Month: February 2012

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Executive Remuneration – A View from the UK

Money bills

(This is a guest post by Nick Lindsay of Elemental CoSec)

In recent years, executive remuneration has moved from its traditional ambit of corporate governance circles and company secretary forums to the public eye. In the UK, the last six months, has seen a particular focus on what many in the media see as ‘excessive executive pay’.

At the end of January 2012, Stephen Hester the chief executive of the Royal Bank of Scotland (RBS) was forced to waive his bonus of nearly £1 million in shares. This was shortly followed by Fred Godwin (the former boss of RBS) being stripped of his knighthood following controversy over his remuneration.

RBS is a special case as it is majority owned by the UK government (having been bailed out), but criticism over executive pay in general is rife. This culminated in the UK government announcing various measures that they hoped would curb executive pay going forward. The UK government is currently consulting on most of these but the framework is clear enough and I suspect the similar measures will be adopted in many other Western countries to the extent they haven’t already.

Proposed UK Measures on Executive Remuneration

1. Greater transparency over remuneration reports:

The UK government wants to mandate a standardised form for remuneration reports with the aim of making them simpler and easier to understand. There will be one section setting out the company’s future remuneration policy for executives and a second section setting out how the previous year’s pay policy was implemented.

The government also wants a single number included in the report for how much each executive was paid in the previous year and what the maximum is that they could be paid in the following year. However, this will lead to the difficult question of how to value long term share options and similar forms of remuneration. Presumably a standard method of valuation will be required but we have yet to receive any information on this.

2. Forward looking binding vote on pay policy:

UK shareholders will get a binding vote on the pay policy for the upcoming year. What is unclear is what level of approval will be required to pass the vote (50% or 75%) and what happens to the executives’ pay if the vote is lost.

3. Backward looking advisory vote on pay policy:

Similar to the current situation in the UK, shareholders will have an advisory vote on the implementation of the previous year’s pay policy. A binding vote was considered but rejected because of the legal issues if the vote was lost.

4. Director’s notice periods greater than one year:

In line with the current UK Corporate Governance Code, shareholders will get a vote on any notice period for a director greater than one year which, in practice, is likely lead to any such notice periods disappearing.

5. Exit payments:

Shareholders will get a vote on any exit payments greater than one year’s basic salary or the minimum contractual amount (whichever is the greater). This is meant to stop, so called, rewards for failure but could lead to some interesting votes as one years’ basic salary can (relatively speaking) be quite low when a large part of an executive’s remuneration is often made up of performance related pay.

6. Ban on Executives servicing on Remuneration Committees:

Although it is a relatively rare practice, there will be a ban on serving executives of one FTSE company sitting on the remuneration committee of another FTSE company. This is to stop the perceived conflict of interest that could arise from this situation.

7. Remuneration Consultants:

Companies will have to disclose details around any remuneration consultants they use which will probably include, how they are appointed, to whom they report and whom they advise and their fees.

8. Clawback provisions:

The government has asked the Financial Reporting Council (the body responsible for the UK Corporate Governance Code) to consult on introducing provisions in the Code mandating companies to have claw back provisions for directors pay. Presumably this will be for the performance related parts of a director’s pay if the long term performance of the company doesn’t meet expectations.

The UK government is also supporting a new institution called the High Pay Centre which is a (non-governmental) body set up to monitor executive pay and evaluate if these provisions are making any difference.

Conclusion

I suspect that these proposals will make some minor differences, especially around exit payments for leaving directors which often cause the greatest media controversy. They will also lead to some interesting headlines when companies publish a total figure for the remuneration awarded to the top executives.

However, in the majority of cases the main driver of executive pay is not corporate governance or lack of shareholder oversight, it’s the global market. Until this starts to change, executive pay will, broadly, keep operating as it has done recently.

This article has been provided by Elemental CoSec for informational purposes only and should not be relied upon as specific advice or acted upon without seeking specific legal advice.

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What is a Bug List?

Stressed young business man having headache because of a bug

When problems are encountered during the testing phase of a product or application, they have to be noted so that the problem can be corrected or prevented before the next testing phase. These problems have to be noted within a form known as a List of Errors form or a Problem and Resolution form or an Incident form. For us right now, we’ll simply call it a Bug List. Any irregularities or anomalies noted within the Bug List will be passed to the development group, who will resolve the problem.

The Bug List should contain at least 5 columns. The column headings should be listed accordingly: ‘Date Bug Found’, ‘Description of Bug, ‘Resolution’, ‘Date Bug Closed ‘, and ‘Comments’. The tester will describe in extreme detail the exact steps that led up to the occurrence within the ‘Description of Bug ‘column. This part of the form is crucial for replicating an error. Without it, the developer will not be able to duplicate the error and hence correct it.

For finding bugs (problems), every test plan has to be extremely detailed and every test scenario listed. Yes, there will be times when not every case/scenario is noted. If the tester does create a unique case, this case should be noted within the bug list. This way, when the application/product goes into the next testing phase, this new test case will be added to the test plan, as well as tested.

When testing is completed, the list will be directed to the appropriate developer and Project manager involved. Every bug found should be corrected, but then there are various grades of bugs. There are quick fixes, such as spelling errors, simple fixes which involve minor programming, i.e., a value was to be added and wasn’t, medium sized fixes which take a few hours when a functionally will not work under certain conditions, serious ones which require rework, and red flag ones where the applications/product seizes to work. Depending on time constraints, the more serious ones (red) will be corrected first. Then when time allows the minor ones will finally be corrected.

Once the problem is corrected by the developer and the fix is inserted into the ‘Resolution’ column, the tester will be informed. The tester will then perform regression testing where the tester tries to recreate the error. Once the tester is satisfied that the issue is resolved, a date for closing the bug can be inserted within the ‘Date bug closed’ column, and any pertinent comments needed can be added to the ‘Comments’ column.

For more complicated testing, there are now programs that will perform automatic testing when needed for direct testing and for regression testing. These new applications are really helpful especially when repeated tests need to be done. To help you keep track of all the bugs, there are also programs out there now that will assist you in keeping track of all bugs. These tracking programs are very useful, especially when a Quality Assurance Manager needs to be on top of all Red flagged issues.

This part of the Testing phase, where time is spent on creating the Bug list, has to be taken into consideration when scheduling time within the project plan. The same goes for adding in time for correcting problems and regression testing. Without the project plan, we would not be aware of our time line or different events that have to occur from a product or applications initiation or start to its completion. But to get back to the Bug list, without it, we would not be able to communicate and keep track of all these problematic issues that need to be resolved.

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So Are We Doing This?

I was recently teaching a course where the discussion turned to project resourcing, and the problem of people being stretched more thinly than ever. I suggested to the student that maybe her company’s mechanism for “project selection” needed to be revisited with her management, so that the number of projects could be decreased until the excessive workload was completed. “There would be no point” she said, “my manager says ‘yes’ to everything”. A few other students nodded in sad agreement, hinting that they faced a similar behavior.

It was very unfortunate because the responsibility of a company’s management is, precisely, to prioritize in the face of constrained resources. It is not to take the easy way out, “say ‘yes’ to everything”, and demand that teams work under stressful conditions. Although it may look like such a manager is being cooperative, this is not the case. The result will be disappointed customers, or overworked employees who will become ill or leave the business. In other words, ‘saying yes to everything’, while easy, is not sustainable. It also doesn’t merit the higher salary that managers command for supposedly making thoughtful and informed decisions about organizational resources.

The PMBOK® methodology from the Project Management Institute is very clear on the topic of project selection. Its best-of-breed steps recommend starting, not by Planning a project, but with a proper Initiation of the project. What happens during Initiation? The feasibility of performing the project, in light of other proposals/ requirements/ constraints is studied and deliberately approved. This exercise can only be effective if the entire portfolio of possible projects is considered and prioritized, to make sure that only the more worthy projects are the ones formally selected. Formal selection means then, being willing to invest enough resources to deploy the effort successfully.

Can this mix of ‘selected’ projects change? Yes, certainly. A few months after the entire portfolio is prioritized, new potential projects can be discovered that merit ‘selection’. In this case, some previously selected projects may have to move to the back-burner, or another source of funding identified to deliver the new mix of projects.

We could think of the whole exercise as a household’s budget. It is finite and constrained, so which expenses will be a part of the budget need to be prioritized and deliberately selected. If suddenly it becomes critical to have little Timmy take guitar lessons, then something else will have to fall out of that budget. And it becomes obvious that the household can’t “just say yes to everything”.

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For more resources, see the Library topic Project Management.

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The Best Satisfaction Surveys

Survey satisfaction on customer service

Improve Your Business with Free Online Customer Surveys

Do you want to provide better service to your customers – service that beats your competition?

One very quick and easy way to tap into the core of what your customers really want is a free, automated online customer satisfaction survey tool. Many companies offer free versions of their survey tools. They do it for the publicity and the new prospect awareness they get. In return, you get an awesome tool. And if you really like it, you may upgrade to expand your reach. That’s a great deal!

When should you use an online satisfaction survey?

Email surveys are useful for collecting feedback after an online customer service interaction such as an email or chat; after a website visit; or for proactively reaching out for customer feedback. While email surveys are often used to collect feedback after an in-person or telephone interaction, it is a good idea to collect feedback through the same channel as the initial interaction.

Sample email customer satisfaction survey questions include:

  • Did we provide the information/answer you needed? [yes/no]
  • How easy was it for you to interact with us through email? [1 = not easy to 5 = very easy]
  • How satisfied are you with the service you received from us? [1= very dissatisfied to 5=very satisfied]

Pop-up and website customer surveys

Pop-up or website surveys are useful for collecting feedback after a customer has visited your website, or for collecting feedback from customers for whom you do not have contact information. Sample pop-up or website survey questions include:

  • Why did you come to our website today? [list answers]
  • Were you able to complete your task? [yes/no]
  • If you were not able to complete your task, why not? [open-ended]

Free Online Customer Survey Tools

Expect a few limitations with the free versions. They won’t affect the process, but they do usually impose some limitations, such as number of surveys or number of responses. The upgraded paid versions are usually quite affordable, and relatively not very expensive.

QuestionPro – The free version allows an unlimited number of responses, but you are limited by number of surveys (2) and questions per survey (10). Upgrade for $15.

Survey Gizmo – The restriction on the free version is the number of responses (250). But you can have unlimited surveys and questions. Upgrade options start at $19 a month.

Survey Monkey – The restriction on this free version is the number of responses – (100) and also the number of questions (10). Upgrades start at $19.95 a month.

A plan of action for following up on customer feedback is critical for your survey’s success.

When was the last time you used a customer satisfaction survey? What did you learn? What do you recommend to other companies?

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For more resources, see our Library topics Marketing and Social Networking.

.. _____ ..

ABOUT Lisa M. Chapman:

Ms. Chapman’s new book has a name change! The Net Powered Entrepreneur – A Step-by-Step Guide will be available in April 2012. Lisa M. Chapman serves her clients as a business and marketing coach, business planning consultant and social media consultant. She helps clients to establish and enhance their online brand, attract their target market, engage them in meaningful social media conversations, and convert online traffic into revenues. Email: Lisa @ LisaChapman.com

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The Secret of the Starting Question

A man addressing a question from the audience in a room

The Secret of the Starting Question

The ability of the group to respond to a question is significantly impacted by the quality of the question asked by the facilitator. The starting question is the term we, at Leadership Strategies, use for the question the facilitator asks to begin a discussion. Typically, a starting question is used at the beginning of every agenda item in a facilitated process. For example, for creating a plan to fix the hiring problem a facilitator might use the following agenda:

A. Getting started (purpose, personal objectives, process, ground rules)

B. How does the process work today?

C. What are the problems and root causes?

D. What are potential improvements?

E. How might we priorities these improvements?

F. How will the new process work?

F. How will we implement this new process?

G. Review and close

Agenda items B through F represent the core of the work for the facilitated session. For each of these agenda items, there is a time when the facilitator asks a question and expects the participants to begin responding. The ability of the group to respond to a question is significantly impacted by the quality of the question asked by the facilitator. It is much like starting a fire. If the facilitator uses the wrong material to ask the question, he will get this flickering flame that he has to blow on and feed continually to just keep it going. If the facilitator uses the right material, she will quickly have a bonfire of responses with people hardly able to wait to make their contributions.

What is the secret of the starting question? How do you get the bonfire of responses? Let’s examine these two questions to understand the secret.

Question Type A: “The first thing we want to talk about are inputs. What are the inputs to the scheduling process?”

Question Type B: “If you were about to develop the school schedule, what information would you need to have close by?”

What is it about the second question that makes it a better question? When we make this same inquiry to people we train in facilitation skills, here are a sample of responses we get:

Why is Question Type “B” Better?

  • Uses their language (“school schedule,” “information”)
  • More personal, addresses them directly (“you”)
  • Action oriented (“about to”)
  • Open ended (“what information”)

While these are true points, they don’t quite focus directly on the secret of the starting question. When we take the students through a quick exercise, they understand the secret in a way they helps them to retain it. The facilitator asks the students to close their eyes and listen to question type A. After saying the question, the facilitator asks them to open their eyes and to raise their hands if they saw something as he was reading the question. One or two typically say they saw a flow chart or diagram or something of that sort. Most indicate they saw nothing. However, when the facilitator asks them to close their eyes a second time and to then listen to question type B, we have a different result. Typically two-thirds, if not more, see an image. The image described by most involves sitting at a desk with items they use for scheduling arranged on the desk. Herein lies the secret of the starting question.

Secret #1 – The Secret of the Starting Question

Great starting questions draw a vivid image of the answers.

Use starting questions that draw a vivid image so participants can more easily see their answers and start responding.

Why is a vivid image key to the starting question? When the facilitator draws a vivid image, the participants can literally “see” the answers, and can begin responding right away.

Type A versus Type B Questions

Contrast this with the Type A starting question. While a Type B starting question draws a vivid image, the Type A starting question simply asks what you as the facilitator want to know. If you want to know the inputs to the scheduling process, you ask “What are the inputs to the scheduling process?” After you ask the question, the participants have to put their hands to their heads and begin thinking of answers. What are they doing? They are probably trying to imagine themselves back at their school the last time they did scheduling. They are probably trying to draw the image that the facilitator did not draw for them! Unfortunately, this effort usually results in the room going silent for several moments – just at the time when the facilitator is looking for responses. In essence, due to the poor starting question, the facilitator has driven the room silent!

It is important to recognize that Type A questions are the “default.” If you do not think about your question in advance, more times than not you will ask a Type A question. For example, suppose the agenda calls for the group to identify problems with the current hiring process. If you have not prepared an image building Type B question in advance, more than likely you will ask a Type A question (“What are the problems you have encountered with the hiring process?”).

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For more resources, see the Library topic Facilitation.

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Michael Wilkinson is the CEO and Managing Director of Leadership Strategies, Inc., “The Facilitation Company” and author of Amazon best-seller “The Secrets of Facilitation”, “The Secrets to Masterful Meetings”, and the brand new “The Executive Guide to Facilitating Strategy.” Leadership Strategies is a global leader in facilitation services, providing companies with dynamic professional facilitators who lead executive teams and task forces in areas like strategic planning, issue resolution, process improvement and others. They are also a leading provider of facilitation training in the United States.

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Saying “Thanks… And…” via Email

Sending emails to donor

If you have a donor’s email address, use it several times without asking for money.

The best way to use a donor’s email address is to thank them for a recent gift, and tell them how their money is being used.

If you have a donor’s email address on file, then send them an email message every time you get a gift via mail or phone. The benefits include:

  • You get to thank them twice: once in the email, and again with the letter they’ll receive in the mail.
  • You can thank them much faster than the standards letter. There’s no reason you can’t hack your system to send an email message of thanks within 24 hours of when their gift is updated to your database. That’s two or more weeks faster than a letter is likely to get to them.
  • They’re more likely to open future email messages from you when they get email messages that are not just appeals.
  • You build the habit of engaging them online.
  • You can invite them do something else online, like become a FaceBook fan, or watch a YouTube video
  • You can show them in sound and motion how their gift is making a difference.
  • Gathering their feedback via a short survey or open-ended question.

To really make the email thank-you message work best, it should be:

  • Personalized: include the gift amount, the project they are helping to support, and the date of their gift.
  • Simple: it doesn’t need fancy graphics, just a logo at the top and a few short paragraphs of copy.
  • Signed by the person who signed the original appeal that triggered the gift.
  • Inviting: give them a few ways to further your mission, via links to FaceBook, YouTube, your website, or a short survey.
  • Far-reaching: If this is a milestone gift (10th, 25th, etc.) or if they’ve given for many years, say so in the email. It will brighten their day to be recognized.

More questions about email fundraising? Send me an email!

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Rick Christ has been helping nonprofit organizations use the internet for fundraising, communications and advocacy since 2009, and has been a frequent writer on the subject. He delights in your questions and arguments. Please contact him at: RChrist@Amergent.com or at his LinkedIn Page

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The Easiest Way to Problem Solving, and a Little More Cave Logic

A group of employees working together to solve a common problem

I thank my favorite Western University psychology professor, Dr. Willis McCann. Mental Health, I think the name of the course was, for helping me with this seeming huge problem they have to try to save the world. While we would like to, we can’t but we are already equipped with the “computer” that can do it, and it’s always on. You may have an inclination where I am going from here, but if read on you may be a little surprised.

Many non-psychology students took classes just because this professor emeritus was rather famous; he may have been a little senile by then. He used animal subjects to talk about human behavior in abnormal psychology, but it worked, kept us interested, got theories across. He was a fun professor who just made sense in this crazy world of the early 70s, and this Mental Health course was about not letting everyday life’s stresses (and you can include work if you like) get to us. He always used to joke with us that we couldn’t really “get a grip” or “get a hold of ourselves” like everyone would suggest, we could not work things out but sometimes the solutions just did that all by themselves which meant we, in a sense did all of the above.

I come from a social psychology background as well, and my mentor, Dr. Willis H. McCann, the chairman of my university’s psychology department then, had been a pioneer in a unique style of group therapy (1941), and was the first psychologist as opposed to psychiatrist to run a state mental institution and that was early on, had a philosophy of doing what works (for attaining good mental health). At that time, we had a about a ten percent rate of success helping those with mental illness; so in some ways he had to be already thinking out of the box way before it became a necessary cliché. He was equipped in other ways to help him from outside the box. He also had a Juris Doctor and Doctor of Divinity. Apply what we know outside our career; most us aren’t doing what we studied to do. Outside is the new Inside.

To Dr. Willis McCann problem-solving was cogitating–simple cogitating, allowing ideas sit and roll around in your brain. He didn’t care how you got there or which method you used. He compared problem-solving to praying, meditating, cogitating, sleeping on it–all ways that work in solving problems. He never held one higher than the other; it was the function that mattered. It was the 70s so maybe we were more excepting. He was one of those great broadly-thinking men who never made you feel he had all the answers; however, he did see many connections.

Praying, meditation or just sleeping on a subject does the same thing; it allows an idea to roll around in your mind without expectations, without manipulation until a subconscious answer comes to mind. Think about any problem-solving course of training that uses one of these methods. They all allow for a concentration on a verbal or nonverbal, auditory or inaudible statement of thoughts.

Doing what works and practicing it, so the experts say, will improve problem-solving. There are a lot of games we can play in the boardroom, but let’s not forget we can, if we relax our mind we find an easier way to problem-solving, whatever our age, our status in the firm, in our life.

I couldn’t sleep last night because I was “cogitating” and awake. More to come later, but this struck me this morning as a reminder that sometimes the hardest thing we do can be made easier by the letting go and let out brains to the work, while we stop trying so hard.

The simple reminders are often left short. In fact some of these ideas have probably appeared before because we know the Cave Man likes the simple. And sometimes the not too simple ideas of life’s enormous complexity leave us thinking too.

I received a call from a gentlemen that said his company might be interested in hiring me to teach doctors to act, since I also am a performance critic. No, we really don’t want to teach doctors to act; we want to teach them what actors gain from their audience and give them what they need–the truth, but in a way they will take it home and understand it–whatever the message.

Acting is not pretending; I hope I have established that in my many other blogs. What my gentleman caller really wanted was to help doctors give bad news, talk to patients in ways that can give them hope. Doctors, nurses and all medical people may come from different perspectives completely, one scientific and much more personal, but that’s another blog to be sure. That one I’m cogitating about right now; I can help, and that’s exciting.

I also have a website which goes into more detail since I do write on other related subjects like communication and theatre and work performance. Yes, “theatre,” I actually have a column and do reviews. And, please before the coupon expires from Smashwords, get a copy of The Cave Man Guide to Training and Development–A truly different look at training. I sent you to the site with the coupon.

As I sit here I realize I have never explained why I purposely use two words to describe the “Cave Man,” that’s me. Other outfits use it to describe the client. I don’t know about you, but I don’t live in a cave so I’m not a caveman. I do live in an historic home that feels like a cave, but I talk about the “Cave” and what it did so “Cave” is really short for “company, corporation, government agency, nonprofit corporation or service organization.” In short, everyone and where they work.

Happy Training.

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For more resources about training, see the Training library.

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The Energy of Love

Newly married couple cozying up in each others arm

Happy Valentine’s Day!

According to a recent email from The World Grace Project, Scientists now believe 70% of the Universe is comprised of Dark Energy.” Maybe that Dark Energy manifests itself as FEAR in people, in all its forms!”

When I read this I was shocked and saddened. I also believe that today, Valentine’s Day, is a special day in which the energy is reversed to be 70% comprised of Light Energy, the Energy of Love.

What does the Energy of Love look like? It is one in which the vibration of our thoughts, actions and beliefs are raised to the highest level of energy, which is love. We think in love, we act in love, we express love.

Here is a short movie that expresses the power of love wonderfully. Click to watch.

This weekend we experienced the energy of love in our home. My husband, John and I, hosted our 11th annual Valentine’s Day party for couples. As John and I have been preparing and planning for this special day for months, our energy has been rising together. It’s a huge act of love for the two of us to host an extravagant party for the 25 couples that attended. We go all out with food, drinks and our yearly theme. This year’s was a “Valentine Affair to Remember,” a formal black and white gala with a surprise twist. Amongst our friends was a couple we hired as actors to help us stage a surprise murder mystery. We pulled it off and at some point during the party the couples became suspects and detectives trying to figure out the mystery. After the mystery was solved, we had another couple teach some ballroom dancing for the couples that wanted to learn some elegant dance moves.

At one point during the party, I just stopped to feel, hear and see the energy of love rising in our home. The laughter, smiles and couples connecting expressed love in a way we had hoped when planning for the party. The positive energy was incredibly contagious and I didn’t want to miss out on it. Our hope is that each of the 25 couples who were part of this party, will take this energy of love that was felt and expressed that night to their own lives and share it with those closest in their lives. As they do so, those around them will feel the loving energy rising and the dark energy dissipating.

How do you express the energy of love to others? I would love to hear how and be inspired by your actions. Share a comment with us below. My hope is that you too will take the energy of love and be a light in this sometimes dark world!

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

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Janae Bower is an inspirational speaker, award-winning author and training consultant. She founded Finding IT, a company that specializes in personal and professional development getting to the heart of what matters most. She started Project GratOtude, a movement to increase gratitude in people’s lives.

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Performance Appraisals: Are You Playing Games?

A-business-woman-addressing-her-colleagues

“I find myself trying to avoid those annual appraisals with my people. Much as I try to keep the meeting focused, we always seem to get side tracked and involved in personal stuff.” – Health Care Manager

During a recent training on performance reviews, I asked managers when they experienced problems. Many said it was during the discussion phase. Either the person who received performance feedback became defensive, or the manager when asked to explain her comments, became flustered. Here are some communication errors or games that affect performance appraisals. See if you’ve played them.

As the Manager:

  • Acting the nice guy: Wants to avoid conflict so rates everyone high to avoid hurting anyone’s feelings, regardless of performance.
  • Changing in mid-stream: Backs off from giving feedback if the person gets upset or emotional.
  • Disguising: Uses “sandwich” technique of good news – bad news – good news or slips bad news in during unrelated discussion.
  • Going one way: Gives either all negative or all positive feedback, leading the person to believe he can do nothing wrong or nothing right.
  • Going through the motions: Sends a clear message that this review is done out of duty and discussion is discouraged.

As the Employee:

  • Stonewalling: Flatly rejects feedback as wrong or unusable or biased.
  • Excuse making: Always blames someone or something else. Favorite phrase is, “Yes, but…”
  • Clamming up: Will not respond to questions or discuss performance problems.
  • Counterattacking: Collects or creates and presents “evidence” to prove manager is wrong.
  • Bargaining: Focuses on the ratings rather than the feedback, negotiating to improve the score.

Here are three tips to improve your communication whether an employee or manager.

  1. Don’t assume anything. Don’t let an employee or your manager think that you know what is going to be said. You may be wrong and therefore get off to a bad start.
  2. Don’t interrupt. Let the person have her full say. The person who is stopped may feel that her opinions are not important.
  3. Don’t react too quickly. We all tend to jump to conclusions. The person may use a word that makes us see red, or may express a situation badly. Try to understand, not necessarily agree, with the other’s viewpoint.

Management Success Tip:

Think back to a recent discussion you’ve had giving feedback to an employee or receiving feedback from your manager. Were any of the above games played? If so, what could you have done differently? Also see Performance Appraisals: A Quick Guide for Managers.

Do you want to develop your Management Smarts?

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Make the Right Career Move: Part 2

A-man-thinking-of-a-career-move-to-make

Imagine that you’ve been offered two different positions and you have to decide which one you want.

Or perhaps you’re already in a good job, but something that seems to be a better opportunity comes up in another company.

To make a wise decision you must operate on two levels: The rational with our head (see part 1). Now we’re going to focus on the emotional with our gut.

Emotional Analysis: Personal Satisfaction

Armed with the facts about the job, you next think about what you are looking for in a great job. Since the whole point is to find the best option for you, you need to do a self-analysis as well. On a scale from 1 (poor – lots of red flags) to 10 (great – lots of winning flags) how would you rate each position on the following satisfaction criteria?

1. The work itself
What you will be doing on a daily basis should be the primary focus of your satisfaction criteria. Unless the work is satisfying, it may not really matter whether you make vast sums of money. The things to consider are Job responsibilities, Authority to make decisions, Leadership/supervision, Variety, Autonomy, Challenge, Self-expression/creativity, Physical environment. How flexible is the job – can you mold it to provide greater satisfaction?

2. Financial considerations
What you are paid is important when making any career decision. Your salary and bonus potential determine whether you can buy a new home, purchase a car, go on vacations, or start a family. It’s important that you have a good idea of what you need to achieve a reasonable standard of living. Does the salary, benefits, incentives and growth potential give you a safety net to put most of your energy into working not worrying about finances ?

3. Culture and relationships
You will spend a large portion of your day at work. It is important that you get along with your co-workers and feel like you fit in. Sure, there will minor disagreements along the way. However, you should be comfortable with the cultural elements such as dress codes, expectations about socializing, work / life balance, etc. Are you comfortable or hesitant about the culture?

4. The company’s reputation
People tend to want to work for organizations that make them feel good about what they are doing on a daily basis. Look at the company’s size, values, leadership, products or services, industry, reputation and contributions to society. Does it make you feel good to work for this company?

Now What?

Once you’ve worked through the job analysis and the satisfaction analysis, which option or options scored highest? Does it make sense to you? Are you ready to make a decision? If not, then run it by a friend or mentor or coach to get validation.

But what if you still uncertain? That’s OK. First revisit your analyses and see if your thinking or scoring might change. Also get feedback from others who know you – family, friend, mentor, colleague, etc. If you are still uncertain, then there may be other things tht are getting in the way. perhaps it’s time to seek out a coach.

Career Success Tip:

Stop thinking money is everything. Don’t let others define success for you. Only you can define what is most impotent in your life and only you can set the right priorities for your life and career. Remember you’ll be living and working for many years. Make the most of them.

Do you want to develop Career Smarts?