4 clues on how to leave your job in style

Leaving in style is the best way to start your next job

Leaving in style is the best way to start your next job

“I hereby inform you that I will be resigning my position at…”. An employee is leaving the company. A few decades ago this would be brutal, like a wrecked marriage.

Today, however, few employments are for life. Instead, employers and employees are partners, helping each other to reach the next level. At certain point, it is only natural that you would want to grab that next opportunity.

In 2014, quitting your job is a natural part of how business works.

Don’t get me wrong: I’m not happy to see that our ways are parting. It’s sad, but I’m also proud that your years at our company has left you with the skills and know-how that qualified you for your next mission.

I know you will go on to make other companies great or even start your own some day. Nothing will make me prouder than seeing Iterate alumni as industry leaders in the future.

In the meantime, remember that it’s important to leave with style. Think of the notice period, whether it is two weeks or three months, as your final show.

Here’s how you do it:

Put in an extra effort. Nobody will be surprised if you find it a little harder to keep motivated. If, on the other hand, you use this time to go the extra mile, you will surprise and impress. Is there a better way to be remembered?

Say “we” – and mean “us”. Don’t say “you guys” when you talk about our company. There will be no doubt that your mind has already moved to your next job. Instead, talk about “us”. We will consider you a part of the team until your final day.

Be super social. Take part in everything that happens. Instead of going into hiding, double down on the social side. Friday beers and office parties, you are there, showing us that you really don’t look forwards to leaving this nice crowd. We want you to be there!

Stay in touch. If you hadn’t before, add everyone as connections on LinkedIn and maybe friends on Facebook. Ask for private email addresses, and remember to send a farewell email with your new contact information. As you quit, good colleagues turn into friends and business connections. We should be an important part of your network.

Follow this advice, and you will be remembered as a great employee. Professional, social and loyal to the last. I know our paths will cross again – until then I wish you the best of luck.

Flow: The idiosyncrasy of awesome engineers

“Earth to Anders! It’s the daily stand-up!”

It felt like being a boy again, hearing my mother calling me in for dinner when it finally was my turn to be Darth Vader.

I didn’t want to attend that meeting. Agile was great, but I wanted to code. To learn my tools. To be an awesome engineer.

Two weeks into my first iterative project, I was in conflict with myself.

It came unexpectedly; not only was this an agile project – I finally had the chance to code Enterprise Java using this innovative IDE with refactoring tools and other sophisticated code manipulation features called Eclipse. The project of my dreams, in other words.

(You guessed right, it’s some 10 years ago.)

My team and I had also read books about agile methodology, and we just loved throwing away late testing, early specifications and other anachronisms of the checkered past of software engineering. Our focus was on feedback: We had daily stand-ups, long retrospectives and pair programming.

But there was a snag:

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Raske resultater

I forrige artikkel så vi på hvordan organisasjonsstrukturer påvirket hvilke beslutninger og tiltak hos treningskjedene Generasjon X og Generation Y. Med utgangspunkt i den samme utfordringen gjorde de ulike prioriteringer. Samtidig virket alt logisk og fornuftige utifra situasjonen og forventningene.

Har du ikke fått med deg starten, kan du gå tilbake ditt umiddelbart: Kundedrevet virksomhetsstyring. Er det ikke det vi alltid har gjort?

 

I denne tredje artikkelen vil vi se nærmere på hvilken effekt beslutningene får på kort sikt.

Ingen effekt, kun ledetråder

Det har blitt jul og vi møter ledergruppen i Generation Y 3. juledag. Konsernsjefen har kalt inn til et krisemøte…

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Er det kun Salg og Marked som skal tenke på kundene? Og hvorfor vil de det?

Her er del 2 av tankeeksperimentet som omhandler selskapene Generasjon X og Generation Y.

Del én:   Kundedrevet virksomhetsstyring? Er det ikke det vi alltid har gjort?

Hvorfor

I denne artikkelen ønsker forfatteren å debattere hvorfor bedrifter ender opp med å la interne problemer/behov styre handlinger og beslutninger, fremfor å være kundedrevet, som de fleste sier at de ønsker å være.

I første ledermøtet med treningskjeden Generasjon X, er vi vitne til at temaer for møtet handler om interne anliggende:

  • gjennomgang av IT-sikkerhet
  • budsjettprosessen
  • nytt IT-system for kundeoppfølging (CRM) 

Generation Y har en annen tilnærming hvor de organiserer seg ift sine primærmålgrupper, selvom de sliter med de samme utfordringene. Diskusjoner starter utenifra og innover.

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Stop believing in me, please

Some 15 years ago I told everyone around me I had quit smoking yesterday.

The response was overwhelmingly supportive and enthusiastic. “Great for you!”, “You can do this!” and so on.

Utterly discouraging.

A few, thank god, were skeptical. “I’ve heard that before,” they would say as I chewed away on my carrot sticks. “You can’t even get up for math lectures. You have no discipline. I bet you’re back on those cigarettes faster than we empty free beer.”

Presto. I haven’t smoked since.

What motivational drivers are better at work? People who believe in us and are supportive, or people who think we’re wrong?

I’ve realized I prefer being driven by people who think I’m wrong. (Provided they give me the opportunity to prove I’m right.) It’s inherently motivating, it helped me quit smoking, but there are some more important benefits as well:

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- Kundedrevet virksomhetsstyring? Er det ikke det vi alltid har gjort?

Inspirert av tanker fra Lean filosofi og tanker fra Beyond Budgeting.

 

Et tankeeksperiment

Denne artikkelserien ønsker å utfordre noen etablerte sannheter knyttet til hvordan de fleste virksomheter styres, bl a rundt effekten av den årlige budsjettprosessen. Det interessante er at de fleste ledere vi snakker med, selv ikke liker denne budsjettprosessen, fordi konkurransen og markedet endrer seg så raskt at det er umulig å vite hva behovet er 3-6 måneder frem i tid. Hvorfor fortsetter vi da på denne måten?

Hva om ALT vi gjorde i vår bedrift var tuftet på å forstå og løse kundens problem/behov? Og alle saker som ble diskutert i ledermøtene hadde direkte utspring i et konkrete mål om å forbedre kundeopplevelsen – eller kundereisen.

Er det ikke det vi alltid har gjort, tenker du. Kanskje. Bli med og observér et ledermøte hvor virkelig alle beslutninger er utledet fra kundens behov. På slutten av denne artikkelen kan du lese utdrag fra et annet ledergruppemøte, hvor det er andre prioriteringer som driver beslutningene.

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