Proteus Methodology is the name I gave to my own career management method. I’ve been designing and recreating this method for about 3 years. Initially, I started designing it as a mind map just for my personal use, but gradually it turned into a real career map and I realised that it can be applied to anyone, including people who work for themselves. The purpose is to help people take autonomous control of their own careers, aiming for a more authentic and satisfying career, through a practical and objective method.
The desire to create this method came from realising, throughout my own career and watching the careers of many others, that we often believe our careers are the result of external opportunities and internal efforts. While this is partly true, the environment does have a strong influence and our own efforts are tremendously important, there is another factor that I consider just as important if not more so: career strategy. Having intentional career strategies helps us become more assertive about what we want, saves us effort and time, and the best part is that it allows us to say no happy and peaceful. No to new projects, initiatives, companies, and relationships. Each no said means we are saying yes to what really matters to us. Saying ‘no’ allows us to materialize our authenticity and autonomy in designing our own careers. It provides clarity on our true desires and what truly matters to us.
In addition to observing this problem, another reason that made me want to write this method is to leave a legacy, a small gift to the world, or at least to some people – which is also part of the method, reflecting on what we leave behind, or what we build that is greater than ourselves. As an organizational psychologist, the topic of values has always been around me, and I have always been reflecting on my own values (or those of companies) and how they impact or should impact habits, decisions, and efforts. However, when it came to career management, I had not come across a clear, replicable, and measurable step-by-step process that could help others align with their own ideals and career ambitions.
The term is not as original as it seems: “protean career” was coined by Hall and Mirvis in 1994, in their book titled “The New Protean Career: A Portable Life.” They used the word “protean” as a reference to the Greek god Proteus, who had the ability to change form. The idea is that current careers are characterised by flexibility and adaptability and that individuals need to constantly adapt to new demands and opportunities throughout their careers. The concept of the protean career represents a departure from the traditional idea of a career, which was seen as a linear and predictable progression designed for companies. The protean career is more flexible and individualised, allowing people to adapt and change according to their personal and professional interests and needs, without necessarily following a linear or predetermined path of a single company. There is no practical method in the book to follow this concept, so the desire arose in me to create it.
The protean career is a concept that describes a career path that is self-directed, flexible, and adaptable to changing circumstances. Here are some key ideas associated with the protean career according to the authors:
- Self-directed: A protean career is driven by the individual, rather than by external factors such as organizational hierarchy or societal expectations. The individual takes ownership of their career path and makes decisions based on their personal goals and values.
- Lifelong learning: A protean career requires continuous learning and development. Individuals must be willing to acquire new knowledge and skills throughout their working life in order to stay current and adapt to changing demands.
- Multiple career paths: A protean career is characterized by a willingness to pursue multiple career paths over time. Individuals may change industries or roles in order to pursue new challenges and opportunities.
- Work-life balance: A protean career emphasizes the importance of work-life balance. Individuals prioritize their personal life and well-being alongside their career goals.
- Non-linear progression: A protean career does not follow a traditional, linear path of advancement. Instead, individuals may move back and forth between different roles or industries, or take breaks from work to pursue other interests.
Overall, the protean career is a career path that emphasizes adaptability, flexibility, and individual agency. It is a response to the changing nature of work and the need for individuals to take control of their career paths in order to thrive in today’s job market.
Now let’s talk about my practical framework: Proteus Methodology.
After studying the concepts, I realize that there is a lot of information, concepts, reflections and advice in general, but lacks a clear and structured path that can be effectively implemented in our day-to-day lives, starting from today. With that came the desire to make it real, replicable and observable. A structure, step-by-step, dates, places and forms of registration are necessary. Thus, combined with other methods, such as GTD and coaching tools, the method was designed.
My main objective is to offer a system to enable people to manage their careers autonomously. This system involves a method, tools, and habits.
The posture and behaviour
Proteus Methodology is guided by three key behaviours that govern how we approach and deal with each stage of our career journey: self-knowledge, environment and conditions, and review and monitoring. These are not the stages of the method themselves – I’ll take about the stages after – but rather the attitudes and behaviours we bring to each stage.
FIRST: self-awareness AFTER: self-knowledge
This posture involves discovering ourselves, seeking authenticity and unleashing our potential. Looking inside is a muscle, a habit at first, and then a way of dealing with life. It is to seek authenticity, to feel good in our own skin. It is to unleash and illuminate our potential and to dance and play with our incompleteness.
Sometimes, I feel like the concept of self-knowledge is too much sophisticated and inaccessible for many of us. We attended workshops in which people talked a lot about our values “We need to follow our values and principles, let’s identify our values”, but this answer is too much complicated to answer. I prefer starting by identifying our perceptions of ourselves.
In difficult situations (one of the best moments to learn about ourselves), identify:
- Which emotion I’m experiencing – name it!
- How I deal with them
- Which body parts hurt
- How does my body feel
- What is the state of my breathing
Basically, we need to record during the process: feelings, emotions, ideas, and especially tensions: the feeling that there is a distance between current reality and a desired potential future. What led me to feel/do this? These tensions are the path to self and environment mastery. I should repeat: It’s the eternal process of DISCOVERING and BUILDING ourselves. Perhaps we will never know if we found ourselves or if we built ourselves.
ENVIRONMENT AND CONDITIONS – create causes for transformation
This posture involves creating space for this process and its stages to occur. Examples:
- Temporarily. How can we create temporary space for the process in our life? Can we set aside some time each day or week to work on it? Can we prioritise it over other activities that are less important to us? To fit what I want into my life, what and who should I say no to, at least for now?
- Environmentally/Physically. Consider how we can create a physical environment that supports our efforts. Can we set up a dedicated workspace or create a more conducive environment for learning and growth? Do I need to leave any space?
- Energetically. How can we manage our energy and avoid burnout? Can we take breaks when needed or engage in activities that recharge us?
- Economically. Are there any costs associated with it? How can we manage your finances to support our efforts?
Other questions related to the environment and conditions:
- How can I make it easier for my future self?
- How can I avoid forgetting?
REVIEW AND FEEDBACK – actively refine ourselves
It involves actively seeking feedback and identifying our invisible barriers and antagonists. We should reflect on our progress, adapt as we go, and refine our approach.
Feedback is king.
What is holding me back? What is my invisible barrier? On the other side of this question is the biggest growth leap possible: what/who is your antagonist here?
What did I not respond to as I wanted?
What differed from the last time I reviewed or reflected on my progress?”
The stages:
Proteus Methodology consists of four stages, which I will discuss in future posts. But first of all, it’s important to keep in mind: start small, refine as we go, and prioritise consistency over perfection. As we discussed, self-awareness, thinking about eh environment and reviewing is our posture to go through the steps:
Who made the world?
—Mary Oliver
Who made the swan, and the black bear?
Who made the grasshopper?
This grasshopper, I mean
the one who has flung herself out of the grass,
the one who is eating sugar out of my hand,
who is moving her jaws back and forth instead of up and down
who is gazing around with her enormous and complicated eyes.
Now she lifts her pale forearms and thoroughly washes her face.
Now she snaps her wings open, and floats away.
I don’t know exactly what a prayer is.
I do know how to pay attention, how to fall down
into the grass, how to kneel down in the grass,
how to be idle and blessed, how to stroll through the fields,
which is what I have been doing all day.
Tell me, what else should I have done?
Doesn’t everything die at last, and too soon?
Tell me, what is it you plan to do
with your one wild and precious life?
REFERENCES:
- Hall, D. T., & Mirvis, P. H. (1994). The new protean career: Psychological success and the path with a heart. In The boundaryless career (pp. 19-32). Oxford: Oxford University Press.
- Sullivan, S. E., & Arthur, M. B. (2006). The evolution of the boundaryless career concept: Examining physical and psychological mobility. Journal of Vocational Behavior, 69(1), 19-29.
- Briscoe, J. P., Hall, D. T., & DeMuth, R. L. (2006). Protean and boundaryless careers: An empirical exploration. Journal of Vocational Behavior, 69(1), 30-47.
- Inkson, K., Gunz, H., Ganesh, S., & Roper, J. (2012). Boundaryless careers: Bringing back boundaries. Organization Studies, 33(3), 323-340.
- Gunz, H., & Mayrhofer, W. (2004). Career boundarylessness and career insecurity: Correlates and consequences. Journal of Occupational and Organizational Psychology, 77(4), 469-488.