Feeling stuck in a toxic workplace or misaligned in your career? You're not alone—and you're not powerless. In this powerful episode, Dahlia Shaewitz, founder of Third Sight LLC, joins host John Neral to share career-shifting insights for mid-career professionals seeking clarity, better leadership paths, and more authentic connections at work.
Whether you're looking to leave a job that no longer fits or elevate your influence without a formal title, this episode is your career GPS.
💡 Episode Highlights:
- Is it you or the workplace? Learn how to identify toxic environments vs. simple misalignment—and what to do next.
- Build allies, not enemies. Discover how to foster workplace relationships rooted in trust, not politics.
- Networking for introverts. Dahlia shares how to network meaningfully without being transactional.
- Lead without the title. Why volunteering on nonprofit boards can fast-track your leadership growth and strategic thinking.
- The "MENTOR" model. Use this framework to assess your unique career strengths and growth areas.
- One key question to ask: “What are you most proud of?”—and how it uncovers your authentic leadership voice.
🎯 This episode is perfect for you if:
- You're a mid-career professional questioning your current role or workplace culture.
- You feel burned out or undervalued and need a path forward.
- You're ready to lead from where you are—even without a promotion.
- You're exploring how to transition into more meaningful work or a new role.
Connect with Dahlia Shaewitz
🔍 SEO Keywords (targeted):
Mid-career job search, toxic workplace recovery, leadership without a title, nonprofit board leadership, workplace misalignment, allyship at work, introvert networking, career coaching, job fit vs. job mismatch, strategic leadership development
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
John Neral (00:00):
In this job market, with everything happening from
budget and staffing cuts as wellas reorganizations, it can make
you feel as if people don'tmatter or worse, they are
disposable rather than beingindispensable.
Almost 10 years ago, I had thepleasure of working with today's
guest on a human capitalinitiative in the organization
(00:23):
where we worked guest on a humancapital initiative in the
organization where we worked.
I admired her leadership,people-centric, big-hearted
focus on ensuring that allpeople always matter.
Today, you are going to meet myfriend and colleague, Dahlia
Shaewitz.
Dahlia and I discuss why it'smore important than ever to
build allyships and be an allyfor others in your career, along
(00:45):
with how to deal with a toxicwork environment and one
question you must always askyourself when building your
career.
Let's get started.
Hello, my friends, this is theMid-Career GPS Podcast and I'm
(01:08):
your host, John Neral.
I help mid-career professionalslike you find a job they love,
or love the job they have, usingmy proven four-step formula.
Today's guest, Dahlia Shaewitz,has been instrumental in
creating new portfolios of workthat improve employment outcomes
for youth and adults withdisabilities.
(01:28):
She's an expert in knowledgetranslation, helping both
researchers and end users tounderstand and effectively
communicate information that canhave a positive impact on our
lives our lives.
She has more than 30 years ofexperience leading projects and
teams of experts in policy,practice and research in the
(01:49):
areas of disability, adultliteracy and special education.
She founded Third Sight LLC tocenter disability inclusion and
to contribute to the conditionsfor success in work and life for
people with disabilities.
Dahlia Shaewitz is an IPECcertified coach and provides
mentor leadership assessmentcombined with leadership
(02:12):
training to support individualsto lead from any position.
In 2021, she was selected byCounty Executive Angela
Alsobrooks to serve as acommissioner for the Prince
George's County Commission forIndividuals with Disabilities
and in 2020, she was selectedfor inclusion in the many facets
.
(02:32):
America's Women Commemorate the100th Anniversary of the 19th
Amendment published by theNational Alliance for
Partnerships in Equity.
I hope you enjoy ourconversation.
It is my pleasure to introduceyou to Dahlia Shaewitz.
Dahlia, my friend, welcome tothe podcast.
I am so looking forward to ourconversation today.
Dahlia Shaewitz (02:55):
I am too.
Thanks, John.
Thanks for having me.
John Neral (02:57):
Great to have you here, so I shared a little bit
in the introduction about ouropportunities where we had
worked together in a previousorganization and everything
you've been doing since.
But I want our listeners to getto know you a little bit more,
and so, dahlia, would you pleaseshare your mid-career moment
with us.
Dahlia Shaewitz (03:19):
I have several, but one in particular comes to
mind and I had reached out to afriend of mine who was a global
HR guy and I said meet me forcoffee.
I need job advice.
I told him the situation I wasin and he said you know, dahlia,
I think your work situation istoxic and it might not be toxic
for everyone else, but it'stoxic for you.
(03:40):
And the reason that was someaningful is one it was
validating that I really wasstruggling.
But also it helped me seethere's no bad guy here, there's
nothing wrong with the companyI'm at, it's a fit issue.
And I think sometimes that fitissue is the problem we don't
recognize right, because we feellike we have to point the
(04:02):
finger somewhere and there isn'ta finger to be pointed anywhere
.
John Neral (04:07):
I really appreciate how you phrase it in that way,
because so many times on thepodcast we've talked about
having the right fit, and itneeds to be the fit for the
company, but it also needs to bethe right fit for you, and when
things no longer fit, that'sabsolutely a wake-up call to say
, hey, something here needs tochange.
Dahlia Shaewitz (04:28):
I think that's absolutely right and it can be.
The situation can change.
Sometimes you stay long enoughand the bosses change and the
projects change.
If the company is big enough,you can sometimes move to
another team.
And we had someone on our teamonce and she just wasn't a fit
for the team and I told my boss.
(04:49):
I said this person isn't theright fit.
And he said, well, you can't.
You can't move someone justbecause of a personality.
And I said it's not aboutpersonality, it's about fit.
And she moved to another teameventually and was incredibly
successful because she found theright fit for her.
It was the right project, theright tasks.
So I'm a big believer in keeplooking until you find a fit
(05:10):
that works for you.
John Neral (05:11):
Yeah, absolutely, and that's such an important
thing for everybody to rememberright now.
So we're recording this episodeat the end of March, we're
coming out of the first quarterof 2025.
We know there has been a lot ofchange and upheaval and we're
seeing a lot of people losingjobs or seeing workplace
environments be restructured andreorganized.
(05:34):
And so, dahlia, when you thinkabout that mid-career
professional right now who isstruggling to find what their
fit is, you do something to helpyour clients identify their
strengths, and I'm wondering ifyou could share that with us.
Dahlia Shaewitz (05:53):
Yeah, I'd be happy to Thanks for asking.
I have access to this tool andit's called Mentor M-E-N-T-O-R.
It's an incredible leadershipassessment tool.
It's actually a battery ofassessments, takes about two to
three hours to complete online.
From that you get a reportthat's upwards of 30 pages lots
(06:14):
of meat but you also get acoaching feedback session.
So you have someone talk withyou about the report and that
and they really tie it to thecontext that you are in and
what's great about the report?
And they really tie it to thecontext that you are in and
what's great about the tools.
It helps you see your strengths.
Yes, it also helps you seeareas where you're not strong.
But you decide where you wantto focus your attention.
(06:34):
Some people see their strengthsand want to get even better.
Some people see areas forgrowth and want to focus on that
.
But I'm a big believer in first, know your strengths.
Second, know where you're notstrong and decide do I want to
get better?
At that?
I'll focus on it.
Or do I want to find someoneelse who's really good at the
thing I'm not good at, because Idon't need to be good at
(06:57):
everything and I don't need tobe an expert at everything.
But I definitely want to makesure that I've got folks on my
team or partnering with me whoare good at the things I'm not
good at, so they can catch myblind spots and they can fill in
the gaps that I'm not able tofill.
John Neral (07:14):
Dahlia, in this job market and listening to hear you
talk about this assessment andhow it helps your clients, but
in this job market, where do youthink mid-career professionals
need to spend their focus?
Is it more about leaning intotheir strengths or is it about
(07:36):
closing up, say, perhaps a skillgap or a weakness?
Dahlia Shaewitz (07:41):
That's so contextual and individualized.
My first response is alwayslean into your strengths,
because that's where you haveyour confidence and that's where
you'll be able to sell yourself.
Quotes around the word sell,but you are selling yourself.
You're marketing yourself.
You want to tell people whatyou're great at.
But if you are moving into anew area where you need to
(08:02):
develop some skills, thendefinitely continue to do that.
But those are two differentthings.
I'm getting training in orderto get better at something I
want to pursue, but at the sametime, if I'm in the market
looking for a job now, I'mselling myself.
So what do I sell myself on?
I'm going to put my best footforward.
I'm going to tell people whatmy strengths are and what I can
(08:23):
do to add value to what they'redoing.
John Neral (08:27):
How do you help people not come across as being
salesy or convincing whenthey're networking or
interviewing?
So if we're really helping themlean into their strengths per
se, what are some things youlook for in somebody to show
(08:49):
that they're more than justbeing talented and an expert,
but they're also being genuineand authentic and not coming
across as being salesy or fake.
Dahlia Shaewitz (09:02):
Well, when I am looking to hire people, one of
the questions I ask is what areyour values?
And I Lately I've also askedfolks at the end of the
interview, if time allows, whatthey're most proud of, and it
catches people off guard.
It won't anymore, because I'vejust told you my little secret.
(09:23):
But people are not expecting tobe asked to brag about
themselves and I actually wantto know what you are most proud
of.
And it's interesting, there isa little bit of a gender
difference, so women willdownplay.
Well, you know I did this, butI didn't do it alone.
Well, none of us do anythingalone.
We're always collaborating withothers in some way.
(09:44):
None of us do anything alone.
We're always collaborating withothers in some way.
But it's a very sort ofuplifting way to end a
conversation, to give folks achance to really brag about
themselves.
But back to your question whatam I looking for?
I am looking for authenticity.
So, yes, you can tell me howgreat you did.
I will ask questions to seewhere maybe you weren't as
(10:05):
strong, and I also want to knowhow this company or job is going
to help you grow grow yourcareer, but also grow your
skills.
How does this work contributeto your long-term path?
John Neral (10:20):
That's such a great answer.
Thank you for that, dahlia.
I fondly remember ourinteractions at our previous
organization and I remember thefirst time I met you in walking
into a meeting and I rememberthinking it wasn't just how well
connected you are, it was alsoabout how well respected you are
(10:42):
.
It was very apparent that withthe people in the room you were
looked toward as a safe,empathetic, knowledgeable,
talented leader.
And, as I've prepped for ourconversation today, it brings up
this idea about allyships,where we're building our network
(11:06):
and we're building that supportsystem both within our
organization and outside of it.
I'm wondering if you can sharewith us a little bit how you've
built allyships that promotedyour career and if you can give
us an example of one.
Dahlia Shaewitz (11:23):
Yeah.
So allyship, I think of it somany different ways inside the
organization.
I was at an organization thatinadvertently, I think
contributed to competition amongpeers, and I am not someone who
thrives in competitive spaces,I thrive in collaborative spaces
(11:44):
.
So it was almost a subversiveact to reach out to people and
collaborate with them and togive them credit for work
instead of trying to compete tosee who got the credit.
I think some of the trust wasbuilt from that, from me not
being about ego or gettingattention.
It's not really what drives meanyway.
What drives me is learning.
(12:04):
So I actually take an honestinterest in learning about other
people.
Relationships are veryimportant to me, so that's part
of how I move in organizations.
But outside the company iswhere I really my networking
outside the company it is whathelped me to thrive inside the
(12:27):
company, because building thosenetworks allowed me to learn
from other people and bringthose ideas back into the
company and to present them tomy colleagues.
And, of course, bring thoseideas back into the company and
to present them to my colleaguesand, of course, higher-ups, to
grow the work that we weretrying to do.
So I think it's not aneither-or, it's a both-and,
looking for those connectionsinside and outside the company.
John Neral (12:48):
I think it's important for us to shine a
spotlight for a moment on thenotion of thriving in a
collaborative environment andnot in a competitive environment
, because that, to me, goes backto what you talked about
earlier, about fit right Interms of how people thrive in
the workplace and where theywork.
(13:09):
What are some of the things youlook for in terms of that
collaborative environment that,more specifically, you need to
be successful.
Dahlia Shaewitz (13:23):
So I just want to say competition isn't bad and
some people thrive withcompetition.
It's just not where I thrive,not where I thrive.
That said, I really like tohave an opportunity to work with
a person or an organization ona project or task, to get a feel
for it and to see if there isthe right fit In my line of work
(13:47):
.
I write a lot of proposals.
I do a lot of businessdevelopment.
I will write proposals withpeople, and how they respond,
how we engage, how they thinkabout the project task, really
helps me get a sense of wherethey're at, not only in terms of
their skills or knowledge, butalso in terms of how they like
to engage with others, andthat's a great sort of testing
(14:08):
pad to then find out if I wantto work with them more.
I'm a person who believes thatthe pie is bigger than all the
people available to eat from it,so there's always going to be
more, and so by looking atthings as a surplus, then I know
that if something works, we'llkeep going for more work
together, and if somethingdoesn't work, that's okay.
(14:30):
I can be successful where I amand you can be successful where
you are.
I hope I answered your question.
John Neral (14:36):
You did no, thank you.
I think that's great foreverybody listening to this to
kind of hear, because again itcomes back to this whole idea
about what's the right fit foryou.
What's the right fit that'sgoing to allow you to be in the
best company, the bestenvironment, that truly is going
to allow you to thrive, whereyou get up every day and you're
(14:58):
excited to go to work becauseyou're at least looking forward
to what you're doing and youfeel like the place is a better
fit.
I think one of the things tocall out too right now is that a
lot of people are strugglingwith some of the logistics of
what their fit looks like.
So it's after they've beenworking in a hybrid environment
(15:21):
for the last three, four, fiveyears.
Now they're being told to beback at the work site five days
a week, and so is that the bestfit for them and how are they
adjusting to what that fit'sgoing to look like?
There's a lot of changes and alot of things regarding fit that
people in general may notalways be paying attention to,
(15:41):
but it's certainly impactingtheir life and career in those
ways.
Dahlia Shaewitz (15:46):
I think that's right and I work.
One of the areas I work in isthe disability field and we saw
an actually an increase in jobattainment for people with
disabilities nationally duringCOVID because suddenly people
were allowed to work from homeand so a lot of people who
struggle with transportation andthat's not only people with
disabilities, that's people inrural areas, people who just
(16:08):
don't have transportation accessno buses or subways they were
able to get jobs that theycouldn't before.
So it's disappointing to seethat shift.
I hope it doesn't go all theway back to only in-person.
I think some companies aresmart and keeping that hybrid
option for folks they like theflexibility.
But when it comes to fit, Iwanted to also mention that
(16:30):
sometimes fit changes.
So I started out at a companyand I was walking on air for six
months and the first couple ofyears there were great.
But external forces shifted sothe company shifted its focus.
It was no longer the fit for methat it was at the beginning of
my tenure there.
So things can change and I goback to it's not a bad thing,
(16:53):
it's just change.
And so sometimes you lookaround and find something else
because the fit has shifted foryou.
John Neral (17:00):
Yeah, Thank you for sharing that, because that's
absolutely right and something alot of mid-career professionals
are struggling with right now.
Hey there, let me jump inreally quick and ask you
something.
When was the last time you tooka step back and really thought
about where your career isheaded?
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(17:23):
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(17:46):
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(18:06):
can check the show notes forthe link.
It is time to start buildingyour mid-career GPS, and now it
is time for us to get back tothe episode.
I want to bring us back for amoment because you had shared
earlier in talking about fit,about being in a toxic work
environment for you and we knowthere are a lot of people out
(18:30):
there and a lot of people whoare listening that either have
been or are in a toxic workenvironment.
And let's just call it outright it's not fun, it's super
stressful, it's an emotional andenergetic drain and everything.
What would you say to somebodythat's currently in a toxic work
(18:51):
environment that still valuesthat power of networking and
connecting?
How would you help them buildrelationships amidst a toxic
work environment?
Dahlia Shaewitz (19:03):
That's a tough one.
There's some quote that I can'tremember exactly, but something
about if the situation is tough, get out of it.
And if you can't get out of it,change it.
And if you can't change it, howcan you change your perspective
on it so that you can shiftinto a place where you're not
(19:25):
suffering as much?
And I do think that's sort ofgood rule of thumb.
Even in the most toxicenvironments there are good
people who sometimes arestruggling, like you are, in a
system that is creating sometoxicity or creating a toxic
culture or environment.
Find those people.
It goes back to yourconversation about your question
about allyship.
(19:45):
Find your allies, find yourcontacts, find your people in
the organization.
It can actually shift your ownenergy to create a more light
feeling.
It can give you that sense ofwanting to go to work.
I'm going to see John at work.
I can't wait.
And so there's the highlight ofmy day John at the water cooler
at 11 o'clock, right.
(20:08):
And then, of course, always benetworking.
Networking is the number onething you can do as a leader.
I was just with someoneyesterday who's been looking for
work and I said what is yournetworking look like?
How are you networking and wehad a great half hour
conversation about how he'slooking at LinkedIn and he's
reaching out beyond the peoplehe knows to the people who know,
(20:28):
people he knows and reallyextending his reach, even though
it's a little uncomfortable toreach out that sort of cold call
to strangers, but sometimesstrangers are kind of flattered.
You reach out to them.
Oh, oh, you think I can help.
Oh gosh, sure.
And you're a friend of John's?
Well, sure, if you're a friendof John's, I'll give you 15
minutes let's brainstorm.
(20:49):
So people are actually happy tohear from you.
I think that might help forfolks who are feeling a little
shy about reaching out to folksthey don't know.
John Neral (20:57):
Yeah, I thank you for that too, cause that's that
opportunity to build the networkis so important, especially
when work is stressful and toxicand you need to find that, that
friendly face and things likethat.
I I remember working in oneorganization where I thought, oh
, it'd be great to take peopleto like, walk and talk, right,
(21:20):
and you'd go out and you'd kindof go for a walk and everything.
It'd be great.
You get some movement, you getsome exercise.
My problem was we always endedup at the coffee shop, in the
bakery, and I gained 10 pounds.
So all of a sudden I'm havingto buy bigger clothes.
So not a great thing there, butit is that point about.
(21:40):
There is comfort, there iscamaraderie, there is safety in
building those relationships andthose allyships, and so you're
great at networking thoseallyships and so you're great at
networking.
You really know how to buildrelationships across so many
(22:01):
different platforms and levelswithin and outside the
organization.
If there's one tip you couldgive a mid-career professional
today to help them be a littlebit better at building those
relationships and networking,whether it be inside or outside
the organization, what tip wouldyou share with them?
Dahlia Shaewitz (22:21):
I would absolutely say what can I do for
you?
John Neral (22:25):
Tell us more.
Dahlia Shaewitz (22:26):
Everybody that I connect with, I'm thinking
immediately what are they like,what's their area of expertise?
What do I know that I couldcontribute?
If I don't know something now,I would not hesitate, if I met
someone today, three months fromnow, to send them an article, a
podcast, a link to someone thatI know who might be of interest
(22:50):
to them.
I'm always trying to thinkabout what can I do for the
other person because I want tobe a value add to them.
It has helped me tremendouslybecause I do it out of a genuine
interest, not because I wantthem to like me or I want them
to do something back for me.
It's not transactional, itreally is about an interest in
(23:13):
other people.
And I think that a lot of folks,when they hear the word
networking and I've even hadpeople say to me well, I'm not
going to, I'm not going tonetwork with someone just to
find a job, as if that was sotransactional.
And I said to her this oneperson, I said you're not
networking for a job, you'renetworking for life.
Everyone you come in contactwith I don't care if it's your
(23:37):
grandma's hairdresser, you're inthe shop chatting with them.
You can build those connectionsand you just never know.
The hairdresser might have achild with autism, and I happen
to know a job coach who'shelping kids with autism get
part-time jobs.
You can build connectionsanywhere and everywhere you go.
You just never know how theywill come back to you later.
(23:59):
So, but I love people andconnecting with people, so that
helps too.
John Neral (24:03):
No, that's.
That's definitely helpful,especially the whole bit about
networking for life, cause younever know where a connection
may lead or may take you.
Um, you've, you've got may.
Dahlia Shaewitz (24:15):
I say sorry.
Just one more thing aboutnetworking.
Sorry to interrupt you.
Networking is not forextroverts, right?
You don't have to be the superfriendly you know um life of the
party.
I've got this great friend andshe is super extroverted and she
said, dahlia, I hate networking, I love meeting people.
Super extroverted and she said,dahlia, I hate networking, I
(24:37):
love meeting people.
But the minute she thinks aboutnetworking it feels
transactional for her.
I am a social introvert so I'velearned how to talk to people.
I never used to know how totalk to people.
I love to be at home alone witha good book, and I could do
that 24 seven.
But I have a broad networkbecause I find something that I
like in people and I try toconnect with that right, I try
(24:57):
to find those attractions.
But it has nothing to do with,uh, being a people person in the
in that introvert, extrovertsense of the word.
John Neral (25:07):
I'm glad you added that and thank you because
that's I often say some of thebest people who network are
introverts, because they can bevery focused on that one person
and shape that conversation inthat way.
So thank you for that.
A few questions ahead of time.
(25:32):
There's one, you've got thequestion, but there's one
question we've not gotten to.
That is going to feel like I'mabruptly turning the car here on
the highway, because there is apiece to our conversation today
we've not gotten to, which isaround this piece about getting
leadership experience right.
And so, with people who areactively looking, they're
(25:54):
looking at job postings, they'renetworking for positions and
they're looking at thatmanagerial director leadership
type role and they may havenever held that role in their
career, but they really want toapply for that job.
They want to go into thatinterview and showcase why
(26:17):
they're the best fit.
What would you say to somebodyto help them gain leadership or
executive experience if they'venever held that kind of role to
date in their career?
Dahlia Shaewitz (26:30):
Yeah, it reminds me a lot of the
leadership training that I'vedone.
People ask that question allthe time, particularly if
they're very early in theircareer, early to mid-career
because as you move up inleadership roles you have to
start taking a longer view andthink more strategically.
How can you get that experienceto be a strategic thinker if no
(26:54):
one ever gives you a chance tobe a leader in your company,
right, or they don't view youthat way, and it is, for me,
always outside the organization?
Let me say there areopportunities to volunteer to be
on committees inside theorganization, which is certainly
helpful if your company islarge enough to offer that.
But outside the organization,the number one thing I tell
(27:16):
people is what do you love, whatdo you care about?
Find a nonprofit organizationwhere you can volunteer and do
that.
And if you find that the valuesof the organization match yours
, ask them who's on your boardof directors?
Do you have an opening on yourboard of directors?
How can I either get on yourboard of directors or get on a
(27:39):
committee to work with the boardof directors?
And a lot of people earlier intheir career will say gosh, I
don't have enough money to giveto the organization to get on
their board of directors, or whywould they pick me?
I don't have anything to offer.
And I always say, yes, you do.
You have enthusiasm, you havethe love for the organization.
You will be its greatestsalesperson.
(28:00):
For nonprofits, it's alwaysabout bringing in money, not
money in order to accomplish themission, so there's always
something you can do.
I'm not talking about theKennedy Center and having deep
(28:22):
pockets.
I'm talking about smallnonprofits.
There are everywhere,everywhere in the organization,
systems internally and systemsexternally.
And the best experience I everhad that really shot me up into
leadership was being on a boardof directors for a few years.
It also contributed to buildingmy networks in the community
(28:47):
that I was in, but I learnedabout how they think financial
strategy, people strategy,business development strategy,
partnering strategy.
So I got exposed to all ofthose things and my input was
valuable, not because I had hadso much leadership experience,
but because I brought aparticular perspective.
(29:08):
I brought a particular network.
So, to me, volunteering to beon a board of directors is one
way to sort of shoot your careerup a notch in a pretty quick
way.
John Neral (29:22):
That's such great advice and I think for anybody
out there who is looking to moveinto that leadership type role
that doesn't have thatexperience yet, you painted a
very vivid picture for them tofind something they love and to
go ahead and do that.
And that's something I think alot of people right now
especially with how busyeveryone is might not be
(29:44):
considering but can absolutelybe a great outlet, yeah, yeah.
Dahlia Shaewitz (29:49):
And there are people who are too busy to do a
lot of volunteering, but you canusually do a little bit of
volunteering, most people.
John Neral (29:58):
Yeah.
Dahlia Shaewitz (29:58):
I'd have to think about.
If someone couldn't do that.
I'd have to give some morethought to what other
opportunities there might be.
John Neral (30:04):
Yeah, Well, like I said, there might be, depending
on the size of theirorganization.
There might be some thingswithin their organization they
might be able to volunteer orobserve or get exposed in some
way to those kind of leadershipopportunities that might enhance
in some way.
Dahlia Shaewitz (30:21):
And also I really encourage people to
remember that, whatever positionyou're in, you are leading.
You are leading from whereveryou are.
You might not have the jobtitle, you might not have the
influence or the access toresources, but you are bringing
people with you, together on ajourney.
You are a part of everyoneelse's journey that you're
teaming with.
So to me, everyone's a leader,from where they are.
(30:44):
It's just a matter of how faror how high you want to go.
John Neral (30:49):
Yeah Well, Dahlia, I've enjoyed our conversation so
much.
I'm sure people listening haveas well.
We're going to start wrappingup here, but what advice would
you give someone to help thembuild their mid-career GPS?
Dahlia Shaewitz (31:03):
We've talked about so much of it.
Finding ways to volunteeroutside your organization, build
your networks, think aboutwhether or not you're in the
right position and the right fit.
I actually have turned to jobcoaching and had to sell John
Nero coaching, but job coachinghas helped me.
I actually went back to aprevious job coach and she said
(31:25):
I've already given youeverything that I know.
I think you should find adifferent coach.
And I said no, no, you helpedme.
You didn't help me in themoment, but upon reflection I
look back and say, wow, that wastremendous and I need some more
of that Kind of another shot inthe arm of that.
Coaching really helped me turnthe page to the next stage of my
(31:47):
career.
John Neral (31:48):
Yeah, Thank you.
Well, Dahlia, if people want tofind you, connect with you,
learn from you, work you know,hire you, whatever that might be
, I'm going to turn themicrophone over to you.
Please share with us all thegreat places where people can
find and connect with you.
Dahlia Shaewitz (32:03):
Great Thanks, john.
My name is Dahlia Shaewitz,s-h-a-e-w-i-t-z.
I say that because it's such ahard name and someone made it up
on Ellis Island and that's whatI've got.
You can find me at nishawitz atthirdsitellccom.
Third site S-I-G-H-T-L-L-Ccomis also my website.
(32:25):
As I mentioned, I provideleadership development, training
and coaching, so you can findthat information on my website.
I'm on LinkedIn as well.
I encourage people to reach outto me.
I'm also on Instagram andFacebook, but I'm not really
sure I'm the most adept atsocial media, so LinkedIn is my
go-to place and I do other kindsof training and, as I mentioned
(32:48):
before, I collaborate a lot, soI'm well-networked with a lot
of folks who know a lot ofcontent, so happy to help people
find the right match for themin any area.
John Neral (32:59):
Well, Dahlia Shaewitz, thank you so much for
sharing your story and your tipsand advice and everything today
.
You've been a pleasure.
I'm so glad I know you.
Thank you for being such agreat guest on the Mid-Career
GPS podcast.
Thank you, thank you for beingsuch a great guest on the
Mid-Career GPS podcast.
Thank you, thank you forinviting me.
This has been a lot of fun.
It has been a lot of fun.
(33:19):
So, my friends, as we wrap uphere, I want to leave you with
this.
Dahlia shared one question intoday's conversation.
I want you to go back and thinkabout what are you most proud
of.
When you hear that question,how would you answer it?
How would you answer it in anetworking conversation, in a
job interview or even as you'rethinking about, what is your
(33:41):
ideal fit for your career rightnow or what may be in the future
?
Tapping into what you're mostproud of will highlight your
strengths, the things thatyou're most proud of in terms of
your accomplishments, but alsowhere you get to add the most
value In this job market rightnow.
Companies want to know whatyou're going to do for them, and
(34:01):
tapping into what you're mostproud of may be exactly the
thing they not only want to hear, but they need to hear, and
it's a vital part of buildingyour mid-career GPS.
So until next time, rememberthis you will build your
mid-career GPS one mile or onestep at a time, and how you show
up matters.
Make it a great rest of yourday.
(34:26):
Thank you for listening to theMid-Career GPS Podcast.
Make sure to follow on yourfavorite listening platform and,
if you have a moment, I'd loveto hear your comments on Apple
Podcasts.
Visit johnnerrellcom for moreinformation about how I can help
you build your mid-career GPSor how I can help you and your
organization with your nextworkshop or public speaking
(34:47):
event.
Don't forget to connect with meon LinkedIn and follow me on
social at John Darrell Coaching.
I look forward to being backwith you next week.
Until then, take care andremember how we show up matters.
Thank you.
In this job market, with everything happening from
budget and staffing cuts as wellas reorganizations, it can make
you feel as if people don'tmatter or worse, they are
disposable rather than beingindispensable.
Almost 10 years ago, I had thepleasure of working with today's
guest on a human capitalinitiative in the organization
(00:23):
where we worked guest on a humancapital initiative in the
organization where we worked.
I admired her leadership,people-centric, big-hearted
focus on ensuring that allpeople always matter.
Today, you are going to meet myfriend and colleague, Dahlia
Shaewitz.
Dahlia and I discuss why it'smore important than ever to
build allyships and be an allyfor others in your career, along
(00:45):
with how to deal with a toxicwork environment and one
question you must always askyourself when building your
career.
Let's get started.
Hello, my friends, this is theMid-Career GPS Podcast and I'm
(01:08):
your host, John Neral.
I help mid-career professionalslike you find a job they love,
or love the job they have, usingmy proven four-step formula.
Today's guest, Dahlia Shaewitz,has been instrumental in
creating new portfolios of workthat improve employment outcomes
for youth and adults withdisabilities.
(01:28):
She's an expert in knowledgetranslation, helping both
researchers and end users tounderstand and effectively
communicate information that canhave a positive impact on our
lives our lives.
She has more than 30 years ofexperience leading projects and
teams of experts in policy,practice and research in the
(01:49):
areas of disability, adultliteracy and special education.
She founded Third Sight LLC tocenter disability inclusion and
to contribute to the conditionsfor success in work and life for
people with disabilities.
Dahlia Shaewitz is an IPECcertified coach and provides
mentor leadership assessmentcombined with leadership
(02:12):
training to support individualsto lead from any position.
In 2021, she was selected byCounty Executive Angela
Alsobrooks to serve as acommissioner for the Prince
George's County Commission forIndividuals with Disabilities
and in 2020, she was selectedfor inclusion in the many facets
.
(02:32):
America's Women Commemorate the100th Anniversary of the 19th
Amendment published by theNational Alliance for
Partnerships in Equity.
I hope you enjoy ourconversation.
It is my pleasure to introduceyou to Dahlia Shaewitz.
Dahlia, my friend, welcome tothe podcast.
I am so looking forward to ourconversation today.
Dahlia Shaewitz (02:55):
I am too.
Thanks, John.
Thanks for having me.
John Neral (02:57):
Great to have you here, so I shared a little bit
in the introduction about ouropportunities where we had
worked together in a previousorganization and everything
you've been doing since.
But I want our listeners to getto know you a little bit more,
and so, dahlia, would you pleaseshare your mid-career moment
with us.
Dahlia Shaewitz (03:19):
I have several, but one in particular comes to
mind and I had reached out to afriend of mine who was a global
HR guy and I said meet me forcoffee.
I need job advice.
I told him the situation I wasin and he said you know, dahlia,
I think your work situation istoxic and it might not be toxic
for everyone else, but it'stoxic for you.
(03:40):
And the reason that was someaningful is one it was
validating that I really wasstruggling.
But also it helped me seethere's no bad guy here, there's
nothing wrong with the companyI'm at, it's a fit issue.
And I think sometimes that fitissue is the problem we don't
recognize right, because we feellike we have to point the
(04:02):
finger somewhere and there isn'ta finger to be pointed anywhere
.
John Neral (04:07):
I really appreciate how you phrase it in that way,
because so many times on thepodcast we've talked about
having the right fit, and itneeds to be the fit for the
company, but it also needs to bethe right fit for you, and when
things no longer fit, that'sabsolutely a wake-up call to say
, hey, something here needs tochange.
Dahlia Shaewitz (04:28):
I think that's absolutely right and it can be.
The situation can change.
Sometimes you stay long enoughand the bosses change and the
projects change.
If the company is big enough,you can sometimes move to
another team.
And we had someone on our teamonce and she just wasn't a fit
for the team and I told my boss.
(04:49):
I said this person isn't theright fit.
And he said, well, you can't.
You can't move someone justbecause of a personality.
And I said it's not aboutpersonality, it's about fit.
And she moved to another teameventually and was incredibly
successful because she found theright fit for her.
It was the right project, theright tasks.
So I'm a big believer in keeplooking until you find a fit
(05:10):
that works for you.
John Neral (05:11):
Yeah, absolutely, and that's such an important
thing for everybody to rememberright now.
So we're recording this episodeat the end of March, we're
coming out of the first quarterof 2025.
We know there has been a lot ofchange and upheaval and we're
seeing a lot of people losingjobs or seeing workplace
environments be restructured andreorganized.
(05:34):
And so, dahlia, when you thinkabout that mid-career
professional right now who isstruggling to find what their
fit is, you do something to helpyour clients identify their
strengths, and I'm wondering ifyou could share that with us.
Dahlia Shaewitz (05:53):
Yeah, I'd be happy to Thanks for asking.
I have access to this tool andit's called Mentor M-E-N-T-O-R.
It's an incredible leadershipassessment tool.
It's actually a battery ofassessments, takes about two to
three hours to complete online.
From that you get a reportthat's upwards of 30 pages lots
(06:14):
of meat but you also get acoaching feedback session.
So you have someone talk withyou about the report and that
and they really tie it to thecontext that you are in and
what's great about the report?
And they really tie it to thecontext that you are in and
what's great about the tools.
It helps you see your strengths.
Yes, it also helps you seeareas where you're not strong.
But you decide where you wantto focus your attention.
(06:34):
Some people see their strengthsand want to get even better.
Some people see areas forgrowth and want to focus on that
.
But I'm a big believer in first, know your strengths.
Second, know where you're notstrong and decide do I want to
get better?
At that?
I'll focus on it.
Or do I want to find someoneelse who's really good at the
thing I'm not good at, because Idon't need to be good at
(06:57):
everything and I don't need tobe an expert at everything.
But I definitely want to makesure that I've got folks on my
team or partnering with me whoare good at the things I'm not
good at, so they can catch myblind spots and they can fill in
the gaps that I'm not able tofill.
John Neral (07:14):
Dahlia, in this job market and listening to hear you
talk about this assessment andhow it helps your clients, but
in this job market, where do youthink mid-career professionals
need to spend their focus?
Is it more about leaning intotheir strengths or is it about
(07:36):
closing up, say, perhaps a skillgap or a weakness?
Dahlia Shaewitz (07:41):
That's so contextual and individualized.
My first response is alwayslean into your strengths,
because that's where you haveyour confidence and that's where
you'll be able to sell yourself.
Quotes around the word sell,but you are selling yourself.
You're marketing yourself.
You want to tell people whatyou're great at.
But if you are moving into anew area where you need to
(08:02):
develop some skills, thendefinitely continue to do that.
But those are two differentthings.
I'm getting training in orderto get better at something I
want to pursue, but at the sametime, if I'm in the market
looking for a job now, I'mselling myself.
So what do I sell myself on?
I'm going to put my best footforward.
I'm going to tell people whatmy strengths are and what I can
(08:23):
do to add value to what they'redoing.
John Neral (08:27):
How do you help people not come across as being
salesy or convincing whenthey're networking or
interviewing?
So if we're really helping themlean into their strengths per
se, what are some things youlook for in somebody to show
(08:49):
that they're more than justbeing talented and an expert,
but they're also being genuineand authentic and not coming
across as being salesy or fake.
Dahlia Shaewitz (09:02):
Well, when I am looking to hire people, one of
the questions I ask is what areyour values?
And I Lately I've also askedfolks at the end of the
interview, if time allows, whatthey're most proud of, and it
catches people off guard.
It won't anymore, because I'vejust told you my little secret.
(09:23):
But people are not expecting tobe asked to brag about
themselves and I actually wantto know what you are most proud
of.
And it's interesting, there isa little bit of a gender
difference, so women willdownplay.
Well, you know I did this, butI didn't do it alone.
Well, none of us do anythingalone.
We're always collaborating withothers in some way.
(09:44):
None of us do anything alone.
We're always collaborating withothers in some way.
But it's a very sort ofuplifting way to end a
conversation, to give folks achance to really brag about
themselves.
But back to your question whatam I looking for?
I am looking for authenticity.
So, yes, you can tell me howgreat you did.
I will ask questions to seewhere maybe you weren't as
(10:05):
strong, and I also want to knowhow this company or job is going
to help you grow grow yourcareer, but also grow your
skills.
How does this work contributeto your long-term path?
John Neral (10:20):
That's such a great answer.
Thank you for that, dahlia.
I fondly remember ourinteractions at our previous
organization and I remember thefirst time I met you in walking
into a meeting and I rememberthinking it wasn't just how well
connected you are, it was alsoabout how well respected you are
(10:42):
.
It was very apparent that withthe people in the room you were
looked toward as a safe,empathetic, knowledgeable,
talented leader.
And, as I've prepped for ourconversation today, it brings up
this idea about allyships,where we're building our network
(11:06):
and we're building that supportsystem both within our
organization and outside of it.
I'm wondering if you can sharewith us a little bit how you've
built allyships that promotedyour career and if you can give
us an example of one.
Dahlia Shaewitz (11:23):
Yeah.
So allyship, I think of it somany different ways inside the
organization.
I was at an organization thatinadvertently, I think
contributed to competition amongpeers, and I am not someone who
thrives in competitive spaces,I thrive in collaborative spaces
(11:44):
.
So it was almost a subversiveact to reach out to people and
collaborate with them and togive them credit for work
instead of trying to compete tosee who got the credit.
I think some of the trust wasbuilt from that, from me not
being about ego or gettingattention.
It's not really what drives meanyway.
What drives me is learning.
(12:04):
So I actually take an honestinterest in learning about other
people.
Relationships are veryimportant to me, so that's part
of how I move in organizations.
But outside the company iswhere I really my networking
outside the company it is whathelped me to thrive inside the
(12:27):
company, because building thosenetworks allowed me to learn
from other people and bringthose ideas back into the
company and to present them tomy colleagues.
And, of course, bring thoseideas back into the company and
to present them to my colleaguesand, of course, higher-ups, to
grow the work that we weretrying to do.
So I think it's not aneither-or, it's a both-and,
looking for those connectionsinside and outside the company.
John Neral (12:48):
I think it's important for us to shine a
spotlight for a moment on thenotion of thriving in a
collaborative environment andnot in a competitive environment
, because that, to me, goes backto what you talked about
earlier, about fit right Interms of how people thrive in
the workplace and where theywork.
(13:09):
What are some of the things youlook for in terms of that
collaborative environment that,more specifically, you need to
be successful.
Dahlia Shaewitz (13:23):
So I just want to say competition isn't bad and
some people thrive withcompetition.
It's just not where I thrive,not where I thrive.
That said, I really like tohave an opportunity to work with
a person or an organization ona project or task, to get a feel
for it and to see if there isthe right fit In my line of work
(13:47):
.
I write a lot of proposals.
I do a lot of businessdevelopment.
I will write proposals withpeople, and how they respond,
how we engage, how they thinkabout the project task, really
helps me get a sense of wherethey're at, not only in terms of
their skills or knowledge, butalso in terms of how they like
to engage with others, andthat's a great sort of testing
(14:08):
pad to then find out if I wantto work with them more.
I'm a person who believes thatthe pie is bigger than all the
people available to eat from it,so there's always going to be
more, and so by looking atthings as a surplus, then I know
that if something works, we'llkeep going for more work
together, and if somethingdoesn't work, that's okay.
(14:30):
I can be successful where I amand you can be successful where
you are.
I hope I answered your question.
John Neral (14:36):
You did no, thank you.
I think that's great foreverybody listening to this to
kind of hear, because again itcomes back to this whole idea
about what's the right fit foryou.
What's the right fit that'sgoing to allow you to be in the
best company, the bestenvironment, that truly is going
to allow you to thrive, whereyou get up every day and you're
(14:58):
excited to go to work becauseyou're at least looking forward
to what you're doing and youfeel like the place is a better
fit.
I think one of the things tocall out too right now is that a
lot of people are strugglingwith some of the logistics of
what their fit looks like.
So it's after they've beenworking in a hybrid environment
(15:21):
for the last three, four, fiveyears.
Now they're being told to beback at the work site five days
a week, and so is that the bestfit for them and how are they
adjusting to what that fit'sgoing to look like?
There's a lot of changes and alot of things regarding fit that
people in general may notalways be paying attention to,
(15:41):
but it's certainly impactingtheir life and career in those
ways.
Dahlia Shaewitz (15:46):
I think that's right and I work.
One of the areas I work in isthe disability field and we saw
an actually an increase in jobattainment for people with
disabilities nationally duringCOVID because suddenly people
were allowed to work from homeand so a lot of people who
struggle with transportation andthat's not only people with
disabilities, that's people inrural areas, people who just
(16:08):
don't have transportation accessno buses or subways they were
able to get jobs that theycouldn't before.
So it's disappointing to seethat shift.
I hope it doesn't go all theway back to only in-person.
I think some companies aresmart and keeping that hybrid
option for folks they like theflexibility.
But when it comes to fit, Iwanted to also mention that
(16:30):
sometimes fit changes.
So I started out at a companyand I was walking on air for six
months and the first couple ofyears there were great.
But external forces shifted sothe company shifted its focus.
It was no longer the fit for methat it was at the beginning of
my tenure there.
So things can change and I goback to it's not a bad thing,
(16:53):
it's just change.
And so sometimes you lookaround and find something else
because the fit has shifted foryou.
John Neral (17:00):
Yeah, Thank you for sharing that, because that's
absolutely right and something alot of mid-career professionals
are struggling with right now.
Hey there, let me jump inreally quick and ask you
something.
When was the last time you tooka step back and really thought
about where your career isheaded?
If you're feeling stuck,uncertain or ready for the next
(17:23):
big move, I've got something tohelp you.
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Mid-Career Professionals, isdesigned to help you gain
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(17:46):
of your career with moreconfidence and greater clarity.
This journal is filled withsome of the same questions I ask
my coaching clients, and youcan grab a copy of it right now.
Head on over to Amazon andsearch either for my name or 30
self-coaching questions formid-career professionals, or you
(18:06):
can check the show notes forthe link.
It is time to start buildingyour mid-career GPS, and now it
is time for us to get back tothe episode.
I want to bring us back for amoment because you had shared
earlier in talking about fit,about being in a toxic work
environment for you and we knowthere are a lot of people out
(18:30):
there and a lot of people whoare listening that either have
been or are in a toxic workenvironment.
And let's just call it outright it's not fun, it's super
stressful, it's an emotional andenergetic drain and everything.
What would you say to somebodythat's currently in a toxic work
(18:51):
environment that still valuesthat power of networking and
connecting?
How would you help them buildrelationships amidst a toxic
work environment?
Dahlia Shaewitz (19:03):
That's a tough one.
There's some quote that I can'tremember exactly, but something
about if the situation is tough, get out of it.
And if you can't get out of it,change it.
And if you can't change it, howcan you change your perspective
on it so that you can shiftinto a place where you're not
(19:25):
suffering as much?
And I do think that's sort ofgood rule of thumb.
Even in the most toxicenvironments there are good
people who sometimes arestruggling, like you are, in a
system that is creating sometoxicity or creating a toxic
culture or environment.
Find those people.
It goes back to yourconversation about your question
about allyship.
(19:45):
Find your allies, find yourcontacts, find your people in
the organization.
It can actually shift your ownenergy to create a more light
feeling.
It can give you that sense ofwanting to go to work.
I'm going to see John at work.
I can't wait.
And so there's the highlight ofmy day John at the water cooler
at 11 o'clock, right.
(20:08):
And then, of course, always benetworking.
Networking is the number onething you can do as a leader.
I was just with someoneyesterday who's been looking for
work and I said what is yournetworking look like?
How are you networking and wehad a great half hour
conversation about how he'slooking at LinkedIn and he's
reaching out beyond the peoplehe knows to the people who know,
(20:28):
people he knows and reallyextending his reach, even though
it's a little uncomfortable toreach out that sort of cold call
to strangers, but sometimesstrangers are kind of flattered.
You reach out to them.
Oh, oh, you think I can help.
Oh gosh, sure.
And you're a friend of John's?
Well, sure, if you're a friendof John's, I'll give you 15
minutes let's brainstorm.
(20:49):
So people are actually happy tohear from you.
I think that might help forfolks who are feeling a little
shy about reaching out to folksthey don't know.
John Neral (20:57):
Yeah, I thank you for that too, cause that's that
opportunity to build the networkis so important, especially
when work is stressful and toxicand you need to find that, that
friendly face and things likethat.
I I remember working in oneorganization where I thought, oh
, it'd be great to take peopleto like, walk and talk, right,
(21:20):
and you'd go out and you'd kindof go for a walk and everything.
It'd be great.
You get some movement, you getsome exercise.
My problem was we always endedup at the coffee shop, in the
bakery, and I gained 10 pounds.
So all of a sudden I'm havingto buy bigger clothes.
So not a great thing there, butit is that point about.
(21:40):
There is comfort, there iscamaraderie, there is safety in
building those relationships andthose allyships, and so you're
great at networking thoseallyships and so you're great at
networking.
You really know how to buildrelationships across so many
(22:01):
different platforms and levelswithin and outside the
organization.
If there's one tip you couldgive a mid-career professional
today to help them be a littlebit better at building those
relationships and networking,whether it be inside or outside
the organization, what tip wouldyou share with them?
Dahlia Shaewitz (22:21):
I would absolutely say what can I do for
you?
John Neral (22:25):
Tell us more.
Dahlia Shaewitz (22:26):
Everybody that I connect with, I'm thinking
immediately what are they like,what's their area of expertise?
What do I know that I couldcontribute?
If I don't know something now,I would not hesitate, if I met
someone today, three months fromnow, to send them an article, a
podcast, a link to someone thatI know who might be of interest
(22:50):
to them.
I'm always trying to thinkabout what can I do for the
other person because I want tobe a value add to them.
It has helped me tremendouslybecause I do it out of a genuine
interest, not because I wantthem to like me or I want them
to do something back for me.
It's not transactional, itreally is about an interest in
(23:13):
other people.
And I think that a lot of folks,when they hear the word
networking and I've even hadpeople say to me well, I'm not
going to, I'm not going tonetwork with someone just to
find a job, as if that was sotransactional.
And I said to her this oneperson, I said you're not
networking for a job, you'renetworking for life.
Everyone you come in contactwith I don't care if it's your
(23:37):
grandma's hairdresser, you're inthe shop chatting with them.
You can build those connectionsand you just never know.
The hairdresser might have achild with autism, and I happen
to know a job coach who'shelping kids with autism get
part-time jobs.
You can build connectionsanywhere and everywhere you go.
You just never know how theywill come back to you later.
(23:59):
So, but I love people andconnecting with people, so that
helps too.
John Neral (24:03):
No, that's.
That's definitely helpful,especially the whole bit about
networking for life, cause younever know where a connection
may lead or may take you.
Um, you've, you've got may.
Dahlia Shaewitz (24:15):
I say sorry.
Just one more thing aboutnetworking.
Sorry to interrupt you.
Networking is not forextroverts, right?
You don't have to be the superfriendly you know um life of the
party.
I've got this great friend andshe is super extroverted and she
said, dahlia, I hate networking, I love meeting people.
Super extroverted and she said,dahlia, I hate networking, I
(24:37):
love meeting people.
But the minute she thinks aboutnetworking it feels
transactional for her.
I am a social introvert so I'velearned how to talk to people.
I never used to know how totalk to people.
I love to be at home alone witha good book, and I could do
that 24 seven.
But I have a broad networkbecause I find something that I
like in people and I try toconnect with that right, I try
(24:57):
to find those attractions.
But it has nothing to do with,uh, being a people person in the
in that introvert, extrovertsense of the word.
John Neral (25:07):
I'm glad you added that and thank you because
that's I often say some of thebest people who network are
introverts, because they can bevery focused on that one person
and shape that conversation inthat way.
So thank you for that.
A few questions ahead of time.
(25:32):
There's one, you've got thequestion, but there's one
question we've not gotten to.
That is going to feel like I'mabruptly turning the car here on
the highway, because there is apiece to our conversation today
we've not gotten to, which isaround this piece about getting
leadership experience right.
And so, with people who areactively looking, they're
(25:54):
looking at job postings, they'renetworking for positions and
they're looking at thatmanagerial director leadership
type role and they may havenever held that role in their
career, but they really want toapply for that job.
They want to go into thatinterview and showcase why
(26:17):
they're the best fit.
What would you say to somebodyto help them gain leadership or
executive experience if they'venever held that kind of role to
date in their career?
Dahlia Shaewitz (26:30):
Yeah, it reminds me a lot of the
leadership training that I'vedone.
People ask that question allthe time, particularly if
they're very early in theircareer, early to mid-career
because as you move up inleadership roles you have to
start taking a longer view andthink more strategically.
How can you get that experienceto be a strategic thinker if no
(26:54):
one ever gives you a chance tobe a leader in your company,
right, or they don't view youthat way, and it is, for me,
always outside the organization?
Let me say there areopportunities to volunteer to be
on committees inside theorganization, which is certainly
helpful if your company islarge enough to offer that.
But outside the organization,the number one thing I tell
(27:16):
people is what do you love, whatdo you care about?
Find a nonprofit organizationwhere you can volunteer and do
that.
And if you find that the valuesof the organization match yours
, ask them who's on your boardof directors?
Do you have an opening on yourboard of directors?
How can I either get on yourboard of directors or get on a
(27:39):
committee to work with the boardof directors?
And a lot of people earlier intheir career will say gosh, I
don't have enough money to giveto the organization to get on
their board of directors, or whywould they pick me?
I don't have anything to offer.
And I always say, yes, you do.
You have enthusiasm, you havethe love for the organization.
You will be its greatestsalesperson.
(28:00):
For nonprofits, it's alwaysabout bringing in money, not
money in order to accomplish themission, so there's always
something you can do.
I'm not talking about theKennedy Center and having deep
(28:22):
pockets.
I'm talking about smallnonprofits.
There are everywhere,everywhere in the organization,
systems internally and systemsexternally.
And the best experience I everhad that really shot me up into
leadership was being on a boardof directors for a few years.
It also contributed to buildingmy networks in the community
(28:47):
that I was in, but I learnedabout how they think financial
strategy, people strategy,business development strategy,
partnering strategy.
So I got exposed to all ofthose things and my input was
valuable, not because I had hadso much leadership experience,
but because I brought aparticular perspective.
(29:08):
I brought a particular network.
So, to me, volunteering to beon a board of directors is one
way to sort of shoot your careerup a notch in a pretty quick
way.
John Neral (29:22):
That's such great advice and I think for anybody
out there who is looking to moveinto that leadership type role
that doesn't have thatexperience yet, you painted a
very vivid picture for them tofind something they love and to
go ahead and do that.
And that's something I think alot of people right now
especially with how busyeveryone is might not be
(29:44):
considering but can absolutelybe a great outlet, yeah, yeah.
Dahlia Shaewitz (29:49):
And there are people who are too busy to do a
lot of volunteering, but you canusually do a little bit of
volunteering, most people.
John Neral (29:58):
Yeah.
Dahlia Shaewitz (29:58):
I'd have to think about.
If someone couldn't do that.
I'd have to give some morethought to what other
opportunities there might be.
John Neral (30:04):
Yeah, Well, like I said, there might be, depending
on the size of theirorganization.
There might be some thingswithin their organization they
might be able to volunteer orobserve or get exposed in some
way to those kind of leadershipopportunities that might enhance
in some way.
Dahlia Shaewitz (30:21):
And also I really encourage people to
remember that, whatever positionyou're in, you are leading.
You are leading from whereveryou are.
You might not have the jobtitle, you might not have the
influence or the access toresources, but you are bringing
people with you, together on ajourney.
You are a part of everyoneelse's journey that you're
teaming with.
So to me, everyone's a leader,from where they are.
(30:44):
It's just a matter of how faror how high you want to go.
John Neral (30:49):
Yeah Well, Dahlia, I've enjoyed our conversation so
much.
I'm sure people listening haveas well.
We're going to start wrappingup here, but what advice would
you give someone to help thembuild their mid-career GPS?
Dahlia Shaewitz (31:03):
We've talked about so much of it.
Finding ways to volunteeroutside your organization, build
your networks, think aboutwhether or not you're in the
right position and the right fit.
I actually have turned to jobcoaching and had to sell John
Nero coaching, but job coachinghas helped me.
I actually went back to aprevious job coach and she said
(31:25):
I've already given youeverything that I know.
I think you should find adifferent coach.
And I said no, no, you helpedme.
You didn't help me in themoment, but upon reflection I
look back and say, wow, that wastremendous and I need some more
of that Kind of another shot inthe arm of that.
Coaching really helped me turnthe page to the next stage of my
(31:47):
career.
John Neral (31:48):
Yeah, Thank you.
Well, Dahlia, if people want tofind you, connect with you,
learn from you, work you know,hire you, whatever that might be
, I'm going to turn themicrophone over to you.
Please share with us all thegreat places where people can
find and connect with you.
Dahlia Shaewitz (32:03):
Great Thanks, john.
My name is Dahlia Shaewitz,s-h-a-e-w-i-t-z.
I say that because it's such ahard name and someone made it up
on Ellis Island and that's whatI've got.
You can find me at nishawitz atthirdsitellccom.
Third site S-I-G-H-T-L-L-Ccomis also my website.
(32:25):
As I mentioned, I provideleadership development, training
and coaching, so you can findthat information on my website.
I'm on LinkedIn as well.
I encourage people to reach outto me.
I'm also on Instagram andFacebook, but I'm not really
sure I'm the most adept atsocial media, so LinkedIn is my
go-to place and I do other kindsof training and, as I mentioned
(32:48):
before, I collaborate a lot, soI'm well-networked with a lot
of folks who know a lot ofcontent, so happy to help people
find the right match for themin any area.
John Neral (32:59):
Well, Dahlia Shaewitz, thank you so much for
sharing your story and your tipsand advice and everything today
.
You've been a pleasure.
I'm so glad I know you.
Thank you for being such agreat guest on the Mid-Career
GPS podcast.
Thank you, thank you for beingsuch a great guest on the
Mid-Career GPS podcast.
Thank you, thank you forinviting me.
This has been a lot of fun.
It has been a lot of fun.
(33:19):
So, my friends, as we wrap uphere, I want to leave you with
this.
Dahlia shared one question intoday's conversation.
I want you to go back and thinkabout what are you most proud
of.
When you hear that question,how would you answer it?
How would you answer it in anetworking conversation, in a
job interview or even as you'rethinking about, what is your
(33:41):
ideal fit for your career rightnow or what may be in the future
?
Tapping into what you're mostproud of will highlight your
strengths, the things thatyou're most proud of in terms of
your accomplishments, but alsowhere you get to add the most
value In this job market rightnow.
Companies want to know whatyou're going to do for them, and
(34:01):
tapping into what you're mostproud of may be exactly the
thing they not only want to hear, but they need to hear, and
it's a vital part of buildingyour mid-career GPS.
So until next time, rememberthis you will build your
mid-career GPS one mile or onestep at a time, and how you show
up matters.
Make it a great rest of yourday.
(34:26):
Thank you for listening to theMid-Career GPS Podcast.
Make sure to follow on yourfavorite listening platform and,
if you have a moment, I'd loveto hear your comments on Apple
Podcasts.
Visit johnnerrellcom for moreinformation about how I can help
you build your mid-career GPSor how I can help you and your
organization with your nextworkshop or public speaking
(34:47):
event.
Don't forget to connect with meon LinkedIn and follow me on
social at John Darrell Coaching.
I look forward to being backwith you next week.
Until then, take care andremember how we show up matters.
Thank you.
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