This course was created by Pete Mockaitis of How to Be Awesome at Your Job. We are pleased to offer this training in our library.
Skill Level Beginner
- [Interviewer] So I'm excited to talk about your book in which you've sort of laid out a lot of your career lessons learned over time, and so tell us, what is your book "The Right and Wrong Stuff" all about? - [Carter] You know, in a nutshell, the book answers two questions, what about you could hurt you? What about you could actually impede your career progress? And then secondly, what do high performers, hot shots that don't derail, what can be learned from looking at them? But the genesis of the book was that as a professor at Northwestern's Kellogg School of Management, I'll talk to these very smart people and they'll be looking at this, you know, should I take this offer from this great consulting firm or should I go to this startup? And I'll say well those are two very different opportunities and then I'll ask some typical questions like where do your passions lie? What quickens your heart? When you're really absorbed in something and the time flies, what are you doing? And then I'll ask them, where do you want to be in three to five years? And what are you good at? What are you really skilled at? Where do you raise your hand and always say I got this because you have a natural talent there? And they'll answer these very fluidly. But then I'll ask them what about you could hurt you? And I'll get huh? What? I'll say, what could impede your career progress if not watched carefully? Where are you vulnerable? And invariably, I would get these very sketchy or no answers. So I started thinking the whole strengths finder, now discover your strengths and focus on your strengths, it's great. But what I tried to write weakness finders. The flip side of a strength is some area of vulnerability that we have to be aware of. Matter of fact, 98% of people, and this is a lot of research, have an overused strength that actually hurts their career. So you could be so analytical that you suffer from analysis paralysis or are overly skeptical and drive people crazy. Or you could be this great team player who actually has difficulty making the hard call, being decisive. So there are these themes of strengths hurting us and derailment propensities that we have being unaware of their potency, so I started doing research in it, once I would not receive these great answers from students. And it became more and more interesting to me, because I realize that companies aren't using any assessment, or very few companies are using derailment assessment tools. They're using, you know, tools that might help employees identify their competencies, but are they actually using tools that help them identify their weaknesses? And so I came to this realization that the conversations aren't being had inside companies that help people develop, based on understanding where they need to improve or what areas they have to do less of, that could be hurting them. So that ended up making me feel that even though I teach and I do venture capital for a living, I decided to try to carve out the time to do the research and write this book, because I just thought it was a conversation that we have to service.