Yesterday we met Jessica, who was recently offered a job with a new employer, and also received a counter-offer of more pay and a new title from her current employer.
To help her weed through the complexity of her situation, Jessica completed the View Finder Index by recording a numerical score along with a brief explanation for each reaction-type; satisfied, resistant, distress, indifferent.
She completed two separate indices; one for her prospective new job, the other for the counter-offer she received from her current employer. Today we find out what Jessica decided to do, and how she came up with her plan.
After completing her View Finder Indices (click here and here to see them), Jessica thought it might be interesting to overlay her scores from each index into one visual. Here is what she saw:
In looking at this, Jessica realized she was much more excited about the prospect for leaving her current employer, than she was about staying. Yet she felt some sense of loyalty to her current employer and appreciated their making an effort to encourage her to stay.
Identifying the issues.
By having a visual depiction of her various reactions to each option, Jessica was able to more clearly identify a plan of action:
First, Jessica’s level of resistance to her counter-offer, was very high. She realized it was because she didn’t have a lot of trust that, aside from the title and more pay, things would be all that different.
She also realized that her rating for distress was mainly due to a lot of uncertainty about both her current employer and her prospective new position.
It would be easier to stay than to leave and have to start all over with a new employer, and the prospect of staying did hold some appeal for Jessica, who was naturally risk averse.
Making more money and having a more prestigious title than her new job prospect had to offer, was also appealing to Jessica, who figured these things could only help her job prospects should she choose to leave in the future.
Either way, Jessica knew that gaining clarity would alleviate much of the anxiety and distress she was currently feeling.
Devising a plan of action.
Because a trust issue existed with Jessica’s current employer, she decided she would ask for some assurances in writing that, if agreed to, would provide a good-faith effort on the part of her employer to demonstrate their sincerity.
If they declined, then Jessica would choose the new job.
In addition, if her current employer agreed to her requests, Jessica decided she would then share her counter-offer with her prospective new employer, in order to give them the opportunity to match the offer.
If they agreed to the match, or even made a reasonable attempt to match it, Jessica decided she would accept the position with the new employer, but if they declined, she would accept her employer’s counter-offer, with a plan to set aside her pay increase to help support her while searching for a new job should she find herself laid-off or in an intolerable position in the future.
Using the View Finder Index helped Jessica to more closely identify her interests, needs and an immediate path forward.
Jessica's plan of action may not be the approach others in the same situation would make, in part, because it is our individual experiences, perceptions and beliefs that influence our behaviors. And that is the beauty of a multi-faceted approach to individual change. By taking a closer look at not just the what, but the why of our reactions, we can more closely tailor our behaviors moving forward.
And we do so by choice, instead of pure reaction. This creates a greater sense of control of our change by keeping us in the driver’s seat.
Tomorrow we’ll wrap up this subject of the complexity of personal change with a few highlights and things to consider.
About the Author
Megan Rounds, Ed.D. is owner and principle perculator of perculcha, llc.
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