Posts Tagged ‘accountability’

Courageous Career Conversation

Tuesday, October 11th, 2016

Having a tough time at work? Do you see yourself in any of these scenarios:cnyntree

  • You are having more disagreements with your boss and or team mates.
  • You aren’t getting the assignments or work that you want; You see others getting more opportunities.
  • You’ve ‘paid your dues’ and now just want to do your job.
  • Its a struggle to get your staff/team to do their jobs, much less “excellent work”

If so, its time for a courageous career conversation…first with yourself.

What are you expecting? Our frustrations are rooted in an unmet need. Are your expectations realistic? By whose standard?  For people over 40, the standards by which you measure yourself have likely changed. Tenure and stamina have been eclipsed by contributions and accomplishments. No one can coast on their past track record for very long. We have to be able to use that experience to provide value today. What are you contributing now?

Feel like you’re not moving up fast enough, not challenged? It may not be the most stimulating, but your first priority is to make sure you are doing your current work well to satisfy your team and boss’s mission. If you are feeling stuck, look for a different approach to a nagging problem. Try an approach that moves you outside your comfort zone. Check in with others (someone objective or skilled in getting unstuck, such as a coach) to get a different point of view of the problem.

Bored? Look around and offer/volunteer to work on something that has been on the back burner. It may mean you learn a new skill set or network with another part of the organization to improve your team’s work.

Want to be left alone to just do your job?  Its great to be the steady, dependable one. Just don’t get left in the dust because you didn’t pay attention to the trends and changes around you. We need to assess and sharpen our skills every month.

What are you bringing to the table today? Your experience and expertise are valuable, but only if you can connect with others’ experience and expertise. Don’t let your frustrations bleed and spoil valuable professional relationships. Find a safe place to vent. Look for opportunities to be a teacher or coach, rather than “right.”

No one cares more about your career than you. Every day is an opportunity to make a difference. Grab a dose of courage to check your assumptions against reality.

 

Career Conversation with My Team?

Monday, August 22nd, 2016

You have a great team! Routine things work smoothly and challenges are handled. There are occasional blips to CUEbaseballteam2manage, but overall, its business as usual. Great!

This is not the time to coast.  Its the very best time to build your team’s bench strength.

How well do you know each person on your team? Do you know what their goals and aspirations are?  Do you know what is important to them both as a person and as a team member. Ask each of them, “Who and what do you want to become?”   Give them a heads up for this to be a topic on your next tag-up. Ask them what types of opportunities they’d like.

Provide your perspective on their specific career enhancing options. If your organization has outlined competencies, you can use those as a starting point.

Help them create an Individual Development Plan (IDP) to serve as a roadmap for you and themselves.  Activities to enhance or gain new skills aren’t limited to formal training or academic programs. Short-term projects, job shadowing, mentors, cross-training, communities of practice are just a few zero-low budget opportunities. Remember to ask them to think about who they could talk with and what activities would be help to enhance their value to your team and the organization.

Check in 1:1 more than once a year. Life and work changes quickly.

At least quarterly, update your team on the State of the Organization from your perspective. Show them explicitly how their day-to-day, and project work, relates directly to the organization’s strategy and mission.  Help them connect the dots by describing the value of their skills and contributions to your customers/client.

Keep an ear open for people moving or new projects in other departments. Not only might you learn of an opportunity to trade a team member (short or long term), you might just find an opportunity for yourself!

Career Conversations with your team will earn you points for being the “best boss ever!”

Finding Career “Luck”

Friday, April 15th, 2016

“I only work my hours and don’t want to think about my job a minute longer.” No matter where you sit in your organization, we all need to maintain our work/life boundaries. Keeping priorities clear and negotiating requests is all part of it. I meet too many clients who are frustrated that their careers are stalled, but are unwilling to take ownership for them and do something about it.  You do know that you care the most about your career, right?

Where does managing your career fall in your priorities?  You cannot it leave it up to your boss to notice all your good work and create a career path for you.  The more I talk with boomers about their careers, I hear that “luck” was a factor in getting new opportunities. Yet, they had said “yes” to go to a meeting, or present, or join a group that enabled them to share their ideas and to help others get what they needed. You can work this into your normal work hours. But to really get things moving, you need to invest a bit more time so the right people know who you are and what you can do for them. Since most of us no longer spend our careers at one organization, you need to be an active member of your professional associations, events and groups where the people who can help you hang out.

Yesterday I had the honor of meeting Judy Robinett, one of the most well-connected people on the planet! She explains luck as overcoming your fears, assumptions and beliefs to get yourself in the place and time you need to meet the people who can help you.  This may start with a text or email, but nearly always requires some face-to-face conversations.

During your work day, what do you do to explore your next options? Who do you talk to and what do they know about what you’d really like to be doing? If you stick to your desk and small circle of colleagues you’re missing opportunities to meet the people who may be able to help you with your goals.

Career Conversations – 7 Tips for Managers

Tuesday, March 15th, 2016

By definition, in most organizations managers are expected to develop people as well as get ‘the work’ done.

I can hear all the reasons why this is not a priority for you. The most common reason is lack of time; the urgency of the work takes precedent over long-term productivity. Do managers with high turn-over attract suspicion? I cringe when I hear,”I finally have my employees working like a well-oiled machine; I don’t want to mess with that?” Why do your employees have to “learn it the hard way, like I did?”

Or maybe you just don’t know how.

Career Conversations happen as you share your insights, offer constructive suggestions, helping people think about next steps in the project or work. Career Conversations don’t have to have formal time booked on your calendar. Some of the best ones occur walking between meetings, in the kitchen or an informal phone check-in if your team works virtually.

What’s in it for you to develop  your staff?

The investment of time and genuine interest in developing others pays off in both tangible and intangible ways. Staff development criteria may be a part of evaluating the managers’ performance. Is there an expectation (or even incentives) to provide well-trained talent to other parts of your organization?

Many managers talk about the pride they feel in seeing employees grow and be successful.

Bottom line: If you don’t offer development opportunities, your staff will find someone who will. That’s not the kind of turnover you want.

Here’s what you can do:

Check your assumptions. Do you want to be known as someone who grows and develops the best talent in your organization or someone who circles the wagons and fights to maintain turf (staff). Don’t get complacent with your staff.  Expect and encourage turn-over due to better job fit, new opportunities, etc. Everyone, not just Millennials, are hungry for training, career advancement and opportunities for growth. Keep your eye open for new talent and be ready to replace those that move on in their careers.

Help them connect the dots. Nothing is more important than doing work that matters. Rekindle the emotional connection [pride] that employees have with your company. Hold “trend” discussions to align individual goals with reality of your workplace, your profession and industry environment. Tell the stories about the people that make your business tick,. Remind them of the purpose your department serves. How does your organization make money or get funding? What deals are in the works? How are the economics of the organization evolving? Keep your team educated about ongoing business developments to directly improve their engagement and performance. The more resources you can give employees on how your company functions, the more loyal they’re likely to be.

Be a champion.  Develop your reputation as someone who offers opportunities rather than holding people back. Stay alert to opportunities where someone on your team could contribute or learn, and be willing to loan them out. They’ll return with valuable knowledge and relationships that can support your team. And if they move on, they will thank you. If you haven’t already, offer cross-training within your team to fill gaps.

Provide daily development opportunities. Use a micro-learning approach with employees’ everyday work. For example: Make mundane tasks into a game. Encourage and show them how to discover answers on their own and praise them when they do. Start or end your weekly meetings with anything they’ve learned to improve the task, their approach to it, about the impact of their work, relationships with others or developing competencies that your organization values.

Develop each person individually. Too many employees get trained on things they don’t need, and fail to get the skills that will actually make them more productive. Assess each persons’ needs and provide targeted, relevant content, instead of one-size-fits-all training. People learn in different ways, so offer hands-on (discovery) as well as ‘read the manual’ options.

Use a coaching style to develop their thinking skills and become smarter. When they come to you with a problem, help them think through the logic to discover the best solutions. This will show them how to approach similar problems in the future, hopefully saving time for you.

Be available, but don’t hover. Set expectations and boundaries, provide resources then get out of the way.

PS – You can have your own career conversations with your peers and boss. Let me know what works for you!

Bridges to Career Conversations

Tuesday, January 5th, 2016

DSCN2151Career conversation can happen anytime and be about so much more than how to get a promotion. But I often hear people say they can’t initiate them without hitting a wall.

If your  manager doesn’t seem warm to the conversation…

  1. What’s your history with similar conversations? Is it always about more money or a promotion? Its good to let her know you want these, but  don’t wear it out.
  2.  Is your current work performance top notch?  If not, then the conversation needs to be about how to better use your skills, strengths or work processes so you can excel.
  3. What’s your timing? Pay attention to the issues and dynamics of the day.
  4. Would you be thought of disloyal?
  5. What is your goal of these conversations? You should have a plan, even if it is primarily exploration right now.

No matter what the barrier seems to be, you must consider what’s in it for her? Why would she want to help you to outgrow your current job?  Some organizations, but not enough, have staff development goals to meet. Generally your growth is not a high priority unless your organization tracks and measures talent development.  Your manager’s #1 priority is to get the work done, meeting/exceeding her own goals.

4 career conversation starters are:

  1. Am I doing everything you need me to do to meet your goals?
  2. How else can I help?
  3. What could I learn (software, process, procedure) that would help you focus on other things?
  4. Propose what you want to learn and outline how it could improve, streamline and achieve dept/organization goal.

In my next blog, I’ll explore starting career conversations with others, not your manager.

What are other barriers to your career conversations?

Translate Your Resume: Show How You Make a Difference

Wednesday, December 16th, 2015

To all my scientist, engineering and IT people – your resume needs translation! Your CV needs to showcase how your work makes a difference! No longer will just a list of technical qualifications be enough.

If you want to take your passion to the next level, do you know what that next level is?  Is it a technical, management or policy path? Each of these requires a resume that showcases you for that purpose, not just a list of your technical knowledge.

Talk with people in the role you aspire to fill. Find out what their daily grind is like. Ask what they like most about it. Ask what they wish they knew in hindsight as well as any advice.  You can then fill out your resume with your relevant experience for that role.

Link the work you do to the larger goal or mission of your organization.  Briefly answer, “Why was this important?” Tell the problem you were solving and, if necessary why that problem mattered.  Include who benefited from your work. Rather than listing your activities or duties, connect the dots for how your knowledge and work is valuable to the new employer’s projects and initiatives.

In the day-to-day grind, its easy to forget the bigger picture of our work. I was talking with an engineer that designed and built fuel systems.  He didn’t think it was very important. But he had redesigned and worked with a team that built a system for a satellite which now collects climate data that is used by hundreds of organizations around the world.

Every job is created for a reason. Ask yourself, “What would happen if I didn’t do [fill in your work]?”  Many of us are a lynch pin for projects and can lose sight of our contributions. Describe how what you did and the way you did it accomplished a project or task.

Remember that your resume may be read by three entities – a software system, a layperson to your field (Human Resources) and hiring manager. Use the vocabulary and acronyms that are common to your field, but not just to your current employer.

What may be every1or2deerday work for you, may seem like magic to others!

 

Coasting Through Your Career?

Tuesday, November 3rd, 2015

Do you have more days at work when you are bored than engaged?  Are you counting the days until the next big thing will be over?  What have you done to jump-start your career lately?

Check your career map. Oh, you don’t have one?  What happened to that plan you drafted, the professional development plan that is languishing in the system or an unopened folder? Have you accomplished or lost interest in your goals? Update them. You can’t move forward in your career without a bigger road map.

What type of project or work would you like to be doing a year from now? What’s happening in other departments and divisions of your organization. What jobs are opening up as people get promoted or re-assigned? Could they use your expertise while you’re broadening your knowledge? Look at volunteer opportunities that will challenge and help you develop communication and leadership skills. Add these to your professional development plan and then your resume and LinkedIn profile!

Ask yourself which new responsibilities you’d like to have. Do you have the technical skills? Look at similar job postings and the technical skills required for your current and the next role you want. If there’s a skill that keeps showing up but you don’t have it, you can add it to your professional development plan. Don’t stagnate in your career because of a critical skill gap with a new tool or technology. Let go of a piece of your “expertise” when its time to learn a new way or process.

No one cares more about your career than you. Be sure to feed and nurture it.

 

 

Do You Deserve a Raise?

Friday, August 28th, 2015

Last October I posted Ask for a Raise the Right Way  with good tips and infographic.  dollar-sign

You absolutely must do your homework to effectively leverage your value to your employer.  Start with your accomplishments – the stand out things you did this year.  But go further. Update your inventory of the  knowledge and skills you use to accomplish your assignments. Then, add what you did that was different than others and made it successful, quicker, cheaper, sustainable. Add all quantifiable results. Do this for every task. Now, go back over the list and mark which skills or knowledge you’ve acquired in the last year.  Show in quantifiable detail how you’ve overcome extenuating circumstances to achieve measurable results. That is what you want to discuss for a raise – how you’ve increased your value to your employer.

Know your organization’s policy and process for giving raises. Yes, there are exceptions, but it helps to know the basics.

Have a reality check conversation with your mentor and two other knowledgeable people about the percentage increase you can ask for without being laughed at. What is your organization’s current business environment? What is this year’s average salary increase?

Have you noticed all of this is about the organization, not about your personal financial needs?

Discuss with your boss how your work contributes to the organization’s growth. Talk about how your work helps your boss attain her goals. Alignment is key. It helps you focus and work on the high priority things.

If your boss hasn’t already offered you the raise, ask for it.  Make no assumptions.  You don’t know if you don’t ask!

You just had a Career Conversation

Sunday, August 2nd, 2015

Were you paying attention?

Not all career conversations are directly about you and getting ahead.  Getting personal feedback is great, but it is only one aspect of career conversations. Career Conversations come from many sources, not just bosses and mentors. They may be hiding in meetings and other conversations.

If you just had a hallway conversation about someone leaving or moving to another position, THAT was a Career Conversation. Note where they went and what gap that leaves. If the role is already back-filled, note what skills and expertise was selected. Another Career Conversation could be your follow-up with the perspn who moved.

Did you just leave a meeting about a persistent problem your department or a customer is facing? Add that to your journal of career impact information. Do you see a trend developing? Do you see a skill that you can offer (or that you need to acquire) to be part of the solution? And THAT was a Career Conversation, too.

We need many different sources and views to continuously manage our careers. In addition to the daily and on-going work we do, we need to pay attention to the business of the organization and the public served via budgets, customer needs, regulations and issues such as hacking, climate and demographics that effect how and where we work.

These make for fascinating and on-going Career Conversations. You can discover new tracks and ways to do what matters most.

Career Conversations, part 4 – Raise Your Hand

Tuesday, June 30th, 2015

handsOne of the most effective career conversation you can have is asking to do something for your boss.

When my boss was sharing some of the company’s plans for re-structuring, we could see that there was a big piece missing (aka “opportunity”) in managing the transition. Turf protection was high and we knew that getting support would be difficult. Often these discussions end with a shaking of the head and an “oh well” sense of defeat. My boss was already overloaded. Knowing it was a risky endeavor I asked, “Could I take a shot at it?”  Incredulously he asked, “Why?” I had nearly hit the top of my job level and thought this could be a way to break through. At worst, it could be a great story to share at future job interviews. And I truly had a deep desire to do it. With his support, I was able to quickly do the due diligence, build the business case, offer a solution to the President and Council and roll out a successful change management initiative.

Encourage your boss to delegate more of her projects or tasks. Ask to attend meetings in her place. Perhaps she will be willing to share you with other leaders in the organization for a few hours a week to work on a project or add your expertise.  These will help to develop your leadership capability, visibility and relationships. Remember the WWIFYB (What’s In It For Your Boss): It shows her ability to develop her staff, her teamwork and you can make her look good.

Does a planning meeting for another meeting sound dull? It is ripe with opportunity! Consider who will be attending the big meeting. If it is decision-makers and thought leaders, just being in the room is valuable.  Does a speaker need someone to advance the slides during the talk? Raise your hand. You’ll get a ring-side seat at the discussions, hear the questions and learn what’s is important and not important to these influencers.

If you don’t ask, others won’t know that you are interested.