10 Questions To Help You Know If Your Leader Or Manager Is Someone You Should Be Supporting

Part of Kathy Caprino’s series “The Most Powerful You”

For 15 years, I’ve been coaching mid- to high-level professionals and leaders in achieving their highest and most rewarding goals. This involves helping them embrace new strategies and approaches that allow them to make the positive impact they long for and become the kind of leaders they want to be. Throughout the process, they’ve told me that in overcoming their own power gaps, they’ve expanded their ability to learn from critique and found new ways to be more inclusive in their leadership approach. They’ve built more psychological safety in their organizations, and reduced the divisiveness and conflict in their ecosystems and work cultures.

It’s very inspiring to observe people mustering the bravery, confidence, and strength to walk through their deepest fears and insecurities. I’ve learned in my time as a therapist and coach that “greater awareness equals greater choice,” and these individuals are intentionally choosing to shift how they’re operating in the world to become leaders of beneficial influence, who uplift and support their followers, employees and constituents as they ascend.

Sometimes, in working with professionals around the world, I also see that they are struggling with their decision-making processes, unable to make a definitive decision on a direction to pursue or action to take. In many cases, their decision processes have failed them in the past—for instance, they’ve taken the wrong career route, or chosen a terrible job, or followed the wrong leader who wreaked havoc on their life. And these faulty decisions make them feel paralyzed today as to what to do next. Or they haven’t ever really trusted themselves fully so they waffle and waver when needing to put their stake in the ground and decide on a course of action.

Overall, I’ve seen that there are 5 key reasons that people’s decisions fail them, and these reasons are:

  • Their decisions don’t support their intrinsic, core values
  • They made the right decisions but due to weak boundaries or insecurity, they didn’t communicate or enforce their decisions with clarity or commitment.
  • Their decisions emerged from a place of disempowerment, fear or weakness instead of strength
  • Their decisions weren’t sufficiently vetted and didn’t take into account the real-life impact and outcomes
  • And finally, their decisions focused on the wrong problem instead of the key challenge they actually needed to address

Today, in these times of greater fear and uncertainty, I’m observing that my clients and course members—and those I hear from on LinkedIn on other social media platforms—are struggling even more in making key decisions that will have a large impact on their futures, including what jobs they should stay in, the career changes they need to make, and now, who they want to vote for in the upcoming local and national elections. These key decisions include which business or political leaders to follow, which organizations to join and which causes and directions to pursue.

In figuring out—and committing to— a vitally important decision that you’ll have to live with for the foreseeable future, that will have lasting repercussions in your life and the lives of those you love, I’ve found there are some key questions you can ask yourself today that will help you make the right decision for you.

These questions will help you cut through the noise and clutter, clarify where you really stand, and help you make the correct choice for who you are, focusing on the issues you care about, and the outcomes that matter most to you in your life and work. And these questions will help you not only choose the leader you want to follow, but also determine the way you want to show up in the world.

As a start, below are 10 questions that will help you identify if a particular leader or manager is truly someone you should be supporting and working for (or voting for):

Ask yourself these 10 questions:

  1. Does this leader or manager behave, communicate and operate in a way that I respect, admire and want to emulate?
  2. Does this leader share my core values and inspire me to be the best, highest version of myself possible, or do I find that their actions and suggestions make me behave and speak like a “lower,” more insecure version of myself?
  3. Does this leader know how to build beneficial, supportive relationships with others that help create sustainable growth and achieve critical allyship that is so necessary for my organization or entity to thrive?
  4. Does this leader believe in the innate equality, deservedness and worth of all people he/she leads, and do they support that core value in their words, actions and deeds?
  5. Can this leader take critique and challenge well, and take responsibility and accountability for his/her actions, instead of blaming others? Do they show remorse when they go wrong, and apologize when an apology or change of course and attitude is called for?
  6. Can this leader respect and like people who don’t agree with their actions and opinions?
  7.  Does this leader show maturity, emotional intelligence and regulation, temperance, patience, empathy, balance, and other key attributes that make a great leader?
  8. In reviewing the communications from this leader over the past six months, including social media messages, public and private statements, emails and memos, and other written and verbal forms of communications, do the communications show more positivity than negativity? (i.e. What percentage of these messages contain uplifting, positive words and sentiments that move people forward and what percentage tear people down, blame or attack others, or contain otherwise divisive or negative messages? Is there a ratio of more than 3 to 1 of uplifting and positive language and messages vs. denigrating and negative ones?)
  9. When this leader takes action, does the action support the growth, safety and success of the vast majority of people under him/her, or just those groups he/she is personally attached or connected to and only those who support him/her?
  10. Finally, are you able to say “I love how this leader behaves and communicates because he/she builds bridges across major divides and differences, and reduces the potential harm, conflict, anger and a lack of acceptance among the people he/she leads?”

Bonus question: The opposite of question #10 is if you often have to say, “Well, he/she didn’t mean it”  in response to divisive, derogatory or discriminatory statements the leader makes. If you find that you have to continually excuse away their behavior and say “they didn’t intend it that way,” ask yourself one final question – Why do I continue to want to make excuses for this leader? Why not do what it takes to choose a leader or manager I don’t have to make excuses for?

If you find yourself saying “No” to many or most of these questions, then your decision is clear. This is not the leader you want to be supporting, and it’s time to make some powerful decisions on what you need to do.

Perhaps now’s the time to finally look for a new job, and leave that harmful manager or leader behind forever. Or perhaps you can pursue working in a different department, working for a different manager within your organization who aligns more closely with what you want. Or maybe it’s time to take the reins and launch your own venture so you can finally become a great leader of your own enterprise. And now is the time to decide clearly who you want to lead you both regionally and nationally, in the upcoming elections.

Base your decision on what you truly value in life, and in all respects—both personally and professionally—choose to follow people whom you respect and who embody the very traits that you want to emulate and bring forward in both life and work.

To make stronger, more effective career and leadership decisions, read Kathy Caprino’s new book The Most Powerful You: 7 Bravery-Boosting Paths to Career Bliss, and work with Kathy in her Career Breakthrough programs this Fall.


3 Ways To Demonstrate Your Value And Positive Impact In These Unprecedented Times

Part of Kathy Caprino’s new series “Turning Crisis Into Opportunity”

Since the coronavirus pandemic hit, I’ve been very surprised at the types of outreach I receive on a daily basis now from professionals around the world. As a career and leadership coach, I’m used to hearing from strangers every week who wish for career and leadership growth support. But the inquiries I’m receiving now have a different tone and urgency. Now, they’re more about how people can finally make the significant career and leadership shifts they’ve long sensed they needed to, but previously just couldn’t muster the courage to do it, or didn’t have the ability to focus on how to make the changes they dreamed of.

They’re sharing challenges such as: 

  • I hate this work culture I’m in and now it’s even more apparent how “off” it really is
  • I’m not aligned at all with the type of products and services my company offers and how they’re doing it
  • I’m so tired of the way I’m treated and know it’s time for a change
  • The leadership and management in my organization simply doesn’t get the challenges that we employees are facing every day—they’re completely tone- deaf
  • Women just aren’t treated with the same respect and recognition that men are here and it’s worse now
  • I realize now that I don’t want to be doing this type of work anymore and it’s time for a huge shift

And the most common revelation I’m hearing: 

“Now that I’m not commuting and I have so much more time at home with my family, I never want to return to the incredible, meaningless rat race I was in before COVID-19 hit us.”

I’ve found throughout 15 years of doing career growth work that nothing motivates us more to finally stand up bravely and powerfully for ourselves and revise our lives, than a deep crisis. Just as 9/11 did for so many like myself, a crisis like today’s makes us wake up and realize that nothing is safe and secure but what’s inside of us and how we use our talents and abilities, and it’s time to leverage those gifts more powerfully and purposefully. It’s time to focus on turning crisis into opportunity.

This week, I was speaking to my colleague Tony Vlahos about this issue. Vlahos is the Chief Storyteller and Head of Brand and Learning for ExecuNet. For over 30 years, ExecuNet has shown senior-level executives how to land their ideal next role faster using a proven system developed by their world-class team of coaches, strategists and recruiters.

I asked Tony about what executives are reaching out to him and ExecuNet for right now and the types of challenges these professionals are facing that they wish to address, that are different from the common challenges they shared before the pandemic.

Vlahos shared this:

“Executives are reaching out right now in large numbers sharing different types of challenges than we have seen before. They are realizing more acutely than ever that there is no better time to “come forward” and be seen—truly seen—as value creators, uplifters and difference-makers, to be the kinds of leaders that top organizations would want leading them in challenging times and thriving times.

But many of these executives, both male and female, realize more than ever that they struggle with how to identify and communicate in a compelling, self-confident manner,  what their true strengths and abilities are, and how they lead and influence differently from others. What professionals seem to need more than ever—and what we offer them—is an effective system that helps professionals raise their visibility, demonstrate their impact, build their collaborative network and make a true impression to close the deal in the interview. And at the center of all of that is the person’s value story.”

*****

I couldn’t agree more. Our value story is so important to understand and share confidently and clearly, but millions struggle to do that. To address that need, below are three key ways you can use this unprecedented time to identify more clearly your “value” story, and come forward to share it and leverage your talents, gifts and leadership capabilities to make the positive impact you long to:

#1: Understand more clearly your special talents and how and why they’re important

Each of us has our own wonderful set of skills, talents and abilities, some of which have been developed through education, hard work and training, but others have come very easily to us, from early childhood onward. I always say that each of us is like a thumbprint—totally different and recognizable, with amazing complexity and uniqueness that is important in the world.

Great talents that have been with us since the beginning often don’t seem remarkable or valuable to us, but they are. And these are the talents you should be leveraging for a happier, more meaningful (and yes, financially-rewarding) career.

Many people who are in careers they hate have pursued a direction they thought was “safe and secure,” only to find it isn’t, and further, it’s not rewarding or enjoyable either. Professionals who are happiest in their work are using talents that come easily to them and are also rewarding and impactful in supporting positive outcomes that matter to them.

Take this step this week:

Take some time this week (at least an hour or two) and make a list of every job you’ve ever had. Then clearly articulate:

– What you loved about the job

– What you disliked

– The major achievements

– The hardest struggles

– Your biggest takeaway

And write down every single skill or talent used, then the important outcomes these talent and abilities helped you achieved.

Here are some great examples of talents and key outcomes that a recent client of mine shared:

  • Built important client relationships that lead to substantially increased revenue (skill: listening, relationship-building, client development)
  • Mediated key differences between our clients and our marketing team to create more effective promotions (skill: mediation, marketing, promotion, client relationship management)
  • Devised and delivered successful new products based on market research to help the company diversify its offerings (skill: innovation, product development, product management, marketing)
  • Conducted market and other research on potential acquisitions to ensure these investments were sound (skill: research, analysis, acquisition)
  • Communicated with and supported the top media players in my field in ways that highlighted my company’s leaders as pioneers in the field (skill: communications, public relations, relationship-building)

Once you’ve done this exercise, you’ll see more clearly the talents and abilities you have and the measurable positive impact you’ve made in the jobs you’ve loved most.

#2: Start sharing and demonstrating your value and your “teachable point of view” and become more of the leader you dream to, now

Wherever you are right now, no matter the level, job or function you support, step up to more leadership and more uplifting and educational behavior in that role. Share your value, your innovations and ideas, your mental framework, and what you know. Find ways to bring forward your talents in new ways. Teach what you can teach to uplift people, and do what you can to enhance and shift the work culture to something more positive. You don’t have to be the boss to do this. You can do it in every word you utter, and every statement you choose to make.

Someone once said, “You can say anything when you say it with compassion and love in your heart.” Love is in short quantity at work, especially in fear-filled times, but there’s great truth in that statement. Say what needs to be said in all your conversations, meetings and Zoom calls, but avoid doing it from a frail, defensive ego or with harshness and fear. Inside, bring forth your gentle strength, empathy, compassion and calmness.

Embrace becoming the “highest” version of yourself starting today. By that I mean: Rise above pettiness, egotism, defensiveness, micro-managing and hyper-sensitivity and start embodying what it looks like to be the best and strongest version of who you want to be in the world and at work. When you can embody your highest and best ideals and values from a place of self-respect and self-appreciation, while respecting and embracing others, then you can be a role model for others, and have more successful conversations and meetings with greater positive impact.

#3: Identify three new ways this week that you can bring forward your great talents and use them more fully

Many of us are in “shelter at home” situations and we feel disconnected. But you can use this time to start thinking more deeply about how you would like to show up in the world differently and you can make a start to do just that, even in these times.

Clients of mine have, for instance:

  • Started blogging on topics that have been of burning interest to them for several years
  • Launched a new training series on YouTube
  • Began developing their book proposal
  • Curated content on LinkedIn, sharing the best of what they’re reading and commenting on it, adding their opinions
  • Leveraged their skills in a new way such as taking their design and creative arts talents and focused them on making personal protective equipment for the community
  • Stepped up to spearhead a new philanthropic initiative at work that gives support to communities in need

Another heart-warming example of this at a high level is John Krasinski’s new YouTube show “Some Good News” (I highly recommend it). Krasinski leverages his personality, humor and positive outlook to present content that helps us remember that everything that’s happening is not bad. There is so much good to be relished and celebrated.

While we’re all not top celebrities with a large following, we each have something important and beneficial to offer. The key thing that stops people from sharing their talents in a bigger way is fear that they’re not worthy enough to make the difference they long to. And a deep insecurity that they’ll fail and humiliate themselves doing something more meaningful.

There’s no time like now to turn crisis into opportunity and to walk through that fear to the other side, to greater contribution, impact and joy.

For more information, visit ExecuNet.

For support to make the impact you dream to, work with Kathy Caprino in her Career Breakthrough Programs, and check out her new book The Most Powerful You: 7 Bravery-Boosting Paths to Career Bliss.


How Your Leadership Can Build Desperately-Needed Psychological Safety Today

Part of the series “Today’s True Leadership”

Fear has a profoundly negative impact on engagement, learning efficacy, productivity, and innovation. And in today’s uncertain times, fear is at an all-time high. In his new book The 4 Stages of Psychological Safety: Defining the Path to Inclusion and Innovation, social scientist and organizational consultant Timothy Clark provides a framework to help move people through successive stages of psychological safety, and gives a blueprint for leaders and organizations to help foster the psychological safety that is so needed today.

Timothy R. Clark is the founder and CEO of LeaderFactor, a leadership consulting and training organization that works with executive teams around the world. An Oxford-trained social scientist and sought-after international authority on organizational change,Clark is the author of five books on leadership, including his newest release.


Leading Hollywood Executive Producer Shares How Covid-19 Has Shaped Entertainment And Her Leadership

Part of Kathy Caprino’s series “Women, Leadership and Vision” 

As we’ve seen these past months, the Covid-19 pandemic has dramatically impacted so many industries, some of which may potentially be able to recover, while others may continue the struggle or be radically transformed. According to recent data, the industries most impacted have been airlines, casino and gaming and leisure facilities, auto parts and equipment and oil and gas drilling. Many say too that the world of entertainment, has been forever changed.

To learn more about how entertainment industry is shifting to address the current challenges, I was excited to catch up this week with Den of Thieves executive producer Barb Bialkowski, one of the leading entertainment showrunners responsible for the MTV Video Music Awards, E!’s People’s Choice Awards and E!’s red carpet specials, to name a few. Up next, she will be producing the 2020 MTV Video Music Awards.

As a highly successful female producer in a male-dominated industry, Bialkowski is defying the odds and helping Den of Thieves see consistent year-over-year increases in ratings and social engagement across telecasts, which is a true accomplishment considering the current viewership climate. This continual increase is why the biggest entertainment events and most notable talent in the industry are repeatedly trusting her to make their content standout in a time where there is so much noise to break through.

Some recent Den of Thieves achievements are: 

  • E! Live from the Red Carpet: The 2020 Golden Globe Awards had 96 million total engagements were generated across linear, digital and social platforms; up 79% versus last year. This includes linear, digital page views, video views, and social interactions
  • The 2019 MTV VMA’s saw a 129% increase in social engagement versus 2018.
  • Social/video views for the 2019 MTV VMA’s were up 85% to 269 million this year.
  • The 2019 People’s Choice Awards drew an average of 1.8 million viewers across E!, NBCUniversal, Bravo, SyFy and USA Network, up 9% uptick from last year’s debut of the awards on E!.
  • E! Live from the Red Carpet: The E! People’s Choice Awards drew 620,000 total viewers, up +8% from last year.
  • The 2019 People’s Choice Awards trended worldwide, ranked as the #1 most social telecast of the night across all of television with 5.9 million social interactions across Facebook, Twitter and Instagram. On Twitter, the exclusive “E! Stream” delivered nearly 5 million live streams globally, making it the biggest live digital video audience ever for the network.
  • E! Live from the Red Carpet: The 2019 Emmy Awards viewership was up 14% from a year ago in the adults 18-49 demographic and 27% among total viewers.

In our interview, Bialkowski shares how she builds success and collaboratively manages and approaches her projects in the male-centric entertainment industry, and offers a candid perspective on the future and ever-evolving landscape of television, and highlights how the narrative about women in the entertainment industry has changed over the past decade, but must continue to evolve.

Here’s what she shares: 

Kathy Caprino: As a female in a male-dominated industry, how do you think the narrative of women in the entertainment industry has changed over the past decade?

Barb Bialkowski: Not enough. We’re still fighting for seats at the table and we’re often greatly outnumbered in leadership positions. There’s a very narrow box women have to fit into, and that fit isn’t comfortable. We outgrew it a long time ago, or actually, we never fit into it in the first place. We contend with so many mixed messages. We’re told to be likeable, but decisive. Strong, but not too aggressive. That narrative is so tired.

When women work together, they make incredible things happen. I’ve been in the production trenches enough times and I’ve sat in the hot seat enough times to know that women have a most unique power to communicate, strategize, solve, elevate, and overcome.

I’ve made a very conscious effort to bring women into my production teams and it shows. Whether they are established producers or young professionals getting their start in the industry, they are the backbone of our productions. I strive to create an environment where those women feel seen, heard, and most of all valued. There are so many fantastic female candidates out there. You just have to hire them!

Caprino: As an established, development executive producer, what advice would you give other women in the entertainment industry pursuing their goals?

Bialkowski: Trust your instincts as a leader and as a creative. Women often take a backseat and let others be louder and taller. We assume someone else’s ideas are better. Trust yourself and your vision and share it. Make yourself seen and heard in a room. Your experience, ideas, and perspective are necessary.

I strongly believe in hard work. It’s not an even playing field out there, and you’ll need to work harder than anyone around you. Pay your dues and learn as much as you can. Be overprepared and know what you’re talking about. People will notice. I’m honest with myself about what my goals are, what I’m bringing to the table, and what it is I really want out of a project. That is often easy to lose sight of or be distracted from.

Caprino: Covid-19 has really taken a toll on the entertainment industry. How has this impacted your daily work?

Bialkowski: My daily work is sometimes just keeping my head above water. It’s worrying about your loved ones, it’s trying to stay sane, it’s trying to remain creative and productive during a time of uncertainty. This is not easy, and not being ok is ok.

We’re all working from the confines of our own homes obviously and all-day Zoom conferencing is the new normal. The entertainment industry was already fairly casual in terms of dress code, and now you’re seeing executives in sweatshirts in their kitchens, which I’m very supportive of by the way. Let’s just keep it real.

I do think a layer of formality is removed and we’re having straightforward conversations as we try to maneuver through this together. Everyone is in the same boat and there’s a vulnerability present. We’re all facing the unknown and scared for our families and friends. In that climate you tend to get right to the point quickly.

Caprino: How do you see the pandemic changing the face of entertainment?

Bialkowski: It has certainly paralyzed the event space. Productions can’t get off the ground, tours and festivals are canceled, and we’ve seen big event shows move into living rooms and backyards.

In the early stages of quarantine, we produced YouTube’s global dance event #MoveWithMe, and a month later, we were bringing a live interactive Prom experience to high school seniors across the country with MTV’s Prom- athon.

We had to quickly figure out how to produce live content all from the confines of our own homes. Our entire team of producers, directors, and technical crew were all connected through virtual Control Rooms and communicating via iPhone apps. If I’m being honest, it can definitely be frustrating at times and has forced us to be even more flexible and patient.

Now, we’re knee deep in the MTV Video Music Awards which we’ve been producing for over a decade. It’s an iconic show that has always inspired artists to bring their most ambitious performances. It has come to define that thrilling “you never know what’s going to happen” energy. This show is always a beast to produce, and the pandemic has added a very tricky layer.

Every day reveals new statistics and proposes a new challenge. We’re trying to wrap our heads around how to deliver on the creative expectations we all have about the VMA’s, but in a safe way with a million limitations.

Caprino: How have current events impacted your outlook on the type of stories and projects that Den of Thieves will prioritize moving forward?

Bialkowski: Working in the music event space for the last 15 years, diversity has long been at the core of the stories we tell. We’ve created iconic moments alongside artists who represent so many different perspectives, backgrounds and voices. They speak their truth when they get on the stage and it’s our job to ensure their artistic vision is realized.

But this year I’ve been shaken to my core. I’m listening and learning, and extremely conscious of the continued work that needs to happen. We have a platform that we’ve worked hard to create, and we will continue to shine light on the individuals that are bravely speaking truth to power, and the stories that are necessary for all of us to hear. I will work hard to hold us accountable for that.

Caprino: Artists and comedians tend to come with a vision or a social agenda. As the producer, how do you support that creative vision and help them execute it properly?

Bialkowski: I’m constantly inspired by outspoken artists. The ones who are willing to use their voice to speak kindness, truth, and justice, even when it’s uncomfortable for everyone else. They’re the trailblazers, the rock stars, the revolutionaries.

One of the biggest rewards to us is that the talent wants to use the platforms we’ve created on our shows to speak out, connect and inspire change.

For the most part, I stay out of their way. I try to create an honest and trusting relationship with our talent, making sure they feel supported and protected. We’re partners. Obviously as a producer, you’ve got to think about your audience and the tone of the show you’re trying to create. I’ve found that honesty is the best policy here. If you’re straightforward with your goals or concerns, that’s a good place to start the conversation.

Caprino: During this time of quarantine, how have you adjusted your day-to-day to help lead the other producers on your team and ensure productivity across the board?

Bialkowski: I won’t lie, it can be really hard. I wish I was better at it. When you’re not together in a shared space, you can’t physically check in, pop by to discuss a plan or issue, or just have a simple conversation. It’s really hard to create that momentum.

We’re existing in a world of Zoom, email, Slack, text. It’s exhausting. There are so many platforms to be reached on, but I’ve never felt more disconnected. I keep resisting the thought of getting used to this.

I have to shout out our incredible producers and team members who light up our endless Zoom calls with enthusiasm and passion. Some days you’re the cheerleader, and other days you need someone else to be. We continue to learn and adjust in this new normal and take the proper steps to ensure success despite the limitations.

For more information, visit Den of Thieves.

To build a more rewarding, impactful career, read Kathy Caprino’s new book The Most Powerful You: 7 Bravery-Boosting Paths To Career Bliss.


How To Effectively Manage Your Job Search During The Coronavirus Pandemic

Part of the series “Supporting Today’s Workforce”

In the best of times, job search can be very daunting and confusing to many. But in extremely uncertain and rapidly evolving times like these, professionals can feel at a complete loss as to how to move forward in their efforts to job search, interview, network, communicate a compelling personal brand and land a great new role.

To delve deeper into the do’s and don’ts of job search during the coronavirus pandemic, I caught up with Lisa Hufford today, who is founder and CEO of Simplicity Consulting—the Pacific Northwest’s preferred marketing and business consultancy for the new world of work. Simplicity has been named to the Inc. 5000 list for five years running as one of the fastest-growing private companies in America, and Hufford has been recognized as an Inc. Top 10 Female Entrepreneur and an E&Y Entrepreneurial Winning Woman. She’s a champion for professionals transitioning to consulting and advises companies how to build on-demand, project-based teams that add immediate value.

Hufford is also the author of Navigating the Talent Shift: How to Build On-Demand Teams That Drive Innovation, Control Costs, and Get Results, which advises leaders on how to access top talent and fill skills gaps with on-demand, project-based experts to supplement their teams, and Personal Brand Playbookwhich outlines five actionable steps to define and share your personal brand. She’s currently writing her third book—an inspiring how-to guide for professionals looking to make the leap from corporate to consulting.

Here’s what Hufford shares about best practices in these times for your job search process:

Kathy Caprino: Are organizations still hiring during this crisis? If so, what fields and industries?

Lisa Hufford: Though it varies by location and industry, there are companies that are still hiring right now. Look for those companies that are uniquely positioned to add value in our new normal environment. Tech companies are largely well-equipped to transition their workforce to remote roles and are trying to maintain business as usual.

Tableau Software, for example, is actively hiring globally. There are also a number of roles that have surged in demand due to this health crisis—ranging from CPA or store associate to healthcare specialist or warehouse manager. Amazon, for example, has seen a huge demand spike and is hiring as a result. At Simplicity, we’ve seen an influx in communications roles as companies work to keep their employees, customers, and constituents informed in this rapidly-evolving pandemic and a focus on virtual events.

Caprino: How can people best handle a job search right now if they’re employed but want out of their current job?

Hufford: Let me challenge this by asking, are you sure you want to leave your job? Take some time to reflect on your strengths and the successes you want to achieve, and then ask yourself if you can create that where you are. Every job has its pros and cons, so before walking away in the hopes that the grass is greener somewhere else—and in the midst of economic uncertainty, no less!—see if you can make your current role more fulfilling. Whether it’s working with your manager to carve out time for a project that lights you up or mentally connecting elements of your role with your personal values, there are usually opportunities to shape your role (or your perspective) in small, but meaningful ways.

Caprino: What about those who are currently unemployed and it’s urgent for them to find employment—how do they handle the job search process now?

Hufford: My advice for finding a job is the same as it always has been: Take intentional action.

First, you need to define your personal brand and tell your story, framed by your past successes, on your LinkedIn profile. There’s a lot of noise right now, so showcase your strengths and passion with clarity and laser focus, so that you stand out to the right hiring manager.

Then, put on your detective hat, and do your research. Discover what companies are hiring for your skills. Use LinkedIn to learn who is working at these companies and reach out to schedule 15-minute chats with warm contacts to learn more about the work they do and the company they work for. Keep in mind: You are not asking for a job or an interview! You are collecting information to learn if the company and the role are a fit.

Set goals for yourself about how many reach outs you will do each day. If your situation is urgent, then consider this is your full-time job. While you can submit your resume blindly to jobs, this has been proven to be the least effective approach, so I encourage you to focus your energies on connecting with your network.

And be mindful that organizations are operating in business-as-unusual. Yes, they’re working remotely and keeping business-critical operations running. But they’re also adjusting to this abrupt new normal and working hard to put out fires and keep their people, clients, and partners informed. And, like you, they’re also bearing the mental load of this current environment. So recognize that things might move slower than usual, and acknowledge that the people you’re reaching out to likely have less bandwidth right now.

Caprino: How can we build our personal brands and get more noticed, for when the job market does open up?

Hufford: If you are an experienced professional, you already have a personal brand—you just need to articulate it. My Personal Brand Playbook guides you through five simple steps to defining and sharing your unique personal brand. I recommend starting there: You can access the Playbook here (free download) or watch the on-demand workshop.

Once you’ve defined your brand, it’s critical to tell a consistent brand story—from your LinkedIn headline to your profile bio, that’s echoed in your resume, website or portfolio, cover letters, introductory emails, and so on. At every touch point, tell the story of who you are and why you do the work you do with confidence and credibility.

Caprino: How can we best demonstrate our value now to organizations that we’d eventually like to work for?

Hufford: LinkedIn is a powerful tool for learning and building your network.

Focus on developing relationships with people at organizations you’re interested in working for, and once those relationships are established, express your interest in working and ask them to pass along full-time positions or contract roles that open up.

That second piece is important: When teams lack open headcount, they may allocate funds to hire a consultant on a project, so make yourself available to all options—not just traditional full-time employment.

Caprino: Any other powerful tips and strategies for job seekers right now?

Hufford: You have options. In addition to traditional full-time employment positions, many companies have a large community of suppliers who work on project-based contracts. Find out who the agencies, staffing companies, and consultancies are in your city, and contact the recruiters. You can often find work for large companies as a contractor or consultant. It’s a great way to learn more about the company, gain skills and expertise, and build your network. It’s also typically a much quicker hiring cycle—days or weeks as opposed to the months that it can take for a full-time position.

Last but not least, keep a positive attitude and keep moving forward. Gamify the process and try to get through as many “no’s” as you can until you get to a “yes.” I believe there is a great job for each person, and it’s up to each of us to define the work we want to do, showcase the business impact of our work, and keep searching for that hiring manager who says “YOU are the perfect fit for this role.”

This is a season, and we will get through this together.

For more information, visit www.simplicityci.com and connect with Lisa Hufford.

To build a better, more rewarding career today, work with Kathy Caprino in her Career Breakthrough Programs and tune into her weekly Finding Brave podcast.


How Women Leaders Are Rising To The Unique Challenges They’re Facing From The Pandemic

Part of Kathy Caprino’s series “Women, Leadership and Vision”

While the impact of the global pandemic is far-reaching and hitting millions of people throughout the U.S. in different ways, research has shown that women are more likely than men to say their lives have been disrupted because of the coronavirus. And the long-term effects of Covid-19 on women may be more complicated. Unemployment has hit women harder than men, and women in leadership roles are also facing distinct and often acute challenges such as balancing full-time work with full-time caregiving, providing care for their elderly parents, homeschooling, financially supporting their families as breadwinners, and more.

To learn more about how female leaders are feeling the impact of the pandemic and how they are expanding their leadership influence today and beyond, I was excited to catch up this week with Carolyn Childers, CEO of Chief—the private network dedicated to elevating more women to leadership positions, with 2,000 members and 8,000 on the waitlist. Chief members are women that serve in a VP role (or higher) at companies like Amazon, American Express, Google, HBO, and Spotify. A number of my own leadership and executive coaching clients are members of Chief and work with other Chief members, and rave about it.

Childers explored with me a range of unique challenges that women leaders are facing during this time of crisis, and also the opportunities it presents. Here’s what she shares:

Kathy Caprino: From your perspective, in what unique ways are women impacted by coronavirus, as compared to men?

Carolyn Childers: Coronavirus, like many public health crises, hits women particularly hard and often in different ways from men. While early studies have shown that men are at higher risk to die from Covid-19, women are disproportionately affected by its societal implications. Worldwide, women comprise the majority (nearly 70% by some estimates) of frontline healthcare workers; in the US, that figure is nearly 80%.

These nurse practitioners are the front line workers caring for those hospitalized due to Covid-19. Without women in leadership roles, healthcare and policy solutions will not be representative of the workforce tasked with combating the pandemic. And when healthcare and policy solutions are not representative, they fail.

As women are less likely to hold executive roles, they are more likely to be impacted by layoffs. The data already suggests that women are being hit hardest by Covid-19 staff reductions. Women also comprise the world’s majority of informal workers and are more likely to sacrifice their jobs (either voluntarily or by force) should one partner in a couple get sick with the disease.

Caprino: What are the most profound ways in which women leaders’ professional lives are changing as a result of this quarantine?

Childers: Women have always managed a tremendous amount of invisible labor—whether it’s caring for their children, partners, elderly parents, friends, or maintaining the stability of their own household.

While women hold more executive roles now than ever before, the expectation that they should be able to “juggle it all” remains. This expectation was crazy prior to the pandemic, but now it is simply impossible.

For many working parents, caring for their children and households while sustaining employment depends upon external care—or at least school. Women are now expected to be full-time parents, caregivers, homeschool teachers, and housekeepers—all while excelling in their full-time jobs (and, in the case of Chief members, leading their businesses through unprecedented challenge). As a result, their professional lives are more challenging now than ever.

To survive this period, women need support. My Chief cofounder Lindsay Kaplan is an example of someone whose life has changed drastically as a result of stay-at-home orders. Lindsay has a three-month-old and a four-year-old at home. She balances leading Chief with me while managing a full load as a stay-at-home mom.

She is tasked with handling childcare while working to expand Chief as we look towards future cities, Los Angeles among them. Lindsay and I are fortunate to have a relationship where we are honest with each other and have built a team that allows us the flexibility to bypass certain meetings, knowing that our team will provide a detailed update following their call.

Other women leaders are not as fortunate. They may not have a cofounder, team, manager or leader who understands their specific needs. It can be lonely at the top, and those women are now alone in quarantine, away from their teams and support systems. We need to recognize these challenges and step up to help working parents.

Caprino: As a business devoted to supporting women executives, what specific initiatives is Chief pursuing to provide customized support to your members—all of whom are senior leaders?

Childers: Chief was built for this moment—to unite women executives and provide them with the diverse knowledge and support they need to make challenging business decisions. Our mission is resonating more powerfully now than ever as members help one another craft unprecedented business strategies, navigate difficult home situations, and share invaluable resources.

As an organization, our top priority is curating our services to our members’ needs. In just a few weeks, we moved all of our services to virtual, including our premiere peer Core groups. All of our programming is also now virtual, and we are offering more events than ever, including workshops on topics such as wealth management during times of crisis, motivating remote teams, how to lead through immense uncertainty, and private conversations with industry leaders like Ken Chenault, Penny Pritzker, and Eve Rodsky.

In April, our first fully virtual month, the number of women who participated in events was triple what we saw pre-Coronavirus.

We are also amplifying the Chief experience by fast-tracking new services. We launched personal executive coaching so that members can book one-on-one sessions with top-tier, Chief-vetted coaches. We also offered every member one complimentary personal executive coaching session, since everyone needs some extra support right now. We also created our first editorial email, delivering exclusive, reported articles and interviews directly to our members’ inboxes every week.

This content helps connect our community as we’re all physically distanced. Finally, this week we launched the Chief Hiring Board, where members can privately list top candidates and job openings to bolster their teams and explore new opportunities amidst this challenging professional landscape.

Caprino: In your view, what makes women uniquely qualified to lead at large, but especially during this crisis?

Childers: There is a single trait underscoring women’s unique qualification to lead: empathy. Defined as the ability to understand or share another person’s feelings, empathy is exactly why representation in leadership matters—especially in times of crisis. When employees feel supported and are seen by their leaders, they’re twice as likely to be productive and satisfied by their jobs.

From childhood on, women are socialized to be more empathetic than men. To succeed, we need to overcome challenges that are both different and difficult. Once we secure leadership positions, it’s impossible to forget our scars, or the women whose support enabled our rise to such leadership. We lead for them because in many ways, we are them. Our empathy empowers our teams to do more, stay committed and focused.

When leaders understand the difficulty of working from home while self-isolating with children, they can craft policies that support working parents. When they understand firsthand how families can rely on a single person, they don’t question colleagues who need to sign off early for “family matters.” And, when they’ve experienced the immense anxiety that comes along with pregnancy before a pandemic, they’ll remember to regularly check in on their colleague who’s in her third trimester.

Empathy is the antonym of ego, and without it, decisions cannot be made for the greater good. In this highly uncertain time, empathy is one of the few things leaders have control over. When we feel for others we welcome diverse perspectives, our blinders are removed, and we are able to make informed decisions rather than operating in silos. Empathy is emotional intelligence and awareness, and women have those in spades.

Caprino: As a business, Chief is anchored in gathering in-person as a community. How is your community evolving and strengthening despite becoming fully virtual/remote?

Childers: We have always said that we are a community that happens to have a space, not a space that a community is built around. This is so evident right now. The Chief community is truly stronger than ever. Whether they’re crowdsourcing advice via our messaging platform, gathering at virtual Chief events, or calling one for private conversations, Chief members are connecting on a deeply personal and strategic level.

Having access to the nation’s largest and most diverse network of C-suite women is valuable when your business is doing well, but it’s a complete game-changer when you’re facing a global pandemic. There is no coronavirus playbook, but at Chief, members are helping one another write the future real-time.

Each member is contributing her individual expertise—be it financial, organizational, operational, strategic, legal, or relational—and together, the Chief network is ensuring that no leader feels alone, or without a plan.

Whether gathering for a late-night venting session or navigating exceptionally difficult reductions in force, our members are there for each other now more than ever. We could not be more proud to facilitate these relationships. While we thrived when we had a space, this experience proves that our community doesn’t need to be together physically to make an impact.

Overall, this is a powerful time for women in leadership to make lasting change from the top down. Women in leadership have the opportunity to change policies that once ignored the challenges women at all levels faced.

For more information, visit chief.com.

To build more expansive leadership in your career, work with Kathy Caprino in her Career Breakthrough programs and read her new book The Most Powerful You: 7 Bravery-Boosting Paths to Career Bliss.


How To Reduce Damaging Conflict In Your Life, Work And Relationships

Part of the series “Accessing the Most Powerful You”

As we all know, some degree of conflict in our work and personal relationships is unavoidable. Human beings are organisms with very different values, upbringings beliefs, mindsets and approaches to achieving their goals. And living and working together inevitably generates disagreements in how we see life and the challenges in front of us, and the ways we wish to achieve our goals and visions. But some people seem to have a special ability to manage conflict in ways that create avenues for collaboration and success, while others do the opposite—they escalate and exacerbate conflict so it becomes more destructive and demoralizing.

To learn more about this important topic, I was excited to catch up with Dr. Jennifer Goldman-Wetzler, an expert in helping teams and organizations experience conflict resolution and freedom. Goldman-Wetzler is founder and CEO of Alignment Strategies Group, the premier New York-based consulting firm that counsels CEOs and their executive teams on how to optimize organizational health and growth.

Author of the new book Optimal Outcomes: Free Yourself from Conflict at Work, at Home, and in Life, Goldman-Wetzler is a keynote speaker at Fortune 500 companies, public institutions and innovative, fast-growing startups, where she inspires audiences of all kinds, including those at Google, Harvard and TEDx, and in her popular course at Columbia University.

A former counter-terrorism research fellow with the U.S. Department of Homeland Security, she is a graduate of Tufts University and holds a Ph.D. in Social-Organizational Psychology from Columbia University. In her book, Goldman-Wetzler shares that, in order to free ourselves from recurring conflict, we have to break the pattern of the conflict loop by doing something different from what we’ve been doing in the past.

Here’s what she shares:

Kathy Caprino: What’s the number one mistake people make when faced with a conflict?

Jennifer Goldman-Wetzler: The number one mistake people make when faced with conflict is dealing with a situation the same way we have before, yet expecting a different result. In my work and book, I identify four common conflict habits that get us into trouble: blaming others, blaming ourselves, avoiding others, and relentlessly trying to collaborate even when others refuse to cooperate. We engage in these habits with the best of intentions. We goodnaturedly want to learn from our experiences, or stay focused on what really matters, or achieve “win-win” solutions. But when we habitually rely on these strategies regardless of whether they’re appropriate for the particular situations we face, they become overused and of limited use over time.

Rather than dealing with conflict based on habitual reflexes, the Optimal Outcomes practices help us notice how we’ve been operating, and learn how to take different actions to achieve the results we seek.

Caprino: What drew you to work that specializes in conflict?

Goldman-Wetzler: I was drawn to a career specializing in conflict from a very young age, way before I even knew it was possible to formally work in this area.

My father’s parents escaped Nazi Europe, tragically leaving behind family they’d never see again. This came with the emotional and psychological baggage you’d expect: lifelong fear and grief. Like many immigrants of their generation, my grandparents never had access to professional counselors or therapists to help them process their emotions. Instead, their pain sometimes came out in unhelpful ways; in my grandfather’s case, in bursts of anger and rage.

On the other side of my family, my maternal grandmother was the quintessential “conflict whisperer.” Every Sunday, my grandmother, parents, brother and I would drive from our apartment in the Bronx to the Connecticut suburbs to visit my aunt and uncle. When screaming and yelling inevitably broke out in the car, my grandmother would stop the bickering. She’d simply whisper “Sha, sha, sha,” and then she’d tell us a simple story. Everyone would quiet down. Her very presence and the sound of her voice were enough to soothe our nerves.

Learning to deal with my grandfather’s rage, and through my grandmother’s example, I naturally became the “conflict whisperer” of my family, too. I eventually made it a formal career path.

Caprino: Why do so many people get stuck in what you call a “conflict loop?”

Goldman-Wetzler: Half a century of research has shown that conflict is naturally cyclical. Conflict begets conflict. It’s the nature of the beast.

We get stuck in conflict loops when our conflict habits interact with other people’s conflict habits, forming a pattern of interaction that becomes very hard to break. The conflict loop is self-reinforcing. Unless we introduce something different—what I call “pattern-breaking action”—the loop will continue to go around and around.

But we can identify and revise the conflict habits—our own, and others’—that create a pattern. Using these specific practices helps us think about situations from a different point of view, and take new actions to create breaks in the pattern so we can ultimately free ourselves from the loop entirely.

Caprino: You place a priority on conflict freedom over conflict resolution. Would you clarify the difference?

Goldman-Wetzler: Conflict resolution says that conflicts can be resolved by meeting our own and others’ interests in ways that allow all parties to win. But some conflicts are what I call “resolution-resistant.” No matter how many times we or others try to resolve these conflicts, even using “win-win” principled negotiation methodologies that have been successfully used in complex cases over the past 40 years, the conflict remains.

Conflict freedom is helpful in those cases where conflict resolution doesn’t work. Conflict freedom helps us stop trying to resolve something that has shown itself to be unresolvable. Instead, it shows us how to free ourselves from the mindsets, emotions and behaviors that have gotten us stuck. It helps us achieve optimal outcomes—those that take into account our imagined best-case scenario and the reality of the constraints we face. Optimal outcomes are often different from what we thought we wanted, but more satisfying than we ever imagined possible.

Caprino: What’s wrong with always striving for “win-win” solutions?

Goldman-Wetzler: Striving for “win-win” solutions is often a great thing to do. The problem happens when we always strive for them, regardless of whether our efforts are getting us the results we desire. Seeking to achieve “win-win” solutions when we’re dealing with people who refuse to cooperate, or who are simply not interested in doing so, can be a waste of time, energy, money and resources that could be better spent elsewhere. Brainstorming option after option with others who are not interested in them doesn’t resolve conflict. It just keeps us stuck, unable to move forward.

Caprino: Where and how can anyone struggling with recurring conflict begin to identify the unconscious habits that create destructive conflict patterns?

Goldman-Wetzler: To identify your conflict habits, you don’t need to do anything at all. You only need to stop and observe. It can help to take a pause; in other words, a moment to notice whatever is happening inside yourself and in the world around you.

I’ve identified two types of pauses: a proactive pause and a reactive pause. A proactive pause is when you plan to take a few minutes out of your day to stop and reflect, in this case, on your conflict habits. For example, a proactive pause might involve sitting quietly and asking yourself whether you’ve been blaming or avoiding others, blaming yourself, or seeking to collaborate with others.

A reactive pause is when you take a moment to notice what’s happening while it’s happening. You might catch yourself yelling at your kids, stewing in negative self-talk, or making yet another collaborative overture even though others are not responding in kind. It might feel as though you’re watching yourself in slow-motion on a movie screen, or looking down on yourself from above. This may feel good, or it may feel frustrating, as you watch yourself use your habit and get stuck in conflict. But the good news is that observing how you get stuck is the first step to becoming free.

It is helpful to identify your own and others’ conflict habits, and how those form patterns of interaction that keep you stuck. I’ve developed a free assessment you can take online to identify your primary conflict habit.

Caprino: Why isn’t simply walking away from a conflict, or ending a relationship, necessarily the best way to break free from recurring conflict?

Goldman-Wetzler: Sometimes walking away is the way to break free from conflict. Especially for those of us who are habitually collaborative, walking away can help us break free from a tough situation—because it represents doing something different than we’ve done before. It breaks the conflict pattern.

But much more often, the costs of walking away are so high that it seems nearly impossible to do so. For example, imagine the costs of never talking to your mother again, or of disowning your child. Or the costs of firing your best friend. You’re not going to be free from conflict if you’re living with regret, guilt, sadness or pain.

Walking away won’t help if we realize (either consciously or not) that the costs of walking away will cause yet another set of challenges, or we intuitively know that if we don’t develop the courage to deal with this situation now, it will only show up again in another relationship down the line.

Dealing directly with a conflict situation—rather than walking away—often takes a great dose of courage. It takes a willingness to be uncomfortable trying new ways of viewing things and new ways of operating. But when we do, the outcome can be better than we ever anticipated.

For more information, visit Optimal Outcomes.

To build a more conflict-free and rewarding career, join Kathy Caprino in a Career Breakthrough program and join her Amazing Career Project online course. 


If You’re Engaging In Any Of These Actions, You Shouldn’t Be A Manager

Part of the series “Supporting Today’s Workforce”

Virtually every single week of the year, I hear from at least one professional from around the globe who needs guidance about one deeply challenging problem at work, and that is a toxic or disrespectful boss who is in some obvious and irrefutable way treating their staff in demeaning and demoralizing ways.

The tales of cruel and unacceptable forms of managerial behavior and communication are endless, and it’s a wonder why these managers are allowed to stay in their jobs or aren’t fired on the spot.

Why aren’t these individuals removed or given remedial training? Often it’s because many of these managers are high producers and the organization doesn’t want to address the problem for fear they’ll leave. Another reason is that the organization doesn’t care enough to do something proactive about the issue, or they don’t have their finger on the pulse of the true feelings and levels of engagement of their workforce to understand the situation needs addressing. And in many cases, the organization and its leaders and HR managers simply don’t know what to do to change it. In short, thousands of organizations simply haven’t a clue as to how to ensure employees are being treated with respect and fairness, or as highly valued contributors.

Several years ago, I wrote a post on LinkedIn titled 6 Toxic Behaviors That Push People Away: How To Recognize Them In Yourself and Change Them. To my surprise, it quickly went viral (3+ million views) and thousands of people commented privately and publicly, sharing that they finally recognized the toxicity of their own behavior and were ready to address it. To me, that was very inspiring—that people of all walks of life and at all levels of organization hierarchies were able to muster the courage to finally see how they were negatively impacting those around them , and decided it was time to change.

If more managers engaged in this exercise, the working world would transform overnight. And levels of engagement in the workforce would dramatically rise. Research has revealed that one potent reason people quit their jobs is feeling disrespected—believing that the boss or the organization doesn’t care about them at all.

Based on research I’ve read, and the information I’ve gathered working with thousands of professionals about what makes them want to leave their jobs (and what contributes to the real health and emotional risks of working under a toxic boss and how toxicity spills over into other areas of our lives), below are the 6 management behaviors that need to stop.

If you’re engaged in any of these in your approach as a manager, it’s time to take stock and make significant change before more damage is done.

The six damaging managerial behaviors to address are:

Demeaning and ridiculing your employees publicly or privately

If you put your employees down and ridicule them in any way for their behavior, ideas, communication or other traits—even if you think you’re just being “funny”— you’re not managing people, you’re hurting them. Get some help to transform your communication style from cutting and hurtful, to helpful and encouraging.

Suppressing or not allowing questions to be asked that employees need to, to do their jobs

When people are working on projects, presentations, program execution, administration, etc., all sorts of questions come up, especially for those who are new and just learning the ropes. Employees’ questions need to be addressed as fully and openly as possible. If you suppress questions, refuse to answer them, or make your employees feel humiliated for posing a question, you need to revise your thinking about what it signifies when someone asks a question. It’s not necessarily ignorance or laziness when people offer a query or inquiry. If there are questions you feel shouldn’t need to be be asked, give some guidance and context about why, and fill in any gaps in their understanding so they can do their jobs effectively.

Making employees feel “stupid,” inadequate, or inferior when they struggle or don’t meet expectations

If you’ve ever read a psychology book, you know that when people are shamed, they go underground with their thoughts and feelings. It sucks the energy, confidence and enthusiasm out of them, as they feel the need to preserve their ego and avoid getting hurt in the future. Shaming someone and trying to make them feel stupid or inferior when they’re struggling will get you absolutely nowhere. Or more accurately, it will make you lose the best work and contributions your employees have to give because they’ll experience you as someone who is not safe or trustworthy.

Refusing to make regular time to meet with your employees and give them the constructive guidance, training and feedback they need

Part of the job of any good manager is meeting with your staff and offering constructive feedback, training and information to support their growth. If you say you’re too busy to have regular meetings with your staff members, or don’t understand the value of continuous feedback and support, you are crippling your employees and preventing them from reaching their highest potential. Share your institutional knowledge with them and be the mentor and sponsor they need to have, to thrive.

Blaming your employees for under-performance when you’re actually responsible

Managers who blame their employees for less-than-stellar performance, and managers who won’t take accountability for what happens in their groups, are weak and destructive. Don’t blame the people beneath you for what isn’t going well. Step up and take responsibility. You’re in charge and blame will only push people farther away.

Not eliciting regular feedback from your employees and asking them for (and listening to) their candid feedback on how you’re doing as a manager, and what could be improved

Finally, managing isn’t a one-way street. You’re only as good in your managerial role as how the people who report to you perceive you to be. If you are siloed off and not asking for feedback on your management approach, you’re simply not getting the full picture you need to become the successful, growth-oriented manager you need to be. Regularly ask for feedback about your approach and how you can improve it to help your employees do their best work.

* * * * *

It’s not difficult to become a more inspiring and empowering manager, but when you do, the positive results are dramatic. It involves growing in your compassion, understanding, patience, communication skill, and openness to feedback. And it requires more self-awareness and emotional intelligence than many of us currently possess or have ever focused on developing.

But more than all those traits combined, it requires the bravery to admit that you are not perfect in your role as a manager, and the strength to elicit feedback from others about how you can grow. If you don’t actively evolve beyond these behaviors above, your own potential for success and that of others will be greatly diminished because of it.

To get out from under a damaging boss, join Kathy Caprino in her Career Breakthrough coaching program and take her Amazing Career Project online course.