Author: Marcia Zidle

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Advance Your Career: Strengthen Your Company Network

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advance your career strengthen company netowrk”I’m known as a steady worker but don’t get the choice projects. I know I need to get out there more but I’ve always been shy and don’t want to toot my own horn. What can I do?”

This was asked of me by a financial analyst during a career management workshop. Actually, there was a lot she could do. Let’s first tackle the networking issue. A strong and vibrant network requires an investment of time and effort, but the process does not have to be overwhelming. Here are four strategies.

1. Learn from others.
Who networks well in your organization or in your community? What exactly do they do, and what do they say? Ask them about their view of networking and how they build and use relationships? Try similar tactics or approaches.

2. Work with others.
Volunteer for assignments or projects that give you an opportunity to work across functions. One of the best ways to build connections is to work together on something. A fringe benefit is the visibility you will gain with people outside your department. Whatever it is – a presentation to senior management, giving a plant tour, working on a cross-functional team – raise your hand and take that step forward.

3. Be an information hub.
Make a list of your information assets. What do you know? What information does your group hold? How might this information be useful to others? Make a plan to get the word out – not as gossip but rather as help to others.

4. Bring others into your world.
One week you may ask a teammate after a meeting for an opinion on a problem that was discussed. The next, you could invite a peer to lunch. Or ask someone from IT to give a short presentation on the new system at your next staff meeting. Keep up the once-a-week practice and soon it will be routine.

Career Success Tip:

Network in all areas and levels of your company. You never know who may be in a position to help you or refer you. Many tend to think it’s best to make friends at the top. However, to be effective and actually make it to the top, you’ll need the support of colleagues at other levels as well. Also see Don’t Settle for One Network, Build Three and Power Networking: How Well Do You Do It.

Do you want to develop Career Smarts?

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How Not to Motivate Your Best And Brightest

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Are you seeing a decrease of employee motivation and morale, especially with your top performers?

Don’t look for causes and solutions out there. Instead, chances are you’ll find critical employee issues are actually resulting from a host of internal management practices. Here are five “demotivators” – sure ways to dampen the enthusiasm of your best and brightest.

1. Overloading them with responsibility.
A study recently released by the American Management Association found that 76% of professionals surveyed said they had more responsibility than a year ago, while 65% said their workload has increased. But more responsibility doesn’t necessarily translate to greater job satisfaction of top performers. Rather, it can be viewed as being “dumped upon” and that can lead to a decrease in their motivation and performance.

2. Micromanaging their efforts and their time.
Once given the scope of their assignment or project, top performers expect that you’ll have trust in their ability to move forward without constantly looking over their shoulders. An important part of managing others, especially if they are highly competent, is to let go.

3. Creating confusion about roles and responsibilities.
The best and the brightest want to attack assignments with vigor and decisiveness. They want to know things like what resources and decision making authority they have. If it’s unclear it can lead to conflict with others over who does what with what people and when it needs to get done.

4. Focusing on the bureaucracy not the results.
There’s nothing more frustrating, when you clearly see the big picture, than to have someone insist that every decision must be pre-approved in triplicate. In too many workplaces, the myth of empowerment is one of the greater fantasies. Loosen up the bureaucracy and grant freedom to those who earn it.

5. Constantly changing goals and objectives.
Top performers are definitely goal driven on both a personal and business level. Each goal accomplished at work is another message that life is good, that work is satisfying. Take that away, by constantly changing, rearranging or eliminating previously stated objectives, and you will frustrate the goal-driven employee.

Management Success Tip:

Eliminate these “demotivators” before you start planning so-called “motivational” perks. Free coffee and donuts are pleasant, but they’re like bubble gum in a major league baseball dugout. Players appreciate the taste but it has nothing to do with motivating them to hit an inside fastball thrown at 98 miles an hour. The hit is the result of their hard work, focus and wanting to succeed. Also see Motivate Your Best People and Not Break the Bank and What Makes a Great Boss.

Do you want to develop your Management Smarts?

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Job Satisfaction: Do You Feel Boxed In?

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job satisfaction boxed inHow do you see your present job: as a rigid four equal sided box with no give and take or irregularly shaped which has a certain amount of flexibility?

Most professional jobs can be molded or shaped that will lead to a better fit with your talents and interests. In most cases, that will lead to greater job satisfaction.

In other words, first look at changing aspects of your job before changing your position or employer. Here are three things to focus on in job redesign – shaping your job to fit you better.

1. Task content:
This involves improving the way that things are done using skills that you already have; or using your knowledge to change working methods so that you can generate better results. Michael suggested to his boss that they change the intake procedure so that there would be less errors and duplication.

So what changes in your job can you suggest to your boss that will benefit the department and also give you greater job satisfaction?

2. Relationships:
Here, you look for ways to connect with others during the course of your work. For example, Joe volunteers to teach all new hires throughout the company on the internal reporting system. This does two things: He interacts with people from different departments and he gets known as the IT person to go to.

So how can you modify your job to allow for more interactions with others inside and outside the department and the company?

3. Purpose:
You can also redefine your job to reflect what you see as being the real impact of what you do. For example: Mary, a receptionist for a marketing firm, sees her job as an ambassador for the company. She greets visitors with an enormous smile, offers refreshments and engages them in conversation. She is not “just” a receptionist; she IS the company when people come in.

So how do you see your job? Can you identify how what you do makes an impact for your boss, your department, the company? Everyone should know and let others know their contribution.

Career Success Tip:

Job redesign gives you the chance to turn a dissatisfying situation around. The changes you make must not only bring you greater satisfaction but must also have positive outcomes for your team or department and of course your boss. Also see Job Satisfaction: Do You Have It?

Do you want to develop Career Smarts?

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Effective Management: Should You Break the Rules?

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Stop at the red and go on the green. Wait your turn. Treat others the way you would like to be treated. Certain timeless rules are better obeyed than broken. But are there certain rules that may need to be broken?

In today’s constantly changing business world, many of the rules that guided previous generations of managers may no longer apply, or at least, be as relevant.

“If you’re not breaking rules on a regular basis, your customers and markets are going to somebody else. So look, listen and change.”

So said a business client during a recent staff retreat. She wanted everyone to know that the task of managers and supervisors can no longer be just seeing that things get done in a timely manner. They have to do more than that!

Rather, effective managers today must be committed to do new things and do routine things in new ways. It comes down to breaking some long standing rules of managing people and organizations. Here are some examples.

Old rule:Strive to maintain the status quo, but react quickly when change happens.
New rule: Don’t wait for change to hit you. Anticipate it, plan for it, and make it happen on your terms.

Old rule: Management’s job is to make decisions.
New rule: Management’s job is to facilitate decisions made by those closest to the customer or the situation.

Old rule: Avoid conflict at all cost. People can’t handle it.
New rule: Create conditions that get people to grapple with different perspectives which will lead to better solutions and results.

Old rule: Tell employees what to do, when to do it and how to do it.
New rule: Give employees the resources and support they need. Then stand back and let them do their jobs.

Management Success Tip:

Letting go of rules that have served you well can be difficult, but holding on to them can be fatal. Don’t allow yourself or your people to get comfortable with the status quo. Don’t get stuck thinking that what’s made us successful so far will continue to make us successful in the future.

Are there some rules that need to be broken or at least modified? Which ones? Let me know what you think.

Do you want to develop your Management Smarts?

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Advance Your Career: Get Out of the Shadows and Get Noticed

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get noticed at workDo you sometimes feel your hard work is “invisible”? Do you dread the idea of tooting your own horn? Do you think self promotion smacks of showing off?

In a fast paced, changing workplace, it’s who sees you and knows your work that counts. Don’t assume people will notice the wonderful quality of your work or that of your department. Therefore self promotion, done the right way, is increasingly important for career success.

Here are 7 tips for getting visibility for you and your team’s efforts.

1. Be proactive.
If you see a new project or role that will help you expand your skills, take advantage of it. Do this, particularly if it’s one that has high visibility or has a significant impact on the bottom line.

2. Make yourself visible.
Spend a few minutes every day greeting and talking with your co-workers. Speak to colleagues face-to-face from time to time, instead of sending emails or instant messages. Go to some of the social events and after hour get togethers. Remember the saying, “Out of sight, out of mind.”

3. Build a network of allies.
If you help people out when they need assistance, then they will be grateful and will help you out too. This relates to the expression “you scratch my back, and I’ll scratch yours”.

4. Focus on success not failure.
At meetings report on what is working well and what is on track. This brings attention to both you and your team’s achievements. Avoid focusing only on struggles or frustrations.

5. Show a little of your personal side.
It adds color and depth to your professional image. Personal interests help other people to identify and remember you an especially important advantage in large organizations or in the crowded marketplace.

6. Help others understand your value.
People are too busy to notice everything you and your team does and recognize the value to the company. It’s up to you to find ways to summarize and package the benefits of your work and that of your department. Don’t hog the glory – share it.

7. Get involved in company charity events.
Volunteer for community activities, represent the company at a telethon, be the person in charge collecting funds for disaster relief, etc. This expands your network and helps people see you in a different light – not just the IT person who makes sure the systems work or the HR rep who explains company policies and procedures.

Career Success Tip:

People can often overlook your efforts, even if you consistently work hard. It’s up to you to get noticed and stay in their thoughts, so you can keep moving toward your career goals. Build a network of allies, track your accomplishments, take on additional responsibilities whenever possible and work in areas that are important to your organization. Also see Build Your Reputation and Your Career

Do you want to develop Career Smarts?

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Change Management: How to Avoid Resistance Part 2

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How well are you getting everyone onboard the change train as it’s pulling out of the station?

Change creates uncertainty for employees about their job, their responsibilities, their livelihood. No matter the kind of change or the extent, it is crucial that leaders communicate with employees early, often and well.

Part I provided these first three steps: 1) Analyze your own feelings about the change; 2) Obtain the many facts surrounding the change; and 3) Decide when and how to communicate the news. Here are the last three steps for communicating change so that there will be less resistance and more commitment.

4. Explain the details clearly and confidently.
In many organizations, staff are notified of decisions but are not told the why, who, what, when, where and how. If they don’t understand the reasons, if they see no plan, and if they think it won’t work, then what happens is a lack of enthusiasm and commitment for the change. Here’s what you need to communicate.

  • The “Why” – The reasons for the change.
  • The “What” – Specifically what is changing and what is not
  • The “How” – The plan of action for the change.

5. Emphasize the benefits but don’t over do it.
Highlight key benefits that are important to the particular staff member or team. A younger employee may relate positively to the extensive training that will accompany a change while one nearing retirement may not see that as a benefit at all. So figure out the “WIIFM” (What’s In It For Me) for each of your staff people or teams.

6. Finally anticipate and address their concerns.
When a manager announces a change, a staff person’s first concern is “How is it going to affect me?” Recognize that while the change is beneficial and needed, there may be legitimate problems and downsides to the change. Too often managers do not want to discuss the downsides or challenges. Resistance increases when this happens because to employees it feels like management does not care or is out of touch with reality. So determine ahead of time:

  • What questions might be asked and concerns voiced about the change?
  • How might you answer these questions and concerns honestly yet with optimism?

Management Success Tip:

Get a fast start. Work with your people to determine the best ways to make change work. Involve your staff in the planning, the rolling out and problem solving of the change project or program. There is no better time to get people’s commitment than right in the beginning.

Do you want to develop your Management Smarts?

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Career Resilience: How to Overcome and Grow From Challenges Part 2

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Do you let your failures or missteps derail your dreams or do you bounce back quickly?

career resilienceIn Part1, I examined resilience – what it is, why we need it, and how to develop it – to keep on moving forward towards your goals. The good news is that even if you’re not a naturally resilient person, you can develop a resilient mindset and attitude. To do so, incorporate these six guidelines into your daily life:

1. Maintain the right perspective.
We all experience bad days and we all go through our share of crises. But we have a choice in how we respond; we can choose to react negatively or in a panic, or we can choose to remain calm and logical to find a solution. Avoid blowing events out of proportion. This is only one incident in your career. It’s time to move on.

2. Determine what went wrong.
Your own role in the setback will vary from situation to situation. A company-wide layoff is probably beyond your control, whereas being terminated or reprimanded for performance issues is something for which you can take more responsibility. Regardless, it’s important that you make a thorough assessment of the situation to maximize your learning and correct any wrongs.

3. Identify what was and what was not in your control.
Was (or is) the job a good fit for your skills? Do you have what it takes to be successful in the position – or do you need more training, experience, or other development? Did the organization’s leaders simply make a staffing decision based on economics?

4. Recalibrate to get back on track.
Determine what you need to do to make sure that you learn from your mistakes and never repeat them. What would you do differently next time? What behaviors or decisions contributed to the setback you’re experiencing?

5. Create a strategy for your career future .
You have a new perspective and a new set of circumstances and therefore may need a new career strategy. Brainstorm ideas with your network, assess your options and even consult a coach to decide what’s next for you.

6. Nurture your self confidence.
Continue to set goals, make plans, get out of your comfort zone and keep moving forward. Resilient people are confident that they’re going to succeed eventually, despite the setbacks or stresses that they might be facing. A setback only sets you back if you allow it to do so.

Career Success Tip:

Resilient people understand that things change and that carefully-made plans may need to change. To maintain your career growth and satisfaction, resilience is essential. How have you been resilient? Share your experience with others.

Do you want to develop Career Smarts?

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Change Management: How to Avoid Resistance Part 1

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How do you start out on the right foot so that everyone will get on board the change train quickly? No matter the kind of change or the extent, it is crucial that managers communicate with employees early, often and well.

When the change message is not well-defined and well presented, people tend to respond by sitting on the fence, dragging their feet or even worse sabotaging the change effort. Suddenly milestones not met, customers are upset and your stakeholders or shareholders start pounding on your door for better results.

The challenge for managers is to lessen, as much as possible, the potential speed bumps of change. Here are the first three steps for communicating change so that there will be less resistance and more commitment.

1. Analyze your own feelings about the change.
How we manage change can be dramatically affected by how we personally feel about the change. It is important to make the time and take the time to first answer these questions for yourself.

  • How is this change going to affect me now? Later?
  • Do I agree with the change or do I have reservations?
  • After the change, what am I gaining? What am I losing?
  • Finally, whom can I talk to abut my reaction(s) if I feel the need? At work? Away from work?

2. Obtain the many facts surrounding the change.
This is not the time to “wing it”. You must be very clear about the big picture and the small details.

  • What’s changing and what isn’t? What’s going to change right now and what later?
  • What’s the time frame? What other important details do I need to reassure my staff?
  • How much control do I have over how the change is made? What’s negotiable? What’s not?
  • Is their information I either don’t know or can’t share with my staff? How will I handle this?

3. Decide when and how to communicate the news.
The timing of the communication is very important. Consider when you are at your best as a communicator and when your employees are most apt to be receptive. What is the best time to talk with your staff? Will key people be there?

  • How much lead time is necessary between the announcement and the actual change?
  • Is there enough time for adequate planning but not too long to allow anxiety and resistance to build?
  • What is the most effective way to communicate the news? Is it n a group meeting or one-on-one or in a memo or email or some other way?

Management Success Tip:

When you’re on an airplane and it encounters turbulence, you want to know what’s happening. Not knowing makes you nervous. Employees also want to know what’s going on. If they don’t understand, then anxiety mounts, trust declines and rumors fly. That usually leads to change resistance rather than change commitment. Part 2 will give you the next three communication steps.

Do YOU know how to lead right – motivate right – hire right – get the right results?

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Career Resilience: How to Bounce Back From Challenges Part 1

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career resilience“I have not failed. I’ve just found 10,000 ways that won’t work.” – American inventor, Thomas Edison

Edison, despite struggling with failure throughout his work life, never let it get the best of him. He kept experimenting and learning. His resilience gave the world the light bulb as well as these amazing inventions phonograph, the telegraph, and the motion picture.

Do you have Edison’s resilience to overcome your challenges? Or do you let your failures or missteps derail your dreams? In this post and the next, I’ll examine resilience – what it is, why we need it, and how to develop it – so that you have the strength to keep on moving forward towards your goals.

The Importance of Resilience
Resilience is our ability to adapt and bounce back when things don’t go as planned. Resilient people don’t wallow or dwell on failures; they acknowledge the situation, learn from their mistakes, and then move forward. According to the research of leading psychologist, Susan Kobasa, there are three elements that are essential to resilience:

1. Challenge
Resilient people view a difficulty as a challenge, not as a paralyzing event. They look at their failures and mistakes as lessons to be learned from, and as opportunities for growth. They don’t view them as a negative reflection on their abilities or self-worth.
2. Commitment
Resilient people are committed to their lives and their goals.. Commitment isn’t just restricted to their work – they commit to their relationships, their friendships, the causes they care about, and their religious or spiritual beliefs.
3. Personal Control
Resilient people spend their time and energy focusing on situations and events that they have control over. Because they put their efforts where they can have the most impact, they feel empowered and confident. Those who spend time worrying about uncontrollable events can often feel lost, helpless, and powerless to take action.

In other words, resilient people:

  • Maintain a positive outlook, despite having just lost a promotion or getting turned down for a job. They don’t allow present circumstances to cloud their vision of themselves or their future.
  • Have solid goals in all parts of your life. This gives you a compelling reason to get out of bed in the morning.
  • Never think of yourself as a victim. – focus your time and energy on changing the things that they have control over.

It’s inevitable that at times we’re going to fail, make mistakes, have setbacks and occasionally fall flat on our faces. The only way to avoid this is to live a very sheltered life never trying anything new or taking a risk. Few of us want a life or career like that!

Career Success Tip:

Being resilient means that when we do fail, we bounce back, we have the strength to learn the lessons we need to learn and we can move on to bigger and better things. Next post will be on developing resilience. Also see Climbing the Career Walls.

Do you want to develop Career Smarts?

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Performance Management: How To Do It Right

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As a manager, it is your job to ensure that the work gets done right, on time and on budget. If not, then you must correct the situation first coaching and then with discipline.

That may seem to you a time-consuming, unpleasant task but it’s part of your responsibility as a manager. If you don’t, it sends a definite message to your good workers that poor performance is acceptable. Is that what you want? Here are some common mistakes managers make in performance management particularly in dealing with poor or unacceptable performance.

1. Ignore the problem thinking it will get better.
You are counting on peer pressure to correct sub-stand performance. This rarely works and the staff grumbles about the ineffective way the issue is being dealt with.
2. Have a group meeting.
Instead of dealing directly with the problem employee, a meeting of the work group is held and standards of performance are repeated with the hope that the problem employee will get the hint. This is a waste of time for your “A” players and the person rarely gets the hint.
3. Transfer the poor performer.
When the person applies for a job in another department, you gives the employee rave reviews about this work performance. When the transfer is made, one supervisor gives a sigh of relief and the other just sighs.
4. Delegate it.
You give the task of dealing with the poor performer to a team member. This is not fair to the “good” employee because it is not that person’s responsibility…it’s yours. Nor is it fair to the problem employee because he or she may resent getting disciplined by a fellow team member.

Here’s the right thing to do:
Make sure every position has specific requirements and if possible measurable standards. Then, when an employee is not meeting the requirements, deal with it immediately.

Here’s an example: A shipping clerk is required to process 25 shipments per day. If the employee is only processing 20 a day, the standard is not being met. You first review the job requirements. You then ask about what is preventing the person from meeting these requirements. Is additional training or resources needed? Finally together you and the person agree on a solutiion – what needs to be done to meet the job standards.

Management Success Tip:

Here are the five “T’s of effective performance management with a poor or marginal performer. 1. Target: Does the person know what’s expected? 2. Tools: Does he have the right equipment? 3. Training: Does he know how to do it? 4. Timing: Does he know when to start and finish? 5. Truth: Does he know why it is important? How well do you follow these when managing the performance of your people?

Do you want to develop your Management Smarts?