It’s not a perfect world and there’s never a perfect time to make a career move either.
In fact, if one were to leave it until the perfect time then it probably wouldn’t happen even though it should.
I’m the first to recommend one looks to salvage, negotiate and compromise to address any workplace anomalies, disparities and issues. However, once you’ve done all you can and been adult, accountable and responsible about the situation then you either persist with the unworkable and irreconcilable or you accept you can only manage and control what you can and resign yourself to swimming against the tide and it affecting your productivity, learning, mental or physical well-being. Then the “juice becomes no longer worth the squeeze” and it’s time.
When it’s become time it’s best done on your terms and timing.
Each of us will have different workplace circumstances and dynamics at play which will lead to specific push and pull factors resulting in being drawn away in favour of an alternative opportunity or be pushed towards an opportunity via impetus from within the workplace.
Some examples of factors driving the time to move are:-
- Outgrowing a role. Often there’s no one or nothing at fault or responsible here. It’s simply that the role has run its course and there’s no avenues to progress beyond, be retrained, re-invented or redeployed.
- No career path or path to promotion. Regardless of the role, the organization and organizational culture there wouldn’t be a single successful high performance organization which doesn’t seek to attract and retain outstanding and talented people. One of the many retention tools is providing employees with a defined path for advancement and progressing. Not everyone is ambitious. However, from what I’ve observed – successful high achievers/performers tend to be that way inclined. It’s either in the DNA, they learn to be that way or both. It’s then dangerous for an employer to not keep them motivated, learning and challenged via developing a path for promotion and an associated structure, defining the advancement criteria, communicating them to all stakeholders and managing, monitoring and helping them on the journey to their destination.
- Bad management. People don’t leave organizations – they leave managers. No quicker way to disengage and risk losing valued employees than subject them to poor management. Capable managers will effectively, respectfully and carefully ensure the people/human resources at an organization are properly managed. Progressive and learning organisations will appoint the right managers then train and develop them to become completely skilled, accomplished and professional.
- Loss of a major client or business to an organisation. This is one of the reasons where the employee isn’t always responsible though it can jeopardize their tenure or continued relevance.
- Lack of transparency around what’s required to perform a role. It’s not uncommon to see detailed and well formatted position descriptions bearing little resemblance to a role they’re intended to define. Some might say it’s better than nothing. My experience is that if it’s not reflective of the role then it can do more harm than good. In which case it’s better not to have them at all. They’re an indispensable imperative if done well by all stakeholders to the role. However, they can be flawed and do damage when not properly managed.
- An organization’s culture isn’t set in stone. It can become powerful to the point where it surpasses strategy for a successful business. However, equally in turn organizational culture can become destructive and toxic. It’s time to go when the culture and underpinning values of the organization no longer align with yours.
- Passed over. No one likes to feel their performance, length of service and commitment aren’t recognised at promotion time. Fact is, for a multitude of reasons some of which make sense and others which are non-sensical passing over happens. A colleague or peer in the workplace is elevated from beside or below you to above you internally, or they’re appointed from outside. Personal and professional pride can make it a tough pill to swallow no matter what creative spin may or may not be placed on it by those deciding on promotions and appointments. From what I’ve observed over many years is a passing over can be a blessing in disguise. A catalyst for the person passed over to go on to bigger and better things at another organization and with newfound motivation to prove something to themselves and sometime others. One door closes and another opens.
Is the juice worth the squeeze ?
Ian Dhu
Ian’s an industry expert in the recruitment, career development and retention of lawyers.
Over the last 30 years Ian’s successfully placed numerous lawyers.
Career conscious lawyers contact him for his informed, objective and accurate market advice when making considered and confidential career enhancing transitions involving private law firms, corporations and Government.
Organizations requiring lawyers collaborate with Ian.
If you would like to benefit from a successful legal career or require legal talent then
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