I like Simon, one of three judges on American Idol. I find his feedback refreshingly honest. While his words startle me with their ego wounding potential, the traditional feel-good, let-you-down-easy, sugar-coated feedback is not much of a gift. It's hard to tell someone they're not good enough and their dreams are not going to happen, at least in this venue. But not telling them is no gift either. Some contestants rise to the challenges he throws at them. Some don't. And, some can't.
The people who influenced me most in my career were those who gave me the hardest critiques. Stricken with a bruised-ego for days, or on occasion for months, inevitably their feedback helped me make the right life choices to improve, change direction, or stay the course with intensity.
In fact, the boss who was the hardest on me is the one I thank the most. Good was not good enough if I was capable of better, and she was quick to point out when that was. No sugar coating from her. And the funny thing? When I was honest with myself, I knew she was right.
Too many people I've run across in my twenty years in management have American Idol Syndrome. Like Idol contestants auditioning with little or no singing ability, these people believe they are good at what they do. They can't understand why they don't get the promotion, the outstanding review, or the highest increases. They view themselves as varsity team material, but they play with junior varsity skills.
When I was a freshman, I got a D in biology. Stanford graded on a bell-curve, so a score that might traditionally put me in a low B category, was near the bottom of the class. Accustomed to A's, first quarter grades woke me up. At first, I rationalized a D at Stanford was an A or a B at most schools. But, reality prevailed. I wasn't at another school. If I was going to compete where I was, I had to use more than high school skills.
People who are winning at working don't rationalize their shortcomings or their failures. They learn from them. Sometimes that involves critical self-assessment, putting their ego aside, and giving themselves Simonesque feedback. Sometimes it involves changing directions or increasing their skill set. But it always involves answering the hard questions.
Being honest with yourself is one key to winning at working. We all have talents and abilities, but they're not always in the areas we're pursuing at work. Are you applying yourself? Are you as good as you could be to get the raise, the promotion, or the more interesting work? Are you even in the right field?
Self-reflective Simonesque answers give you choices: you can stay the course; find a playing field at your skill level; improve your skills to compete where you are; or change directions. If you want to be winning at working, avoid American Idol Syndrome by opting to welcome feedback, critique and input (yours and others) so you can find your best direction, performance and results.
(c) 2007 Nan S. Russell. All rights reserved.
Receive a copy of 21 Winning Career Tips (a free download) at http://www.winningcareertips.com. Nan Russell has spent over twenty years in management, most recently with QVC as a Vice President. She has held leadership positions in Human Resource Development, Communication, Marketing and line Management. Nan has a B.A. from Stanford University and M.A. from the University of Michigan. Currently finishing her new book, Hitting Your Stride: Your Work, Your Way(Capital Books, January 2008), Nan is an columnist, author, coach and speaker. Visit http://www.nanrussell.com
