Month: October 2011

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Connectivity

A-view-of-people-connecting-on-a-business-project

Last week I worked with a group of telecom executives navigating Adaptive Change, change that is complex and unpredictable. During the check-in and check-out the challenge of connecting came up. So, close your door, ignore the phone, and let’s explore connecting.

Connecting with others requires that we first connect with ourselves. This means being present and mindful, fully embodied in the moment. When connected to ourselves we tap into our positive core – our strengths, positivity, and deep trust – which allows us to engage with the world from a stance of curiosity, inquiry, and experimentation. In a mindful state we are open to new ideas and perspectives[1]. Positivity broadens our perceptions so that we see more possibilities and are able to imagine solutions to challenges that arise[2]. Being present and embodied we are in touch with our emotions and intuition as fleeting internal and external signals help us make meaning of the situation[3]. In this way we are poised to embrace the future rather than relive the past.

If connecting with ourselves leaves us aware, resourceful, and resilient connecting with others allows us to do something exceptional with all that energy. Connecting with another person is fundamental to creating WE[4]. Without the inclusiveness of connection we operate as two independent agents, able to coordinate our activities and cooperate but little else. Connection generates interdependence, a sensitivity to bidirectional feedback, and the ability to collaborate (literally, to work with another, especially in joint intellectual effort). So connecting with others creates a space for doing, thinking, and relating that did not previously exist. Without connection interactions collapse into WIIFM- What’s In It For Me.

What happens when teams connect?

The Tuckman model of team development – Forming-Storming-Norming-Performing – has lost its usefulness. The world of work is too fast paced, change is continuous, and performance is the context not the outcome of teams. Two pieces of research on group dynamics and performance fill the vacuum created by this conceptual loss.

Team Dynamics – Synthesizing the research of Kenwyn Smith and David Berg[5] we can replace the Tuckman model with a virtuous cycle of team development that operates in the context of performance: Connect-Engage-Act. Connection creates the relationships that are strong and healthy enough to withstand the strain of opposition and conflict (most often of ideas) within the group. Connectivity reflects how attuned and responsive team members are to one another[6]. Strong, healthy connection with another person(s) promotes openness, empathy/compassion, and the integration of differences, which ultimately leads to trust. Connection allows the diversity within the group to be used to achieve goals, perform different functions, and survive as a coherent system over time.

Team Performance – Connectivity also drives performance. Based on the research of Marcial Losada[7] team performance has three bipolar dimensions – positivity/negativity ratio, self-focus/other-focus, inquiry/advocacy – all driven by a single control parameter, connectivity. High-performing teams (determined by profitability, customer satisfaction ratings, and 360o evaluations) had higher connectivity (they were more attuned and responsive to each other), focused their attention on the needs of others as well as self, asked questions as often as they defended their personal point of view, and had positive interactions three times more often than negative interactions (positive language included: support, encouragement, or appreciation; negative language included: disapproval, sarcasm, and cynicism). Low and moderately performing teams all had lower connectivity and, as a result, imbalance in the other three dimensions of performance.

Leadership Learning

Everyone has the opportunity to practice connection thousands of times a day. Use these to become Masters of Connectivity. Here’s how:

  • Before getting out of bed connect with your body, your feelings, and your intentions for the day. Get out of bed feeling connected and grounded rather than scattered and rushed.
  • Quick Connections: At the grocery store, toll booth, gas station, or restaurant connect with the person serving you. Really see them, connect with a comment that lets them know you see them, watch for feedback, that they suddenly see you, and see if they connect back. Feel the link between you spring into being. How did your body respond? How did theirs change? What nonverbal cues did you pick up that indicated the connection? Don’t evaluate your connection, that makes it a performance and not a true connection, just keep doing it and watch what happens over time.
  • Deep Connections: Take a moment to reflect on your comfort zone for connectivity. How deep can you go – with yourself and with others? What is your response when someone tries to connect more deeply than this? What would allow you to go deeper? How can you practice this?

[1]Langer, E. J. Mindfulness. Perseus Books, Reading, MA. 1989.

[2]Fredrickson, Barbara. Positivity. Crown Publishers, New York. 2009.

[3]Strozzi-Heckler, R. The Leadership Dojo. Frog Ltd. Berkeley, CA. 2007.

[4]Glaser, J.E. Creating WE. Platinum Press, Avon, MA. 2005

[5]Smith, K.K. and Berg, D.N. Paradoxes of Group Life: Understanding Conflict, Paralysis, and Movement in Group Dynamics. Jossey-Bass, San Francisco, 1987.

[6]Fredrickson, Barbara. Positivity. Crown Publishers, New York. 2009.

[7]Losada, M. and Heaphy, E. (2004) The roles of positivity and connectivity in the performance of business teams: A nonlinear dynamics model. American Behavioral Scientist, 47(6), 740 – 765.

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What Bob the Builder Taught Me About Training

Person-sicking-papers-on-a-white-board.
Accomplishments that demonstrate hard work, perseverance, creativity and initiative are what corporations, small businesses, non-profits, and even government should be about.

It’s not rocket science, but I am talking about training to reach the stars. Forgive the pun and the cliche, but they seem most appropriate here.

Can we do it? Of course, we can. I learned all I know from the Cave Man who must have said, “I need to fix this. I have no other choice,” and Bob the Builder who reminded me and my children every day, “Can we fix it? Yes, we can.”

How to get people to reach for the stars? Isn’t it simply another way of saying, “Set high goals and be determined to reach them?”

How do we get people to dream big and reach high?

Besides trying to change company attitudes, we can ensure we reward initiative and new ideas, that we make brainstorming work as intended, that we facilitate to the best of our ability to be all-inclusive and letting everyone be heard, and most importantly, that we don’t put anyone down as having an unworkable idea or an idea too lofty. Hence: we reach for the stars.

Steve Jobs’ vast accomplishments changed the world.

Steve Jobs‘ untimely death is in the news now, and I’m sure we’ll be thinking about him for a long time as we learn even more about his accomplishments in the coming days. He was an underachiever in education, and he was pushed out of his own company; however, he was an overachiever in goals we may have thought impossible. His accomplishments are vast. I’ve heard it put, “He was the Einstein of Technology.” He certainly changed the world.

His lack of education and “failed” experience might have kept him out of a traditional job, but it was his achievements–his accomplishments that overcame his “disadvantages.”

So can you. By all means get all the education and positive job experience you can, but the career experts today say to write your resume as a series of accomplishments rather than a series of job descriptions. My resume is a combination, but if I’m trying to sell myself as a product I have to say what I’m good for. My accomplishments are examples of those attributes.

How can we go about training people to reach for the stars–no matter their education or experience?

It never stopped Jobs. Yes, we could argue that he was different. Perhaps, in his mind, there was nothing that couldn’t be accomplished, nothing that couldn’t be made to work if it was useful. He believed in himself. Pushed out of the company he started, Apple’s Macintosh company, he went to Pixar, and his accomplishments may have had something to do with Apple’s buying of Pixar and bringing him back to serve as its CEO. We may never know the whole story there. Admittedly, people say he was a genius and how can we possibly think our accomplishments can be as magnificent as his. We can’t. Our accomplishments will be our own.

How do we train people to be so motivated to take the initiative?

It all began with Bob the Builder. Anyone with kids knows who I am talking about. Or, the Little Engine That Could. Children stories that tell us we can do anything we set our minds to do–if we only try. A bit sophomoric, I agree, but true. We did learn a lot in kindergarten, but we forgot it as we got older as other people told us what we needed to do to succeed in the job. They were very specific in their instruction and they weren’t wrong either. Sure, we aren’t children, but last time I checked we were still human with personal dreams.

Our dreams include our careers; we want to succeed. The message from any organization should be clear: If you help the organization succeed, you will succeed. Business as usual means we aren’t moving forward. It’s new, fresh ideas that move us forward. It was a new idea that got us started and we need an influx of new ideas to maintain our success.

How do you train people to show initiative?

Reward initiative rather than slap it down when it doesn’t meet the “way we’ve always done it.” Learn to despise that attitude.

You encourage and reward it. Never pooh-pooh an idea. Ideas are creations. If you are a religious person, pooh-poohing could be considered sinful. Instead, how about acknowledging it and letting it cogitate for awhile in as many minds that want to engage it. Somewhere there may come a spark, another idea that makes it applicable, affordable, politically agreeable–the opposite of your assumptions–the very reasons for “pooh-poohing” the idea in the first place.

We like to say we brainstorm, but we violate those rules by setting limits; let’s make sure that doesn’t happen. Have fun with it. There’s more to be gained with the free flow of ideas making the work place fun. Positive people make positive things happen. Reward initiative rather than slap it down when it doesn’t meet the “way we’ve always done it.” Learn to despise that attitude.

People are motivated by moving forward.

It doesn’t always have to mean promotion, but a step that says I’m a valuable participant and every idea that contributes to company success rightly deserves to be called an accomplishment. List those accomplishments and you have a sales package that says you are deserving of reaching the stars.

Remember, Bob the Builder’s famous words, “Can we fix it. Yes, we can.”

And, the Little Engine That Could, did.

My last two posts addressed A Look at the Education vs Experience Debate and To Be Eliminated or Not, That is The Question, which focused on eliminating job applicants. I did not talk about accomplishments in those posts, but they are clearly what makes a valued employee. Accomplishments means someone is a someone you want on your team–that is if you want a dynamic, productive team.

…accomplishments that demonstrate hard work, perseverance, creativity and initiative can’t hurt.

The initial screening of applicants may mean you probably won’t get an interview if you don’t have the prerequisite education and experience. However, if the screeners review a good cover letter or resume anyway and it includes a series of accomplishments you may overcome that barrier. Personally, I like brief one-liners to highlight my accomplishments, then I can expound on them later in the interview when asked.

We know “fit” has a lot to do with getting the job and may indeed be a part of the screening process. A lot is said about giving the company exactly what they asked for so they can check off your qualifications. That may be part of how they determine “fit.”

Accomplishments that demonstrate hard work, perseverance, creativity and initiative are what corporations, small businesses, non-profits, and even government should be about. Instead of listing a job description and all the routine duties performed, include your accomplishments in the position, and you’ll have a stronger resume, too.

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For more resources about training, see the Training library.

Please feel free to subscribe or RSS to my articles. I promise to be unique in my approach. I call it my Cave Man approach–a common sense guide to training and development. You’ll find more on my website. I’m open for business–not only training, but also speaking engagements, executive speech and presentations coaching as well as training development. For a look at the human side of training from my Cave Man perspective, please check out my book, The Cave Man Guide to Training and Development. Happy training.

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Board Status for Staff Members

Board meeting of business executives in a conference room

It is important that specific terms be used/understood with consistent definitions. Members of a Board of a non-profit organization, by law, are those individuals who have specific responsibilities and liabilities, and who have unrestricted voting rights — except for conflict of interest situations.

Anyone who does not have voting rights, therefore, is not a Member of the Board.

For someone to be a Member of the Board, “by virtue of the office that they hold,” does not — cannot — restrict their voting rights.

To say that, “Executive directors are usually ex officio members of the board and that they are non-voting members,” is a contradiction. If they are Board Members, they have a vote. If they don’t have a vote, they’re not Board Members.

Of course many well-meaning and well-intentioned NPOs include language in their by-laws about Executive Directors (and/or others) being non-voting Board Members, but that doesn’t make such provisions correct.

When it comes to his/her participation in board activities, the Executive Director does play a very important advisory role, but that’s all it is, or should be — advisory.

Don’t be confused by the use of different terms to refer to the person who oversees the day-to-day operations of an NPO. However that position is defined, whether President or Executive Director or any other designation, if s/he is paid staff, then s/he shouldn’t be a Board Member. It creates too many conflicts of interest.

My observation would be that any Board that makes provisions for others to be non-voting members doesn’t understand the non-profit process or the legal implications, and I would caution against doing something just because others “usually” do it.

Check with an attorney who has expertise in non-profit law, not just any attorney, to be sure what the legal strictures are in your state.

Meanwhile, your E.D. can function as a resource and provide recommendations. That’s always a good idea.
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Have a comment or a question about starting, evaluating or expanding your fundraising program? Contact Hank@Major-Capital-Giving.com With over 30 years of counseling in major gifts, capital campaigns, bequest programs and the planning studies to precede these three, he’ll be pleased to answer your questions.

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Own It

A-team-member-trying-to-convince-his-colleagues-to-follow-his-strategy.

The story’s about you, take control!

We say it all the time, “own your message,” but what does that mean, and how do you take it from concept to reality? In a post on the IMRE BuildIQ blog, McGavok Edwards shared some solid advice:

Own the message – With planning behind you, you have a playbook and you’re able to focus on the situation at hand. Don’t let internal conflict or differences of opinion hold you at bay. But don’t move ahead with knee-jerk reactions like Rupert Murdoch seemed to do last month when faced with the News Corp crisis mentioned here. This can cause more speculation and then rumors, instead of the facts, begin to take control. Armed with the facts and key messages, put your spokespeople to work and own the message – first to key stakeholders and then others. Only you can speak confidently about your organization and your products. So own it. Fast.

So really, owning the message means that you guide stories about yourself. The media and stakeholders get their information from you, and that information is shared with the general public. So long as you share legit information, you should continue to be the primary source.

As the quote says, without facts, rumors creep in to fill the void, and in crisis situations rumors are rarely positive. This extends the crisis, leads to reputation damage and, usually, financial damage as well.

This is already difficult, but doing it on the fly is like walking a trapeze with no net. Make sure your spokespeople are media trained and ready to go, because at some point you will be the focus of media attention, and when you are, you need to own it.

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For more resources, see the Free Management Library topic: Crisis Management
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[Jonathan Bernstein is president of Bernstein Crisis Management, Inc. , an international crisis management consultancy, and author of Keeping the Wolves at Bay – Media Training.]

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To Be Eliminated or Not, That is The Question

successful-happy-black-male-candidate-getting-hired-got-job
It is...harder today to get in the employment door...

Career training is aimed at finding a job, writing the perfect resume, and the interview process is in much demand these days. There’s definitely a need.

It is no doubt more difficult today to get in the employment door–harder than in a very long time. Not much has changed though–except the unemployment pool is larger, more experienced, better educated–and better trained.

When the company has a job opening, it’s a problem for HR, but it is a different problem for the applicants. How HR handles its problem does make a difference to those who apply.

To be eliminated or not, that is the question.

So, now you are trained to get in the door and say all the right things. I’ve never seen this training before: elimination training, but someone must do this at an HR conference. I’m not talking about potty training but eliminating candidates to make the selection process less cumbersome. Even if some good potential employees eliminated there are plenty more equally good ones waiting for an opportunity that made the short list. It’s a reality especially for those looking for a job in the current economy. The career trainer gets you in the door so you can make a respectable impression; however, the rest is up to the employer.

I heard that some people felt that they were being unfairly viewed by others if they were lacking in either education or experience–especially when applying for a job–so I wrote an article, A Look at the Education vs Experience Debate. Here, I’m going to lay out some thoughts on the subject without talking so much about training but rather a perspective of how training, education and experience operate in the job search–including the process of narrowing the candidate pool. Narrowing the field and finding the right candidate is a daunting process for HR and the hiring folks, however, for applicants, it is neither as logical nor as transparent as maybe it should be.

Mostly what we remember about the job search is apply, apply, apply.

Joe is already with the company; he's to be interviewed, too.

And, we think the interview is the good part where we woo them, where we convince them how much experience we have for the job, where we tell them things not on our resume that should clinch it for us. Little do we know it is more a time for the employer to measure of how we fit in with their perception of the company image, and about how they glean from this first meeting with us.

Now comes the elimination part. Someone–in fact, a great many “someones” have to be eliminated. Joe is already with the company; he’s to be interviewed, too. They asked Bob and Brenda from a competitor company; the interviewers know them by reputation. They were asked to come to the interview without having to actually apply, but in order to be fair a job order has to go out to the public. The experience doesn’t seem any more fair, does it?

Our resume and cover letter (head shot) got us in the door.

If you’ve followed any of my blogs you will find various references to theatre. Why? Because it mirrors life in so many ways, but it sometimes can make what’s right in front of us make more sense.

Think about this: an actor goes to an audition after being told in his source that the director is looking for an actor, 40-50 years of age, medium build, to play a father. He must provide a headshot and resume beforehand and he will be called if he is deemed suitable for an audition.

The director is weighing the same factors against his or her vision for the play. (Let’s say her for simplicity sake.) All the actors she has selected from the headshots and resumes are qualified, but the audition and interview will give her more information. Those who did not submit a headshot, but submitted a resume she eliminated (except for Tom who she knows personally), and the same goes for those without a resume; they received no call.

At the audition, she asks everyone to do a monologue that they have prepared. Those without a prepared monologue are eliminated. She didn’t tell them before, but she wants experienced actors who know what’s expected in an audition. One actor speaks up and says, I don’t have one prepared but I can read one here on the spot if you. “Okay,” she says reluctantly, knowing she may eliminate him, too. However, when he has finished, she’s not sure she wants to eliminate him now.

...the job applicant needs what's specified to get in the door.

Audition over. It is between Tom and the one who improvised. So, despite her requirements for the part, she has chosen the leaders for reasons not a part of the qualifications she herself developed.

The process is exactly the same.

With addition the head shots, there’s another variable but actor are used to it. For them, it is not about the physical attractiveness but a stereotypical look, which other situations would be insulting. It’s a part of acting. Just as the actors needed the headshot and resume to get in the door, the regular job applicant needs what the employer has specified to get in the door. It’s unfortunate, but sometimes you need both the education certificate and the experience just to get in door. The elimination of candidates has already begun. You need both to get the call unless they know you.

Granted, it’s frustrating seeing others without your work experience, walk in and take the same job you may even have to train them for. On the other side of the issue, even being trained specifically for the job is no guarantee you’ll get in the door–because getting a job is not all about qualifications. Are you shocked?

The posted qualifications narrow the field of applicants, and not as much as you think.

Everyone has their reasons for who they pick, and it’s not always about qualifications. In fact, more jobs are to be found by networking and through someone else than applying to a posted entry. Today, we can’t afford to wait for all our networking to amount to something; however, we do have more networking options than ever. We can’t assume that it is either the education or experience qualification that disqualified us from the job; it could be anything. Maybe they just didn’t like us; there was no chemistry. It’s all about fitting in. We all want to fit in, but we don’t always. Personally I’d rather have that job where I fit in and the hiring folks agree.

In some cases, to just to go beyond a certain level in your job you have to have a degree. I have a super smart sister who made straight “A”s and could have named her ticket to any major university. She chose instead to work. She enjoyed her work, but she become stuck at one level and watched several people, not nearly as smart or as good at their job progress when she couldn’t because she didn’t have a degree. At the time she began working, the degree didn’t seem important. For some people, advanced education just doesn’t fit in the plans for a variety of reasons, including financial.

HR does put a value on education.

Still you don't fit the mold exactly...

An education is more than specific training for a job or it wouldn’t be called education. But education is general and has to be applied. What it does show is the ability of someone to start something and see it through to the end. Certification is a little different since it is more a validation of specific knowledge to a specific end, and does tend to be short term compared to education.

We don’t realize, especially when it affects us personally, just how many people out there are looking for work. Some are very qualified either in experience or education. Want someone younger, you go with education. Want maturity find the experienced person. With both–you win. At least sometimes. However, it is never that obvious.

It’s not a perfect system.

I have degrees that by themselves are rather worthless, but combine them with practical experience and use the knowledge (not in a book way) but in a way that makes sense, and you suddenly seem very qualified. Still you don’t fit the mold exactly–especially if the requirement is specific. Not an architect, an engineer, an MBA. The degree doesn’t match the job.

Image and attitude plays a part, like it or not.

Another example, colleges and universities love PhDs and would rather have one over a Masters degree–even if the Masters degree had tons of teaching and research experience. Colleges and universities are competing for credibility and the more PhDs, the more respect. Logical. Not at all. Well, to them. Choosing kids who can play a sport to play a game makes sense. Choosing friends who can’t play so well doesn’t make sense to anyone but those in on the reason. It’s all a matter of perspective.

The years of experience we earn can help, but they can also hurt. The number automatically tells someone how old we are and there are other clues to that as well. While they aren’t supposed to discriminate at all (and this would be age discrimination), it is all about getting the employee they want–not necessarily the best qualified. You don’t have to be a different race to be discriminated against. It’s just elimination now. How about not getting it because you didn’t go to a particular school or because you were a blond, or short, or fat. Or not handsome or pretty. Image plays a part, like it or not. And when people need to eliminate people from the pool, anything is game unofficially.

However, getting the interview is important, but attitude makes a difference.

I don’t care how good you are at your job, a bad attitude will make someone want to sacrifice your experience and know how to train someone who’s enthusiastic and wants to do it the way they want them to do it.

I have quite a few good years left. I doubt it is my positive attitude, lack of education and experience holding me back…

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For more resources about training, see the Training library.

That’s it from me on this job hunting excursion. Check out my website for more from me on training, communication and theatre as I try to apply what I think I know in one place. Happy training.

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Priority Management: Focus on the Big Rocks

A-female-manager-trying-to-bolster-the-morale-of-her-teammates.

“It’s now time for a quiz.” said the speaker to a group of managers.

He pulled out a one-gallon, wide-mouthed mason jar and carefully placed a dozen fist-sized rocks into the jar. He then asked, “Is this jar full?” Everyone answered “Yes!” “Really?” he said.

He pulled out a bucket of gravel, dumped it into the jar and shook it so that the gravel would go into the spaces between the big rocks. He smiled and asked the group once more, “Is the jar full now?” By now they were on to him. “Probably not,” one said. “Good,” he replied.

Next he brought out a bucket of sand and dumped it into the jar filling the spaces between the rocks and the gravel. Then he grabbed a pitcher of water and filled the jar to the brim.

Finally, he said “Who can tell me the point of this exercise?” One eager beaver raised his hand and said, “The point is that no matter how full your schedule is, if you try really hard, you can always fit more things into it!”

“No,” the speaker replied, “that’s not the point at all. This exercise teaches this truth: If you don’t put the big rocks in first, you will never get them in.

Management Success Tip

It is often hard to focus on the big rocks – managing key priorities – when your day is full of managing crises. Often, too much time and resources seem to be invested in the sand and gravel work of a job. Don’t get me wrong, The sand and gravel work is important. However, is it contributing to the big rocks of your department, team, company or agency.

Readers, what are your managerial big rocks? Do you contribute every single day to moving them forward? I’d be delighted to hear from you about your successes and also your stumbling blocks.

Do you want to develop your Management Smarts?

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Do We Need A Style Guide?

Business woman happily working with a laptop

When putting together a document, where do you begin? What formatting or style do you use to present and communicate your information in a document? This question and others can be answered within the Style Guide. A Style Guide contains a set of rules that a writer uses to maintain consistency for grammar, format, and or content material. There are several Style guide designs. There is usually a generic guide that gives a summary of what styles and formats to use for particular types of manuals and then there is a more specific guide with greater detail, i.e., for:

  • Medical and Science Writers when submitting regulatory documentation or research,
  • Developers when submitting requests for database changes and documenting code,
  • Engineers who require Functional Specifications and Technical Specifications,
  • Testers who require QA specifications,
  • Users who require User guides and Reference sheets documenting processes and definitions,
  • HR Personnel when writing procedural instructions or educational material, or
  • Manufacturers when creating design specifications, etc.

These were just a few examples. Following a written set of guidelines ensures that the document is consistent, uniform, and allows the writer to focus on the writing of the material. You can call it a blueprint or template to follow. It will help the writer design the finished product and it will also make it easier for the reader, because they’ll know beforehand where certain information is located within a document because of the consistent style.

The Style guide will also:

  • Detail grammar and industry terminology.
  • Denote how certain text would be displayed within, e.g., Medical specifications or descriptions, or database definitions.
  • Indicate how to display numbers, or how to present abbreviations, i.e., should they be presented with initial caps or are some initial caps and some lower case?
  • How to format other objects such as check boxes or bullets or drop down lists.
  • Show where objects are defined. Should, e.g., definitions be placed in the back of the document, before the glossary or within the Appendix? How should tables be formatted and laid out? Should a background color be applied to the table or should only the heading have a background color?
  • Note what typeface, font, and size should be used. Will a newspaper or column style be applied and should text always be left justified?
  • Indicate the type of graphics embedded; are only jpeg files permitted or are any types of graphic files permitted?

Many other groupings or items have to be described as well, such as the Table of contents, the Appendix and headers and footers and paragraph breaks.

Most Style Guides contain references to sample material, standard conventions, a glossary, etc. So I guess the answer to the question ‘Do we need a Style Guide’ is ‘Yes’.

Note: As reminder, as with all documents, include a section for the review cycle and sign off sheets. This will ensure that everyone approves of the particular Style Guide. See some tips in the next post.

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My Success Portfolio: Why Have One?

A-person-sitting-and-conversing-with-a-consultant-

During my time as a career transition coach, a client came into my office, opened his briefcase and dumped 20 years of performance reviews and said: “Write my resume.”

my success portfolioTwo thoughts came to my mind. The first was that I help YOU write your resume. The second was how can I make it easier for folks who haven’t written a resume for years? That’s when I came up with the idea of a “My Success Portfolio.” It’s a file where you continuously drop items documenting your accomplishments, contributions and capabilities.

What’s the Benefit?

  • It’s important to have a My Success Portfolio because you:
  • Need to prepare, update or revise your resume for job search or career change
  • Want to present and promote your brand in vying for a promotion or a new position
  • Can’t expect your boss to remember everything you’ve done for your annual performance review
  • Can periodically review your accomplishments to give you a boost of self confidence and encouragement.

What’s In it?

Here are some examples that I’ve seen in client’s My Success Portfolio.

1. Work Samples/Summary of Accomplishments
At the end of a major project, summarize the details and work involved including obstacle that were overcome. State both the quantifiable and qualitative results. Include your role, your contribution and skills you used. At the end, for your benefit, write your lessons learned.

2. Performance Reviews
Keep copies of all written evaluations of your work plus your performance improvement goals as well as stretch areas. Take notes on any conversations relating to your performance, including the date and participants. Also include documentation of specific steps you’ve taken for performance improvement as well as other things that may be important in future reviews.

3. Training and Continuing Education
Save all the brochures on the educational events, workshops and webinars you attend throughout the year. This shows of your efforts to expand and hone your skills. Also keep all certificates you’ve achieved. If you’re involved in a accelerated or honors education program note that. Now turn that knowing into doing. Keep track on how you are implementing your education and the results.

4. Applause and Positive Comments
Deposit all grateful or complimentary feedback including notes, letters, emails from colleagues or clients thanking you for a job well done. If you receive compliments in person or over the phone, don’t hesitate to ask whether they would put them in a letter or email to you. Don’t underestimate the good words of clients, co-workers and especially direct reports to enhance your reputation and brand. Since your portfolio is for your eyes only, drop in everything – it adds up to an impressive bio.

5. Professional and Civic Activities
List organizations you’re active in and committees you’re part of. Keep track of your participation and accomplishments. Add copies of your speeches you’ve done, panels you’ve been on and articles you’ve published. Don’t underrate what you’ve done in a volunteer role. Realize that the skills and experiences ou’ve gained can be utilized in your present and future positions.

Career Success Tip:

Once you’ve created your My Success Portfolio, make it a regular task to review and capture what you have done over the past few days, weeks or — at most — month. It’s your responsibility to document your work; you can’t expect others to remember and recognize all that you do. What’s in your Success Portfolio today? What should be in it tomorrow?

Do you want to develop Career Smarts?

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Doing The Work

A-speaker-addressing-audience-in-a-workshop

Last week I attended an inspiring workshop with Byron Katie. The honesty and vulnerability of people who shared their life conditions were quite moving. I was particularly impressed with Katie’s incredible optimism and humor when dealing with disturbing and sad life stories. She spoke to the participants with such skill and love that I, as probably most in the room, got to a place of deep compassion and hope. I left the workshop feeling energized and changed.

Spiritual Innovator for the New Millennium

Doing The Work

I read Byron Katie’s book, Loving What Is, several years ago and have shared her work with clients since then. Visit her website www.thework.com or watch her in action on YouTube. She is a very gifted facilitator and joyful presence. For those of you not familiar with her work, she developed a worksheet called “Judge Your Neighbor” (available on her website for free). It is a powerful tool for uncovering deeper truths about your (perceived) life conditions. The Four Questions provide the window to your beliefs; the limited thinking you hold is evident from the narratives of your stories.

It was clear that doing The Work, answering those four questions for any and all painful, disturbing thoughts you have, was a meditative practice. Holding your thoughts out for examination, objectively viewing it apart from your ego-hold that tries to defend its position, you can shift into non-attachment. In this meditative, ‘witnessing’ way, you peel apart the ego-truth from the deeper truth of your life.

Belief in a Friendly Universe

What I found so striking in her workshop was how deeply spiritual her work is. It comes from the fundamental belief that the Universe is loving and supportive. She held passionately to the belief that our true nature is love and kindness. When we strip away all the stories, beliefs, monkey-mind chatter, and ego-defense mechanisms, we are at our core loving beings. Katie reminded us that no one wants to hurt another when they are connected to their true nature. It’s our stories, our beliefs, our mistaken ego-truths that block our true nature from coming forth. And in paying attention to our stories rather than our inner truth and true nature, we act out of fear, pain, suffering. Her work is grounded in the belief that you are always supported in your life, no matter how the circumstances may appear. Her process reminded me of the saying, “Fear is just False Evidence Appearing Real”.

When we get to that deeper core of love and kindness, we act out of our true nature. In that journey to our core, we find compassion for ourselves, for others in our life, and for our past pain. We then find forgiveness, comfort, strength and hope to face our life conditions and do what we need to do to transform our life. Her process is so powerful because it shows that anyone can find the gift in their life condition, no matter how sad, painful, challenging or disturbing it may appear.

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For more resources, see our Library topic Spirituality in the Workplace.

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Linda is an author, speaker, coach, and consultant. Go to her website www.lindajferguson.com to read more about her work, view video clips of her talks, and find out more about her book “Path for Greatness: Spirituality at Work” The paperback version is available on Amazon. The pdf version of Path for Greatness is available for download from her website. ALSO, Linda’s new book, “Staying Grounded in Shifting Sand” is now available on her website.

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Major Gifts Committee Member Job Description

major-gifts-committee-member-meeting

In response to an email request….

“This” committee was created with the understanding that, to obtain the gift income needed for this organization to effectively pursue its mission, an organized approach to the acquisition of major gifts must be designed, and assiduously followed.

Major gifts, for this purpose, are those that are obtained from a relatively small percentage of this organization’s donors and that (should) constitute a large percentage of this organization’s income.

Committee Membership shall include selected Trustees, Volunteers, Major Donors, and this organization’s Chief Executive and Chief Development Officers.

Committee Members shall be well educated about the organization’s Mission, History and Strategic, Development & Marketing Plans.

Committee Members shall Participate in:
   •   Identifying Prospective Major Donors —
            Suggest Names and Prepare & Review Lists
   •   Generating Timetables for the Identification,
            Education, Cultivation and Solicitation of Prospects
   •   Educating/Cultivating Prospective Major Donors —
            Invite/Escort Prospects to Events/Presentations
            Contact Regularly, based on developed timetable
   •   Evaluating Prospective Major Donors
   •   Soliciting Appropriate Prospects
   •   Weekly (periodic) meetings to review plans, timetables and progress

Committee Members shall take, and present to the Chief Development Officer, notes on the dates and substance of all contacts with those prospects that have been assigned to him/her.

Committee Members shall also respect/maintain the confidentiality of all information relating to all prospects and donors.

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Have a comment or a question about starting, evaluating or expanding your fundraising program? With over 30 years of counseling in major gifts, capital campaigns, bequest programs and the planning studies to precede these three, I’ll be pleased to answer your questions. Contact me at AskHank@Major-Capital-Giving.com
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Have you seen The Fundraising Series of ebooks ??
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