DR. LYNN FRIEDMAN'S BLOG, "ALL THINGS PSYCHOANALYTIC"

Take these steps to develop a strategy for pursuing your work-life goals. By Lynn Friedman, Ph.D

http://www.drlynnfriedman.com/about.html
 
I received several comments regarding a previous post. Some people wrote that the knew that they would like to change jobs, they knew what sort of work they'd like to do, but they couldn't seem to galvanize themselves to get started. For those folks, I'm posting a link to an article that I wrote on exactly that topic. I'd welcome any feedback that you might have. Best to all, LVF
 
This is the second part of a three-part series on developing and pursuing work-life goals. Part I dealt with how to identify your work-life goals and examined obstacles that interfere with this task.
 
But, what if you know what you want to do -- but you aren't sure where to begin? What if you know that you want to become a doctor or a computer graphic artist or teacher or to start a daycare center -- Or, on a more personal vein, what if you know that you want to find Mr. or Ms. Right, but you aren't sure how to go about it or where to look.
 
In other words, what if you have a goal, but you aren't sure about how to even start creating a plan to pursue your goal?
 
First, ask yourself what it will take to achieve your goal. What steps do you need to take? If you don't know, you need to do a little research.
 
Here are some of the several ways to research: Continued at: http://www.drlynnfriedman.com/developingstrategycareergoals.html
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Lynn Friedman, Ph.D.
Clinical psychologist, psychoanalyst
Organizational/work-life consultant
5480 Wisconsin Avenue, Ste 206
Chevy Chase, MD 20815
(301) 656-9050
Associate faculty, Johns Hopkins University
http://www.drlynnfriedman.com
http://www.drlynnfriedman.typepad.com/
Follow at: http://www.twitter.com/drlynnfriedman
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Lynn Friedman, Ph.D.
Clinical psychologist, psychoanalyst
Organizational/work-life consultant
5480 Wisconsin Avenue, Ste 206
Chevy Chase, MD 20815
(301) 656-9050
Associate faculty, Johns Hopkins University
http://www.drlynnfriedman.com
http://www.drlynnfriedman.typepad.com/
Follow at: http://www.twitter.com/drlynnfriedman
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Posted via email from drlynnfriedman's posterous

Corporations on the Couch: Managers must put the breaks on back stabbing

published in the Washington Business Journal by Lynn Friedman http://www.drlynnfriedman.com/about.html
 
Over 500 people read the article on dealing with the untrustworthy boss and I received over 20 comments about it from various linkedin group members. Some wanted to know about other workplace problems such as back stabbing.
 
Here's an article - published in the Washington Business Journal - that deals with the corporate dynamics underlying backstabbing:
 
You are an officer of the board of trustees at ABC Corp., and you have become aware of dissension in the ranks. Beleaguered by constant gossiping, backbiting and insubordination, the corporate workplace is not a happy one. Despite the poor morale, only the stars seem to leave. Unhappy staffers regale John, the president, with their petty conflicts.
 
He acknowledges: "I don't know what's the matter with my V.P.'s. They have trouble managing their staffers." He adds that he has to intervene often, overruling their decisions. Despite his resentment at having to become involved, he is pleased that his employees feel they can turn to him.
 
http://drlynnfriedman.com/corpbackstabbing.html
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Lynn Friedman, Ph.D.
Clinical psychologist, psychoanalyst
Organizational/work-life consultant
5480 Wisconsin Avenue, Ste 206
Chevy Chase, MD 20815
(301) 656-9050
Associate faculty, Johns Hopkins University
http://www.drlynnfriedman.com
http://www.drlynnfriedman.typepad.com/
Follow at: http://www.twitter.com/drlynnfriedman
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Posted via email from drlynnfriedman's posterous

5 steps to work-life satisfaction

I've been getting calls and inquiries asking how one goes about pursuing ones work-life goals. Here's a 5 part series that I wrote on the topic. Best to all, LVF
 
1. What do you want to do with your life?
 
http://www.drlynnfriedman.com/envisioningcareergoals.html
 
2. How do you develop a plan to get started?
 
http://www.drlynnfriedman.com/developingstrategycareergoals.html
 
3. How do you identify and overcome obstacles that get in your way?
 
http://www.drlynnfriedman.com/obstaclestocareergoals.html
 
4. A psychoanalytically-informed career assessment
 
http://www.drlynnfriedman.com/careerassessment.html
 
5. Strategies for selecting your career coach
 
http://www.drlynnfriedman.com/selectingcareercoach.html
 
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Lynn Friedman, Ph.D.
Clinical psychologist, psychoanalyst
Organizational/work-life consultant
5480 Wisconsin Avenue, Ste 206
Chevy Chase, MD 20815
(301) 656-9050
Associate faculty, Johns Hopkins University
http://www.drlynnfriedman.com
http://www.drlynnfriedman.typepad.com/
Follow at: http://www.twitter.com/drlynnfriedman
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Posted via email from drlynnfriedman's posterous

psychoanalytically-informed career assessment

My linkedin post on career assessment provoked many questions. People wanted to know about the interface. Here's my response.
 
You raise some interesting and provocative questions. For many decades now, I've worked as a psychologist and a career coach. In fact, I teach both courses at Hopkins (psychodynamic therapy and career coaching) at Hopkins. In my experience, people who present with work-life problems such as: difficulty finding a career path, job changes every two or three years (that is, those that do not lead in a direction of happiness), persistent difficulties getting along with the boss, feeling exploited at work - may or may not benefit from "career coaching" or "career counseling". It depends on what's causing the difficulties. Is the difficulty finding a career path or switching jobs every two or three years (but not going to something better) a function of something straightforward like not knowing how to identify alternative professions? Or, is it a sign of some underlying conflict such as: a(n) (unconscious) fear of success?, An unconscious need to sabotage oneself in order to get back at ones parents so as to deny them bragging rights? Or, a more fundamental difficulty identifying or being aware of ones feelings? For these difficulties, psychotherapy or even psychoanalysis might be a far more useful intervention.
 
I agree that coaching and career counseling are not regulated - so, it's tough to know what you are getting. That having been said, I've known some very good (albeit unregulated) career coaches and some very not so helpful folks with good credentials. As someone who is experienced in psychotherapy, psychoanalysis and career coaching, the classic lament that I hear from those seeking psychotherapy to deal with work-life problems is that the therapists don't understand the career world. Conversely, the complaint that I hear from those seeking career coaching is that coaches may not understand the psychological underpinnings. Hence, my bias to seek a thoughtful psychological evaluation from someone who is knowledgeable about both. In this way, the nature of your conflict can be fully assessed and a skilled clinician can offer helpful input as to what sort of help might be most useful. Admittedly, I'm biased. Typically, the career folks who I see come after having failed at their previous career attempts. And, the psychotherapy patients come when they feel that their career difficulties have not been assessed in the context psychological conflicts. Best to all, LVF
 
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Lynn Friedman, Ph.D.
Clinical psychologist, psychoanalyst
Organizational/work-life consultant
5480 Wisconsin Avenue, Ste 206
Chevy Chase, MD 20815
(301) 656-9050
Associate faculty, Johns Hopkins University
http://www.drlynnfriedman.com
http://www.drlynnfriedman.typepad.com/
Follow at: http://www.twitter.com/drlynnfriedman
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Posted via email from drlynnfriedman's posterous

How does one assess whether they need career coaching, psychotherapy or psychoanalysis? And, what are the differences between these sorts of interventions?

By Lynn Friedman, Ph.D. http://www.drlynnfriedman.com/about.html
 
After my recent article on the employee who seeks psychotherapy, I received lots of notes thanking me for writing it - and, lots of notes saying, "I'm unhappy at work. How do I know what sort of help would be most useful? Specifically, people wanted to know what is the difference between career coaching, psychotherapy and psychoanalysis? And, how do I know which could help me most effectively in addressing my concerns? Here's an article that I wrote on this topic. I'd love to hear your reactions to it.
 
How does a person assess whether they need help clarifying and resolving work-life issues? And, after deciding that help might be useful, how does a person know what sort of intervention to seek? An important starting point is to identify the work-life conflict. In general, people struggle with three work-life conflicts.
 
What do I want to do with my life?
 
How do I go about pursuing my goals?
 
How do I galvanize myself to get started?
 
For some people, answering these questions is straightforward. They know themselves well. They know their likes and dislikes and their strengths and limitations. They know what they want and their self-esteem is solid enough that they are able to tenaciously pursue their work-life goals. Others may have less clarity or less confidence. But, they may be able to make use of the plethora of books on this topic or the support of family and friends in their efforts to clarify the answers to these questions. Yet, not everyone can answer these questions for themselves. In fact, some people never find an enjoyable and rewarding career. And, some never achieve their financial goals. This is unfortunate in that, for the most part, with the right kind of help, career conflicts can be resolved.
 
Continued here --
 
http://www.drlynnfriedman.com/careerassessment.html
 
Best to all, LVF
 
 
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Lynn Friedman, Ph.D.
Clinical psychologist, psychoanalyst
Organizational/work-life consultant
5480 Wisconsin Avenue, Ste 206
Chevy Chase, MD 20815
(301) 656-9050
Associate faculty, Johns Hopkins University
http://www.drlynnfriedman.com
http://www.drlynnfriedman.typepad.com/
Follow at: http://www.twitter.com/drlynnfriedman
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Lynn Friedman, Ph.D.
Clinical psychologist, psychoanalyst
Organizational/work-life consultant
5480 Wisconsin Avenue, Ste 206
Chevy Chase, MD 20815
(301) 656-9050
Associate faculty, Johns Hopkins University
http://www.drlynnfriedman.com
http://www.drlynnfriedman.typepad.com/
Follow at: http://www.twitter.com/drlynnfriedman
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Posted via email from drlynnfriedman's posterous

You answer to everyone, even if one employee asks (allowing an employee flex-time to pursue psychotherapy or any personal goal)

- by Lynn Friedman, Ph.D. http://www.drlynnfriedman.com/about.html published in the Washington Business Journal
 
Since I've been writing about career challenges, a number of people have wondered how to handle the need to consult career coaches or therapists during the work day. Does one really need to tell one's boss. No. Here's an article that I wrote for the WBJ on exactly that topic.
 
You are high up in the echelons of administration, and John, one of your longtime star performers, approaches you requesting an accommodation to his work schedule. He'd like to leave for two hours in the middle of the day, nearly every day, but would continue to work the same number of hours by coming in earlier and staying later.
 
You're not worried about his work ethic or his productivity. Moreover, because you serve the entire country, you see some advantages with his offer to work evenings. There is a precedent for this sort of arrangement, he reminds you; several of the mothers start early and leave in time to pick up their children.
 
Discrete by nature, John hasn't explained how he intends to spend this time. But you have your suspicions. You've heard through the grapevine that he's having some family difficulties, and suspect he's seeking psychotherapy.
 

Continued at the Washington Business Journal

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Lynn Friedman, Ph.D.
Clinical psychologist, psychoanalyst
Organizational/work-life consultant
5480 Wisconsin Avenue, Ste 206
Chevy Chase, MD 20815
(301) 656-9050
Associate faculty, Johns Hopkins University
http://www.drlynnfriedman.com
http://www.drlynnfriedman.typepad.com/
Follow at: http://www.twitter.com/drlynnfriedman
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Posted via email from drlynnfriedman's posterous

Don't let your subordinates delegate work to you by Lynn Friedman, Ph.D.

Don't let your subordinates delegate work to you - Dr. Lynn Friedman http://www.drlynnfriedman.com/about.html
After I published yesterday's article on dealing with the Turncoat Boss a number of you noted that you had dealt with similarly distressing situations. One of you asked, but what about the employee who torments you by always promising and never delivering?
 
In response, I share this article - published in the Washington Business Journal -
 
You are a high-ranking successful administrator in your organization, which often means you have taken on too many jobs and done them too well.
 
This, in turn, has led to more assignments.
 
However, you believe help is at hand because you've hired Jane, a terrific senior person, to lighten the load.
 
She is qualified to assume some high-level responsibilities and manage the detail work. Jane is personable and seems to be well-liked by her colleagues.
 
But soon you begin to notice that she is inattentive to detail and often displays questionable judgment.
 
Her reports are so full of misspellings and incomplete sentences that you feel compelled to review each one before it goes out.

Continued at:
I'd welcome your feedback. Best to all, LVF
 
 
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Lynn Friedman, Ph.D.
Clinical psychologist, psychoanalyst
Organizational/work-life consultant
5480 Wisconsin Avenue, Ste 206
Chevy Chase, MD 20815
(301) 656-9050
Associate faculty, Johns Hopkins University
http://www.drlynnfriedman.com
http://www.drlynnfriedman.typepad.com/
Follow at: http://www.twitter.com/drlynnfriedman
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Dealing with the Untrustworthy Boss - by Lynn Friedman, Ph.D.

A Turncoat Boss Requires Special Care, Published in the Washington (DC) Business Journal
 
By Dr. Lynn Friedman http://www.drlynnfriedman.com/about.html
 
Your boss, John, has done it again. And once again you feel you've been had.
 
Dealing with a dicey internal political situation, you confided in him. You needed his sponsorship and told him so. You gave him a compelling rationale for your position and described how he could be helpful. His response came as a great relief.
 
Empathic, concerned, thoughtful, he assured you that you would have his total support. So you slept well and attended the meeting relaxed and confident. And John, in the loveliest, most gracious way -- acting as if he were giving you a gift -- torpedoed your request.
 
Still worse, afterward, he evinced no contrition, not even a twinge of discomfort. He offered no explanation and acted as though you should be happy with the outcome.
 
Aside from being furious, you're mystified. How could he be so seemingly compassionate, so reassuring -- and then do the exact opposite of what he promised? More puzzling, how could he act as if he had done nothing upsetting?
 
Most disconcerting, he has a reputation as a nice guy. You can see why. You thought so too!
 
So you meet with him privately and tell him how disappointed you were. After all, he gave you his word and then switched horses midstream. John acts as if he completely understands. He even apologizes.
 
But later you learn that behind your back, sitting with the corporate elders, he rewrites history and manages to convey that you have a problem. You're dismayed when you learn that he has done this to you more than once.
 
He is smooth as silk, and you find it difficult not to trust his sincere, seemingly heartfelt, assurances.
 
You wonder how you should understand his behavior and what steps you might take to manage him and protect yourself in the future.
 
A wolf in sheep's clothing
 
You have learned something vital, albeit very unpleasant, about your boss: You can't trust him. An important thing to recognize is that neither can anyone else -- at least not anyone in a subordinate position because he probably attempts to curry favor with corporate leaders and his colleagues.
 
Continued: http://www.drlynnfriedman.com/corpturncoat.html
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Lynn Friedman, Ph.D.
Clinical psychologist, psychoanalyst
Organizational/work-life consultant
5480 Wisconsin Avenue, Ste 206
Chevy Chase, MD 20815
(301) 656-9050
Associate faculty, Johns Hopkins University
http://www.drlynnfriedman.com
http://www.drlynnfriedman.typepad.com/
Follow at: http://www.twitter.com/drlynnfriedman
Those seeking individual services are welcom to call her
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Posted via email from drlynnfriedman's posterous

tonight's talk on: Getting the jobs, clients and gigs to come to you

I had an interesting group at tonight's talk. It turned out that I needed more time than I had. So, I promised to provide links on topics that I felt needed more coverage. If you were there and wanted additional links, feel free to email me and tell me about which topics you'd like to learn more. Best to all, Lynn Friedman
 
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Lynn Friedman, Ph.D.
Clinical psychologist, psychoanalyst
Organizational/work-life consultant
Coming Soon: June 2, 2009, 7 - 9 pm: Seminar: Getting the Jobs, clients & gigs to come to you
http://www.thingstododc.com/events.php?show=1296
5480 Wisconsin Avenue, Ste 206
Chevy Chase, MD 20815
(301) 656-9050
Associate faculty, Johns Hopkins University
http://www.drlynnfriedman.com
http://www.drlynnfriedman.typepad.com/
Follow at: http://www.twitter.com/drlynnfriedman
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Posted via email from drlynnfriedman's posterous

Becoming a guest university lecturer

People were asking how to become a guest faculty lecturer. I've written an article on exactly this topic. It was written for mental health professionals - but, the same approaches apply to every field. Here's a bit of it.
 
 
Obtaining an adjunct appointmentUniversities and their individual departments differ markedly in the ways and the extent to which they use adjunct faculty. If you do not have a history of teaching at the university level then it is important to document your effectiveness in this arena. Stellar teaching evaluations, even from analytic candidates, can provide compelling evidence of your skill. Also, ask those for whom you have guest lectured to provide references for you. In fact, when you guest lecture you may want to garner further testimony of your skill: ask students to complete evaluations. Establish relationships with those in a position to hire you and make them aware of your availability. In particular, let them know if you are willing to teach if they find themselves "in a pinch". Helping out in this situation is an excellent way to convey your commitment to teaching.
 
If you like it, you can read the entire thing on my site. http://drlynnfriedman.com/psychoanalystadvocacyteach.html
 
Best to all, Lynn
 
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Lynn Friedman, Ph.D.
Clinical psychologist, psychoanalyst
Organizational/work-life consultant
Coming Soon: June 2, 2009, 7 - 9 pm: Seminar: Getting the Jobs, clients & gigs to come to you
http://www.thingstododc.com/events.php?show=1296
5480 Wisconsin Avenue, Ste 206
Chevy Chase, MD 20815
(301) 656-9050
Associate faculty, Johns Hopkins University
http://www.drlynnfriedman.com
http://www.drlynnfriedman.typepad.com/
Follow at: http://www.twitter.com/drlynnfriedman
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Posted via email from drlynnfriedman's posterous