8
C H A P T E R
YOU CAN DO all the things we recommend, work your tail off, and still have a job that isn’t working for you. Maybe it’s your boss, the culture, or the job match. Though there may be many reasons to stay where you are, if your job is unfulfilling or keeping you from your career goals, don’t make excuses—make a move. Take a look at what’s going on, explore various options, and plan accordingly. Remember, you are in control of your career.
Bonnie was highly motivated and had been working on her leadership development skills with extra zeal since she’d received a company promotion a year ago to director of research. After getting feedback from her boss that she was not always clearly understood, she had fine-tuned her communication skills and style by getting herself videotaped and making necessary improvements. Though Bonnie was active in community activities, had established good contacts internally and externally, and made sure that key people in her company knew of her accomplishments, she noticed one of her colleagues had been promoted about six months ago and was now in charge of an important and interesting company initiative she wasn’t involved in. Her last review with her boss was lukewarm, the raise that accompanied it was small, and though she wasn’t sure why, she seemed stalled in her career.
As she analyzed the situation, she thought about what had changed over the past several months in her position and her company, and a couple of ideas came to mind. The promotion had put her in a more significant managerial role, so she was no longer running the research projects that had led to her promotion. Instead, she was managing the people running the projects. She remembered, too, that at her last review her boss had reminded her that the other research directors had advanced technological and scientific degrees, so her education, which was limited to an undergraduate degree, was not comparable to her peers.
Bonnie added it up and understood why her career was stalled. She’d gotten off track with her promotion to manager, and was academically underqualified for her position. She’d loved it when she had a more hands-on role with the research projects, and her promotion had removed her from that function. In addition, she hadn’t taken steps to get the graduate degree that was needed for her to advance in her company, which had become larger and more sophisticated in its talent needs. Bonnie had moved ahead in her career—right into a stone wall.
Many people get promoted and find themselves no longer doing the work they most enjoy doing and do best. We allow our company or circumstance to decide where we should be placed and how we should be utilized. Then, as in Bonnie’s case, all of a sudden you realize that you’re on a different career track than you intended or studied for. If this is the case for you, the first step is to analyze your current situation to try and pinpoint whether your career has stalled or derailed, and why. Take the quiz to determine if you’re on or off track.
| Is your job or career off track? | Yes | No |
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1. Are you frequently unhappy when you go to work? |
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2. Has your career taken an unexpected downturn or detour? |
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3. Do you ever miss the work you did in your earlier positions? |
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4. Were you happier then? |
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5. Do you often feel frustration with your work? |
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6. Do you feel you are stagnating in your position? |
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7. Do you lack interest in many of your projects? |
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8. Do you feel ill-equipped to deal with your job responsibilities? |
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9. Has it been over six months since you’ve received positive feedback on your performance? |
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10. Are other colleagues advancing in their careers while you are stalled? |
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If you’ve answered yes to three or more of the questions, your career may be off track. You have some real work to do in managing and planning your future to get back on track. For example, if your career took a downturn or detour, think about what happened and when. If you used to be happier in your work, think about why. If you have fewer than three yeses, it sounds like your career may be on track for now—read on for information on how to keep it that way.
Are you in trouble? If you’ve found yourself questioning your career path, take a hard look at what’s been occurring at your company and with your position, and try to put it in perspective. Here are some areas to consider.
Changes in the corporate environment are tough to deal with because they present challenges many people would rather not think about. But the price of ignoring change is high. People who don’t pay attention to what’s going on around them often find themselves out of a job. Be aware of shifts in technology, direction, focus, philosophy, or vision in your field.
If you think you are in trouble, there are steps to be taken to pinpoint the problem and develop a solution. First, you’ll need to decide if the trouble relates to your job, your company, or your career track. Here are examples of each.
Katie was a tremendous salesperson with a great reputation. She had years of experience in selling financial services, which she did enthusiastically and successfully. She was ambitious and had networked her way into a vice president of sales position at a new company, heading up a large sales team, when she ran into trouble. While she was great at selling, Katie was a hopeless motivator and leader for a sales force. She was also rigid, competitive, and inflexible. Her group disliked her intensely and started missing sales targets. It was obvious the position wasn’t working out for Katie. Though she was a great salesperson, she wasn’t able to translate those skills into leadership and management. The job was all wrong for her, and she left the company for an independent sales position elsewhere which played to her strengths as an individual contributor.
In thinking about your own job:
If you’ve answered no to any of the above, you may be in the wrong job. If this is the case, delve a little deeper by taking a look at your top strengths to see how they match up with your job. Take the top five strengths you listed in chapter 3, “Sell Your Strengths,” and list them again, this time adding a list of the top five skills required in your job. Do they match up? Do your top skills relate directly to those necessary to do your job, or are the skill sets different? If you and your job are a good match, the two lists of skills will be nearly identical.
| My Top Five Strengths: | Top Five Skills/Duties Required in My Job: |
| 1. Analyzing numbers | Doing the budget |
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If you find your top five strengths are not a match to the top five skills required in your job, you may want to consider other career alternatives and develop a plan to change. If there is a skill missing, consider getting some additional training, coaching, or mentoring in that area. If your strengths match the job skills necessary, your job is not the issue.
Managing your career is a high-stakes game—and no one can do it better than you. Stay current in your skills and abilities in order to be marketable. Know where your gaps in knowledge and education lie—and try to fill them if possible. Make sure your work is tapping into areas where you are strong. Have a career plan and keep your antennae up for changes in your company or industry that may affect you.
When she was recruited to join a multinational corporation, Erin was ecstatic. She was offered an excellent employment package, a position with a lot of promise, and her new company appeared to be doing well. Two months after she joined, the corporate environment had dramatically changed, and with it came a federal investigation into procedures and practices employed by the company. As Erin learned more, and attended various meetings, it became obvious to her that the leadership of the company was focused on the bottom line to the exclusion of ethics. She was being asked to do things that made her uncomfortable, like changing the way the expenses were categorized. Reluctantly, and with great disappointment, Erin acknowledged that she and the company did not line up from an integrity and values point of view, and that she would be compelled to leave.
In thinking about your company:
If you’ve answered no to any of the above, your company may be wrong for you. You’ll learn more about company compatibility later in this chapter. We’ll discuss matching yourself with your employer, as well as how to know if you should be your own boss. If you’ve answered yes to all of the above questions, your company is not the issue.
Madeline got into her new sales position by convincing her employer that even though she’d always been in marketing, sales and marketing were closely related and she was strong in both. She was hired as sales manager for a consulting firm with a great salary and the goal of significantly increasing sales. After a substantial training period on the company and its services, Madeline was ready to begin. The problem was, she didn’t know where to start. Even with her company training, and self-proclaimed sales expertise, she couldn’t figure out how to get her sales effort off the ground. When she looked at her prospect list, she froze. The truth was, though Madeline wanted to be a salesperson—and was good enough to sell herself into her job—she was secretly afraid of rejection and didn’t want to take the risks involved in the sales process. She was on the wrong career track.
In thinking of your career:
If you’ve answered no to any of the above, you may need to rethink your career track and develop a plan for change. If you’ve answered yes to the above questions, your career track is not the issue.
Look carefully at the things you do on the job that have made you successful and list the top five. These are things you have learned in your work and when you do them you are almost always successful. Are you doing them in your current job?
Example: I have selected, developed, and retained high-performing people.
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Are you currently using at least three of the five that have made you successful in the past? If not, you’re running the risk that your current job isn’t tapping into what you do best. If your job is not drawing on your strengths, you could eventually fail.
Now, what about your “derailers”? Be honest and list the things you do not do well that could derail your career. If you are having trouble with this, look at your past reviews. Still in trouble? Ask your boss.
Example: I have a problem with change—I’m resistant to new ways of doing things.
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Are you being asked to do things you’re not good at in your current role in your company? Are your derailers in conflict with your company’s direction or strategy? If so, you may need to make a change. If you are tapping into your weaknesses, your endeavors could fail.
Strangely, most people don’t do career planning until they run into a serious career obstacle. Yet, it’s imperative to think about and plan your career as far ahead as possible, so you can gain the skills and experience you’ll need to reach your long-term goals.
To reach the top rung of the corporate ladder, develop a strategic career plan and stick to it. Map out what you need to do to reach your goals and stay on course. If you need line experience, get it. If you’re asked to relocate for a promotion, do it. If you should change positions to get experience for your future, go ahead. Without a strategy, you could stagnate in positions that don’t advance your career.
Where do you want to be in three to five years? What will it take to get there? Scrutinize the qualifications and experience needed, and compare them with your own. Try it with this exercise, which we call the “Reality Check.”
Picture your ideal future job position. Then, imagine you are applying to the executive search firm charged with filling this position. What position is it?
| My Ideal Position: | (in three to five years) |
List the five essential qualifications that the search firm would require for this position. For example, would it require international experience? Financial skills? Technical experience? Business development?
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In the space provided under the qualifications on the next page, list two or three accomplishments you have achieved in each area. Start your accomplishment with an action verb and quantify the results of the accomplishment if possible. If you listed “financial skills” as an essential qualification, you might put: “Managed a departmental budget of $2 million,” “Earned an MBA in finance,” or “Saved the company $3 million in costs by streamlining my department” as accomplishments.
What’s missing? Where were you struggling to find an accomplishment? If the executive search firm reviewed your information, would you make the cut or would they find too many gaps? If you don’t have any accomplishments in one essential area, that’s a gap you’ll have to fill to realistically have a chance at your ideal future position. If your accomplishments are weak in some areas, you may need extra experience or training to strengthen your résumé. Once you’ve identified what’s missing, or a weak area, you’ll need to develop a plan to fill the gaps, including identifying the resources, people, training, and education to help you.
Where are your gaps? Make a list of the top five things you still need to learn. Now, check out this list with your boss and perhaps some other individuals in your company. If they agree on what you still need to learn to achieve your ideal position, develop an action plan for yourself that includes the skills you need to learn, how you will go about learning them, and when this will be accomplished. Although this may leave you with some hard work to do to reach your goal, understand the rewards of taking these steps—and the possible consequences if you don’t!
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Example: I need to learn how to manage a budget.
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| Skills to Learn: | How Will I Learn Them? | When? |
| 1. Budgeting skills | Ask my boss if I can participate in the next budgeting process | 4th Q 2009 |
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Though everyone can learn leadership skills, it may be that your personality, style, or goals are not compatible with managing a department, division, or company. You may find that the stresses of such a role are too great, and that you would prefer to be an individual contributor. There’s nothing wrong with honestly looking at yourself inthe mirror and admitting you don’t have the ambition or disposition for a top job. Take pride in whatever you do best—and use your leadership ability in that way.
Denise felt that there was a lack of potential for promotion in her present company and was informally keeping her eyes open for other opportunities when she received a call from her former mentor. He had taken an executive position more than a year ago with a regional, privately held company that was now looking for someone with Denise’s skills. She agreed to interview for the director of operations position, which was a new one for the fast-growing company. When she met with the executive vice president who would be her boss, he seemed “pre-sold” by her qualifications and Denise was caught off guard by how quickly things moved. He called the next day with an offer, which included the precise salary Denise had requested, and she was thrilled. She thanked him and told him she was very interested, but when she asked if he would be putting the offer in a letter, he was flustered and seemed to view her request as a sign of distrust. Denise explained that this was standard corporate procedure to ensure each understood the employment terms. Though he wasn’t particularly gracious about it, her new boss complied and she began her job three weeks later.
Looking back at the process, Denise soon realized it was a precursor of things to come—most of them unpleasant. Her boss was difficult to deal with and the environment turned out to be very unprofessional. Most of the executives had never worked in a corporate environment—her boss’s childhood friend owned the company—and any decision making boiled down to the mood of the moment. Compounding the situation, there was no existing budget for her area, and she had to fight for every penny. Denise was angry—mostly with herself. She’d made an assumption that because her mentor was there, it was a good place to work. She hadn’t asked the hard questions or done any research on the company.
Always do your groundwork before you think of joining a former colleague at another company. Talk to enough people to get a broad view. Be certain that the culture fits with your personality and goals. Make sure you feel comfortable with the company strategy and the people you’ll be working with. Make this evaluation for yourself—don’t rely on someone else’s viewpoint.
If you decide to look externally for career opportunities, be sure you’re making a change that is positive. Many women who wouldn’t consider purchasing a home or even taking a vacation without careful research neglect to study their potential future employer and have no idea what they’re walking into when they accept a job. There are many ways to research a potential new employer—asking direct questions, reading about the company, talking with people who have worked there. Remember, the decision to take a new position goes two ways: the company has to want you, and you have to want them. Here are some issues to think about to have the best chance of success when you make a change. Though it requires some effort, this research will really pay off.
Is it a public or privately held company?
What is the composition of the board of directors, top officers?
Is management aligned around mutual goals and a common vision?
What is the management style?
Is the company known for its integrity?
Is diversity a priority for the company?
Does the company employ “best practices” programs for women?
Has the company been commended for its diversity programs?
What diversity programs does the company offer?
How many women are in the senior ranks?
Do employees feel valued and respected?
Is the company known for teamwork and collegiality?
What do ex-employees say about the company?
Are people free to voice their views?
To what extent does the economy affect the company’s business?
Is the company an acquisition target?
Is the industry experiencing problems?
What do financial experts say about the future of the industry?
Are there any investigations of the company or industry in process?
Position What is the company’s position in the marketplace?
Are its products and services competitive?
Are there competitor companies with new products in development?
Are there trends or regulatory factors that could negatively impact the company’s growth?
To get answers to these questions:
Since so few companies have large numbers of women in the executive ranks, it is difficult to estimate your potential for success based solely on that ratio. If there are no women in senior roles, you may not want to be the one to plow new ground. Another more practical way to gauge an opportunity is to find out what the company offers women in terms of leadership development programs.
The Leader’s Edge recently conducted a survey to find out what Fortune 1000 companies are offering their women employees in terms of “best practices programs”—those strategies and tactics employed by the companies to help develop, attract, and retain successful women. These “best practices” include coaching, retention strategies, mentoring, and networking exclusively for women in the company.
When you are contemplating a move to a new company, you’ll want to investigate where your potential target companies stand. Do they offer programs—and if so, what are they and who runs them? If you would be one of the only women at your level, you may find that the company is oblivious to key issues that affect women. You can also find out, from reading articles and the annual report, how committed the CEO is to these programs. Our research showed that CEO involvement in diversity efforts such as best practices programs is integral to their success throughout the organization. One corporate diversity manager for a communication services company said, “He [the CEO] sets the tone for our diversity efforts. He’s a diversity champion and speaks of that routinely. He shows support both externally and internally. He expresses his belief that it’s a business imperative and not just something nice to do.” We’d all like to work for a company like that!
The best companies distinguish themselves from the others in the depth and breadth of their programs. The programs are not independently run by the women employees nor are they part of human resources. Rather, they’re incorporated into the overall vision, fabric, and culture of the companies.
If you’ve decided things are not going well in your career and you need to make a change, it can leave you feeling uncertain and insecure. Be realistic about your future as you take the steps to move forward, and one important element is having an understanding of what you can—and can’t—control in the process. For example:
You are in control of . . .
You do not have control of . . .
If you find the areas where you have no control are problematic for you, you may ultimately need to explore other alternatives. In the meantime, focus on what you can control and do your best in those areas.
These are not the good old days when people routinely stayed in their jobs for decades and retired at the same company where they began their career. If circumstances have decreased your workplace marketability, take steps to remedy the situation so that you can feel more “secure.” The new definition of job security is knowing how to find a job when you need one.
The Three-Minute Recap is a more specific variation on the drill used in chapter 2, “Make the Connection,” where we prepared for formal networking meetings. This drill prepares you for face-to-face meetings with contacts who can help you make connections to a potential job opportunity or new company. The practice you put into these meetings may well determine your future success—so give it your all.
Establish Rapport . . . As we discussed over the phone, I’m here today because I’ve been doing some thinking about my career, and feel that it may be time for me to explore job opportunities outside my present company. Since you are tuned in to the market, I wanted to touch base with you and see if you might have some advice for me. Note: You’re not asking for a job, or even a job lead. Instead, you’re asking for advice.
My Work Experience and Career History . . . We’ve known each other for a few years, but I thought I would quickly summarize my background for you. I was raised in Buffalo, New York, and came to this area to attend the University of Pennsylvania. I received a bachelor’s degree in English and went on to get an MBA in finance at the Wharton School. I was then recruited as a financial analyst by the chemical company, Alston, and gained great skills there. After several years, I realized I wanted to transfer my skills to a company that had a product I could identify with, so I went to Macall, the cosmetics company, where I have risen to the director of finance. Unfortunately, as you may know, Macall has had problems with one of its products and market share has been declining. I’m afraid there will be layoffs in the near future, so I decided to start looking for a new opportunity. Note: Hit the highlights of your career history, and include an explanation of why you’re looking for a new job.
My Greatest Strengths and How I’ve Used Them . . . My greatest strengths are that I love working with numbers, and am good at analyzing and interpreting them. I’m highly organized and self-motivated. I run a five-person department and have been told I’m a good leader—and that my work is done well and on time. Our department is known for coming up with innovative ideas, strategic vision, and follow-through. Note: In giving your strengths, be confident and reflective—but not cocky.
My Biggest Accomplishments . . . My biggest accomplishment was researching and contributing the idea for a new type of accounting system, which Macall has adopted. The CEO and CFO were pleased because it made our subsidiary presidents more accountable for budgets, but it also provides significant advantages for the subsidiary presidents like tracking specific costs. Note: Make this a clear statement of something you did well, with concrete results, and are proud of—let your enthusiasm show.
What I’m Interested In . . . I’m interested in a company where I can take my finance skills and leadership experience and contribute to the bottom line. I’m particularly interested in a company like Harrington, Inc. but I don’t know anyone there. Note: Be open to suggestions, but have a specific target company in mind you need help with.
Ask for Advice . . . I wonder if you know anyone at Harrington, Inc. I might speak to, or if you have other ideas about how I might use my skills and who else I might talk to. Note: Ask for something that’s easy to give, so the pressure is off your contact and he or she can settle into “advice-giving” mode.
Your Time Is Up . . . Now listen for feedback and advice. At the end of the meeting, thank him or her for their time and help.
Conclusion . . . Is there any way I can be of assistance to you? If there is, I hope you’ll contact me. Thank you for your time today. I will keep you informed of my progress with the people whose names you’ve given me. Note: Offer your contact reciprocity—it is a valuable gift to give—and follow through on keeping your contact informed. Always end the meeting on time.
When you begin a meeting, check how much time you have up front and be aware of how quickly time can go. Make sure, for example, your rapport building doesn’t take up the time you need to get your message across. Be sensitive to signals that the other person is ready to end the meeting, such as fidgeting, acting disinterested, or looking at their watch. If you notice these, be ready to end the meeting by making your request for referrals and thanking your contact for the time.
Now, practice using your own situation.
Establish Rapport . . .
My Work Experience and Career History . . .
My Greatest Strengths and How I’ve Used Them . . .
My Biggest Accomplishments . . .
What I’m Interested In . . .
Ask for Advice . . .
Your time is up.
Conclusion . . .
Perhaps you’ve reached a juncture in your career when you’re ready for a change, and wonder if that change might involve starting your own business. The Small Business Administration and others have estimated that there are now over 9 million women entrepreneurs, according to the Center for Women’s Business Research, 2008.
Why are so many women starting their own businesses? With so many women disillusioned with aspects of the corporate culture, it’s not hard to imagine that the frustrations they’ve experienced have encouraged them to take a new direction, one where they have more independence, flexibility, and control. As a banking executive we surveyed stated, “I had a strong desire to start my own business that would follow my own vision and values.” Flexibility was an issue for several women. One woman who left a consulting firm, said, “I know my friends were surprised that I was willing to step off the ‘big platform’—no more first-class travel, no more giving speeches. But all that was not at the core of my value system. Now, I have the flexibility I love.” Another senior woman at a large retailer who started her own business was delighted with her independence. She said, “I love it. I can apply my corporate skills to develop a business and marketing plan.”
If this is something you’re seriously considering, read on to see if you have what it takes to be a successful entrepreneur. According a 2002 article in The Wall Street Journal, the Small Business Administration forecasts that 63 percent of new businesses will fail within six years. You don’t want to be a statistic!
Being an entrepreneur can be lonely. Even the best idea and business plan may not provide the collegiality you had thrived on in your corporation. In fact, many businesses are home-based, especially at the beginning. Some women elect to work at home because it provides the ability to be available for their children. This can lead to even more isolation. It’s wise to be aware of this common problem and take steps to counter it.
It is important to continue your networking activities and you may want to enhance them by forming a group of women entrepreneurs who can share similar experiences, thoughts, and ideas. This was done by a group in Philadelphia, who formed a networking club of women entrepreneurs in noncompetitive businesses. They share success strategies, marketing ideas, and even client lists—as well as business leads and introductions. The group has been very successful in its mission, and the women members enjoy each other’s support on both a personal and business level.
Just as it is vital for you to plan the next move in your career, it’s also important to think about, and plan for, the end of your career and the next stage of your life.
Did you know that every day for the next eighteen years, an estimated five thousand women in the United States will turn 65, according to the Pew Research Center? Unfortunately, the majority are not prepared for the next stage—retirement. Retirement means different things to different people and can happen at almost any age from fifty to eighty. The years when everyone—mostly men—got their gold watches and ceremoniously left the working world at sixty-five, are over. These days not only do people work longer but many want to continue being active even after they leave what they are doing. So a number of retirement-age people don’t really retire at all—they just change course.
There are many factors that drive decisions about retirement, including finances, family obligations, personality type, and health. Some people have saved enough to retire completely from the traditional workforce without significantly altering their lifestyles. Many others want or need to continue work, perhaps doing something new and more personally rewarding. My friend Colleen, who started and runs her own company, views work as part of her identity. She often says, “I will die working at my desk. I love what I do and have no intention of retiring.” For others, retirement will be dictated by health issues or a need to lessen stress. If you are at the age where you have given thought to retirement—or should!—take the next quiz.
When I think about retiring, it is because . . .
Your answers will likely change over time based on changes in your life and thinking, and it’s a good idea to periodically quiz yourself to get a reading on your current state of mind.
The ten years prior to the traditional retirement age can be an awfully busy decade. Now, finally, you are a professional in your prime. You have earned that fancy title, and you log long hours to complete demanding work and maintain your edge. You may also be a primary caretaker, tending to the needs of elderly parents while also continuing to financially and emotionally support your teenage or adult children. If your children are out of the house, you might find yourself taking care of grandchildren on the weekends. In fact, research from Prudential Financial indicates that six out of ten retirees are caring for someone in the period five years before or after retirement—and, of course, these care duties tend to fall disproportionately to women.
Maggie is still years away from retirement and fully engaged as an entrepreneur—working happily and diligently as a principal at her consulting firm. Her parents, in their eighties, are becoming increasingly needy in terms of time and attention. Maggie also has three adult children in various stages of their careers, and they frequently need her time and support. Her oldest daughter recently had a baby, and Maggie tries to step in as much as she can to give her daughter a break. Maggie is where many women find themselves, caught in the traditional “sandwich”—the squeeze between elderly parents, children, and now grandchildren. And while Maggie derives an enormous amount of pleasure from most of these activities, they can be exhausting. Maggie has come to realize that her story is not so different from many other women. She knows too that she needs to give some real thought to her retirement and what will become of her business.
Here’s the catch about retirement: it requires your time, energy, and attention while your career and personal life are in full swing. Planning for those years is not as complicated as you might think, however. Given our natural tendencies, we women can have a lot of fun with the retirement planning process. Women, because of the way our brains are configured, tend to move very easily between the left side and the right side of the brain when approaching almost any problem, often employing both a creative and a practical point of view. Simply stated, women can use their right and left brain simultaneously when addressing a task or solving a problem. As a result, women often see a problem and its solution from multiple perspectives. Women can combine the desire to create a retirement scenario that draws upon their most heartfelt dreams and aspirations yet still be practical and realistic.
In retirement planning, there is usually, though not always, a partner or spouse in the picture. Bringing your partner into this process might give you some additional insights and result in a plan that works well for both of you. The subject for that conversation is, “What does retirement look like to me?” Choose a good time for both of you, sit down, and share your thoughts.
As you contemplate your choices for the future, it may be helpful to think about people you know who have retired and how, in each case, retirement has worked out for them. Here are some suggestions about questions to research.
Doing some thinking and exploring can help you gain insight into what makes retirement successful—or unsuccessful. Whose has been the most successful retirement you know? What makes it successful in your eyes? Why? Whose has been the least successful? Why?
Unfortunately, we hear a lot of stories about individuals whose retirement has not turned out the way they envisioned it. We can learn much by thinking about the experiences of others and applying them to ourselves. By being thoughtful about the issues and, in essence, managing the process of your retirement, you greatly increase the opportunity to spend your retirement days in a very positive and satisfying place.
As you plan your retirement activities, the skills we have covered in this book—building relationships, assessing your skills, communicating effectively and selling your strengths will help you as you consider your retirement options. Whether you choose consulting, part-time work, a new career, or more unstructured time, taking the time to evaluate and strategize your choices will give you the best chance of a happy retirement