An interview with Jayne Mattson of Keystone Associates
What it takes to get ahead
Having the flexibility to adapt and perform well at a time of frequent change is vital to career success, says Jayne Mattson, senior VP at Keystone Associates, a career-management company.
WBJ: What are the most significant factors that drive career success?
Mattson: Successful people tend to be very focused about career goals and have effective networking relationships. They also possess a high degree of self-awareness with a real understanding of their strengths and weaknesses and where they need to improve. Successful people also have a healthy dose of confidence and self esteem. They know how to sell themselves within organizations and are able to take initiative at the right time. Finally, they have a passion for what they do, which sometimes can get sidetracked by parents. One young man I worked with is now a hospital administrator but started out as a lawyer. Why? His parents wanted him to go into law. In fact, a more positive influence in career development often turns out to be a mentor whom one finds in the workplace.
WBJ: Has the mix of these success factors changed much?
Mattson: Today, the job market is much more fluid, and companies adopt and change strategies more frequently. Employees have more challenges and opportunities to grow and use their functional skills. On the other hand, people need to be more resilient in the face of the restructuring that occurs as a result of frequent changes. Often, there’s chaos before things settle down, so people must be flexible and handle the stress and ambiguity that can occur.
WBJ: What special traits do entrepreneurs need ?
Mattson: They need to perform the proper due diligence on their business idea — even though that can take months, and they are anxious to get things launched. Other essential traits include: optimism, a high tolerance for risk, financial acumen, resiliency and creativity. They also need a knack for hiring top people or, as Jim Collins states in Good to Great, they need to "put the right people on the bus." I would add that they need to know when they themselves should get off the bus and let others take the company to the next level. Entrepreneurs also must continually be seeking feedback from trusted advisors who can help them grow the business.
WBJ: What differences do you see in how Generation X (those born in the 1965 to 1980 period) approach their careers versus Baby Boomers?
Mattson: Those in Generation X tend to think short-term employment versus long term. They want more immediate gratification, versus being willing, as Baby Boomers are, to "pay their dues" to get that promotion. Many saw their parents being laid off, so loyalty to a single company is not as strong for them. Generation X also is much more comfortable with using technology to find the information they need. Many of them are more volunteer minded at an earlier stage than were the Baby Boomers, and they seem to want to achieve more balance between work and family life.
The Mattson File: |
Roots:
Born 1953 in Woburn, MA.Education:
B.S.in Human Resources,Northeastern University; Master’s in
Management, Lesley University.
Career Start:
Mail Clerk, Millipore Corp.,Bedford, MA.
Proudest Career Achievement:
Changingcareers from manager of Millipore’s Global
Documentation Engineering System to being a
career management consultant and ultimately a
senior VP for Keystone Associates.
Biggest Current Challenge:
Getting clientcompanies to recognize the need to develop their
talent internally by assisting employees with career
development.
Just for Fun:
Piano, volunteer work, social andprofessional networking.
WBJ: How should managers approach Generation X workers?
Mattson: Managers need to be more adaptable and understand what the employee’s expectations are and what motivates them. Recognize that they have something to offer, especially with regard to technology and new ideas. I have a Generation X person working for me, and I love it because she’s like a sponge – wanting to learn, grow and have fun, too. Ask the Generation X worker to help you – not do it for you. Their perceptions of some decisions are different, so it’s useful to develop author Steven Covey’s "seek to understand rather than to be understood" habit. And with the strong interest that Generation X workers have in acquiring new skills, smart managers will provide plenty of opportunity for company-paid education and training.
WBJ: Are companies facing a brain drain with the pending departure of a large group of Baby Boomers?
Mattson: Absolutely, and I am very concerned because companies have not being doing much to prepare for it. They should be establishing mentoring programs to pass on the knowledge of these older workers — or introducing schedules with reduced hours to keep Baby Boomers active longer. However, until companies really feel the pain, they aren’t likely to be proactive.
This interview was conducted and edited for length by WBJ Chief Editor Larry Maloney.
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