Idealism vs. Reality: A Logic Framework for Career Management
CAREER
My experience mentoring first-jobbers has shaped a valuable perspective on how early-career talent manages career planning. Most students lack clarity because they have not yet developed a search strategy that corresponds with their values and objectives. Therefore, this transition moment from the structured environment of university to the ambiguity of the work world can be significantly distressing.
To my observation, there is a phenomenon in Indonesia that the status of Management Trainee at some global companies like Unilever, Nestle, and CCEP has evolved into a form of social currency. The acquisition of this position serves as an indicator of a graduate’s success and pride, largely due to the fact that the success rate to become an MT at these companies is not even 0.1%. This also makes the selection highly competitive; everyone will kill for this job. Only the most talented and luckiest candidates will get the golden ticket for this position.
The problem is that this "all-or-nothing" method creates a dangerous blind area. It aligns with a traditional, sequential approach to career planning. Edgar Schein said that career planning works as a "personal compass" to make sure that our route is purposeful (Schein, 1990). But what happens when the way to that one objective is blocked?
The "Causal" Trap in an Unstable Market
In the current, unstable Indonesian economy, the job market is painfully complex. While the foundational skill gap issue persists, we now face the added pressure of bridging the new gap created by the rapid development of AI skills for productivity. What I am trying to say is: the market's expectation is running faster than the talent market can adapt.
In this complex job market, talent must be prepared with a range of options, from the most ambitious to the most secure. This condition usually happens once the talent sets the career planning based on goals-driven strategy which probably we always learn this way of thinking since we are young. In simple way, we start with a precise recipe like I will be an MT at X Company and then go to the grocery to get the exact ingredients needs, called the means like I need this degree, this internship, and this specific job opening.
If we can not find one of the ingredients, the whole recipe doesn’t work.
A New Way of Thinking: The "Means-Driven" Career
In this unpredictable economy condition, adding a second method will be a good alternative. . Dr. Saras Sarasvathy analysed how professional entrepreneurs thought and came up with this idea. She discovered that they do not employ goal-oriented reasoning. They utilise a "means-driven" (or Effectual) plan. Let's go back to the example of a chef.
The goal-driven chef starts with a precise recipe (the objective) and then goes to the market to get the exact ingredients (the means).
The means-driven cook looks in their cupboard first (the means) and thinks, "What amazing meal can I make with what I have right now?
In this concept, the key message is clear that identifying and making an opportunity as well as doing well in hard times is the priority. Shifting mindset from How can I get that one dream job? To what can I make with the skills, connections, and experience that already have?
The 5 Rules of a Successful Career
1. The "Bird-in-Hand" Rule (Begin with What You Have)
Instead of focussing on a "dream job" title, take a clear look at what you have. Your career isn't about fitting into a box; it's about what you bring to the table. Your profession power comes from key three components: who you are (your personality morals, and interest), what you know (past experiences, academic talents, and technical expertise), and who you know (friends, professors, and business networks).
2. The "Affordable Loss" Principle: Put in what you can afford to lose
Another important principle for making progress is to only invest what you're willing to risk. This isn't about guesswork; it's about calculated risk management. This is a strong statement saying instead looking for the perfect choice which doesn’t exist, we build a portfolio of small. For instance, "I'm going to save $500 for a high-quality, self-paced online specialisation course and $100 for one session with a mentor." If I finish both and don't get the job right immediately, the $600 is a fair "loss" for learning new things and taking the initiative.
3. The "Crazy Quilt" Principle: Work with all stakeholders to make something.
The most common mistake people make in networking with stakeholders like mentors, coworkers, and clients is only reaching out when they need a job. Stop to treat networking as transactional tools - only showing up when you need something. Engage your stakeholders genuinely – inviting them to co-create' your next move. This can change your conversations, Instead of asking a mentor to find you a job, ask for their strategic insight. It’s With my expertise in X, what industry gap or problem do you think I should be looking at?' That's how you find the roles that are never posted on a job board."
4. The "Lemonade" Principle (Use Surprises to Your Advantage)
Next principles teach us to Treating unexpected events as as new data points. To an effective thinker, a layoff or a rejected promotion isn't a wall; it's a pivot point. A means-driven person sees it as a new resource. This could be meaningful moment for them to have crucial feedback on skills or experience that probrably he missed. The idea is he can change the feedback as the lemon to actionable plan for clear development.
5. The "Pilot-in-the-Plane" Principle (Control vs. Prediction)
This is the core mindset shift. You are not a passenger in your career, passively waiting for the right train to arrive. You are the pilot of the aircraft. As the pilot, they must know the destination, but they must actively fly the plane, ready and responsive to their instruments for any conditions. While in the passenger mindset, they only anticipate the arrival moment.
The world around you is always changing, and you can never be sure what will happen next. However, the best profession for you is one that you can plan for in a way that always honors your core values and purpose. This alignment makes sure that even when things go wrong, people see them as chances to stop, think, and change direction (Kwasnicka & Lai, 2022).
The "Management Trainee" position probably is an excellent objective to have. But that's not the only thing you want to do. You stop looking for a "golden ticket" and start constructing your own career that is stronger and more gratifying by adopting an efficacious, means-driven approach.
References
Kwasnicka, D., & Lai, A. Y. (Eds.). (2022). Survival guide for early career researchers. Springer.
chein, E. H. (1990). Career stress in changing times: Some final observations. Prevention in Human Services, 8(1), 251-261.
Sarasvathy, S. D. (2001). Causation and effectuation: Toward a theoretical shift from economic inevitability to entrepreneurial contingency. Academy of Management Review, 26(2), 243-263.
