The Pursuit of Perfection

Do you want a staff of perfectionists?

Author Peter DeHaanBy Peter DeHaan

Some managers say “yes,” whereas others respond with a resounding “no.” The informed answer is, “it all depends.” Here’s why:

Of that portion of the populace who are perfectionists, some are blindly or proudly so. Others are self-aware of possessing this characteristic and informed about it; I call them recovering perfectionists. A self-aware perfectionist understands this condition, knowing how to tap into and celebrate the many strengths and benefits of pursuing excellence. At the same time, they know to guard against its limiting, self-defeating, and even paralyzing facets.

Doing research on perfectionism reveals a host of debilitating traits, starting with compulsiveness and going downhill from there. However, knowledgeable perfectionists can tap into the positive aspects of their natural tendencies when appropriate, that is, when it is to their advantage to do so. At the same time, they can usually avoid being handicapped by perfectionism’s alluring snares.

For a perfectionist, there are many traits which provide great value in the workplace:

  • Produce quality work: Perfectionists tend to produce high quality work. They take pleasure in excellence and find satisfaction in a job well-done.
  • Exceed expectations: If the boss expects a short summary, the perfectionist will submit a report. If achieving a 99% rating is admirable, the purist will aim for 99.9 – and then 100. Being above average is not good enough; being the best is a self-imposed requirement.
  • Go the extra mile: Perfectionists often give more than asked. If a report needs to be five pages long, they will turn in six. If a product needs to have three new features, they will add a fourth and maybe a fifth. If they set a record last month, they will strive to better it this month. In sports, this results in shooting free throws while the rest of the team showers or taking 30 minutes of extra batting practice – every day.
  • Set high standards: Another trait is that perfectionists set high standards, both for themselves and others. As long as the standards are reasonably attainable, it is acceptable, and even admirable for the perfectionist to set a bar high – for him or herself. (However, foisting faultlessness on the others does little more than establish the groundwork for future frustration, disappointment, and conflict between the precision-minded and the rest of the world.)

Of course, there are counterparts to these traits. One is procrastination. It is said that the perfectionist subconsciously reasons that the results of their work will never be just right – no matter how much time is invested – so why start? In fact, the project is often delayed until the last possible moment, so there is a plausible excuse as to why it’s not perfect: “I didn’t have much time to work on it!” Taking this to an extreme, some perfectionists miss deadlines and blow past due dates, often agonizing over some trivial or irrelevant detail.

Another side-effect associated with perfectionism is having problems in making quick decisions. Sometimes, they need to “sleep on it” to be assured of the correctness of their judgment. Other times decisions can be agonizingly difficult for them to reach. They fear making the wrong conclusion, that is, a less than perfect one. They delay a decision, while awaiting more information, so they can conduct an informed analysis. Unfortunately, this mental paralysis is seldom cured by amassing more data.

Over the years I have often interviewed perfectionists during job interviews. As it becomes apparent that I am talking to a perfectionist, I segue into a special interview segment, just for them. “So,” I inquire, “Do you consider yourself to be a perfectionist?”

Their responses fall into one of three categories. The first one is shock or denial. If a person who has just exhibited several perfectionist traits is taken aback at the thought of being called one or disavows any connection whatsoever, I judge them to either be disingenuous or lacking in self-awareness. Neither are characteristics that I seek in an employee.

The second type of response to my perfectionist query is unabashed pride and total satisfaction in possessing this quality. To make sure I am not rushing to a snap judgment, I give them one last chance for redemption. “What,” I ask, “do you see as the weaknesses of being a perfectionist?” Occasionally, they will comprehend the importance of that question, using an astute answer to move them from this category over to category three. Usually, however, they give me a blank stare, as if my inquiry was nonsensical, responding that there is no downside or that they don’t understand what I asked. In similar fashion, I don’t want to work with a perfectionist that has failed to realize the turmoil and trouble they can produce by their proclivity for perfection.

The third type of perfectionist applicant smiles at this question and begins to share their self-awareness about the shortcomings of how their version of perfectionism is manifested. They openly identify the less then admirable ways that it reveals itself in them and often proceeds to communicate how they guard themselves and others from this tendency. This is a person I want on my team. Yes, they may require a bit more management effort from time to time, but doing so is worth the extra energy as the results will be an employee who produces quality work, frequently exceeds expectations, goes the extra mile, and sets high standards for him or herself. Isn’t that who you want working in your organization, too?

Peter DeHaan is a magazine publisher by day and a writer by night. Visit www.peterdehaan.com to receive his newsletter, read his blog, or connect on social media.

Watch Your Attitude

By Peter DeHaan

Author Peter DeHaanOn a weekend trip my wife and I found ourselves at a fast-food restaurant for breakfast. “I’ll have a number 10,” I decisively told the perky teenage girl at the counter. She acknowledged my request and smiled pleasantly. This encouraged me to make small talk while my wife contemplated her choices. Not fully awake I said something apparently mildly humorous, causing her to laugh and brighten her smile. “What a pleasant way to start my day,” I thought, glancing at her name tag; it said, “Amber.”

My wife conceded that what she wanted wasn’t part of a meal deal, nor were the items listed individually. Amber was helpful. “Tell me what you want and I will see what I can do.”

My wife listed three disparate items and Amber began pushing buttons on her cash register. After a series of thoughtful keystrokes, she announced she had accomplished my wife’s request. We paid for our meal and stepped aside to wait for it.

As the people behind us placed their order, Amber’s friendly demeanor continued to capture my attention. Suddenly she saw someone out of the corner of her eye. Her smile widened as she looked up and her face beamed, “Good morning, Jimmy,” she excitedly called out. In the split second that it took for my glance to move from Amber to Jimmy, I anticipated whom I might see. Certainly, he would be her peer, perhaps a jock or maybe a prep, possibly even her boyfriend.

I was wrong. Jimmy was an older man with a weathered face, worn clothes, and a considerable limp. He moved forward with deliberate effort, alternating between a herky-jerky lunge followed by a short shuffle. As he made his way across the room, he did not attempt to get in line but headed straight to an open space at the counter near Amber.

With considerable effort, he produced a handful of coins and cupped them in his twisted hand. He tipped his hand forward and with careful effort, gave it a little shake. Two coins spilled out onto the counter and then a third. As if not satisfied with his progress, he poked his gnarled index finger into his open hand and moved it around as though stirring a pot. Then he flicked a fourth coin onto the counter, stirred some more, and released a fifth. With the last coin still rattling on the counter, Amber was there. She picked up the change, rang up an unspoken order, pulled a dime from the cash drawer, and carefully dropped it into Jimmy’s still cupped hand.

What happened next made me curious. Amber reached under the counter and pulled out a handful of supplies. Then she turned to the coffee pot behind her and laid the contents of her hand on the table – two containers of cream and several packs of sugar. This seemed backwards and inefficient – pour the coffee first, then get the additives. Amber grabbed a coffee cup and filled it half full. Even more curious. Did Jimmy only want a half of a cup? She then picked up one of the creams, gave it a brisk shake, meticulously opened it, and carefully emptied its contents into the cup. Then she repeated the procedure with the second cream.

Amber glanced around the room to see if anyone else needed her assistance. Assured that she was not neglecting another customer’s need, she picked up a pack of sugar, shook its contents to the bottom and prudently tore off the top, so as to not waste any, pouring every granule into the coffee. She repeated this a second time, but then another customer diverted her attention from Jimmy’s coffee. She returned to the partial cup and added two more sugars. But her task was still not complete. Amber grabbed a stir stick and thoroughly mixed the contents. Upon being satisfied with the results, she topped off the amalgamation with more coffee, put on a lid, and presented it to a grateful Jimmy.

She didn’t do any of this begrudgingly or with indifference but with all the care and precision of someone making their own cup of coffee. She was there to serve Jimmy, and she did so happily and without hesitation. Her kindness touched me. Such a gesture was surely not found in the restaurant’s efficiency manual, but it was the right thing to do. Amber’s attitude established the framework for the rest of my day. If her example affected me so much, I can only guess what it did for Jimmy.

I imagine that, when Jimmy woke up that morning, there was no question in his mind where he would go for coffee. I surmise that his morning trek to the restaurant was routine. I suspect, however, that he wondered who would wait on him. He might have said to himself, “I hope Amber’s working today. She treats me like I’m special; my whole day goes better when she gets me my coffee.”

Likewise, I wonder what Amber thought before work that morning. Did she make an intentional decision to have a positive attitude, thereby producing a difference in the lives of those with whom she came into contact? She may have, but I suspect it wasn’t necessary. I think her attitude of cheerfully going the extra mile was so much a part of her that it had become habit. While I was focused on my own needs, Amber’s attitude was to focus on those around her. And what a difference she made, not only for Jimmy and for me but for the other customers and her co-workers as well.

I was challenged by all this. My attitude as I start each day, no doubt, affects how my day goes and has a ripple effect on those around me. Though it’s unlikely I will ever match Amber’s personable, outgoing disposition, I can aspire to her positive, helpful, serving attitude.

Do you have someone like Amber working in your organization? What if all your staff was like Amber? Then customer satisfaction would be exceedingly high, complaints and service problems would be non-existent, and your company would be an even greater place to work.

Whether it’s pouring coffee or doing something else, we all can have employees like Amber – and it’s not hard. All it takes is an intentional effort to have a positive attitude. That positive attitude starts with you, and it can start today!

Peter DeHaan is a magazine publisher by day and a writer by night. Visit www.peterdehaan.com to receive his newsletter, read his blog, or connect on social media.

6 Trends to Watch in the New Year

Author Peter DeHaanBy Peter DeHaan

As we make the transition from one year to the next, we typically take time to reflect and project – that is, to look at the past and anticipate the future. In embarking on this task, it is not my intent to recap the past year. Nor is it my plan to predict the next twelve months. What I will do is share recent observations and project them into the future.

Generation Y: They go by different names: Gen-Y, the Millennial generation, Millennials, and mosaics, but regardless of the label, they were born in the last two decades of the 1900s (plus or minus a few years, depending on who is doing the explaining). Generation Y is our future workforce. They think differently, act differently, and work differently than prior generations. Most likely the person doing the hiring doesn’t “get” them and doesn’t want to hire them, but if you want employees, you will have to address this. Even if you’re currently able to hire around their demographic, you won’t be able to do so indefinitely.

Now is the time to learn about this frustrating – and exciting – generation. Now is the time to change your hiring processes and adjust your culture. Fail to do so at your own peril.

Social Media: Are you tired of hearing about social media? Well, brace yourself to hear more about it in the coming years. Are you losing sleep trying to figure out how to use social media in an effective manner or monetize it? If so, you can expect your insomnia to continue. Regardless, social media is not a fad; it is here to stay.

Here’s my take on social media:

  • Most of the discussion is more theoretical than practical; this suggests that even the experts don’t yet know how to make it work for most businesses.
  • The few success stories that are loudly trumpeted are more anomaly than a template to follow.
  • From a business standpoint, the hype largely exceeds the practical utility, but even so, social media will become more integrated into our businesses, culture, and lives.
  • Social media takes time, and so far the results are questionable.
  • Not being on Facebook will soon be as unusual as not having email today.

In “Social Media: Opportunity or Distraction?” I gave some practical applications for social media that businesses could consider, both to enhance internal operations and expand external opportunities. This is a good beginning point. You don’t have to start big, but you do need to start; don’t delay. (Read more about social media.)

Texting: Parallel to social media is texting. Though I use Twitter (@peter_dehaan) daily, I don’t text nearly as much. I used to think texting was a fad, but not anymore. Consider that some people (especially the aforementioned generation Y) may fail to check their email or answer their phone, but they will not ignore a text message. The implications are huge; we cannot dismiss them.

Offshoring: Offshoring is waning. No, it’s not going away, and it will be a factor in the future, but its star is not shining as brightly as it once was. While offshoring saved many companies a lot of money, it has been a public relations nightmare. Succinctly stated, consumers don’t want to communicate with people they can’t understand and who can’t understand them. By definition this is not communication.

This is not a bash on offshoring. When done right offshoring is a financial and customer service success. This includes hiring people with the right language skills (which should be a given for any call center), providing whatever training is needed to produce effective agents, and only taking on work that is a good match for the call center. Good offshoring will survive – and thrive – whereas those that hire anyone who can breathe and take any account that can pay will fail.

Hosted Services: The concept of accessing software over the Internet goes by so many different names that I’m no longer sure what to call it. What I am sure of is that it’s a viable option and a growing trend. While there are many compelling reasons to adopt it, there is one concern: what happens when you lose your Internet connection? Certainly, pursue the hosted services option, but don’t lose sight of the risk, making sure you have a reasonable contingency plan in place. Although the Internet is ubiquitous, it is not infallible.

Specialist versus Generalist: I see a need for organizations to become either specialists or generalists – and the middle ground is not the place to be. Specialists focus on one or two vertical markets. Their intent is serving them so well and with such expertise that they become the market leaders that no one else can touch. If they specialize in widgets, they know widgets better than anyone else.

In contrast are the generalists. Generalists offer a wide range of options to their customers. Their goal is to meet any need so that customers will never have to seek a second vendor. Although generalists strive to provide any service requested, they often can’t offer the depth or specific skill sets of the specialists.

These six areas are a good starting point for moving forward into next year. In all likelihood, you’re already pursuing some of them, and I encourage you to press on. For areas that are new to you, consider what your first step should be and slowly advance in small but steady increments. Either way, the future has much to offer – if we will embrace it.

Peter DeHaan is a magazine publisher by day and a writer by night. Visit peterdehaan.com to receive his newsletter, read his blog, or connect on social media.

 

Giving Back to Your Community

Author Peter DeHaanBy Peter DeHaan

Working in any business is challenging and demanding work. Owning and running one is even harder. Daily activity seems, all too often, to consist of reacting to the urgency of the moment. There is little time to plan and few opportunities to look beyond the confines of the company walls. Yet looking beyond is exactly what you need to do. Seeking ways to give back to your community may be precisely the action you should pursue. Some organizations have done so – with profound results.

Why Give? There are many reasons why it is wise and appropriate for a business to give back to its community. Aside from principled reasons, the practical justification is that it is good for business. Community involvement expands networking opportunities, increases corporate standing, and generates goodwill. From an employee standpoint, it builds team camaraderie as staffers serve together and pursue common non-work related goals, increases employer esteem, and provides a connection outside the workplace. These, then, have an indirect effect of improving employee job satisfaction and thereby decreasing turnover. Last, as employees see a different side to their employer, respect can increase and better understanding nurtured. With all these benefits, what company wouldn’t want to promote and pursue a philanthropic effort?

What to Give? There are two primary forms of assistance that can be provided: money and manpower. Most organizations are more in need of volunteer labor than they are of monetary donations. (Although, as nonprofits find volunteers scarcer, they seek the funds to hire the labor that could otherwise be volunteered.)

Let’s start with the manpower aspect. You can provide opportunities for your staff to volunteer. They can go in groups. It is easier to go somewhere new or try something different if it is done with a friend. Plus, there is the bonus of being able to serve together; this has its own rewards. Generally, these opportunities should occur outside regular working hours. Some businesses have a provision to take time off without pay; a few even offer paid time off when volunteering. These, however, are rare, costly to the company, and generally not needed. Setting up a simple means to allow employees to know about and pursue volunteer opportunities takes little time and incurs little cost to the company.

For many people it is easier to write a check than it is to volunteer. The same is true for businesses. If a corporate financial donation is not feasible, don’t worry about it. Having you and your staff involved is generally more important anyway. If making a financial contribution is feasible, one consideration is setting up a matching fund. This is when companies budget monies to match the donations of their employees. The employee makes the donation, submits the receipt, and the company makes a matching contribution. This, too, is quite easy to set up. Payroll deductions for charities are also an option, but more costly and time-consuming to implement. Of course, there is also the option for the business to make a direct contribution.

Where to Give? Needs exist all around your community. Find out what is already going on. Consider after school programs, food pantries, clothes closets, homeless shelters, and soup kitchens. Call your nearest school and ask how you can help. Opportunities might include “adopt-a-classroom,” reading programs, tutoring, providing back-to-school supplies, or helping with GED classes. If you have a college nearby, check with the service organizations on campus and see how you can support them. A side benefit of working with college students is that you will be interacting with potential job candidates. Just make sure that employee prospecting doesn’t become the reason for getting involved.

Who to Give To? By now, your mind is likely spinning with ideas. So many needs, so many opportunities, so much to do. It can quickly become overwhelming. Being overwhelmed leads to discouragement, which leads to inaction. The key to prevent this from occurring is to whittle down the list, identify one organization that is a good fit, and focus on how you can help them.

Start by asking your employees to make recommendations. They will tend to suggest groups which they already support with their time or money. Although only a small percentage of your staff will currently be involved with any organization, it is a great place to start. They already have a connection and an affiliation; they can acclimate others as they step forward to volunteer. You will also have some staffers who have esteem for a particular organization, but have not yet taken that first step towards involvement. Those recommendations are also worth considering. Again, their predilection towards that organization will help move things forward.

Before you make a final selection, perform a “due diligence” just as you would for an important business purchase or partnership. For nonprofits find out how long they have been in your community; check out their annual reports; ask what percentage of donations goes to overhead; see if the Better Business Bureau has a file on them or what the Chamber of Commerce may know. If things look good meet with the executive director, ask to attend a board meeting, and seek an easy way to test if you are a good fit for each other.

Regardless of the size of your business, pick just one organization to support – at least initially. It is far better to make a significant and sustained effort towards one group, then to be thinly spread to many different organizations, which will result in frustration and ineffectiveness. Once you have successfully proven your company can support one organization, then you may consider a second one, but proceed slowly and carefully. Remember that for many companies, especially smaller ones, focusing on one group is ideal.

How to Give? Once you select a group to work with and identified an initial area of service, it is time for tangible action. Ideally, company leaders should be in this first wave of volunteering, setting the example, and inspiring others to follow. As previously mentioned, it is easier to go as a group, especially for the first few times. Hopefully, there are already one or more employees who have practical volunteer experience with the organization. Let them take a lead role, comfortably easing others in and showing how things are done. In no time, everyone will be serving with practiced confidence. Then they can repeat the process with others.

It is important to remember that no matter how great the need or how rewarding the work, only a percentage of employees will take part. Also, their degree of involvement will vary greatly. This is expected, so accept it. Just make sure no one feels obligated to get involved, and remind them that volunteering is, in fact, voluntary. After all, you don’t want to serve with someone who is negative or resentful; the goal is to have fun and find fulfillment as you volunteer. Leave the naysayers at the office.

When to Give? Now! Not next month, not next year; now.

Peter DeHaan is a magazine publisher by day and a writer by night. Visit www.peterdehaan.com to receive his newsletter, read his blog, or connect on social media.

The Truth about College: It May Not Matter as Much As You Think

Author Peter DeHaanBy Peter DeHaan

It amuses me to tell people I went to college for 40 years. Their reactions vary from shock to admiration, from pity to surprise.

As a high school sophomore, I learned the local community college would admit select high school seniors. Acting partly out of youthful arrogance and partly from moxie, I met with an admissions counselor, hoping to be admitted the following year. The advisor never asked my age or my grade as he mechanically pulled my high school transcript. Mathematically challenged, he struggled to convert my school’s quarterly grades into the semester credits he was accustomed to. “Well,” he concluded, “it sure looks like you have enough credits.”

I completed my first college class before I started my junior year in high school. I took at least one class a semester for the next two years. College offered a challenge that high school lacked. Though I earned high marks in high school, I excelled in my college courses.

As my senior year in high school wound down, classmates announced their college plans. My best friend was headed to a private school to study a new field called computer science. It seemed an interesting and promising choice, and I decided to follow her there. However, despite my parents having sacrificed to make weekly deposits into my college fund since the day I was born, the amount they accumulated fell short. This reality, coupled with frequent media reports of college graduates being under-employed in entry-level positions, led me to a more practical decision. I enrolled in electronic technical school where I could quickly learn practical job skills and enter the work force at a fraction of the cost. Upon graduation, I grabbed the first job that came along: repairing copy machines.

It quickly became apparent this was not the job for me. My electronic school credential read, “electronic engineering technician,” and though I fancied myself an engineer, prospective employers viewed me as a technician. To make the career change I wanted, I needed more education. I reapplied to the community college and earned a pre-engineering degree.

I transferred to a local university and enrolled in its electrical engineering program. Well before graduation, a job change took me out of state. I established residency there and resumed my education. During this time, I responded to a help wanted ad. The stated salary was three times what I currently made. I met every qualification and dashed off my resume, fully expecting to be hired. But I was never even interviewed. I later learned the company was deluged with applications, and it summarily rejected every applicant without a four-year college degree. I resolved to never let that happen again.

Now being cynically convinced that a college degree was little more than an attendance certificate, I sought the shortest path to a four-year degree. I found the perfect solution. It was geared for full-time employees who had at least two years of college. By attending evening classes, in an intense one-year program, I could parlay my various college credits with documented experiential learning into a bachelor’s degree. I didn’t care what the degree was in; I just wanted that piece of paper. As the school year wound down, however, I met with a surprise at work. In my annual review, I was told my management skills had greatly improved and I was rewarded with a substantial raise. Although I had been striving for an arbitrary credential, I inadvertently ended up improving my job skills.

I shared this news with my professor, thanking him profusely. In what I thought was unwarranted humility he dismissed my gratitude. “I don’t deserve any credit,” he said matter-of-factly. “All we did was offer you an opportunity; it was up to you to make something of it. It’s what you have inside that made the difference.” It was years before I would fully comprehend this.

Now seeing a direct connection between education and earning power, I returned for a second major. What I had previously learned were “soft” skills (interpersonal communication, group dynamics, human resources, and so forth). Now I needed to complement this with course work in accounting, business law, and strategic planning. This major, business administration, would enhance my job skills, making me a better and more marketable employee.

After a few years, missing the elixir of education and feeling inadequate as a manager, I began considering a master’s degree. Again, I found a program geared for non-traditional students. Their offer was compelling, but even more intriguing was that I could enroll in a joint masters/doctorate program. I did. I anticipated the master’s degree would make me complete as a manager, but I viewed the doctorate more as a personal milestone.

My master’s degree was completed as planned, and I immediately began working on the doctorate, which I had two years to complete. Already worn down by the intensity of the master’s, I soon regretted committing to the doctoral program. But stubbornness prevailed and I plodded on, meeting the requirements only a few months before the deadline. I was 42; it was 26 years since I had gotten a jumpstart on college at age 16. There were some diversions along the way, job changes, relocations and even a few breaks, but for the majority of that time, I was attending classes – somewhere.

Fast forward a few more years. I felt a prompting to return to school once again, this time for personal edification, picking a Bible college – again distance learning. I applied for a second doctorate but was not accepted. Not caring about the credential, but the learning opportunity, I accepted placement in their masters program. However, a couple classes into it, during a routine call to the school, I learned they had undergone a change in how they evaluate transfer credits. I was bumped up to their “second doctorate” program, which for me actually required fewer classes then the masters program I was in. I switched. By graduation, I will have spent nearly 40 years in college. And that will be enough college for me – unless I want to return to teach!

College has meant many things to me: a challenge, a means to a job, help with a career change, an attendance certificate, an avenue to a better salary, an enhancer of job skills, management training, and personal edification. College can be many things depending on what we need and what we want to accomplish, but it is not a cure-all.

When I worked as a call center consultant, I would do week-long business audits. I would begin the week with an overview of the client’s company and then drill down to uncover weaknesses and opportunities. In doing so, a distressing pattern emerged. On about the third day, I would often find myself in a follow-up meeting with the person who manages the call center. That person’s common concern was presented in different ways and with various levels of emotion, but it always boiled down to the same sentiment: “I feel inadequate as a manager. I think I need a college degree.”

This broke my heart. I was never sure what to say.

These were successful, dynamic women, who started at entry-level positions and through hard work, dedication, and a talent for doing what’s nearly impossible, rose to significant positions. These individuals oversaw the majority of their organization’s workforce, controlled about half of its expenses (primarily labor costs), and maintained virtually all of the company revenue, yet they still felt inadequate. They believed a degree would make everything right. This always caught me by surprise because they conducted their work with such great aplomb, confidence, and success.

Here’s what I should have told them: “Yes, college can help you. If you have the opportunity to go and are willing to make the sacrifices of time and money, while putting much of your life on hold, then do it. It will make you a better manager. But it is not a panacea. There will still be times when you will feel overwhelmed, inadequate, or unprepared at work. Most managers have these feelings and a formal education won’t make them go away.”

While my educational choices have, in part, enabled me to get to where I am today, I know that had I gone down a different path, the result would be no less meaningful, because as my college professor said, “It’s what you have inside that makes the difference.”

What if you don’t already have a career? These comments about college are strictly for those who have an established career. For the recent high school graduate and those just starting out or without a career path, I always recommend college, provided they can handle the workload. Being a traditional student and going to school full-time allows one to get a degree in the shortest time, but it is not financially possible for everyone. In this case, as for me, education can be interspersed with vocation. Although this approach takes longer, it enhances the experience as education is magnified by work and work is complemented by education.

What if you have no idea what to study? If this is the case, be sure and pursue marketable job skills (don’t focus on skills that will maximize earning potential, but rather on what will maximize your enjoyment of life – which is not money). For those who are analytical thinkers, business and computers are good pursuits; for creative minds, consider marketing or graphic arts.

And remember, most college graduates don’t end up working in the field they studied, but rather they use their education as an entry-point to the work force. Once you have successfully proven yourself in full-time employment, work history generally becomes more important than your degree – as long as you have it.

So, if you go to college, study hard, make the most of the opportunity that you are given, but remember, it’s what’s inside that makes the difference.

 

Peter DeHaan is a magazine publisher by day and a writer by night. Visit www.peterdehaan.com to receive his newsletter, read his blog, or connect on social media.