Month: September 2014 Page 2 of 5

Being responsible is not enough to make you a competent leader. To climb the corporate ladder, you must be accountable. In other words, you discontinue making excuses for work that goes undone, and control the temptation to point fingers when the work fails to meet expectations. The bottom line is that those with a “C” title understand that the buck stops with them.

Everyone can be Responsible

A job description makes you responsible for the work assigned to you. You are required to greet customers when they enter the store. You are informed that you should handle 10 accounts receivable transactions by Friday. As the HR Generalist, you are tasked with updating the sick leave policy. As an insurance salesperson, you have to make your 36 dials today. These are all situations in which you are responsible. In most cases, you are responsible for day-to-day activities that are largely in your comfort zone.

To be a good employee, you must be responsible. In other words, your director counts on you to do the work you were hired to do. However, climbing the rungs of the corporate ladder require more than responsibility.

Accountability is the Difference-Maker

How is accountability different from responsibility? Let’s assume that on December 15 a fire destroys a distribution center (DC) in which many of the company’s products are housed. Your business sells high-end speakers, but this DC is no longer operational, and sales are going through the roof because of a successful marketing campaign.

An employee practicing responsibility will ensure everyone is safe, and will contact the insurance company to file a claim. That is a good start, but that falls short of accountability.

Become the Owner of the Problem

Accountability means doing whatever possible to fill the orders. This is the busiest time of the year, and meeting expectations is paramount. Like the responsible employee, you care about employee safety and submitting the insurance claim, but you will do far more. You understand that taking ownership is the critical component to resolving the problem and meeting the orders in the queue.

Accountable means that you travel to the affected location. You want to know if any of the product is salvageable. If so, you will work with shipping and IT to fulfill the orders. You will also contact other distribution centers to determine if they have the product necessary to meet the demand. Throughout this time, you will keep the customer posted regarding the anticipated delivery date. The customer may not like what you have to say, but your transparency will buy you some time.

The responsible employee took action, and that effort should be applauded. However, the accountable employee knew that the company needed to fill the orders, and that meant finding a workaround.

In short, responsibility is a management function, while accountability is a leadership trait.

Larry Page and Sergey Brin, Google’s founders. Photograph: Paul Sakuma/Associated Press

The Wall Street Journal article, “Google: The Beginning,” caught my attention because it was about an employment interview recounted by Employee #59. In 1999, Douglas Edwards was quizzed by Google co-founder Sergey Brin for the position of brand manager.

As the story goes, Cindy McCaffrey, director of public relations, escorted Edwards to a conference room while they waited for Sergey to arrive. The 26-year-old Sergey made it to the meeting wearing roller-hockey gear, and the interview of 41-year-old Edwards began.

The Tough Questions

After reviewing Edwards’ résumé, Sergey asked the following questions:

• What promotion did you do that was the most effective?
• What metrics did you use to measure it?
• What types of viral marketing did you do?

These are difficult questions for anyone because the responses require a high-level of competence in the marketing field. Sergey wants to know about a particular promotional approach that Edwards has implemented effectively in the marketplace.

One can only imagine the many follow-up questions that can arise, such as:

• What made the promotion effective?
• Who was involved in the promotion?
• Did you meet the marketing return on investment (MROI)?
• How could you have made it better?

The question from Sergey regarding metrics is terrific, and you must be prepared with an excellent response. A performance measurement question is designed to determine whether you are accountable for the work that you do. If you respond by saying that you were only in charge of creating the promotional plan, and not to measure it, you might as well find the nearest exit. The right candidate today must have a clear understanding of performance targets.

In 1999, Sergey was interested in viral marketing. That is huge! While “going viral” is used commonly today, very few people understood its potency back then. In other words, Sergey had a vision of how the internet was going to transform the way we market products and services to consumers. It now makes perfect sense that Google would purchase YouTube, which is a viral machine.

Here is another key question Sergey asked Edwards: “How much do you think a company our size should spend on marketing? Given the line of questions Sergey was asking, Edwards was prepared: “I don’t think at this stage you should spend much at all.” He continued: “You can do a lot with viral marketing and small budgets.” That was precisely what the Russian-born entrepreneur wanted to hear.

The Big Test

Sergey raised the bar and gave this assignment to Edwards: “I’m going to give you five minutes. When I come back, I want you to explain to me something complicated that I already don’t know.” I know that some of you HR-types are going to use this approach in a future interview, right?

My guess is that Sergey wants to hire people who are creative, and he is looking to see how Edwards is going to react under pressure. I think he also wants to see if Edwards has the guts to challenge the leadership team. Edwards found a piece of scrap paper and jotted down a topic he recently learned in an MBA program. Sergey was pleased with the topic, and invited Edwards for dinner with the staff. On Nov. 29, 1999, Edwards was hired as Google’s online brand manager.

Lessons Learned

Many interviews are too mechanical. The questions are boring, and require only high-level responses. You must ask the tough questions of prospects, and it’s best when they are situational. The point here is that you want people who are accountable, and not those who are largely concerned about meeting the minimum requirements.

Before making an important hiring decision, you must ask the tough questions of those who will help you become successful. You’re interested in people who can think through the question, and provide an answer that makes sense and not just one that sounds right.

Recently, I was getting a haircut at a barbershop near my office, and there were a couple gentlemen in front of me. To kill some time, I grabbed the current copy of Golf Digest and read the article promoting the book of Tiger Woods’ ex-coach Hank Haney, The Big Miss: My Years Coaching Tiger Woods.

While I have some interest in golf, I was more interested in the business application of the article. As a leaders, you want to hire the right people to handle the mission critical jobs in your company. Many factors are considered when going through the interview process.

On March 8, 2004, Haney was having dinner with his father at a Plano, Texas steakhouse. He informed his dad that an important phone call might be forthcoming, but he wasn’t sure if it was coming that evening. Shortly after dinner began, Haney’s mobile phone rang, and he observed the number originated from the 407 area code, which he knew belonged to the Orlando, Florida area.

Tiger was businesslike, “Hank, I want to know if you’ll help me with my golf game.”

While Haney was excited, he controlled his emotions. The greatest golfer in the world had just asked him to be his coach.

Haney responded: “Sure, Tiger. Of course.”

Tiger was not in the mood to chitchat. He wanted to know if Haney was prepared to hit the ground running. He was already the best in his game, but he wanted to get better. He was interested in learning how Haney could help him widen the gap between him and the competition.

Tiger asked: “What do you think I need to do better?”

This is a tough question. When interviewing the next person to fill an important role in your organization, make sure to ask it. You can learn more about the prospect’s background, how much they know about your business, and their ability to think on their feet. You want someone who is forthright with you, and not someone who thinks you’re the greatest.

Tiger Woods was already head-and-shoulders above everyone else, having won many major championship events (14 as of this writing). He wanted to surpass the 18 wins of golfing-giant, Jack Nicklaus. He wanted an edge, and Haney needed to have the right plan. He needed to have the right answer.

Haney’s response to Tiger’s specific question landed him the position: “It doesn’t look like you have a real step-by-step plan. I think when you’re trying to improve, the most important thing is to always have a plan.”

Haney understood that Tiger had the confidence and skill to win, but this alone was insufficient to stay ahead of the pack. He needed a plan that kept him sharp. In fact, Haney recommend a big change in Tiger’s grip of the golf club. Tiger resisted at first, but soon adopted the change, and it improved his game markedly.

You must look for top-notch people to join your organization. Put them on the spot, and ask them what they feel you can do to be the best in your industry. You should not hire them because they have the best interview response. Instead, you hire the people who have the confidence to share the reality of the situation, and a solution that will make you a world-class organization.

The desire to be wanted is part of human nature. We all know the feeling of walking into a room and having no one care. Some can remember being picked last for a kick-ball game while in elementary school. It’s emotionally painful when you attract little attention.

Here are signs that your boss no longer believes in you …

#1: You are not invited to important meetings.

Most managers take their meetings seriously, which means they will invite individuals whom they feel can assume bigger challenges. In these meetings, you can expect major decisions to be made, such as assignments to key company projects.

When your boss fails to invite you, she has lost confidence in your ability to meet performance goals. She might even feel that you might be an obstacle to success, which is even more problematic for you.

#2: The performance evaluation session consists of “going through the motions.”

When you are a key player in your department, the manager will make it a point to discuss the many ways that you bring value, such as by telling you the following:

• “Mark, you are a leader in Operations, and everyone else looks to you. We value your contribution.”
  “Sara, you are in line for the promotion later this year. I’m working behind the scenes to make it happen.”

However, when you are low on totem pole, you can expect the following comments:

• “Debra, I want to make sure and cover all the sections of this performance appraisal. I’m sure HR will come after me if I miss anything.”
  “Tim, this is your fourth year here at the company, so you know the drill. You are evaluated on six different areas, and the hope is to see improvement from year-to-year. Let’s see how fast we can get through this process.”

#3: The only communication from your boss is formal in nature.

When your manager likes you, he will take the time to have informal chats with you. He wants to know how the family is doing, and is the first to ask about your Disney vacation. He genuinely cares.

However, if your boss believes that you are a low-performer, you can expect only formal communication, such as via email or in staff meetings. You get the feeling that your days in the department are numbered.

I’ve observed situations in which managers disliked highly-competent employees. In these cases, the personalities clashed. When this happens, it’s important to stay focused on the job requirements. You need to ensure that you understand the expectations, and commit to exceeding them. Our current boss might have something against you personally, but you cannot worry about that. Your goal is to commit to the results.

If possible, you can schedule a meeting with your manager to try and “clear the air.” This strategy might work, but it can also backfire. There is a chance you will make the problem even bigger. Therefore, it’s best to focus on your work, maintain a professional attitude, and look for opportunities elsewhere.

You fail to earn the promotion that you expected. The raises are announced, and you are in the middle-of-the-pack. You lose out on a high-profile project assignment. When you experience these unfortunate events, it’s easy to blame politics. I find it funny that people often blame “politics” as if it were a person. They even get angry thinking about Mr. Politics. Some might even assign facial characteristics and a personality to Ms. Politics. Mr. Politics is unbearable! Ms. Politics looks stupid!

Stop it!

Focusing on What You Can Control

I find it much easier to focus on what I can control. For example, I have a job description, and my requirements are clear. My goal is to ensure that work gets done right and early. Note that I started early. The work that is assigned to you must be of high quality, and it should be done early. In other words, you need to be a reliable person that works ahead of schedule.

Many of those who blame politics for failing to succeed in their organization often do shoddy work that is delivered after the deadline. Of course, these helpless individuals are going to blame someone else for falling short of expectations, such as a missing report, an incompetent team member, and even the tsunami in Japan. The excuses are endless, often requiring a high-level of creativity.

Make Yourself Accountable

I just mentioned you should make yourself accountable for the work that you do. From my experience, fewer than 20% of the readers will heed this advice. When you are accountable for getting your work done right and on time, you get on the radar. Everyone knows that when you are on the radar, the pressure increases, and you are expected to deliver on what you promised.

If you wish to climb the ladder faster, assume more responsibility. The work doesn’t have to be glamorous. It really doesn’t matter. The fact is that your director is going to assign you more work because you have shown the willingness and ability to perform.

Avoid making a big deal out of it. Let your manager know that you just need guidance regarding the expectations of the assignment. You also need funding, resources, and help removing some obstacles when they arise. You are not looking for someone to micromanage you. In other words, you are an empowered employee, one that can make important decisions when necessary.

The Stairs are the Only Option at First

I mentioned in this series that you can climb the corporate ladder faster “without killing yourself.” Some of you are thinking about doing work quicker and assuming more responsibilities. That sounds like a strategy that kills. However, that is far from the truth.

You are right that moving up requires you to do hard work at first, which means using the stairs, and not the elevator. However, after a few years of over-delivering, you can expect the climb to be easier. Once you’ve shown that you bring value to the organization, you will earn the promotions, raises, and recognition that make your investment during the early days worthwhile.

The point here is that the progression up the corporate ladder has less to do with politics and more to do with your undeniable commitment to hard work.

Many years ago, I worked for an organization that couldn’t keep a director more than a year. In essence, the director was in charge of managing the day-to-day business of the company. Other than working into the evenings on some days, the position didn’t seem too tough, especially since much of the work was delegated to the competent staff.

During an initial meeting with the staff, the director, Mitch, made it clear that he was going to be the end of the line. The revolving door approach was over.

“Hello, everyone,” he said. “I want you to know that I’m not planning on going anywhere. I’m here for the long-term, like it or not.”

I was unsure whether to believe him or not. I didn’t know him well, so the benefit of the doubt seemed like the best approach.

Because my work required meeting with clients outside the office, I didn’t see him often. In fact, if it weren’t for the mandatory 9 a.m. Friday meetings, I could go a month or two without running into Mitch.

As it turns out, Mitch did stay longer than the other director. I believe he lasted about three years, which is a tremendous accomplishment. However, I think that three years doesn’t meet the definition of long-term. It would appear to me that one can claim longevity when north of seven years.

On a drive to Austin, where I was teaching a project management seminar, I had a chance to mull over reasons why Mitch didn’t last, and here’s my list:

• He had a short-time mentality, but wanted to say the right things.
• He was unaware of the expectations, and quickly realized that he was in over his head.
• He lacked the director skills. In his previous job, he served a manager role, which didn’t require the leadership skills of directors.
• He realized that working long hours wasn’t worth the compensation.
• He was ill-equipped to handle the pressures of the director position.
• He realized that it was difficult to manage employees who were self-starters, requiring little guidance.
• He delegated too much. Sitting in his office doing nothing was boring.
• He found another job that paid much more, and couldn’t pass it up.
• He found another job paying about the same, and with less responsibility.
• He found another job paying less, and he needed a change.
• He found another job.

After working with Mitch for several years, I had the opinion that he wouldn’t last. It wasn’t part of his DNA. He talked a big game, but he was too soft. He handled tough issues by either avoiding them or delegating to others. It’s impossible to be a leader when one delegates tough decisions. An effective director of an organization is prepared to handle the tough aspects of the work, and Mitch was not the type.

Mitch is now working at Company X, and I’m sure that his meeting with the staff began with the following introduction: “Let me tell you about me. You can expect me to be here for the long-term, whether you like it or not.”

Right on!

Over the years, I have interviewed for my share of employment positions. In some of those interviews, I did well, and in some I fell short. For the most part, I am well-prepared, and have a good idea what the interviewer is interested in hearing. Unfortunately, it’s tough to prepare for every question or every scenario.

The Supermarket Interview
Like many other students near college graduation, I participated in the mock interview sessions sponsored by career services. It was weird watching myself on video during a formal interview, but the exercise was important.

The big day came when I interviewed for an entry-level manager position for a major grocer in San Antonio. I did my research on the company, and felt about as comfortable as I could. I was allotted 15 minutes, and I wanted to make sure that I didn’t say anything silly. I understand this is probably not the best mindset, but I was only 22-years-old, and I had little experience in formal meetings.

I entered the interview room, and quickly noticed that two people were representing the grocery store, Sandy and Martin. Sandy mentioned that Martin was merely there to observe as part of his training effort, and that she would conduct the interview. Regardless, having two people in the room changed the dynamics, and I had only prepared for one person conducting the job interview.

Sandy: Hi, Jimmie! How are you doing?

Me: I’m doing well. Glad to have this opportunity.

Sandy: Do you know the position we are looking to fill?

Me: Yes. This is the entry-level management position.

Sandy: That’s correct. This is a position in which you will learn all facets of the store. You will work in the meat market, as a cashier, and even the flower shop. Our managers need to know how the entire operation works. It’s important that they have hands-on experience with all jobs, including stocking the shelves.

Me: I do understand this part of the job, and I’m sure that I can do it. I’m a fast-learner, and I’m eager to accept challenges.

Sandy: Let me give you a scenario, and you tell me how you will handle it: Loretta, a long-time customer of the store – more than 10 years – is ready to check-out when she notices that she left her purse at home. You know that she is a loyal customer, and you have even helped her with her groceries in the past. She would like to take the groceries home, and return later in the day to handle payment. What do you think?

Me: [I think about this for a few LONG seconds, and I think it’s best to stick with policy.] This is a tough question, and I think we need to err on the side of policy. We can’t give her preferential treatment. She can leave the groceries at the store, and we can hold them until she returns with payment.

This was not the right answer, and I could tell by Sandy’s expression. She wanted to hear that I would make an exception to policy for a loyal customer. As a business owner for many years now, this does make sense. Policy is important, but building relationships is even more critical.

While I was disqualified for this position, I never forgot this lesson. The goal is to think of the value customers will provide over their lifetimes, and this means ignoring policies and procedures from time-to-time.

Everyone has friends at work, and they share confidential information with some of them. You might discuss a personal situation, or perhaps you share how unsatisfied you are with your boss. While I understand your workplace friendships are important, you must be careful with the information you share. Your friend has other friends, and before long your thoughts will circulate, oftentimes taking on a different form and meaning than you originally intended.

Here is a list of 12 things you need to keep to yourself:

1. I’m only doing what is necessary to keep me on the payroll.
2. Amanda does as little as possible. I have yet to figure out what she does around here. Why does she have to close the door to her office? She’s a big-time slacker!
3. Why should I work any harder? The raise is standard, so it makes no difference.
4. The next person in line to be promoted is a woman. I’m not a woman, so I will do only enough to look busy during this round of promotions.
5. I’m going to “max-out” the tuition reimbursement for this year. I’m out of here next year. This place sucks!
6. It’s obvious that good looks matter around here. If you are cute, you can go places. Why don’t they care about performance?
7. I told IT that my computer was not working right. They did some stupid analysis, and the guy ordered me a new one. I told him I needed a MacBook, even though I really don’t. I’m using it mainly for personal stuff. It’s cool!
8. I had a few drinks with my manager John. I think he and his wife are having some problems – “splitsville” – from what I hear. I will bring up the subject at the company party. A few drinks will get him talking. I will make sure to give you the latest scoop!
9. I filed an FMLA case the other day. My son is going through some routine checkups – nothing serious. The doctor is a friend and I will ask him to sign the paperwork. I need a month away from here without the risk of losing my job
10. I like having Fridays off because my wife and I do personal stuff on that day. I asked my boss if I could make up the day on Saturday, and he agreed. What he doesn’t know is that I spend the whole day working on personal stuff. Heck! There are only three of us here, and we all mess around.
11. I decided that I will do zero work when my boss leaves early on Friday. She takes off at noon, and we are stuck here at work. It’s not fair! It will be fun Facebooking during company time!
12. Here is something crazy! I worked even less this year, and the quality of the work was not too great. Guess what, though? My raise was bigger than last year. I think I have the system figured out!

You should be careful about using company time and resources for personal use. Regardless of the situation, it is important to keep quiet regarding your negative feelings toward the company, and you should avoid circulating rumors.
We all get overwhelmed with work sometimes. When you are no longer happy or challenged, it’s time to look for employment elsewhere. Avoid wasting years of your life working somewhere that is no longer a right fit for you.

There was a time when some of us said the following (even in public):

• “This is a great company. I want to retire here!”
  “My manager is excellent. This is the right place for me!”
  “The benefits here are awesome! I’m so lucky to be a part of this company!”

Unfortunately, this affection for your company will wane, and it can happen for many reasons. Your favorite manager might be transferred to a new department, or even leave the company. The organization might experience downsizing, which results in more work for those still employed. In some cases, you need to take the initiative and look for work elsewhere. Most agree that it is best to depart the company before they give you the pink slip. The point here is that you are more marketable, or have more leverage, when you are currently employed.

Sign #1

I’ve heard that managers often make a decision regarding your caliber as an employee within the first 30 days. The manager may use labels such as these: “top performer,” “average worker,” or a “burden to our department.” You can learn what your manager thinks about you without asking. There are many cues along the way. A quick sign is when your manager no longer assigns you any extra work. Your director feels that the work will either go undone, be of inferior quality, or you are no longer an asset to the department, so why waste time working with you.

Sign #2

You are excited to meet with your boss regarding the performance appraisal. You learn that your work is excellent, and you are ready for new challenges. Your boss, however, informs you that there are no spots open in the promotion ladder. In essence, you have to wait a few years for someone to leave the company. Of course, there are no guarantees you will be assigned the position when and if that happens.

Sign #3

You are fed up with the company and people. It might be the case that this feeling is mutual, and you are no longer wanted. However, let’s focus on you for the sake of this discussion. As you prepare for work, you wonder why you are still working for this company. You are unhappy, and this has led to lower productivity. Even though you are aware of the poor performance, you don’t care. In fact, you don’t care if you get fired.

Know the Signs

There are many other signs, but these tend to be common ones. Before making the decision to find employment elsewhere, make sure you have your ducks in a row. You must avoid going to another organization where the experience will be similar. Determine what type of work and culture makes you happy. With this in mind, the chances you will find an excellent career opportunity will increase immensely.

It’s far too easy to be status quo. You don’t have to do much. You watch what others do, and you follow along. You even start saying the same things, making the same excuses.

Here are comments heard from those merely going through the motions:

• “That wasn’t my fault. I did my part!”
  “I’m going to do just enough to stay on the payroll.”
  “Our leadership team is incompetent – and stupid!”
  “I’m going to take advantage of all the benefits, and quit right after that.”

A small-minded approach will follow you forever. It’s much better to assume responsibility, and become accountable for the work assigned to you. Before you can become someone different, you have to think differently.

#1: Know that change begins with you.

It’s imperative that you are prepared for future challenges. To do that, learn the skills necessary to succeed in your organization. Most companies today offer training opportunities. You must find the time to attend as many of these learning sessions as you can, even it some take place off-site or after work.

If you are not prepared, you will look foolish when the opportunity presents itself. If you know that Lean Management or ITIL are hot in your organization, find the time to learn more about these methodologies. Don’t sit still.

#2: Avoid blaming anyone for your shortfalls.

Even when someone else contributes to your failure, avoid blaming that person. You undoubtedly have met an unreasonable manager, or a poor performing team member. Regardless of how those individuals might affect your work, you must learn to overcome the obstacles.

You have the feeling that a manager doesn’t like you, and will do whatever possible to hold you back. Do your work, meet your deadlines, and keep a professional approach. As soon as possible, find a new department or organization in which you are appreciated. Do what you can control.

#3: Praise at every opportunity.

Even when you are not a manager, make sure that you praise those who do good work. It’s important that you are specific with your kind words, such as:

• “Tim, I appreciate the excellent financials you provided for my meeting. They added a ton of value. Thank you!”
  “Debbie, I shared your ideas with the marketing department, and they were impressed. I’m sure they will be asking you for more information.”
  “Alan, there is no doubt that you made that sales presentation a success. You were able to address the tough questions from their IT team. Awesome!”

Your praise is more effective when it is specific. By telling others how much you appreciate them and their work, you place yourself on the leadership track.

The most successful people in your organization understand the importance of accountability. In addition, they focus on the big issues and have a clear idea regarding the cause-and-effect of decision-making.

To join the upwardly mobile group, you must be prepared for the opportunities and challenges that lie ahead. In some cases, you will have the skills necessary to tackle the issue and, in other situations, you will lack the knowledge. Regardless, you must be willing to assume some level of risk, and do whatever possible to realize success.