Posts Tagged ‘reputation’

Your Personal Career BoD

Tuesday, February 28th, 2017

Should I move to take the next step in my career? Is now the time for me to launch my own business? Why should I invest in a Ph.D?

A personal Board of Directors (BoD) can facilitate your career decisions. Many of us have our friends, relatives, former teachers, or mentors  that we go to for advice or to test ideas. This network is essential if you are feeling stuck or looking for your next move.

Why a BoD?

Tom Peters first coined the phrase, “You, Inc.” to illustrate the type of control we need to take for our own careers. When you adopt the mindset that you work for yourself, although full-time within one organization, your perspective shifts to greater collaboration and accountability. As an employee, your manager and organization are also partners in your career.

We need others’ expertise to help us explore and make informed decisions for both our career and life. Your BoD serves not only as counsel, but will broaden your perspective. They provide critical reality checks and they point you towards resources or in directions you wouldn’t find on your own. They help you formulate and realize your goals.

What do they do?

They tell you the truth. This means you create and nourish the relationships around trust: trust that you will listen to, work to understand and consider their advice, especially when you don’t agree. They can help you see blind spots of both strengths and skills. They will tell you how others may perceive you.

They share their own experience and professional advice. At times, they may pave the way or refer you for an opportunity.

Your BoD can guide you to resources and help with decisions around career opportunities, formal education or certifications and other major investments of time, effort and money. They will encourage, help problem-solve and hold you accountable for your career decisions.

Who do you need on your BoD?

You’ll want people who know your profession and aspirations. You’ll need professional expertise in the areas that support your aspirations. A BoD is  comprised of people from outside your employer to give you a bigger picture.

A corporate board includes expertise from finance, marketing, legal, tax and technology to name a few. Your BoD should include mentors with experience and expertise in all the areas of your life such as these. Many people include spiritual guidance as well. Your family/partner also play an obvious role and need to be included in your decisions.

What’s in it for them?

They share their expertise and experience with you because they want you to succeed. It is that simple. As a bonus, through you and others on your BoD, they expand their own network of professionals and friends. You can pay it forward by referring business or contacts to them, as appropriate.

How does this work?

Initially, convene your BoD with an invitation to share breakfast (you pay) to meet each other and set an initial agenda. Meet as a group one to three times a year as you need them for planning and discussion. (Don’t wait for emergencies!) Keep them informed as to your progress and questions with a quarterly e-check-in. Meet with individuals as needed.

Decide if you want to provide a stipend for your BoD members. Be clear if you want this to be pro-bono. Use the initial discussion to outline how you want to work together and expectations – yours and theirs.

Your Board wants to see you succeed and may be with you for many years. Some may rotate off.  Do stay in touch and be grateful for this valuable person in your life.

 

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!”

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!

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!

 

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.

5T Approach for Career Conversations

Thursday, June 4th, 2015

In my MAnneHullcarch blog, I gave you 9 tips for starting career conversations.  Some of the most important career enhancing conversations are about getting meaningful feedback – observations of the impact of what you’re doing both successfully and things that could be done better. Do others share the same opinion of you and your work with you? Do you come across to others as you intend?  A recent conversation with a client revealed that his intention of improving his team’s work was coming across as judgmental and critical. As much as that hurt to hear, he can now adjust his approach to reduce alienating team members.

You can get useful feedback by doing one simple thing: Ask for it. But if you just ask for generic feedback you’re sure to make eyes roll.  Try the 5T approach:

1) Tactical: Outline the areas you currently know you want or should improve based on your current work. You can use your job description to get started. Perhaps your boss has mentioned something. Many organizations and professions have competencies that provide a wealth of direction for these conversations.  Look to the people who are considered the leaders in your division, profession, organization. What is it about them that you and others respect? Repeat this list for the kind of work you want to do next. The result should be a list of specific knowledge or behavior that you want feedback to validate or improve.

2) Target: Consider people you trust and respect for their perspectives. Who observes your work or is the recipient of it and can give you specific tips on what’s working and what could be better? Ask the people who have a stake in your work how you could do it more economically, better, or faster. When asking for feedback from your boss, what aspects of your work are most important to her? Establish an informal agreement with colleagues, mentors or others with whom you work to provide ongoing specific feedback. But how?

3) Timing:  Immediately following an incident while its fresh in their mind, ask for a their take on how you came across, or what went well or what you could have done differently.  Use the time walking from the conference room to your office, or an IM after the teleconference. Grab a cup of coffee the morning after or chat on the train  delivering a project, completing a task….you get the picture.

4) Take it: Ask for 1-2 things you could learn, improve, start doing, or stop doing that would enhance your credibility or professional reputation. Then respect their perspective, especially if it is different from your own. That’s the point in asking for it.  Avoid justifying or excusing your actions to get them to change their mind.  Ask for specific ways to improve, resources and commit to using their feedback.

5) Thanks:  Express your gratitude for their candor. Many people are uneasy in being honest and your graciousness will be appreciated.

We build our careers by our good work and our relationships with others. You can enhance your chances of doing the work you really want to do, and make a difference by paying attention to doing your work well and being open to making adjustments along the way.

Update Your References This Month

Tuesday, May 5th, 2015

Update Your References

A few months ago I posted some tips on the Care and Feeding of Your References and this month here are some more tips to get past your procrastination. May 4-8 is Update your References Week.

References are people that vouch for your work. Your boss is a key person, but not the only one. You work with many people who have valuable perspectives to help in your career.

Collect your references before you need them.  Keep a list of references in the same file as your resume.  It should include the person’s name, current title and contact information.  Write one sentence describing your relationship like this:  [Name] was my [manager, colleague, a vendor, etc.] at [where you knew them if different than their current place or if they are retired]. Don’t embellish, just the facts.

Keep your references up-to-date.  You most likely have references from work you’ve done in the past. Too often we lose track of where they are now – and they lose track of you!  Reach out via your social media of choice to stay in touch. Be genuinely interested in what they are doing and let them know in one sentence what you are now doing and looking to doing next.

Ask for 2-3 testimonials each year from a variety of potential references. You’ll see if you are branding yourself for your next career step. Timing is of the essence – ask just following getting a compliment or hearing that your efforts were appreciated. Tell them that you are gathering testimonials as part of your on-going career portfolio.  All you need is a short 1-2 sentence description of what they thought you did especially well and why it mattered.  It could be your technical prowess or quick responsiveness that enabled them to meet a deadline. This is much more helpful than a vague, “Jim was great to work with.”

Help them write it.  While it seems awkward to write it for them, you can ask them to write about a particular attribute you will need going forward. You can suggest your contribution to a recent project in terms of  your ability to collaborate, lead, influence, analyze and find unique opportunities, cost savings… you get the picture.  If you’ve just received some verbal kudos, rather than ask them to put it in writing, ask if you could draft it and if they would put their name on it.

How many of these four tips can you do this week?

 

 

Career Management in 10 minutes or less

Monday, March 2nd, 2015

You can forge the direction of your career with short, strategic conversations. We often only think about our careers once a year as a new year resolution or a performance review.  Yet we know that frequent feedback, sharing information and asking for help are the keys to growing and developing our careers. If you keep a mindset of service to others its easier to find career help. While you may be looking for opportunities, you also are constantly creating how others see and remember you. Here are 8 ways to start a conversation that takes 10 minutes or less:

1) Ask your boss what you can help with to support her this week.

2) Attend a meeting of interest to you. Share your interest in the topic with at least 3 people, including the speaker.

3) Notice when a colleague is struggling and offer a shortcut that would save them some time.

4) Ask your friends, parents, siblings, or cousins to explain what they do at work and why its important. Explain what you do in a way they can relate to.

5) Chat with your boss about what’s going well and what you’re looking forward to doing.

6) Ask  about others’ interests, what resource or information they need and if you can help get it.

7) Notice the thought leaders in your organization.  Ask them about current trends and talk about the impact for your organization.

8) Ask your boss what skills or knowledge you could develop that would be helpful to your team.

9) Start a conversation by sending an article or website to your boss or colleague and request to discuss it for 10 minutes.

Did you notice that none of these involve sending your resume? That document is always handy to have up-to-date in case this 10 minute conversation leads to a chance to work on a committee, task force, project, etc. Getting to know and being known by others develops your relationships and [drum roll,please] your network.

I’m sure you can think of other ways to start career conversations and I’d love to hear them!

Your References – Care and Feeding

Friday, January 2nd, 2015

pupstextMany of us set a goal for new employment this time of year. Along with updating the resume, online profiles and reconnecting with people, make an appointment with yourself to consider your reference strategy.

My what? My references are my former employers, right? Not necessarily.  Yes, potential employers traditionally want past bosses, but they often check with others. Nearly all have already googled you and looked at social media sites. After all, would you list anyone that wouldn’t speak well of you? And you may not want your current boss to find out you are leaving through a reference call.

From the hiring person’s point of you, you can do the job, but they want to know, “Can you do the job with Us?”  The interview and reference check is all about “will you fit in” as well as “are you who you say you are.”

Choose your references based on the potential new job and employer.  Select people who know your work and contributions that are relevant for the potential job. This can include your previous bosses, but also people you interacted with to get things done. Include similar relationships in any of your volunteer work. Sometimes these are more relevant to the new job!  Let the potential employer know your relationship (not relatives) to the names you provide. Check to ensure your references will be available to take a call.  Do the legwork to provide current contact information.

Give them a heads-up – don’t let your reference be caught unprepared for a reference call. At minimum, remind him/her of a few of the great things you did while working together. Tell him/her the type of opportunity you ow want and why you want this particular job. Be sure she/he has a copy of your current resume to know what you’ve done since last working with them.  Let them know who will be calling, the time frame and anything about the job that will give them context for their comments.  Use this conversation to catch up with them and learn about their career progress and how you may be of assistance to them.

If you think a reference may not paint the rosiest picture of you, or you don’t want your current employer know you are looking, address this in the interview. Be honest but don’t bad-mouth or place blame. You can provide context and framing for what the reference-checker might hear. If you don’t, your potential employer may never tell you that the reference is why they rejected you. The time to speak up is before they place the call. Offer a performance appraisal or other people that they may contact to get the assurance they need.

Your references are precious along your career.  Maintain your professional relationship with them through networking and appropriate social media throughout the year.

Happy New Work!

 

 

 

What’s Your Professional Development Strategy?

Sunday, November 2nd, 2014

Fall treesThe most frequent responses I get to this question is #1 Strategy: keep getting a paycheck and hope to get promoted;#2 Strategy for Free Agents: Keep current contract(s) or get new clients.

I consider these non-strategies. Too many people approach learning something work-related as a task they have to do to keep their jobs or maintain a profession credential. They need an external incentive and are not motivated by curiosity or a desire to improve processes, services or products.

For those that enjoy keeping up with trends and new thinking for the sake of contributing to making their work better, they often:

  • Surf the net for bright shiny topics
  • Read blogs, take webinars that look interesting
  • Join professional associations, attend occasional gatherings
  • Actually participate in professional associations by not only attending, but also volunteering for projects or committees.

OR…

You COULD spend a few minutes to think about your long term work/career goals and what professional credentials or skills and competencies you need to keep up-to-date. Do you need to create or update your brand? Using this as a foundation, you can select and focus on those activities and opportunities that will give you the best bang for your buck.

“My profession doesn’t outline specific continuing education requirements. How do I do that?”  There are a couple of options:

Pay attention to the issues and trends that are driving business decisions for your organization and department. Cost-cutting will always be a factor, so look at how you and others could achieve organizational objectives faster, better, cheaper? New laws, regulations and technology changes tend to change the way things get done. What could you become the go-to person for? What interpersonal skills could you develop to improve your professional relationships in an increasingly diverse workforce? Check both the internal and external websites to see what your organization values. Many organizations have resources that outline career competencies and for creating your personal development plan to contribute to their highly competitive knowledge bank.

If you want to make a career change, map your steps to making that change and set up your support system to achieve it. Updating your resume will be a part of it, but first, you might have to do some research beyond surfing job boards. Identify required credentials or knowledge through job descriptions and taking with people in the roles. Use your social media to connect with others in that line of work for a reality check and advice and to stay on their radar when opportunities come up. Build your experience by volunteering.

Is time that you invest in yourself to enjoy a more rewarding career?