{"objectType":14,"id":2011,"valid":true}
2017
    Christopher Ruel
Christopher Ruel
Community and Social Marketing, Wiley

Trish Bartley is a specialist in Mindfulness-Based Cognitive Therapy since the early days of its development in the UK. Trish started teaching the therapy to people with cancer in 2001. Over the years of this work, she developed and adapted an 8 week MBCT program for people with cancer. Listen below to hear her interview with Women’s Hour on BBC Radio 4.

 

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Trish is the author of Mindfulness-Based Cognitive Therapy for Cancer : Gently Turning Towards, which includes a foreword by John Teasdale, a key mentor in MBCT work. Her latest book, Mindfulness: A Kindly Approach to Being with Cancer is written for people with cancer and is now available from Wiley.

 

"If we think small, the result is small. If we think vast, the result is vast. It all depends on our intention.” -Trish Bartley

 

Learn more about Trish and her work at http://www.trishbartley.co.uk

 

    Annie Sullivan
Annie Sullivan
Content Marketing, Wiley

Rejection Hurts

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Whether you’re the CEO of a Fortune 500 company or just getting your foot in the door as an unpaid intern, odds are you’ve been rejected at least once in your life. Maybe your last journal article didn’t make the cut. Maybe they gave that promotion to Mark in sales instead of you. Or maybe yours is among the roughly 250 resumes received for each corporate opening, and you never even got an interview. Whatever the situation is, rejection hurts.

 

Authors Get the Brunt of It

I’m an author. Some people might say writers make a career out of getting rejected. First, you get rejected by literary agents (over 100 of them if you’re me). These are usually form letter rejections that you know hundreds of other authors are getting. They start with something like, “Thanks for sending your manuscript to me. Unfortunately…” It’s the “unfortunately” that always gets you. It’s where your eyes glaze over, and you know you can stop reading.

 

Rejection doesn’t just stop there for writers. If you’re one of the lucky ones who actually gets an agent, you then get rejected by editors at publishing houses. These rejections hurt even more because you were just one step away—one person away—from having a book deal.

 

So you might think that published authors have it made. But no, they also face continual rejection. They get negative reviews posted and shoved in their faces on social media all the time. Of course, authors are not supposed to respond. They simply have to grin and bear it.

 

Handling Rejection, Author-Style

So how can you learn to handle rejection like an author does? Below are a few tips I’ve learned over the course of my journey:

  1. First, when rejection strikes, find what makes you happy. A chocolate bar. A warm bath. A nice long run. Do whatever it takes to take the edge off your disappointment and get the dopamine flowing again.
  2. Next, don’t dwell on the rejection. You may never know why you were rejected. I once got rejected twice in the same week—once because my novel “was too dark” and then because that same novel “wasn’t dark enough.” You can’t make everyone happy. The more time you spend second guessing yourself, the more you’ll spiral into despair and the less energy you’ll have to improve your chances next time.
  3. Remember to keep creating and learning. Every author knows the only way to deal with the waiting period when you’re anticipating hearing from agents and editors is to write something new. So your article didn’t work. So you didn’t get a raise. Start working on the next article, or talk to your manager about what steps you can take to advance your career. Look into classes or certifications—whatever will put you first in line next time there’s an open position or new opportunity.

 

Rejected, Rejected, Rejected—Accepted!

For most authors, it’s not their first manuscript that gets them an agent. I know an author who submitted ten manuscripts before snagging an agent. If she’d given up after her first or second try, her stories never would’ve been shared with the world. And me? It took me two manuscripts to sign with my literary agent—not to mention that she was one of the agents who rejected my first novel.

 

Remember Churchill’s Words: “Never Give Up”

In the end, it’s all about what those rejections teach you and how you respond to them. You can’t give up. You have to come back better, stronger, and more prepared. When you do, you’ll be setting yourself on the path to success. And maybe in a short while it will be your turn—your article will be the one selected, you’ll get that coveted promotion, or it will be your name on the cover of a book the next time you walk into a bookstore.

 

Your Turn

What are some of the lessons you learned from not making the cut? Leave your comments in the section below because chances are your experience dealing with rejection may help someone else struggling right now.

 

Image Credit: nyul/iStockphoto

 

    Ian Myatt
Ian Myatt
Director of Educational Enterprise, University of Birmingham

11377.jpgThe role of education in achieving professional success has emerged as a major theme in recent years, especially when considering the increased costs of tuition fees, the price of relocating, and cuts to university budgets. When scruitinized alongside apprenticeships and company training programs, questions often arise surrounding the positive return on investment from furthering your education at a postgraduate level.

 

In recognition of Early Careers Week, we’ve been looking at how gaining a 100% online masters degree can accelerate the early stages of your career:

 

1. You can apply new skills in the workplace immediately

There are several benefits to studying online– the most obvious being that you don’t need to leave your existing job to return to campus. 100% online degrees are designed to fit around your personal and professional commitments, so that you can continue to climb the career ladder and apply your learning in real-time.

 

Therefore, the skills and knowledge you gain from your studies will help to enhance your overall career performance (impressing current colleagues as well as prospective employers). It is an opportunity to kick-start your career and take it further.

 

2. You learn a range of additional, highly valued skills

An online degree will also help fine tune soft skills such as problem solving and global communication techniques byproviding the opportunity to build relationships (both personally and professionally) with peers outside your workplace and help you gain an international perspective on shared concerns.

 

The Guardian conducted a statistical analysis of job listings and found that skills in organization, communication and motivation were valued most highly by employers (2013). These are just some of the skills (alongside mastering effective research methods and having the ability to quickly adapt in the workplace), that you’d be able to demonstrate by studying online.

 

3. You can boost your salary and climb the career ladder

Latest graduate market statistics have hightlighted that, on average, postgraduates earn £7,500 (GBP) more than graduates (2016). This can be linked directly to the percentage of postgraduates in skilled employment (78%) compared with graduates (66%). If you study online, you’re more likely to accelerate this process by not placing your career on hold while you complete your education.

 

If you’re looking to enhance the early stages of your career and want to learn more about an online postgraduate degree, visit the University of Birmingham’s Content Hub for more information.

 

Image Credit: University of Birmingham

 

    Ashley Zurcher
Ashley Zurcher
Associate Director, Content Marketing, Wiley

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Capable and Reliable

You know those people that roll up their sleeves, dig in, and get to work? That’s me. A former manager often referred to me as “Martha” in that I wasn’t “Mary,” the one who spent time at Jesus’ feet. In the Biblical story, Martha was so concerned about her to-do list that she missed out on spending time learning from her guest. I would have been the person behind the scenes making sure that the moment, day, life was going smoothly while everyone else was enjoying the actual moment. Capability and reliability, those are my currency, and I can’t help but notice that “ability” is in both words, too.

 

Early Success Via To-Do Lists

Early in my career, I found that being capable and reliable translated to success and additional responsibilities. Every new opportunity came with a different to-do list full of items that could be efficiently and effectively tackled and completed (by crossing it off with a brightly colored Sharpie for added excitement and creativity).

 

New Team, New Opportunities

Fast forward a few years, and an opportunity to create and lead a new team emerged. No team members, no technology, no workflows. What I did have was a supportive manager, colleagues waiting for us to work with them, and instructions to “go make something great.” Not one to shy away from a challenge, I jumped in full force. I tackled the life size to-do list, checking off items one by one, added some fantastic team members along the way, and in what felt like an instant, I became the leader of a team, people, and projects.

 

Is There A Check-Box for Leadership?

Like any team leader, my to-do list didn’t go away. Rather, it grew, multiplied, and took on a life of its own, and for someone who historically was rooted in “ability” words, leadership was at odds with my own personal daily agenda to get everything accomplished on my list. Getting things done was more comfortable and familiar than focusing on the fluid needs of team members. Leadership wasn’t something that could be checked off, even with the best Sharpies.

 

Soon, I found myself fearing I was losing my edge and that I wasn’t cut out to effectively lead a team. I remember having an end of the day conversation with my new manager after an average day full of meetings where my to-do list had grown all while having to continuously turn my attention to team members’ individual and collective needs. I voiced my internal conflict of accomplishing versus serving and asked for help prioritizing. Instead of a more prioritized to-do list, I received one of the best bits of advice in my career.

 

The Perils of the To-Do List

“Ashley, your team’s to-do list is your to-do list. The lists aren’t separate. At the end of the day, if you get your list done but your team is waiting for answers, direction, clarity, advocacy from you – for you to lead them – you’ve failed.”

 

Good stuff, right?

 

Lessons Learned

I’d love to say that those magic words changed everything in a moment. Instead, little by little, my focus and priorities shifted, and I went from being the capable one to leading capable ones and quickly learned that our team’s collective abilities outnumber mine every time.  I learned the power of enabling others to act while trusting that they are equally as invested in the work we do together. My priorities and lists started to reflect what needed to be focused on to move our team ahead rather than a series of items to be checked off. The benchmark of success shifted from what I had accomplished to what we accomplished together. Ultimately, I learned that my first responsibility and priority is leading and serving and that together we are a force far greater than my own individual efforts.

 

Leadership will always be a work in progress, and I remain early in that process with years of learning and growing in store. To say that I don’t have it all figured out is an understatement. Still, there are days when I stop and watch team members lead and serve and am reminded how grateful I am to have been given those words of advice. As a learning leader, it is those that walk alongside me every day that teach and inspire me, far more often than the reverse. They hold me accountable, are gracious with me in the learning, celebrate the wins, fill my Sharpie collection, and ultimately make me a better team member.

 

What About You?

As Wiley Exchanges celebrates Early Careers week, we’d love to hear from you about the journey you took from the first days on the job until now. Share your thoughts in the comments below, and best of luck as you begin your own career.

 

Image Credit: Baona / Getty Images

 

    Ram Charan
Ram Charan
Bestselling Author and Business Advisor

GettyImages-536723201-team meeting with laptop.jpgYou’ll know when it’s time to make a leap. Your learning curve will flatten. You’ll crave new challenges. You’ll be bored and anxious to make a greater impact. At the same time, you’ll be doing your job in less time yet getting great feedback. The key here is hunger for a new challenge, while excelling in what you’re already doing. Trying to jump the wire without succeeding in your current job first is nothing more than blind ambition.

 

Demonstrating Readiness

If you’re on a high-potential leader (“hipo”) list or have the kind of boss who stretches you, the next opportunity may come to you. More often, you will have to find ways to extend your runway by advocating for jobs or tasks that will challenge you. Seek them out and demonstrate your readiness in meetings where your bosses, peers, and subordinates will see how you think and lead. If you conduct yourself well, other people may put in a good word to support you or talk about you in positive ways. In those situations, humility matters. Demonstrate your best qualities and let people infer what else you can do.

 

You don’t necessarily have to take on an entirely new job or a job at a much higher level. Positions at similar levels but in a different part of the business can be huge learning opportunities. Employers who know that you fully understand the product and the industry may be more inclined to move you from finance to marketing, for example, or from Latin America to Asia.

 

If a lot of your work is project-based, then your best growth may be on an ad hoc team that arises around a new initiative or to resolve a key challenge. These opportunities often involve cross-business issues that don’t fall in anyone’s current domain. Fight for them because they will give you a chance to exercise your skills in integrating diverse perspectives.

 

A New Perspective

Don’t play it safe by choosing projects where you can expect sure success. Instead, seek the ones that involve complexity or ambiguity. Your potential grows by taking on the problems that stretch your thinking, demand ingenuity, and literally force you to shift your perspective.

 

Even without a task force or team, you can take it upon yourself to solve the organization’s biggest challenges. Your fresh view on the situation might actually lead to a breakthrough. As CEO of GE, Jack Welch put Jeff Immelt in charge of air compressors precisely because he knew nothing about them; the theory was that because Immelt carried no baggage, he would objectively sort through the seemingly intractable problems in that business. Welch was right. Immelt figured it out and later became Welch’s successor.

 

You can get ideas about what these intractable problems are by reading the CEO’s messages, other corporate communications, or by asking around. In this age of transparency, there’s little to stop you from seeking information and solutions or finding people who will be receptive to your ideas. Be sure to focus on the substance of the issues and your sincere desire to learn and accomplish something.

 

As you search for new opportunities, look for a good boss or mentor. Your immediate boss can be your best ally or biggest roadblock in making a leap. Even kind and supportive bosses can hold you back if they become too reliant on your current skills and don’t want to let you go. Life is too short to work for someone who restricts your potential. Instead, find the talent magnets, the bosses with a reputation for advancing their direct reports. You may already know these people. If not, network to find out who they are because trust me, they’re out there.

 

A Chance at Growth

In his article “Secrets of the Superbosses,” published in Harvard Business Review in January–February 2016, Sydney Finkelstein explains a pattern he had observed, saying, “If you look at the top people in a given industry, you’ll often find that as many as half of them once worked for the same well-known leader.” Finkelstein believes that the “superbosses” give their protégés chances to dramatically compress their learning and growth.

 

You may be able to make a leap by taking on volunteer work. A board position in a local nonprofit, for example, could expand your strategic leadership skills. Global Leadership: The Next Generation by Marshall Goldsmith and colleagues lists ways to expand your skill sets in the areas most needed by current and future global leaders and may lay the foundation for a leap.

 

Take heart in knowing that top leaders are seeking talent and that data bases are being constructed that will whittle down the bureaucracy and opacity around job promotions and leadership development. You’ll have more opportunities to be noticed, and individual bosses will have less control over your fate. Politicking and loyalty will give way to the substance of leadership.

 

 

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Above is an excerpt from Ram Charan’s The High-Potential Leader: How to Grow Fast, Take on New Responsibilities, and Make an Impact, © Wiley, 2017 The book is available now.

 

About the Author

Ram Charan is an advisor to many of the world’s top CEOs and corporate boards. He is author or coauthor of twenty books, including The New York Times bestseller Execution. He has taught at Harvard Business School and GE’s John F Welch Learning Center, and is a member of six corporate boards.

 

Image Credit: Getty Images