to physically get teams together occasionally, to connect face-to-face, to generate that positive relational energy? If that's not possible, hybrid teams need to embrace video conferencing in ways that capture and enhance the collective energy.

How Do We Create a Positive Performance Culture?

Regular check-ins with colleagues must surely be a quick win. Whether it's 30 minutes every day, 45 minutes a week or an hour every month, it's important to schedule them into diaries. Make them a regular commitment, whether that's face-to-face or virtually.

By establishing clear expectations, creating a performance management routine, and regularly evaluating progress against goals, we can be confident that performance is being managed effectively. Issues are picked up early and people are supported to do a great job.

So Is Hybrid Here to Stay?

Although it's certainly more challenging to manage, allowing teams to work varying hours, times, and locations can bring mutual benefit. Hybrid working offers more flexibility and will help more people access the labor market. It will support people to stay in work, allowing individuals to manage caring responsibilities and achieve a better work-life balance.

Hybrid working can also support enhanced employee engagement and wellbeing. Other important benefits could surely include increased loyalty and commitment, and higher job satisfaction. We can expect increased engagement, reduced absenteeism and better mental health. Not to mention improvements in performance, motivation and productivity.

Despite some fears which need to be overcome, it seems that the future of the workforce is a hybrid one. And, actually, it's already here, isn't it?

Hybrid Working: Your Fears and Solutions

In our #MTtalk Twitter chat last Friday, we discussed how you feel about hybrid working. Here are all the questions we asked, and some of the best responses:

Q1. Hybrid working is a mix of working virtually and face-to-face. Is it just a fad or is it here to stay?

@pavelStepanov77 It will probably stay for a year or two. When all workers are already vaccinated, businesses will probably go back to normal.

@SoniaH_MT #HybridWorking is HERE TO STAY! Some have wanted their companies to adopt it "forever." Certain conditions have forced companies to embrace this alternative work environment – if they wanted to remain in business.

Q2. What do you find attractive about the idea of hybrid working? What are your fears?

@virtudeskcom Working in the office with a mix of working from home improves working satisfaction. It also increases the productivity of your employees. One of the fears we are seeing is the consistency of the employees. Some of them may abuse the benefit of the setup.

@GThakore Effective in current scenario! However, connective touch is missed in virtual working.

Q3. How do you remain motivated and focused when you're virtual compared with face-to-face?

@Yolande_MT Motivation isn't a problem – it's a bigger problem for me to be motivated to switch off too. I've learned, though.

@MindfulLifeWork I think real motivation comes from connecting our personal meaning to our work's meaning. If that connection is solid, motivation is overflowing. Being fully honest with ourselves is essential. Staying organized also helps!

Q4. How do you coordinate tasks, meetings etc. with colleagues who are also working hybrid schedules?

@yehiadief I think we should be good friends rather than good coordinators – it will ease the day.

@SoniaH_MT To coordinate tasks, meetings etc., with other hybrid-scheduled colleagues, we would need a centralized collaboration or project management software.

Q5. How is hybrid working affecting the quality of your workplace relationships?

@PmTwee Hybrid working works effectively only if parties should agree on terms. So that they won't fall out of sync, irrespective of physical distance.

@TheTomGReid As a strong introvert, most workplace relationships were a bothersome distraction to me. I've been called anti-social, and perhaps I am a bit. But I'm AT work TO work, not to socialize.

Q6. How do you build community, morale and celebrate milestones with colleagues while hybrid working?

@J_Stephens_CPA Company Bingo nights have been a big hit. Our team tries to schedule a monthly #VirtualHappyHour – which connects the WFH staff that used to be left out on the office happy hour. (I'm hosting today as a matter of fact.)

@SarahH_MT JUST DO IT! I don't see any reason why you can't still build community, morale and celebrate milestones. As long as the leadership culture is one of prioritizing these things as important – and encouraging time for this to happen, remotely if needed.

Q7. Why might people's visibility be an issue with hybrid working?

@MarkC_Avgi For micromanaging owners or supervisors, the visibility of those who work for them is a HUGE issue!! For those who are able to properly manage, being aware of what their people are doing is much better than just visibility.

@WonderPix Out of sight...be sure to self-promote, share what you're doing, connect for informal chats, make the effort. Just like you would if you were co-located.

Q8. How would you convince your supervisor that it's a good idea for you to adopt or continue a hybrid schedule?

@Midgie_MT Highlight the increase in productivity. Agree set deliverables and deadlines, then let me do the work.

@ColfaxInsurance Your supervisor should have each team member's best interests as a priority. If you're genuinely doing better work in a hybrid schedule, and you can give good points and show proof, there should be no reason why they can't accommodate you.

Q9. What are your tips for leading and/or managing hybrid working teams?

@MindfulLifeWork Adopt a coaching mindset that seeks to develop and delegate, rather than supervise and control. A lack of trust results in stifled workers. Hybrid work has forced companies to trust their personnel and it's mostly paying off... scale trust.

@TheToniaKallon As a leader or manager: 1) Work with your team to set working agreements while understanding that each person has different needs. 2) Be open to sharing and receiving feedback and adjust accordingly. 3) Acknowledge and recognize everyone, regardless of location!

Q10. All in all, is hybrid working likely a long-term solution for you/your organization, or not. Why?

@JKatzaman Hybrid work can be done long term, especially if stakeholders get comfortable with it and come to expect the arrangement.

@MikeB_MT Remains to be seen. I think there will be an element of hybrid work that stays for some employees, but there seems to be a strong pull to return to more traditional on-site work. I'm hopeful that, through trust and progress, we'll continue to become more flexible.

To read all the tweets, have a look at the Wakelet collection of this chat over here.

Coming Up

New ways of working are forcing us to do things differently, and they influence how we interact with our colleagues. All of us are very good at doing some things, but not other things.

Next time on #MTtalk, we're going to talk about your superpower and how to find it, use it and share it. In our Twitter poll this week, we'd like to know what you think of when you hear the word "superpower."

Useful Resources

In the meantime, if you want to explore the topic that we covered this week, check out the resources below. (Please note that some of these may only be available in full to members of the Mind Tools Club and to Mind Tools for Business licensees.)

Hybrid Working

Flexible Working

Return to Work

Health and Hygiene at Work

Getting Noticed

Holding People Accountable

Working in a Virtual Team

Top 10 Challenges of Managing a Virtual Team Infographic

Preventing Manager Dependency

The Four Principles of Change Management

The post Hybrid Working: Your Fears and Solutions — #MTtalk Roundup appeared first on Mind Tools.

For the second time in five years, I was being waved unceremoniously toward the Way Out. My role was surplus to requirements. However, in this most inglorious and unsettled of years, the news was not entirely unexpected.

As well as its devastating impact on human life, COVID-19 has wreaked havoc on the global economy. As companies strive to survive, many workers on furlough are losing their jobs. Now I had lost mine, too.

It was a bitter pill to swallow. The only solace that I could take, if "solace" is the right word, was that I was not alone.

Furlough Ending Is Not the Only Fear

Many millions of us worldwide have had our jobs affected by the pandemic, but we've each been uniquely affected by it. We are, if you like, different ships sailing on the same choppy ocean.

There are those who've suffered layoff or been furloughed, and those who are streamlining their businesses. There are the self-employed, unsure where their next commission will come from. And the key workers, who risk their health to keep the rest of us in good shape. The list goes on.

The one thing that we all have in common is that we've all had to make adjustments. The fear, confusion, and countless other emotions of a life thrown into limbo can be a potent mix.

Recovering From Furlough

This "bit in the middle," the period of adjustment from the old to the new, is what change expert William Bridges called the "Neutral Zone." It can be an uncomfortable time – unproductive and directionless, even. And in these volatile and uncertain times, it's natural to feel a twinge of despair.

One thing that I've learned this year, however, is that we don't have to let these events and emotions scupper us. Not even redundancy. This was brought home to me when, in my new-found surfeit of free time, I read "Work Disrupted," by Jeff Schwartz and Suzanne Riss. It's a roadmap for navigating the future of work and a playbook for making the best possible job of it.

The book discusses how we can position ourselves to benefit from future opportunities, through building resilience and cultivating new mindsets and capabilities. It concludes with a host of action points, mindset shifts, tips, and insights from the author and others in the know.

It has profound relevance to anyone who wants to thrive in tomorrow's world. It's an enlightening read.

Furlough and Multi-Hyphen Careers

One of its most interesting sections looks at that "bit in the middle" – the transitions. People today will work for an average of 12 different employers during their lives, the authors say. So, whether we like it or not, we'll experience a whole lot more twists, turns and transitions in the future than we're used to. Even now.

Multi-stage, multi-chapter lives will be the norm. Returns to education, portfolio working, self-employment, paid employment, retraining, reinvention, exploration, and transition are already displacing the "one-and-done" career model.

The ability to pivot between these stages, to expand our capabilities and stretch adaptability, will be crucial. We must actively plan for longer, more winding careers, now and in the future.

Welcome to the Future

In short, we have a choice. We can let transitions unsettle, slow or paralyze us. Or we can see their potential and prepare ourselves to hit the ground running when they arrive.

A growth mindset, an enthusiasm for being challenged, and a love of continual learning and development are all key components of a strategy for anticipating and managing our career transitions.

The authors' message is that creating such a strategy is not simply a matter of good sense. No, it's survival, pure and simple. If we fail to pivot and transition successfully through the chapters of our working lives, tomorrow's world will leave us behind.

As it turned out, I was fortunate. And especially so, given the awful circumstances of COVID-19. I landed a wonderful new job that has reinvigorated and energized me.

But the message from "Work Disrupted" was clear: we're already entering the future world of work. And it looks very different from what we've been used to. Longer, more varied, and potentially more rewarding careers are ours for the taking. If we can prepare ourselves for the twists and turns that lie ahead.

Download the Full "Work Disrupted" Book Insight

Mind Tools reviews in depth the best new business and well-being books, and the tested classics, in its Book Insights series, available as text or as 15-minute audio downloads for members of the Mind Tools Club.

If you haven't already signed up, join the Mind Tools Club and gain access to 2,400+ resources, including 390+ Book Insights. For Mind Tools for Business corporate licencing, ask for a demo with one of the team.

Meanwhile, how do you cope when life throws you a curveball? What are your strategies or predictions for the future of work? Join the discussion below and let us know!

The post Coping With End of Furlough appeared first on Mind Tools.

Splitting up from a partner or losing your job, for example, are life-changing moments – but they are defined by how you react to them.

The beauty of the future is that it's unwritten, and you get to write it.

It's not often that the world is "on the same page" but we certainly are now. "Am I going to survive the Coronavirus pandemic?" is the question all of us have been forced to confront. And the answer is, "Who knows!"

Uncertainty, the Only Certainty

What we do know something about, however, is how to deal with uncertainty. We've been doing that since the day we were born.

I looked up quotes on uncertainty in researching this blog and they were universally upbeat. Nobody suggests you sit there wringing your hands in the darkness.

I had two favorites. The first, funny, "We're all stumbling in the dark and that makes for some very interesting collisions," from author, Marty Rubin. Because, let's face it, you need a sense of humor dealing with uncertainty.

The other, serious, "When nothing is certain, anything is possible," from blogger-turned-author Mandy Hale. Because you need a positive position from which to approach this rollercoaster we call life.

So, How Do You Deal With Uncertainty in Your Life?

We asked our followers on social media, "How do you deal with uncertainty in your life?" and positivity was at the core of all the tips, be they practical, philosophical or psychological,

And they didn't come any more positive than from Murray Andrew, on LinkedIn. He said, "It is hard to do, especially during times like these. But when the wind comes, when opportunity presents, the call is 'Why not? Just do it!' ...then fly!"

Our friend on Twitter, Capt Rajeshwar, advises that you embrace the challenge and take your opportunities when uncertainty knocks. He said, "When you are at a crossroads, you will take action as per your skill and expertise. Young one will walk on beaten path but skilled person on road less traveled as he is confident to handle challenges ahead with his calculated action. He sees new challenges and opportunities."

Never underestimate the practical path, tweeted Torque Hawk. He said, "I try to stick to my rituals: daily yoga, meditation, gratitude-attitude and Plan-Do-Review cycle. Thrice weekly workouts. Sat/Sun Tai Chi. They all help anchor me during this testing time. Hey, don't knock them until you've given them a good go!"

Make the Past Count in Future

Maria Carrillo-Walther on LinkedIn favors the methodical approach. She told us, "I collect information to understand the situation and to make the best decision, so uncertainty is either reduced or discarded."

And she makes sure she really learns from her past experiences. She added, "I look back to remember how I dealt with past uncertainties. That gives me reassurance that I will be able to overcome a new uncertainty."

Building uncertainty into your expectations works for our LinkedIn friend Nicola McCall, who is prepared for when it happens. She said, "Just keep swimming... this became my motto while being an expat spouse, annually told that I may be moving and living with uncertainty for 3-6 months most years.

"When we did have to move, I would tell myself there is only change and it is going to happen no matter the plan. My coach training taught me 'to stay with the not knowing,' so I try not to work out everything that could happen but allow it to evolve/unfold."

Mindset Over Matter

Staying in the present is James Choles' technique – and inspiration. He told us on LinkedIn, "It's really hard to do, but live for today. Dale Carnegie put it best: 'Today is life - the only life you are sure of. Make the most of today. Get interested in something. Shake yourself awake. Develop a hobby. Let the winds of enthusiasm sweep through you. Live today with gusto.'"

Facebook friend Greg Hering is always ready to shake hands with the future. He said, "If you embrace change as your friend, it will grace your tomorrows with opportunity you can't imagine today. If you fight against change, you will find the worst of all your yesterdays greeting all your tomorrows."

Resilience is L.S. Murthy's watchword when times get tough. He tweeted us, "Life is filled with uncertainty on many occasions, especially at times like this. While many things remain outside our control, it is the mindset, resilience, re-engineering that is key to coping with difficult circumstances and facing the unknown challenges confidently."

Last word to Nnanyereugo U. Rowland, who will not let uncertainty knock him out of his stride. He told us on LinkedIn, "I don't bother myself with uncertainty because I understand I have no control over it. I only check to know whether there are still things within my reach I haven't done, when I am through with all I can. Uncertainty take care of itself!"

Tell Us What You Think

Thank you to everyone who shared their tips and strategies. If you have any advice on how to deal with uncertainty, make sure to leave a comment below. And follow us on LinkedIn, Facebook or Twitter!

The post Uncertainty – Your Top Tips! appeared first on Mind Tools.

There’s plenty of research out there on how people react to change. Not to mention several models around how to cope with change and encourage change in others. This information provides a useful framework to help us understand what to expect and some handy suggestions for addressing common challenges.

But change is a complex beast. You probably know just how hard it is, if you’ve ever helped someone through a change (yourself included).

Fear of Change

Resisting change normally comes down to one thing: fear. Specifically, fear of the unknown. Even with the fullest amount of information possible, there are things we can’t predict, and it’s scary.

It's not only the “negative” changes we fear, such as being laid off or facing a health crisis. Even the most exciting changes, the ones we seek out and initiate ourselves are sometimes hard to lean into. It’s a rollercoaster of emotion – happiness and elation to fear and anxiety.  

I bought my first home last year and it was one of the most exciting things I’ve ever done. And the scariest. I wanted to buy a home, I wanted to move out of my current place, and I wanted to finally decorate my home my way.

But at the same time, I absolutely didn’t want to do any of that. I didn’t want anything to change. In fact, I secretly hoped that the sale might fall through. Then I wouldn’t have to press ahead with one of the biggest changes in my life.

Now, I’m obviously delighted it was successful. I love my new home, and it’s such a massive improvement on my old place. If the change hadn’t happened I would have been miserable.

But there was something so comforting in the certainty of the known. Even the prospect of something better wasn’t as alluring as it should have been. It’s not logical. It’s emotional, and emotions complicate things. And not always in obvious ways.

The Secret Ways We Resist Change

Sometimes we think we’ve accepted change, but resistance can be insidious. I’ve experienced this when I’ve moved jobs, for instance. Yes, I made the physical change to a new role, but I resisted the change in other ways. I held fast to the “old ways” – seemingly inconsequential things that made life more difficult than it needed to be.

Examples include rebelling against new, unfamiliar procedures. At the time I thought I was doing it because the “old way” was better. But now I realize I was very subtly resisting my change in circumstance. My committments to my previous job were so strong and deep-rooted, that I had unconsciously created internal barriers to adopting the career move. 

Resisting change also rears its ugly head when expectations aren’t met. As a silly example, I recently went out for dinner with friends. I’d chosen my meal, and upon ordering, was told it wasn’t available. It threw me off totally. I expected to have a certain meal. Not having it was an unexpected change. Eventually, I ordered something else and got on with life. But for a brief moment, the change knocked me off balance.

Navigating the Complexities of Change

The more I write about this topic and examine my own experiences, the more I realize that it’s a lot more complex than I ever imagined. It’s not just resistance to the “big” changes: change in job, personal circumstances, or health. But I now see that for myself, at least, I resist all changes to some degree.

Sometimes the resistance passes quickly: other times it lingers well beyond its usefulness. I say "usefulness" because resistance to change does have a purpose. It’s trying to keep us safe. It’s priming us, telling us that something potentially risky is afoot and that we should be ready to act.

Of course, that’s not much use if your resistance actively stops you from moving forward or developing. And it can. Resisting change can mean we don’t go for that promotion, or we refuse the help of a new manager who’s trying to support us.

Change Vs. Control

We also dislike change because it often diminishes our sense of control. This again triggers fear.

As an employee, it's frustrating to have your role changed in some way. Even when your manager takes great pains to explain the reasons, you can still feel like you're being controlled like a puppet. This normally applies whether you agree that the change is for the best or not.

You might feel like your manager or the “big bosses” don’t understand the impact the change will have. Or, it can appear they’re just making change for change’s sake. But here’s the big secret – they are likely just as scared as you are, and feel just as helpless.

Change never happens in isolation. There’s a complex web of reasons behind it – changes in the business, changes in the market or changes in expectations.

Perhaps your manager instigated some of these bigger changes. But many of them will have happened outside their sphere of influence too. Plus, just like you, they don’t really know what’s going to happen as a result. They might appear more “pro-change,” but odds are, they’re just as anxious as you.

Managing Resistance to Change

Change management experts typically advise leaders to give their people as much choice and control over a change as possible. In our Expert Interview, Susan Bridges warns that "if you don't manage transition right at the outset, it's going to make the change chaotic." Take practical steps to minimize resistance in your team before the change is implemented.

But while this may help to some degree, the truth is that we will probably still resist. We simply don’t like change.

The reality is that we just have to work through it. Accept that you feel wobbly when a change is imminent and use your emotional intelligence to address the feelings that come up during the change process. Explore all of the emotions, the good and the bad. Also, remember that our brains are tricky things: they love to twist and warp information.

Imagine your boss asks you to train a new employee to take over one of your main tasks. Your boss believes you’re ready to take on something new. But your brain says it’s because you’re doing a rubbish job and can’t be trusted.

You might absolutely hate doing that task and long to get rid of it. Yet, because of the way you’ve interpreted it, you resist the change. Thanks, brain!

Yet, despite all this, humans, in general, are incredibly adaptable to change. We might fight, kicking and screaming at first, but once the change is set in motion, we typically just get on with it.

With some inner work, we can help lower our resistance to change. Developing self-awareness, understanding why we resist change, and what kinds of change trigger us most, is hugely helpful.

Also, consider how to react to changes with empathy. If your organization announces a change in business structure, your first thought is likely to be how it might affect you directly. But what about other people? What will the change mean for them? Sometimes, stepping outside of ourselves and recognizing that others are having to cope with change too, can be an extremely powerful way to manage the fear we feel.

Ultimately, there will always be some resistance to change. It’s a safety mechanism, and one we’d be foolish to throw away. But if we hold on to the idea that we will adapt, eventually, then we can become more compassionate with ourselves. “Yes, I’m scared right now. I know it’s because I don’t know what’s in store. But I’ve been through change before and survived. I can do it again.”

How do you feel about change? Do you resist or embrace it? What kind of resistance do you experience when you’re not ready for change? Share your thoughts and experiences below.

The post Resisting Change appeared first on Mind Tools.

Chances are, these are the kind of dismissive responses that you've heard when you or your colleagues have suggested changing things in the workplace.

Change will always be met with resistance – just ask any visionary. Or even my friend Jo! On her first day in a new job, she spoke up in a team meeting when a co-worker raised the topic of a missed deadline. She said, "You should implement a task completion system for every team to use, like we did at my last job."

Instead of interest, her suggestion was met with irritation from her new boss, and defensive, scathing looks from her new colleagues around the table. "It would be nice not to have to treat our employees like children," the boss snapped. Jo's first-day excitement quickly dissolved into embarrassment and unhappiness.

But sticking with the status quo can result in both businesses and individuals growing stagnant. Just because something has worked until now, it doesn't mean that there's no need for reassessment, or room for improvement. After all, sending messages by telegraph worked perfectly well until Alexander Graham Bell invented the telephone.

Identifying Opportunities for Challenging the Status Quo

Looking at the status quo in your workplace, what would you change right now? Perhaps you've already hit on a solution to a problem that's been bugging you for ages. Or, perhaps you just want to start thinking more creatively, to encourage personal growth, or to set yourself some challenges.

It could be something big, like branching out and trying something new in terms of services, products or clients. Or something small, like my friend Jo's task completion system.

I used to work with someone who, whenever we were invited to a brainstorming session, would complain that she "didn't get paid enough to do this." She'd whinge about everything that was wrong, but would never offer any solutions that might improve the situation.

No one's suggesting that you should start storming around the office, pointing out every little flaw and error. But making a positive, creative contribution can make your job more enjoyable. And, when things change for the better, we feel more engaged and content. Research shows that meaningful, creative work can increase work satisfaction, and by extension, employee performance and retention.

Anyone Can Challenge the Status Quo

It can be daunting to speak up; to go against the grain. Even when we know something should be different, we don't always have the courage to take action. And when we do, we risk our ideas falling on deaf ears, or being overruled or ignored.

But fortune favors the brave! Let's look at some approaches that can increase your chances of success when you're considering a challenge to the status quo.

1. Ask the Right Questions

If you keep asking yourself "why" when you're following a process or regular course of action, then you've likely identified something that needs to be changed or improved.

If that's the case, ask yourself and other people questions, in order to fully understand why things are being done in a particular way. There may be good reasons that you're unaware of, or maybe it is just because "that's the way it's always been done."

Let people take their time in answering, and listen carefully – their answers may lead to further questions, problems or solutions that you hadn't considered. Our articles on Questioning Techniques and Active Listening may help you with this process.

2. Prioritize Your Ideas

Perhaps you have a whole list of ideas that you'd like to implement. If so, it's important to pick your battles. Being passionate about change is admirable, but rattling off new ideas every day will see people start to tune out, and your best ideas may get lost among the lesser ones.

For maximum impact, pick the ones that are most relevant and likely to succeed. Choose wisely: take some time for self-reflection at the end of the day, and factor in some personal brainstorming.

3. Gather Allies

If you're planning to challenge long-standing attitudes or processes, it can help to have people on your side! And the more ingrained the status quo that you are trying to disrupt, the more and stronger allies you may need.

Multiple perspectives can really help creativity to blossom. You won't be the only person in the office with ideas, and you might inspire others to speak up with theirs! Sow the seeds, and encourage others to think creatively and positively, too. This way, you'll gather allies who can support you if you meet resistance, either face-on or behind your back.

For more information on how to gather people to your side, see our article, Finding Your Allies.

Remember, collaboration is the key to success, so it’s important to put your ego aside. For example, when I was first starting out as a writer, I impressed a boardroom of senior colleagues with an idea for an ebook. Floating on cloud nine for the rest of the week, I was devastated to find out that I would only be assisting a senior writer with a single chapter. But my more experienced writer friend helped me to view the situation positively, and I ended up learning a lot.

4. Perfect Your Pitch

There's a fine line between firm reasoning and antagonism, and change is a scary and therefore touchy subject for some people. If you're too forceful, you risk people shutting off, and perhaps shutting down your idea before you even had the chance to sell it to them.

Instead, be sensitive to other people's points of view. Perhaps they've experienced a negative change of some sort, with damaging results, and are understandably cautious.

Listen to what they have to say, and be clear about what's at risk and what will be improved by your idea – productivity, sales or team morale, for example.

Keep your pitch short and snappy, and leave plenty of time for discussion and questions. Be sure to choose the right moment, too – it may not be something to bring up right after inspirational lightning hits you, when you're hot-headed after a bad day, or when you can see that your boss is already stressed or distracted!

5. Keep Calm and Persevere

If you don't succeed straight away, don't let exhaustion, anger or stress get the better of you, and don’t let hurdles or failures get you down. Learn from the experience and focus on turning negative emotions around. Some ideas can take a while to come to fruition.

Also, creative types sometimes have a hard time when it comes to persistence and self-regulation. Does that sound like you? If so, design a resilience strategy. Include distinct goals and a clear timeline that sets you up for little victories along the way that will keep you motivated.

Useful Resources

Staying Challenged Presence: Bringing Your Boldest Self to Your Biggest Challenges (Book Insight)

Switch: How to Change Things When Change Is Hard (Book Insight)

Immunity to Change

The Change Curve

Powers of Persuasion

Persuasion IQ (Expert Interview)

The post How to Challenge the Status Quo Successfully! appeared first on Mind Tools.

When I spoke to him for our Expert Interview podcast, I asked him to expand on that idea. He said it's all about the "flexible 50 percent."

Flexible and Fixed 50 Percent

"Half of what influences our performance at work we cannot do a darned thing about," he explained. "We call those things the 'fixed 50' – 'fixed' meaning you're not going to do a darned thing about them, so stop worrying about them. But that leaves 50 percent that you can control, and that's the 'flexible 50.’"

The fixed 50 percent is things like our level of intelligence, our core personality, our socioeconomic background and, to some extent, our appearance.

The flexible 50 percent is what we have "complete power over," Effron says – such as our goals, our level of fitness, the strength of our networks, and, perhaps most importantly, our behavior. These are the focus of his eight steps to high performance, and he backs them up with science-based research.

Change What You Can

Step Two, Behave to Perform, digs into the difference between the natural behavior that reflects our personalities, and the behavior that we choose to display. Effron uses a vivid example to show how we can change one, but not the other.

"I compare this to our natural hair, when we wake up in the morning," he says. "It looks different right now than it did first thing in the morning, right? And we do [our hair] because, over the years, we've realized people don't want to see that natural hair. They want to see it slicked back or blown out or whatever we do."

"Use that same comparison of personality to behaviors: personality is your natural hair. It's always going to be there, it's always going to look that way. It's a gift, or a penalty, from your parents. You can't do a darned thing about. But you might also recognize, 'Hey, not every element of my core personality might be wonderful, and I'm going to slick some of that back or blow some of that out, so that it appears to other people to be more attractive.’"

We Decide How We Come Across

"All of us have complete 100 percent control over our behaviors," Effron insists. "People saying things like, 'Oh, that's just who I am. I can't change' – completely untrue. You can change if you want to."

But even if you agree that you can change undesirable behavior, some of us need a bit of support in seeing that through. A coach can really help with this, Effron says. He or she doesn't need to be a professional performance coach. Anyone can give you coaching insight. You just need to ask.

"Most of us are going to have at least one, hopefully more, trusted friends at work. So go to that trusted friend with your goal for the year," he suggests. "You might say, 'Hey, Bobby, I tend to be someone who doesn't speak up a lot in team meetings. I don't really like calling attention to myself – it's kind of embarrassing – but I know I need to show up a little more boldly. I'm going to try doing that over the next month. Would you mind just listening and letting me know at the end of meetings if I’m actually showing up a bit more present in those meetings?’"

Valuable Feedback

The feedback you get from such an appeal can be invaluable. For Effron, our goals are the starting point and the driver for high performance, so it’s not surprising that there’s a lot about setting and achieving goals in his book.

"The science around goal setting and its ability to motivate us is unbelievably powerful and conclusive," he says, adding, "the bigger goals we have, the more we will stretch to achieve those goals."

Who Said We Can't Change?

He offers a four-part process that helps us sift through our potential goals so that we focus our effort on the ones that will deliver the best results. The four parts are align, promise, increase, and frame, and in this clip from our Expert Interview podcast, he explains how that process works.

Listen to the full 30-minute interview in the Mind Tools Club.

What are your tips for achieving high performance? Join the discussion, below!

The post Who Said We Can't Change? appeared first on Mind Tools.

It happened at a time of huge change, as the organization underwent a major restructure. None of this, of course, helped the situation, but, still, the contrast between the two managers was stark.

The Best Manager: How to Build a Happy Team

Let's begin with the good news.

Ken was a manager with a vision. He had a clear idea of how he wanted his team to be run, the kind of people he wanted in it, and how we should work together.

From the earliest days, it was a team built on trust. Ken trusted us to get on with our work with minimal supervision, discuss what we needed to openly, and to take a pride in what we did.

We trusted him to have our backs in a volatile environment, to be open and honest about our performance as individuals and as a team. And to keep us up to speed with what was happening in the wider company.

Our team meetings were serious, but upbeat. We met tough targets by working collaboratively and looking out for one another.

We also laughed a lot. That's not to say that we didn't take the work seriously. We did. But Ken knew when we needed to relax and was happy to let us laugh. I'll always remember Cheese Day fondly, and the time we all brought in homemade sculptures made from vegetables.

In short, we had a creative team culture all of our own. 

The Worst Manager: How to Destroy Team Spirit

Then things changed. In a corporate restructure, Ken's role was made redundant.

Our new manager was now Mark. We knew Mark: he had been Ken's line manager. He was outwardly likable, and had a solid reputation as an organizer and a systems guy. But, sadly, you can't put people in a spreadsheet.

Faced with a situation in which people were looking to him for leadership, reassurance and rapport, Mark's nerve failed him. He hid. If you know Major Major, the character from 'Catch 22,' then you know Mark. Except Mark wasn't funny, even unintentionally.

Team meetings stopped happening, and one-on-ones were forgotten. Communication dried up, apart from the occasional terse email. New systems and workflows were introduced ad hoc and without consultation. We started to feel that we no longer understood our own jobs.

Good people left and their replacements, if there were any, weren't properly trained. So, our workloads expanded, and we struggled to manage them without support. Morale plummeted.

Mark couldn't help not being Ken. But, he could have done so much more to retain the team culture that Ken had worked so hard to build. We didn't absolutely need the humor and fun that we enjoyed under Ken's management. What we did need, however, was the belief that we were valued, and that our way of doing things was productive and appreciated.

Bounce Back and Seize the Day

So what did I learn from the experience?

Well, sticking pins in a doll doesn't work, for one thing. More seriously, I came to understand that you can't treat people simply as functions in a workflow. They're people and, if you make them feel that they're valued and trusted for who they are as well as what they can do, then you will get so much more out of them.

I also discovered that resilience is essential in a difficult workplace. I survived for over a year under Mark's non-management before the creeping shadow of redundancy caught up with me, too. It wasn't entirely unwelcome, if I'm honest. But throughout that year I continued to find little wins and human connections that kept me from just bailing out. Oddly, I've now come to see it as a valuable experience.

And the most valuable lesson of all? Enjoy the good times, but never take them for granted. They might not always last for ever!

Who was your best manager? And who was your worst? Share your story in the comments section below...

The post My Best Manager and My Worst... And What Each Taught Me appeared first on Mind Tools.

On the consumer side, we think of it as shopping with smart devices and social media. On the job side, it is working as a freelance contractor, perhaps using one's own assets such as a car for Uber, an apartment for Airbnb, or selling things on Etsy or Craigslist.

Like anything else, there are pros and cons to consider before joining the gig economy. Happy "giggers" appreciate the independence and flexibility that it can offer. It can give them more control over their lives, for example, and they can often work from home. The downsides include the lack of benefits such as sick leave, vacation pay and health insurance, reduced job security, and potentially higher taxes.

Unsurprisingly, employers like gig workers! Not paying benefits can save them almost 40 percent on staffing costs. But if you're seeking gig work, you don't have to sell yourself cheap. Joe Griston, regional director for Freelancer.com, says, "Forty seven percent of the projects on Freelancer.com are awarded to the median bidder or higher."

Research suggests that, by 2020, 43 percent of the U.S. workforce will be made up of these freelancers. This is not just an American phenomenon. In the U.K., the Office of National Statistics reports that, "The number of self-employed workers in the U.K. rose by 20 percent between 2008 and 2015… Part-time self-employment grew 88 percent from 2001 to 2015, but just 25 percent for full-time workers."

Finding Work in the Gig Economy

Some gigs, such as in retail services, are very much like traditional work, but many are very different from being a corporate employee. Samaschool, a San Francisco-based organization that provides training in finding work in the gig economy, says, "Gig workers must act as micro-entrepreneurs, cultivating their own pipeline of work opportunities, project managing each gig, and maintaining their own finances."

In addition to the skills that a worker applies on the job, a gigger needs to create a strong online personal brand, know how to navigate gig platforms, and provide top-notch service both in person and through digital devices.

Gig economy work is an intentional plan for some but for many, like journalist Lisa Carolin, it just happens. She became a gig worker after losing a full-time job. She said, "At the age of 50, the unimaginable happened. The newspaper I reported for laid off its entire staff."

In the past year, Lisa has taken on six gigs. She's worked as a journalist, a dog walker, retail merchandiser, and babysitter. She's also acted as a patient feigning disease as part of a medical school study, and she's sold her own baked goods at farmers markets.

Lisa's experience as a gig worker is typical. As a conventional employee, things were simple. She had "a single boss, a single HR department, and a single computer system." Describing the challenges of gig working, she said, "It's difficult to find appealing work, and then cobbling together these various jobs to earn a decent living."

Demands of Gig Economy Work

Lisa added, "When it rains it pours, and you have no control over when that happens. There tend to be very fruitful times of the year, where the demand from various contract jobs is overwhelming. Sometimes the balancing act is too difficult.

"That said, there is great joy in the flexibility that contract work can offer for one's schedule. There's also more opportunity to sleep in and take Fido for his midday walk!"

Another journalist-turned-gigger, Farai Chidey, advises would-be giggers to carry out a personal skills audit. She says, "First, write down everything you can do reasonably well, whether it seems professionally relevant [or not]. Second, circle the skills you're willing to do for money. Lastly, star the skills you'd be paid the most for," and then jump in with both feet!

Share your own experiences of gigging and giggers below, in our comment section, and share this blog with your followers to add to the conversation.

The post Is the Gig Economy Right for You? appeared first on Mind Tools.