Added: Chaquita Bolte - Date: 17.09.2021 16:42 - Views: 27652 - Clicks: 8351
A working couple getting ready to go on their morning commute. Companies are not great at handling dual-career couples, which is a surprise because the rise of dual-career couples is one of the biggest and most important trends in the talent pool these days. More and more couples are pursuing t careers. Yet the challenges for people in dual-career relationships are still considerable. BRINK spoke to professor Petriglieri and asked if she had uncovered any common themes among such a wide range of individuals. The second theme that emerged was that no one life arrangement worked better than others.
Couples could make most types of arrangement work —one lead career and one secondary career, living together, living apart, being very mobile, having stable careers — and those same arrangements could be disasters for other couples. What made the difference was whether couples had explicitly negotiated and agreed on their life arrangement. The third theme was that the real killer for couples was an imbalance of power. When I say power, I mean who gets a shot at chasing their dreams.
When couples had a big power imbalance, when one was always chasing and the other always supporting, then resentments set in, and the couple got into trouble. First, when a couple has young children, what are the biggest traps for couples in this stage?
Petriglieri: The first transition can be triggered by the arrival of children, it can also be triggered by any other life event that forces couples to stop living parallel lives and instead figure out how they can structure their lives in a way that allows them to both pursue their careers and have a healthy relationship. When the trigger is the arrival of children, the most common trap is that couples make decisions based on finances alone. For example, the person earning the least would scale back on work and do more at home. This may make rational sense in the short term, but it may not necessarily make sense in the long term.
Moreover, most of us are motivated to pursue our careers for more than money, so when we make decisions based solely on this, we can regret them later.
The two things that companies need to focus on are mobility and flexibility. When I first analyzed my data, it looked as if the double primary model — in which partners placed equal emphasis on their careers — was the most successful, when both partners were most likely to feel fulfilled in their careers and their relationship.
However, when I looked more closely at my data, I found that any model can be successful if a couple very explicitly negotiates and agrees on it. The double primary is more often successful because to sustain it, couples have to juggle so many balls that it forces them to have those explicit conversations. Petriglieri: The second transition, which comes at mid career, is a time when people begin to question their direction — in their career and often in life as well.
Couples can help each other here by developing a secure base relationship. Petriglieri: The final transition that occurs in late career is characterized by questions of identity. Who am I now that I am not a hands-on parent to children living at home? Who are we as a couple as we enter the final stage of our careers? This period is paradoxical. On the one hand, couples can feel a sense of loss about their changing social roles.
At the same time, they can feel a sense of opportunity for their newfound freedom and the potential for reinvention in late career. The key for couples here is to broaden their horizons so they can grasp the new opportunities. Perhaps you could summarize a couple of tips for employers here.
Petriglieri: In general, companies are not great at handling dual-career couples, which is a surprise because the rise of dual-career couples is one of the biggest and most important trends in the talent pool these days. Dual-career couples need longer to plan moves than other couples and find it hard to take part in lock-step rotational programs that are common in many large corporations. It might be a case of starting their working day early and finishing early, or picking work back up once children are in bed. Twitter LinkedIn. October 30, An interview with Jennifer Petriglieri.
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