Get Your Career In Gear

Create A Solid Relationship With Your Boss

If there is one thing that will hold you back in your career it's "not getting along with the boss".  It doesn't matter whether your boss is right or wrong, weak or strong.  The reality is, the boss is the boss, and you're success hinges on what you make of the relationship.

Special Note: For the purpose of keeping this post as simple and clear as possible, we'll assume your boss is a she

The good news is this.  If you happen to be one of the unfortunate people who works for a difficult boss, you can be successful in spite of her.  Two big secrets:

1. Understanding what makes her tick
2. Knowing how and when to give her what she wants (not necessarily what she needs)

Jill Geisler from the Poynter Institute has already created a list of 20 things you should know about your boss.  If you know answers to these 20 things, you'll be well on your way to understanding what makes her tick.  Here's her list:

1. Preferred method of giving info to me:
2. Preferred method of getting info from me:
3. Biggest current pressure:
4. Stands for these values, first and foremost:
5. Biggest "hot button":
6. Passion outside of work:
7. Has expertise in:
8. Lacks expertise in:
9. Vision for our organization:
10. Would be really hurt if someone:
11. Best boss my boss ever worked for:
12. Expects this from me when there's a small problem:
13. Expects this from me then there's a big problem:
14. Will not compromise when it comes to:
15. Considers a great day at work to be:
16. Handles pressure by:
17. Is respected by her/his bosses for:
18. Respects others for:
19. Has a blind spot about:
20. Thinks I'm great at:

Go read her full article titled "20 Questions About Your Boss" to get the full meaning of her point.

Ok...point #2   Knowing how and when to give her what she wants (not necessarily what she needs) -

Your answers to the 20 questions will give you the majority of information you need to know "how and when".  So giving her "what she wants" is the next key.

It's really pretty simple if you think about it.  When she needs something from you, get very clear about what that is, when she wants it, and deliver it with a smile...especially when you disagree or have some other negative reaction to it.  Here's what I mean by that.

Difficult bosses usually like to be in control and they REALLY like to be right.  Unless you have the savvy to pull it off, you may fall victim to your own best judgment.  Save your judgment and creativity for a boss that will appreciate it.  In the meantime, do what you need to do, do it well and you'll open up doors to your next opportunity.

What should we add to this list?

How To Keep Your Job During Radical Times

Here in Michigan the economy is still pretty much stuck in the mud.  It seems like every week another company closes the doors and puts more people on the streets looking for work.  Those who remain are taking drastic measures to cut every bit of slack in their systems.

One of the most common questions I get from people is "How do I survive the layoffs and cutbacks?"

My typical response starts with one statement.  Show them why they should keep you!

What do I mean by that?  Pretty much exactly what it is.  Every day, all day, fully engage with your work and your company.  Don't let yourself get bogged down by the 40+% of the people who are disengaged and doing just enough to get by.  In fact, don't even associate with them.  Eventually, they are going to be gone.  You need to set yourself apart.

Set your sites on finding ways to make money, save money, save time, save unhappy customers, etc.  Think of yourself as a private investigator who is on a mission to find the waste and cut the slack.  Once you find the holes in the systems, look for solutions and make recommendations for improvements.

Round it all out with an upbeat attitude and a sense of enthusiasm.   Then rally the troops.  Get other people excited about what you're doing.  Involve them.  Cheer them on.  Spread it like the largest computer virus in history.

Notice the difference between "telling" and "showing" here?  If you just do it, you don't have to tell them anything.  They'll see it for themselves.  And where do you think your name will be on the layoff list?  On the bottom...just where you want it!

Once your company decides to close the doors there's not much you can do.  But, there's PLENTY you can do in the meantime.  Don't waste any more time.  Just DO IT...NOW!

Let me ask you this...What have you done up until now to help your company reduce costs?

Quick Book Review - Change The Way You See Everything Through Asset-Based Thinking

I made a quick trip to the local Sam’s Club this morning to see what they were currently offering for computers.  As always, I decided to quickly scan the books before I left.  One book practically called my name.  For a minute I thought I was dyslexic.  The title was printed backwards.  But it practically called out to me… “Pick me up, look at my beauty inside, have a drink of my wisdom.” 

It was sheer delight to spend this Saturday afternoon reading “Change The Way You See Everything Through Asset-Based Thinking”.  It’s a delightful but deep, quick read co-authored by Kathryn D. Cramer and Hank Wasiak.  The graphic design is exquisite.  The powerful messages resonated with my purpose…to help people bring out the best in themselves.

The introduction message, in part, goes like this:

“People from all walks of life surpass their current levels of excellence and achievement just by shifting, ever so slightly, the way they see everything.

Just think what could be possible if people focused their attention on:

§         Opportunities rather than problems

§         Strengths more than weaknesses

§         What can be done instead of what can’t

When you decrease your focus on what is wrong, and increase your focus on what is right, you build enthusiasm and energy, strengthen relationships, and move people and productivity to the next level.”

It goes on to deliver powerful practices, lessons and stories about the value of embracing “Asset-Based Thinking”.  This book is beautiful enough for your coffee table, and the teachings are brilliant enough to change your life.  It’s something you’ll go back to again and again, and each time something new will resonate with you.

If you’ve been treading water for too long, and you’re ready to start swimming, this book will be one of your favorites.  Don’t miss it!

Ask For Feedback - Regularly

The subject of FEEDBACK is one of those muddy little areas in the corporate world.  I'd dare say most managers squirm at the thought of it.  Why?  Not because they don't think it's important.  Not because they don't have anything to say.  But because they don't quite know HOW!  And not knowing how makes it uncomfortable enough to avoid.

On the flip side, most professionals don't take the initiative to ask for feedback either.  They simply adopt the mindset that "no news is good news" and keep doing what they've always done.  When the annual review process to comes along they start stressing about what kind of surprises might be in store.

Butch Ward from the Poynter Institute recently wrote a great article called The Value Of Feedback. It was based on some training he attended on becoming a more creative leader.  Here are a few excerpts from the article:

**********************************************************************************************************************

"How well are you doing your job?" I asked. Lots of humility: some hesitant nods, a few uncertain head bobs –- in general, a reluctance to answer.  "Note that I didn't ask you, how do you think you're doing," I clarified. "I asked, 'How well are you doing?' How well does your boss say you're doing?"  The reluctance began to morph into an unspoken -– but clear -– answer. I asked the obvious follow-up.  "So how many of you get regular feedback from your boss?"

Maybe you've heard the same statements. Or maybe they're yours:

• "I don't really need a lot of feedback."
• "I must be doing okay, since no one's telling me otherwise."
• "I gave up a long time ago on getting any feedback –- I figure if they're unhappy with my work, they'll tell me."
• "I'd like to give more feedback, but there's just not time."

Truth is, constructive feedback rests at the heart of our efforts to become better people.

Do you receive enough feedback from your boss?   If you're not sure of your answer, consider these questions:

• Do you know how well you're doing your job?
• Has your boss given you specific examples of what you're doing well, and examples to illustrate what you need to work on?
• Have you and your boss agreed on a plan for measuring your growth over time? What do you agree improvement will look like?
• Does your boss know your ambitions? Have you received straightforward feedback on what you need to do to achieve those ambitions?

If you answered "yes" to these questions, you seem to be receiving the information you need to help you grow as a journalist. If not, maybe it's time to ask your boss for a conversation.

After all, you have that right. Just as much as you have the right to a computer, a telephone and auto reimbursement, you have the right to honest, constructive feedback. Otherwise, how can you do your job?
**********************************************************************************************************************
To add to that, this is the process I used for getting my boss to give me feedback.

At the end of our weekly meeting, I simply asked 3 questions:

• What's going well?
• What could go better?
• What needs to change?

Then I followed it up with questions that made it easy for her to give me SPECIFIC feedback.  Just short phrases to get her started.  Things like:

• What should I should keep doing?
• What should I start doing?
• What should I stop doing?
• What should I do more of?
• What should I do less of?

As you can see, the process was simple and painless and it made it easy for her to be very specific.  It also helped me navigate better going forward.  Best of all, there were NEVER any surprises when it was time for my annual review.

Let me ask you this...How do you get feedback on how you're doing?  Talk to me!

Final Step - How To Manage Your Hot Buttons

If you're just catching up with us, here are step 1 and step 2 on How To Manage Your Hot Buttons.

By now you should know what your hot buttons are and how you tend to react.  You should also have a good idea about how your reactions negatively impact situations.  In other words, what you regret later.

So, how do you go about managing those situations better?  The simple answer is make the decision and just do it.  But you might need a couple of more steps in there to make it happen.  So let's take a minute and go back to Brad's situation in step 2.

The reality is that Brad could lose his job if he doesn't make some changes.  His behavior is causing tension in the team, and he's alienating his customers.  Both of those situations cost the company time.  Here's a strategy that he could try:

Decide  - By making the decision to change his behavior he's more likely to follow through

Pause & Plan - He knows that every day he needs to cover the tech support line.  He has time to anticipate and create a plan.  His plan might be to change the way he thinks about it.  Instead of thinking about how much he dreads the job, he can focus on how good it feels to help his customers get unstuck.  He could even create a little game for himself.  He could keep a scorecard next to his phone and give himself a point for each customer he helps.

Practice - Changing behavior takes practice.  We're creatures of habit, and it's easy for us to fall back into our old habits, unless we pay attention.  That's why tracking his successes would be a good way to measure progress.

Reflect & Adjust - Brad needs to make time at least every week to review his progress.  Chances are things aren't perfect yet, and reflecting gives him an opportunity to recognize where he still gets stuck.  It also gives him the chance to consciously think about what he can do a little differently to progress further.

Repeat - Persistence is important when you're creating new habits.  So when you're focusing on something specific it's helpful to follow a process and keep repeating it until you get the results you want.  It's the same process that athletes use in their training.

Ok, are you ready?  If you're going to take on this final phase of the challenge, let me know!  I'm happy to help if I can!

Step 2 - How To Manage Your Hot Buttons

If you completed step 1 of How To Manage Your Hot Buttons, you should be more aware of:

1. Which situations tend to push your buttons

2. The warning signals your body sends you when your buttons are being pushed

3. How you tend to react in those situations

Now you're more aware. You have consciously gathered some very important information. Before we move on to "what to do with the information", let's look a little closer.

If I asked someone close to you about how you react when your buttons get pushed, I'll bet they could answer in the blink of an eye. It's one of those things that's easy for others to see, but more difficult for us to admit to ourselves. After all, it's usually not something you're going to brag about. And that's my point. As Dr. Phil would say, "How's that working for you?"

That leads us to Step 2. What is it costing you?  By that I mean, take a good close look at the consequences. What damage is being done, and what is the impact?

Let's take Brad as an example. Brad is an IT guy.  Part of his responsibility is to answer the "help line" for one hour every day.  He hates it.  He thinks it's a waste of time.  He thinks the callers ask stupid questions, and he does everything possible to get out of it.  When he finally does take his turn, he makes sure he let's the caller know he thinks they're stupid.  No, he doesn't come out and say it, but they can hear it in his voice.  He's impatient, he sighs, and he makes sarcastic comments.

So what is this behavior costing Brad?  Well, for starters, nobody wants to call in when he's answering the phone.  People go out of their way to find out when he's scheduled so they can avoid him.  I'd say he's created a reputation for treating callers poorly.

Secondly, his team members are tired of his excuses.  They're tired of covering for him and they're tired of his lame reasons for getting out of the responsibility.  I'd say this is also impacting teamwork.

I'm sure there are several other consequences to Brad's behavior, but you get my point.

For the next several days, ask yourself these questions

§           What are my hot buttons costing me?

§           How are they getting in the way of what I want for myself?

§           What changes am I willing to make now?

Let me know how you do!

Create Your Own Luck

So, what does luck have to do with business?  I say, "Think about it!"  In the business world we may think of luck as "seizing the moment", or "taking advantage of an opportunity", but it's all really all about creating your own luck.

Over the last several years many of us (at least in the corporate world) have undergone significant change.  If your job hasn't been eliminated, chances are that it has changed.  You may be doing more, doing it differently or a little of both.  And…chances are, the changes have been painful at times. 

Those who choose to thrive during these crazy times are lucky.  In other words, they've chosen "luck".  They are the people who can see that sweet lemonade comes from sour lemons, and that turning lemons into lemonade reaps its rewards. 

So, what is it that lucky people do differently?  According to Richard Wiseman Luck School For Business:  A Case Study With Technical Asset Management, there are four central principles:

n          Lucky people are skilled at creating, noticing and acting upon chance opportunities

n          Lucky people make effective decisions by listening to their intuition and gut instincts

n          Lucky people are certain that the future is going to be full of good fortune, and these expectations become self fulfilling prophecies

n          Lucky people employ various psychological techniques to cope with, and even thrive upon, the ill fortune that comes their way

In my language that translates to:

n          Expanding your sphere of vision (pay attention and look at the bigger picture)

n          Possibility Thinking (what could be great about this?)

n          Engaging fully (take action and contribute to the cause)

Lucky people recognize and take advantage of opportunities…and they create their own luck.