Here's how you can balance time, priorities, and culture change efforts as a mid-career professional.

Já passei por empresas em mudança de cultura algumas vezes: comece avaliando se o caminho para onde a empresa está indo converge e está alinhado com o seu e com seus objetivos de carreira. É justamente quando surge esse tipo de desconexão que um processo de mudança se torna difícil e pesado. Se você gosta da proposta de mudança, arregace as mangas e assuma a frente dela junto com os principais steakeholders: entenda as etapas previstas e como você pode participar delas, incluindo-as no seu planejamento, envolva seu time e pares, comunicando e engajando em cada projeto. Por fim, lembre de manter o foco nos resultados estratégicos cruciais e que a mudança é também parte disso, com visão e impacto de médio prazo provavelmente.

It relies on two key factors: 1. Personal Alignment: If employees believe in the value of priorities their commitment remains strong. 2. Manager’s Alignment: Active interest, prioritization of change initiatives, frequent progress checks foster commitment. Story: Sarah faced a dilemma. New change initiatives loomed ahead for her team. Her commitment depended on two key factors: personal alignment and her manager's stance. When both aligned, prioritizing the changes, Sarah felt energized and motivated. It was as if their shared dedication lit a fire within her. However, if her manager seemed disinterested, Sarah's enthusiasm waned. She found herself adrift, longing for the support that would steer her towards success amidst the changes.

Hunger to up skill and upgrade self in order to remain employable and relevant is imperative and strategic and always key to effectively manage mid level career crisis

Learn, and unlearn! Make this number 1 in managing career and affecting a culture for any level. We all have lived experiences, positive and ones we can learn from. Habits can be built and because they might fit us doesn’t mean they fit others. Learn and be curious about others. Unlearn, and try something new. Push into discomfort and ask yourself why. If it is about ego, dig into that. Leaders do not have to have all the answers. Humility is the new smart (Hess, 2017). As a leader or emerging leader, model the way, the right way. Challenge your own thinking and those around you. Don’t be a challenge, that’s different. Innovation happens when different people from varied backgrounds collaborate, celebrate differences!

Troubleshoot messaging - yes, it needs to be steeped in values, mission and vision. Test it, how will it sound to others, all stakeholders at various levels. Effective communication is not just speaking and writing, but listening. Overstated, yes, but often forgotten as part of the process. And don’t become defensive! Be willing to be vulnerable, saying, “I don’t know” or “I didn’t think of it that way” can speak volumes! Is it kind, necessary and true? Good guidance to live by, and even the toughest changes and actions can (still) be out in ways that are kind, necessary and true. Make sure actions and words match! People watch everything around them and try to make sense of what is going on. Be intentional and make it make sense - plan!