You need to understand if you are a good cultural fit or not.

The organisational culture creates unique workplaces. Why? Companies are built by individuals. For example, two companies of the same sector and with the same organisational structure are different due to the social component.


When you think about your career, it’s important to understand to which kind of organisational culture you belong to. Not all organisations are the right fit for you and you are the right fit for them… yes, even if the role your applying for matches your experiences.  You have to think about the type of supervision you want (autonomy in the role vs close collaboration with your manager), the visibility (work in a client role facing or not) and the collaboration required in the team. It is important also to say that these aspects (autonomy, visibility, and collaboration) vary during your career. You need to evaluate these aspects in the specific period of time and in relation to your career development goals and ambition.

Finally, remember that the cultural context in your organisation changes over time. It changes and evolves as you do.

Want to work better? Block your calendar!

In most organizations, we manage our own working time around meetings.  In order to make our time effective we try to match our tasks with the meetings requests that we receive; unfortunately, we often end up with the so-called “back to back“.


We need to find time for ourselves. To do what? Several things. It is true that attending many meetings gives you visibility and allow you to proceed with your work tasks (well, not always) …. however, in order to complete your work, to grow and develop you have to think about what’s really important. You need to dedicate time to training, networking or sorting out your work admin.

 What is an easy solution to reduce your back to back?

Block your calendar! It allows you to handle also any last-minute requests without having to worry too much.  Try it out and you will notice that you’d manage better your work priorities and your needs (=training and work tasks).

Interview questions? Don’t talk (too much) about your team

Being prepared for an interview is not always easy. You think about the possible questions, you make a research about the company, you review your resume and you decide how much time dedicate to these activities; I know, looking for a new role is a job.


In order to be well prepared, you have to think about how/what you are going to answer. For example, you need to decide the level of detail that you are going to provide. When the recruiter will ask you a question you need to decide which details you are going to present… and you need to do it in a few seconds. You need to be ready to present cases or activities that you’ve completed/achieved or that are part of your daily job.

In most cases, our achievements and activities imply teamwork and shared responsibilities. However, even if it is important to show that you are a good team player, you have to present what degree of command you have for your activities. Showing accountability does not mean that you are not a team player. Mentioning only the activities that you are doing with the team is not enough to present your role.

Transparency at work? You need it

What is one of the most important value which create a positive organisational culture? Transparency.  Having clarity about the organisational structure, the work streams, the career plans and the recruiting processes is fundamental. Considering that organisations are open systems built by their employees, the transparency is the result of the human interactions and the processes’ implementation.


You can create  social links with your team members, external stakeholders, colleagues of other departments and your manager. Let’s talk about the importance of the relationship with your manager. We always expect a full transparency from our managers.  We expect transparency; however, are we always direct with our managers? I do not think that it is always the case. If you do not have an open and direct relationship with your manager, I definitely advise having one. Why? It allows you to work with a greater confidence and it makes easier to discuss a mistake. Having an open dialogue enhances trust and empowerment for both sides. Creating this link allows you to manage and think about your career in a more responsible way.

No respect for your time? Your organization has a problem.

We work in ecosystems where people and processes create unique and not replicable dynamics. The culture of an organisation is unique.  In order to understand the work environment, you need to balance your efforts between different dimensions. These dimensions are technical (skills, tasks to be completed, your career progression), social (your team, the relationships with the business) and political ones (the relationship between teams, your manager). You need to find your balance while you manage your time. Your time is critical to complete your tasks and matching your job’s responsibilities: you need to invest time in thinking about your career and your competencies Time for yourself  . 

Your time is a dimension that you cannot completely manage.  Why? Your time is managed and influenced by the business’ priorities, the demands of your manager, unexpected events and your team’s needs. Let’s say that in most cases you do not manage your time, you try to optimise it. You have to learn to respect the time that you have. It is fundamental to think about the quality of your work and the time that it is needed for your job.


One of the biggest organisational problem is that often there is a lack of respect of other people time. Are organisations ready to facilitate the balance between personal, team and process time management? I do not think so. How many times happens to you to work with a colleague who asks for a meeting that ends with a 5 minutes chat? Or, when a process could be optimised but due to the logic of “we have always done like this” you waste precious time? In how many meetings you sit that are actually the update of last meeting and work to program the next one? Our time is threatened by the lack initiative, autonomy and entrepreneurship of other people or the organisation setup.

When organisations and individuals will begin to be include as one of the main values the respect of the time, your organisation will mature.

Time for yourself? No, you do not need to quit.

Taking time for yourself is not exactly what you are thinking of. No, I’m not saying that you need time off or you have to quit... well, that’s not a bad idea if you hate your job.

I often write about career management, career’s choices and which competencies you should have to be more effective at work. I have always been passionate about these topics and the ones related to the personal development and growth (learning, organisation’s support and psychological concepts). In order understand your career you need to invest time in a self-reflection exercise. You need to be consistent and organised; you can’t improvise.


You need to schedule time for yourself. If you do not do it, you might end up thinking about your career when you are stressed or when you have done something wrong at work; if it is the case, the negative thoughts about yourself will distract you from having an objective evaluation and you will end up being over critical with yourself. Being constant and focused on this exercise will improve your approach to self-reflection, even if at the beginning it is going to be difficult and painful.

As mentioned before you can’t improvise. Why? You need quiet time and you need to be ready also at the emotional level.  You can’t rush it for 10 minutes in a middle of a busy day at work.  Your emotions, the stress and the lack of time could lead to hasty conclusions.  It is important to create your “lab” when you are alone with your thoughts.  Let’s say, you need at least 30 minutes a week; 30 minutes when you slow down and think. As I said in a recent post about curiosity, you should spend some time researching, studying and understanding. Give space to the curiosity about yourself. Give yourself time to think about it.

This self-reflection time is very important. More than you think. Try and let me know.

Asking questions? It does not hurt you (much).

Making mistakes is a normal step with respect to the growth of any professional. There are many examples of entrepreneurs that have begun with a career or business plan, but then they have changed their paths.   Making mistakes allows you to make experience and realizing that there is another way or opportunity.

When you work into a positive organizational environment, your mistakes are interpreted as the chances for improvement or just a sign of commitment; there are other contexts where a mistake is stigmatized and who made the mistake is punished in some way.

In both cases, making mistakes affects our self-esteem. In other words, a mistake brings us to feel embarrassed and it is accompanied by stress which is of course not pleasant. We can feel down and inadequate. As I said before it is essential to experiment and make mistakes.  However there’s something we can do in order to try to avoid mistakes if we are not sure about a task/situation.









The self-esteem is the powerful psychological aspect which allows us creating our personality and our status within our organization. In order to defend our status we do not want to show weaknesses to other members of the organization (or even to our colleagues). If this is the case, especially into very competitive environments, we tend to do not ask advice or guidance. It happens because the psychological mechanisms related to our self-esteem stop us in a self-defensive process. Of course, it would be good to ask for help or support before making a mistake.

In other words, it would be better to lower our defensive mind-set (ask for advice) in order to avoid the “destruction” of those (making a mistake). The mistakes have a stronger effect on our psychological well-being than asking questions. Again, making mistakes helps our growth; however, sometimes, you can ask without thinking of being judged.

This is not another post about time management!

Our behaviour at work is the result of the perceptions of the reality around us. For example,  the perceptions related to a particular work environment are different amongst the employees of the same organization. There are employees who find the work environment very enjoyable and other ones who hate it.

One important perception is the one related to “time”. Let’s start with a simple example. We usually feel that the time is flying while we’re doing something that we like. On the contrary, we have a completely different experience when we are part of something (task, project, activity) that does not stimulate us and/or does not boost our creativity. As a consequence,  it is difficult for a manager to interpret the individuals’ perception of time. Why? We interpret our roles/task/activities in a complete different ways.


However, the managerial role is not tricky as for what I am going to describe now. Specifically, what is the perception of time with respect to success or failure?

Well, the whole thing becomes even more complicated and less generalizable than what said about the interesting (or not) tasks . The reaction towards the time spent to a complete an activity can be positive if you have completed something quickly; however, it can be perceived also positive if you have finally completed a task after a lot of time; why? you feel relieved.


Moreover, how much time we dedicate to the celebration of success or thinking about failures? Again, another perception and interpretation which depends on personality, attitude and also the work environment.

Yes. lt is very complicated. There are cases, such as in sales departments, where the achievements ( for example new deals) are celebrated. But, as the group celebrates, what is the achiever thinking? Is that celebration perceived as enough? Or is it needed more time for an individual (personal) self-reflection?  

Yes. It is complicated.  Your perception of the time is simply a fundamental dimension of your relationship with your job.


What’s the simplest thing to do for creating a collaborative team?

What’s the simplest thing to do for creating a collaborative team? I will tell you in a minute.

It happens often to read several articles about team building and collaboration; the fundamental elements which are usually presented as fundamental to create the “chemistry” are:trust, clear communication , clear goals and having an inspiring manager. In order to achieve this framework, organisations usually invest money for programs or specific initiatives. I imagine that it is happened to most of us to participate in offsites, social events or simple team meetings where your manager defines (or redefines) the team goals and/or the way of working.


But, are these official occasions enough? Do they really create that needed chemistry? Probably they do, but not completely. The first reason is due to the fact that not all the organisations invest in this kind of initiatives . Secondly, even if they do,  there is a lack of continuous development which follows these events; in other words, there are not initiatives which follows the official event.
So, which is the simplest thing to do? Creating a culture of gratitude. Saying “thank you” when someone is working with you, saying “thanks” to your boss for the opportunities and supports are just few example. Recognition is fundamental in order to creating a good teamwork atmosphere and a needed collaboration…

Do you usually thanks people only when they have done something for you? Better to open up your horizon to create a better work framework.

Lifelong learning.. why is so important?

Lifelong learning is one of the most fascinating topic for HR professionals. Why? It is the mix of the will to grow as professional which is accompanied by “self motivation”. In other words, lifelong learning is the voluntary search for improvement. It is very important to underline that it is not the research of perfection but it is the research of improvement… continuous improvement.

Diapositiva1Many people think that their learning efforts end when they’ve completed a degree or when they participate in official training on the job. That’s exactly how you can stop your growth. With the lifelong learning mindset you can customize your learning goals and your learning curve; for sure, this kind of customization is not possible to do with an official training on the job or at university.

In order to grow and improve your skills, you need constantly to reflect on what is important for you in order to improve your way of doing things (for example: soft skills vs technical knowledge). It is fundamental to understand where your learning efforts need to be directed. Clearly, being passionate about something will hep your learning; however, many times, your learning need to be directed to something that you do not like to do or about something that you are struggling with. It is not easy, but this continue reflection and work is what you need to improve.