I'm still applying, but not frantically, applying for things that I feel qualified and unqualified for; I'm a SAHM as well so not quite rushing back to work. I enjoy working though, but I'm thinking my other 'option' is to go all in and step it up on creating. Pick up the pace within reason and build something else all together.
I’m sure I speak on behalf of most (all?) sustainability and impact leaders when I say - welcome to the Swiss Army knife era, it’s nice to have you here 🫠
(Also so interesting to see such a high % of people struggling with influence - why do you think? Lack of skills development? Or similar shifts in audience?)
I think that’s it - there isn’t the right support or positioning. Expected to be a Swiss Army knife (which I agree, is an awesome archetype to be), but there’s usually no authority attached to get all the things moving.
My insights are - people are burning out. It’s such a uniquely emotional role to be in. We see our work as our tool to live our values and change the world. So there’s the emotional burnout element as well as just too much work and expectations and not enough business buy-in.
I could write endlessly about this. Would love to compare notes!
The first “shift work” I wrote, was the trend about how these roles are shifting for both the subject experts and the execs.
Such great insights - would love to connect. The risk of playing this role is definitely burnout, add in the emotional element of being passionate about the work you're doing and it being tied to a mission/the greater good and it can absolutely become emotionally exhausting as well.
Thank you for reading and sharing your thoughts Teslin! I think being a Swiss army knife is actually one of the most surefire ways to become indispensable as a leader but, on the flip side, understandably disorienting when you're trying to rise to the occasion. The right supports are key. What have been some of your insights from sustainability and impact leaders wearing multiple hats? We should compare notes!
Then re: influence: it's a set of skills: diplomacy and executive communications being the two that come up most often in my work.
Whew! Between the layoffs, me being one them, the other facts don’t surprise me even in the slightest. Work is a weird thing these days.
Right? If you've been through it, it's not surprising at all - work today is SO different. How are you navigating finding your next step?
I'm still applying, but not frantically, applying for things that I feel qualified and unqualified for; I'm a SAHM as well so not quite rushing back to work. I enjoy working though, but I'm thinking my other 'option' is to go all in and step it up on creating. Pick up the pace within reason and build something else all together.
I’m sure I speak on behalf of most (all?) sustainability and impact leaders when I say - welcome to the Swiss Army knife era, it’s nice to have you here 🫠
(Also so interesting to see such a high % of people struggling with influence - why do you think? Lack of skills development? Or similar shifts in audience?)
https://open.substack.com/pub/thisisbutterfield/p/shift-work-power-shifts?r=5lzp6s&utm_medium=ios
I think that’s it - there isn’t the right support or positioning. Expected to be a Swiss Army knife (which I agree, is an awesome archetype to be), but there’s usually no authority attached to get all the things moving.
My insights are - people are burning out. It’s such a uniquely emotional role to be in. We see our work as our tool to live our values and change the world. So there’s the emotional burnout element as well as just too much work and expectations and not enough business buy-in.
I could write endlessly about this. Would love to compare notes!
The first “shift work” I wrote, was the trend about how these roles are shifting for both the subject experts and the execs.
Such great insights - would love to connect. The risk of playing this role is definitely burnout, add in the emotional element of being passionate about the work you're doing and it being tied to a mission/the greater good and it can absolutely become emotionally exhausting as well.
Thank you for reading and sharing your thoughts Teslin! I think being a Swiss army knife is actually one of the most surefire ways to become indispensable as a leader but, on the flip side, understandably disorienting when you're trying to rise to the occasion. The right supports are key. What have been some of your insights from sustainability and impact leaders wearing multiple hats? We should compare notes!
Then re: influence: it's a set of skills: diplomacy and executive communications being the two that come up most often in my work.