Month: October 2014 Page 3 of 6

You know the importance of putting your best foot forward when preparing for your next interview. Unfortunately, many candidates disqualify themselves by saying the wrong thing, or asking inappropriate questions.

You might be the most qualified person for the job, but if you lack interviewing skills, you will be eliminated. Knowing what to say is just as important as describing the attributes that make you a right fit for the position.

As the job candidate, it’s important to know the “hot buttons” of the person who is interviewing. In other words, the first round of interviewing is usually done by an HR-type who is mostly interested in whether or not you have the basic skills required for the job. In other words, they want to know if you possess the years of experience in the industry, educational requirements, supervision expectations, and professional certifications. Your approach during this interview is more matter-of-fact. You want to show enthusiasm, to be sure, but the focus is more on the “hard” qualifications.

When you meet with the departmental manager, or with those individuals who might become co-workers, you take a difference approach. In this case, you want to demonstrate your team skills, knowledge of the particular work requirements, and your ability to work under pressure.

#1: Avoid asking too many questions.

The interview is not the right setting for you to become a chatterbox. Instead, you want to be an active listener. Look for opportunities to ask questions, but avoid taking the approach that you are at “Happy Hour.” Most employers have a feeling that an over-talkative person is usually masquerading a deficiency. In other words, the person talks about taking action, but hardly ever carries through with the activities. In other words, “Big hat, no cattle.”

#2: You can’t think of any weaknesses.

Surprisingly, I’ve interviewed candidates who tell me they can’t think of any immediate weaknesses, but when “something comes to mind,” they will let me know. Of course, we know this is a trick interview question that is designed to weed out those who think they are better than the rest. Even if you don’t think you have any discernible weaknesses, make something up!

All joking aside, you do have weaknesses, and they can be shared as follows:

• “It’s sometimes difficult for me to delegate work to others. Given that I know my work so well, I want to focus on making sure it exceeds expectations.”
• “I would like to improve my education. I will find time to earn my MBA here soon.”
• “I can be detailed-oriented. I want to ensure that we are constantly focusing on meeting the quality requirements.”

Most of you know the technique I used here. I stated my weakness in a positive way. Your employer will appreciate this creative approach, even if part of it relates to excellent interviewing skills.

The majority of us can find work here and there. However, the procurement of excellent positions requires that you are smart about what you do and say during an interview. You must find that balance between confidence, competence, and humility. When you do, you will soon be making the final round in the selection process, which means that your dream job is right around the corner.

Many people have a hard time asking for a raise. You work hard and you generate excellent results. However, you are unsure how to approach your manager about a pay increase. I remember working for an IT shop, and I learned that most of my colleagues were earning nearly 50% more than me. I had the least amount of experience, so there was some justification.

However, during my annual performance review, my manager informed me that I was in the top 10% producers in the department. While I was going to receive a pay raise because of this accomplishment, I decided to name a figure. I said, “Tom, based on the contribution I make to this department, I think I should earn $10,000 more per year.” He was quiet for about 30 seconds while he pondered my request, and responded: “Let me see what I can do.” The meeting ended.

Here are 5 reasons why you deserve a raise:

1. You successfully completed a project that will generate new business for the company. You took the lead and made sure the best resources were included in the project. Your manager recognized you for the excellent work.
2. Your company has downsized, and you assumed additional work from the people who departed. Because you have a finance background, your manager asked you to handle some of the budgetary work. During the past year, you’ve had to work evenings and weekends just to stay afloat.
3. The company secured an important contract, which requires for you to travel several times per month to Shanghai, China. You are the lead HR representative in charge of providing training to individuals on long-term international assignments. In one case during the past year, you worked 45 consecutive days in Shanghai, even though the trip called for just two weeks. You felt the team needed vital training, and it was best to get it done during this visit.
4. Several key clients are unhappy with the company’s customer service, and are thinking about switching to your competitor. You contact each of the decision-makers for the organizations, and schedule a face-to-face meeting. After the personal visits, they all decide to give your company a 1-year extension on the contract.
5. The IT team approves the rollout of the new e-commerce package. As the senior quality analyst, you call a meeting to conduct one final audit. During this meeting, a question is raised about the security of the platform. After further investigation, a major security breach was identified. In essence, your due diligence prevented a big financial loss, and ensured that your positive reputation in the industry remained intact.

In many cases, your manager will take the lead and reward you for exceeding expectations. The increase in pay will come in the form of a raise or possibly because of a promotion. In other words, the situation usually resolves itself.

However, there are times when you will need to get the ball rolling. The annual performance review is an excellent opportunity to discuss an augmentation to your salary. However, some circumstances might require an immediate reward.

Before approaching your manager, make sure that you have your documentation and focus on the results. I took this approach, and Tom notified me a week later that my $10,000 annual increased was merited and approved.

I had a casual conversation with a colleague recently over dinner, and he discussed that even though he is in retirement age, it’s unlikely he will take this option because he wife loves to spend.  Now, to be fair, the conversation was between two guys, which usually means that bravado will come into play.

Before I forget, I was about halfway done with a Mai Tai, and I remember he was on his second Rum and Coke.  This knowledge might explain some of the discussion.

Jack: How’s life treating you?

Me: All seems to be good.  I have a few project management seminars scheduled, which means I need to prepare.

Jack: Nah!  You’ve been doing that stuff for a long time.  You should be able to walk in and wing it!

Me: I tried that before!  It didn’t go too well!

Jack: I guess you’re right.  It does help to be prepared.

Me: I think very few people know more than you about project management. You have volunteered for your chapter in Nevada for nearly 30 years, right?

Jack: At least 30 years! In the early days, I was asked to train professors from UNLV to pass the PMP exam. I did say “volunteer,” right?

I nodded.

After training them, they could teach the courses at UNLV. They were PMP-certified, which meant that the course enrollments increased. I didn’t get paid for the training. I did the work as part of my “knowledge to the profession” that is part of PMP’s professional development units.

Me: I guess you could have charged for it.

Jack: I agreed to do it for free, wanting to be Mr. Nice Guy! Before long, everyone assumed that I would do the work gratis, and I was nervous about bringing up the issue.

Me: Jack, when do you plan to retire?  I know you look young, but isn’t it time for you to take it easy?  I know you are retired military.  Can’t you get on those military flights where you fly standby for free?

Jack: My wife retired from her accounting position several months ago, and I mentioned to her that I needed to get out of this engineering gig.  I told her that for me to stop working, she needs to stop her shopping sprees.

Me: What did she think about that?

Jack: She told me that it was best for me to keep working.

Me: Go figure!

Jack: I guess it’s probably good for both of us.  I’m not much into golfing or fishing, and being around the house together is probably not recommended.

Me: At least you like what you do.

Jack: I like the work, but the drive is getting to me!

Me: You could ask your employer about working from home – the telecommuting thing.

Jack: Remember what my wife said about being at home?  I can’t imagine getting up in the morning, driving two miles to the Starbucks, working all day from one of those uncomfortable tables, and driving home around 4 p.m.  No go, my friend.

I’m sure Jack was joking about his wife not wanting him around.  I share this story because Jack is one of the few people I know who has a passion for his career.  He is considered a leading expert in project management, and is asked to share his knowledge worldwide.

When chocolate cheesecake dessert arrived, Jack decided to take a picture of it with his iPhone, and sent it to his wife with the following subject line:  Retirement Never Looked So Good!

Since 1990, I have officiated Div. I men’s collegiate basketball. Because of work commitments, I don’t officiate as many games as before. In fact, today I mostly work small college games in the San Antonio area. However, for more than 20 years, I reffed games in the Big 12, Conference USA, Mountain West, WAC, and several other conferences. Without a bout, this presented an excellent learning experience.

I know of very few professions in which it’s okay for people to call you names. Given that I was one of the few Latinos working at that level, I was usually a target for fans. One crazy fan in Tulsa was almost ejected when he yelled, “Hey! Go back to Mexico!” Today, he would be out the door immediately, but 15 years ago, it was tolerated. I think it caught the game administrator by surprise, and she decided to warn him instead.

In another situation at McNeese State, a fan came up with a creative name for the officiating crew. In that game, the officiating crew consisted of a Black, Mexican (me), and White. This fan, perhaps a bit intoxicated, called us the United Nations crew. In the officiating world, we prefer to call it the BMW Crew. Get it?

Getting back to the topic about how to managed irate coaches. I began working these games in my early 20s, which means that I had limited experience handling volatile situations. Collegiate basketball is extremely competitive, and coaches are constantly looking for an edge.

Billy Tubbs, the former Oklahoma Sooner and TCU coach, constantly used vulgar language, even on simple out-of-bounds calls. About 10 seconds into one game at TCU, he screamed, “Jimmie, that’s f*c#in’ ridiculous! You’re off to terrible start!” Mind you, I had the call right!

Only Respond to Questions

A veteran official taught me that to survive at this level, I needed to respond only to questions. The comments were outrageous, such as:

• “That’s crazy!”
• “I can’t believe you made that call!”
• “Wow! We’re in for a long night with you!”
• “No way! You missed that call!”
• “Please do me a favor and help out your partner!”

We can acknowledge responses by nodding our heads, but we must avoid responding  verbally. First, there are far too many of them hurled at us and second, we are busy doing our work.

Keep a Cool and Controlled Attitude

Most people today ask me why I am slow to show emotion. That attitude was learned through officiating for more than two decades. I learned to control my emotions and to avoid showing any frustration or anger.

Some of our games were on television, and nearly all of them can make YouTube today. While working in Hawaii one afternoon, I forget that a mike was hidden under the scorer’s table. My partner and I were having a discussion about the ludicrous behavior shown by one of the coaches. Yikes!

Corporate policy prevents people from calling you “stupid,” an “idiot,” or “blind.” However, learning how to manage irate people is an important leadership trait. You will experience both subtle and overt comments that are far from professional. Instead of overreacting, filter them.  By keeping your cool, you can handle those situations professionally.

Like I learned in officiating, most of the criticism you hear does not warrant a response. Think big picture and focus on completing the requirements you are assigned to do.

Micromanagers look for opportunities to tell you to get to work, even though they’ve probably done it many times before. They get their sense of worth by giving orders. They love busy work, spending most of their day checking things off their lists.

Interestingly, micromanagers are less interested in the results of the work, and more concerned with the process. When possible, they call meetings to discuss requirements that everyone already understands.

A meeting allows micromanagers the opportunity to shine. They walk in with a slick-looking planner, and a few #2 pencils. Upon reaching your spot at the table, you will find an agenda. Since you already know the work required from you and your colleagues, you focus mostly on the last item listed: Adjourn.

Make Them Feel Important

The best way to get along with managers who want to watch your every step is to make them feel important. You can tell them you appreciate the effort they are making, and that the constant reminders help you stay on track.

Here are a few comments that might work:

• “Dan, I appreciate your email this morning regarding the proposal. I noticed that you left a voicemail before lunch to remind me. I will make sure to get it done by COB today. Have a wonderful day!”
• “Jane, I did leave 15 minutes before 5 pm today. The training ended a bit early, and I wanted to beat traffic. As you know, I usually work 30 or 40 minutes longer each day. However, I understand that 5 pm is the end of the day, and will make sure to stay here until that time.”
• “Randy, I’m sorry that I forgot to get your approval before scheduling the meeting with our project team. The customer contacted me this morning, and I needed to run a few items by the team. The issue was minor, and I knew you were meeting with the director, so I didn’t want to bother you. I understand your policy of getting approval before calling a meeting with more than three people. The meeting lasted only 10 minutes, and the customer is happy with our response. Regardless, rest assured that I will get clearance from you in the future.”

Focus on Your Work

No matter how hard you try, it’s near impossible to change the micromanager’s modus operandi. They are going to manage the only way they know, which is constantly looking over your shoulder. Because they are vigilant in their approach, they are qualified for middle management positions. In essence, they are excellent checklist people, and top management understands that these individuals serve a useful purpose.

From your standpoint, stay focused on your requirements. Just as important, though, understand that getting along with micromanagers is important to your success. You must learn how to coexist with them.

Working with micromanagers adds a new dimension to your workday. Be aware of the policies, and do your best to follow them. However, you must continue to be innovative, creative, and agile. For the organization to prosper, it is essential to have individuals who are willing to cause waves here and there.

Most of you get a little nervous when you know the company president will attend one of your meetings, especially if you are tasked with an agenda item. For the most part, you want to avoid saying anything stupid. While you should be concerned about what you say, you can’t take a programmed approach in which you fail to address the core issues.

When speaking to individuals high on the totem pole, you must be yourself. Of course, that’s assuming you have a professional flare about you. The leaders of your organization want to know that the strategy or vision is being implemented through solid operational plans. They understand how a big idea is broken down into action-oriented tasks. It’s your job to communicate how that work is taking place.

Remember to focus on the customer. The products or services you sell are secondary. You must first be clear regarding customer expectations, and other variables that affect how the customer uses what you sell. As a seller of mobile phones, for example, you want to know the “hot buttons” that lead to a sale. Is it the device itself? Are the customers more interested in the coverage area? By understanding the customer, you have a clearer idea of what the company president truly wants to learn during the meeting.

Here are a few comments you want to avoid when a company leader is attending your meeting:

#1: “We have no process in place around here.”

The fact is that you might have zero processes; however, we must avoid the “blame game.” If a process is nonexistent, talk about how you will create one. In other words, a leader wants to hear how you will solve the problem, and not how you will use the current problem to affect how work get done.

#2: “In some cases, we don’t have time to train our salespeople on the new products.”

This one will cause you a few problems. Every leader understands the importance of training. When employees have the knowledge and skills to do their work, performance improves, and this creates momentum for the organization. By saying that training is sometimes ignored, you are pointing the finger at a manager, who is the person responsible for knowledge sharing.

This training conversation should occur before the meeting. In the meeting itself, you spend time discussing how your new training program ensures that everyone is prepared to do their respective work.

#3: “I’ve done this, and I’ve done that … and so on!”

Here recently, I recently attended a meeting in which one employee had an informal conversation with the CEO after the gathering. She talked endlessly about her “radical” changes, and how they contributed to the bottom line. To be fair, her work was important, and had made a difference. However, she had at least five people on her team who also worked nonstop to make it a success. You must avoid the urge to take full credit. When you do, you will alienate your team members, and next year’s “informal conversation” with the CEO will be far from cozy.

Relish the opportunity to speak with the CEO. When you do, keep a professional attitude at all times. Make sure you are focused on issues that affect the bottom line. The company president is a big thinker, and that person is mostly interested in the value you provide to the end customer.

The fact is that you are not going to work in the same company from start-to-finish. I remember beginning my professional career at Shell Oil Company in 1990, and I thought that I would retire with the oil and gas company. It was a genuine but naïve belief.

In many cases, you find a better opportunity and you take the leap. In some situations, you are asked to leave because of performance issues, lack of fit, or just because you don’t see eye-to-eye with your manager.

The separation process is usually better when the employee makes the decision to leave the organization. Most employers understand that people make these decisions in hopes of bettering their situation. However, when someone is fired, the separation is difficult both on the employer and employee. Firing people is no fun, and getting fired is even less fun.

Here are three reasons you should leave your company:

#1: No more room for advancement.

Most people want bigger challenges andhope this upward mobility is possible within the organization. I have an acquaintance who is still working in a data processing-type job even though she is near completing her MBA. Her employer increased her pay by $6,000 during the recent performance appraisal review, but she stayed in the same position. She is stuck in a dead-end job. Her employer is being a bit selfish by increasing her pay in hopes that she stays longer, but she has her resume out in the market knowing that it’s time to make the move.

#2: Lack of interest in employee development.

Some organizations do very little to improve the skills of their employees. Providing a training program requires an investment in both time and money, and some corporate leaders are unwilling to do either. As a corporate trainer, I see the enthusiasm of employees when they attend training sessions. They are eager for new knowledge, and will take advantage of training sessions focused on leadership skills, technology, project management, critical thinking, and managing conflict. By improving these skills, the employees are far more productive in their work responsibilities.

#3: Dislike for current work.

I spoke to a colleague a couple of weeks ago, and she said: “You know … I really don’t like what I do here. It keeps me busy, but I hate Mondays! In fact, I hate nearly every day that I have to come to this job!” It was obvious that she was not happy, but she had not even updated her resume. While she didn’t like her job, it was now a routine, and somewhat of a comfort zone. In other words, it was easier for her to stay in a job that she didn’t like than to start over somewhere else. It’s weird, but this is a common occurrence for many employees. Before long, years and decades pass, and the employee is still unhappy.

Making a change can be difficult. However, you must focus on what is going to make you happy long-term. The change itself will test you, but the benefits of working somewhere that you like outweigh the bit of discomfort that you will experience during the transition.

It never fails! There is always someone in the office who wants to talk only about what he has done. If it’s not about him, it’s usually about his kids, a vacation they recently took, or the electric car he purchased over the weekend.

It’s always something, right?

We You should talk about the good things that happen to you. The point of this article is not to discourage you from sharing good news. However, you must avoid the endless focus on yourself. When you do, others often become envious. In some cases, people really don’t care that you are experiencing positive events in your life.

Here are three reasons you should temper your enthusiasm and avoid talking about yourself:

#1: Your boasting can alienate others.

If you are doing well, others will know. There is no need to speak endlessly about the MBA you just earned, or the promotion given to you during the last round of performance evaluations. Your accomplishments are important to you, but other people in your office are more concerned about where they fall in the pecking order.

Your management team should know about your accomplishments. Put together a brief email detailing your recent success, and send to your manager. Of course, you must add to your resume. You can now move on to the next goal on your list.

#2: Others can sabotage your career.

While a few of your close friends might be happy to hear that good things are happening for you, others will look for ways to put you down. Those who are doing nothing to improve their careers will assume the spoiler role.

Here are a few comments you might hear:

• “I can’t believe she is working on her MBA. She should spend more time taking care of her kids. I hear her husband is basically the mother and father to the kids.”
• “He took that promotion to Shanghai mostly because no one else wanted to go. He’s in for a rude awakening with that position. I’m sure that culture shock will bring him back to the States with his tail between his legs. He’s stupid!”

“From what I’m told, her raise is only 5%! I received a 3% increase, and I never work on the weekends. I’m glad she’s doing all the hard work. Think of it … she earned only 2% more than me. I’ve got this system figured out!”

#3: Leadership focuses on the success of others.

While your accomplishments are important, and should not be ignored, you must spend most of your attention helping others succeed. Once you reach a new plateau, some positive-minded people will come to you for guidance. Take the time to show them how they can reach important milestones in their career. If they do not come to you at first, look for opportunities to share your information. When you help others succeed, you become a difference-maker, and these actions will lead to big opportunities.

We all desire to share our accomplishments. That is natural. However, let’s be careful with our approach. Instead of telling others how much better you are, you should consider a servant leadership role. In essence, you use your position and knowledge to help others realize their goals. This strategy will bring more value to your organization, and will undeniably provide you with a higher level of self-fulfillment.

Many people like the idea of telecommuting, or working from the house. You can work in your pajamas, avoid the rush hour traffic, and stay away from the office politics. These are big advantages, and cannot be discounted.

However, working from home is not for everyone. Some who work remotely complain about the feeling of isolation, lack of networking opportunities, and having to balance work and family responsibilities.

The purpose here is not to discourage telecommuting; rather, I want to share the challenges faced by off-site employees. Before accepting these types of positions, make sure you understand the requirements. A notable characteristic of telecommuters is the ability to work with little guidance or direction. By their nature, they are self-starters, task-oriented, and able to work without the need for constant encouragement.

#1: You love interacting with people.

If you are the type of person who loves hanging out with co-workers, going to the morning and afternoon coffee breaks, and participating in the weekly Happy Hour session, telecommuting is probably not for you. Working from home means that you are away from the office, and interaction is done by email, instant messaging, Skyping, or texting.

Those who need the physical interaction with other employees are going to have a tough time adjusting to telecommuting. Avoid accepting a position merely because it allows you the flexibility to work from your home. You must consider what excites you about the work environment.

#2: You have a hard time separating family from work activities.

Working from home means that your family is going to be near you – in the same house! While you can be productive when your spouse is at work, and the kids at school, how do you maintain that level of effectiveness at 4 p.m. when the family is at home?

A colleague who works from home for a major insurance carrier told me that it was tough for her to do her activities while her husband and kids were playing outside the house. She could hear them having a great time, but she had an EOB deadline preventing her from joining the fun.

Even though you work from home, you still have requirements and deadlines. If they go undone, your boss will wonder if you are the right person to handle remote work. Failing to deliver on expectations is magnified with telecommuters because productivity is based on deliverables. If you fail to deliver, you are failing to meet expectations.

#3: You are a Theory X employee.

If you remember from your management class, McGregor labeled workers as either Theory X or Theory Y. Theory Y employees love challenges, and seek opportunities to be accountable. In short, they are go-getters.

On the other hand, Theory X employees shun accountability and instead want to be told what must get done. I used to have an employee who had the following Post-It note on your monitor: “Don’t make me think! Just tell me what to do!” That’s the definition of a Theory X person.

Theory X and telecommuting don’t mix. A person lacking initiative will fail as a remote worker. If you are more of an order-taker and less of a thinker, stay away from home-based employment.

The point here is that telecommuting is not for everyone. You must do an inventory of your strengths and weaknesses. While working from home offers many benefits, there are sacrifices as well. If you prefer a smile and a pat on the back, and if you enjoy the sense of belonging to a team, keep the office position. You may not be able to work in your pajamas, but at least you will be happy.

I recall a situation in which my boss told me the following: “Jimmie, I’ve known you to be a good employee. You work hard, and you have the skills to be a top worker here. However, in recent months, your performance has declined, and I’m unsure if I can assign you to a project team.”

No high-achiever wants to hear this from a manager. You want to be the “go-to” person on the team. When a key work assignment arises, you want to be on the list to assume it. Even if you do not have the bandwidth to take on more work, you want to be considered, or at least offered the opportunity.

Here are three strategies that can help you regain the confidence from your boss:

#1: Get your regular work done on time, and without seeking a pat on the back.

The fact is that no one, especially your boss, wants to hear the many hours that you put in over the weekend to complete an assignment. I understand that it’s admirable to go the extra mile, to put in more effort during the weekends and to make the necessary sacrifices to meet deadlines. However, for high-performers, doing more is standard operating procedure (SOP) and not an unusual activity.

Whether you like it or not, the bottom line is results. I had a client who would often say, “Don’t tell me about the labor pains. Just show me the baby! “ To get back on the good side, do good work on time and stay off the “screw-up” list. If you’re meeting expectations, your manager will know.

#2: Volunteer to help your team without seeking approval from the manager.

It’s unnecessary to email or call your manager to get approval to help a team member. You understand when a co-worker needs assistance, and there is no need to ask your manager if you can contribute. A leader doesn’t need approval.
Find out how you can help your team member, do the work, and get back to your normal activities. Your manager will soon learn that you exceeded expectations.

#3: Implement a best practice for your department.

I’m sure that you know of many deficiencies that exist in your department. Lean Management teaches the importance of creating more value to the customer by eliminating unnecessary steps or resources. In other words, you create a more efficient work environment.

If you work in a medical practice, for example, look for opportunities to improve patient satisfaction. You can suggest ideas that speed up the check-in process, or improve the insurance payment process by verifying the patient’s records. There are many ways to improve processes, and you have a golden opportunity to make a noticeable difference to your department and ultimately to the organization.

As stated earlier, there is no need to make big announcements when you have completed a task or a project. The subtle approach works best. The goal is to complete your work, help your team succeed, and stay off the radar.

Rest assured that good work never goes unnoticed. Before long, your boss will be looking for you to take on more responsibility. Once you show that you are capable of handling bigger assignments, your opportunities will increase. Remember that top-performers will keep the pace, constantly looking for ways to make a difference, even when their hard work is not immediately noticed.