Month: October 2014

Most of us want to be more than just the status quo. We work hard to excel, to be something more. However, from time-to-time, we say or do things that make us appear mediocre. For example, we might complain about how many times we’ve been passed over for a promotion. Expressing frustration is fine, but accepting a “victim” mentality is counterproductive to our future growth.

By becoming accountable for everything we can control, we avoid the “average” mentality. It’s best when we look inward when problems or issues arise. Let’s resist the temptation to blame others for the tough times we are experiencing.

#1: Can’t stop looking at the clock, especially near 5 pm.

We all want to get home at the end of the day, and that is normal. However, I know many people who turn off their minds around 4:30 pm, if not earlier. They are ready to end the workday activities, and get home as soon as the clock strikes 5 pm.

An average person is a clock-watcher. We need to work up until the assigned time, and more when necessary. If you are unhappy where you presently work, and can’t wait to get out the door, it might be time to visit Monster.com.

#2: Envious when others do well.

The average person doesn’t have the desire and wherewithal to do better, or to go the extra mile. For that reason, it’s far easier to speak badly about those doing well.

The negative comments include:

• “Mary just received the promotion to Branch Manager. She is way out of her league!”
• “Sam finished his doctorate last week. I’m sure the student loans will make him file for bankruptcy!”
• “No one really cares about management positions here. Jack is stupid for working so hard.”
• “Darlene’s presentation was just okay. The content was suspect. The execs were swayed by the stupid animation. Other than PowerPoint skills, she is mostly incompetent!”

Instead of criticizing others, it’s more prudent to work on our skills. The competition is fierce, and sitting still will lead to obsolescence.

#3: Constantly expecting positive encouragement.

An average person loves non-stop encouragement. When they stay an extra 15 minutes after work to work on a job assignment, they make sure to let their manager’s know. They want to make sure others know they have done a bit more than is expected.

Positive feedback and encouragement are important in employee development, to be sure. However, top performers are focused on deliverables, and understand that the big rewards come down the line. In other words, they have the confidence to perform the work, even when encouragement is lacking.

The average approach is easy. It’s similar to quitting. What does a quitter do? Nothing! We must avoid falling in the victim trap. This occurs when we feel that the system is against us. We feel helpless.

The fact is that the system is structured to help us succeed. However, success will only come to those who are action-oriented. We must assume full responsibility for our work. We cannot wait for things to fall into place. Instead, it’s imperative that we ensure that we are prepared for the opportunities when they arise.

Ownership means that you are accountable for your work. You make sure to understand the requirements, and commit the necessary effort and resources to deliver on time, within budget, and to the customer’s satisfaction. You understand that your work will help the organization meets its current and long-term goals.

Those lacking the ownership mentality are heard making the following comments:

• “I do what I’m told and nothing more.”
• “I’m not going to kill myself working weekends so that our owners get paid the big bonuses.”
• “If only the customers knew the poor quality of products we produce here.”
• “The problem is marketing. They need to do a better job creating a brand. Until they do that, there is nothing we can do on our side.”
• “That training was worthless! Instead of training, we need a pay raise.”

Passing the buck is a troubling sign. You must go beyond the work you are assigned to do. To develop an ownership mentality, you must know how the different components affect each other.

Here are three ways you can develop the ownership mentality:

#1: Become an owner of problems.

You are hired by organizations to solve problems. In fact, you are a professional problem solver. The bigger problems you solve, the more you are compensated. Once you identify a problem, you must do whatever possible to own it. The issue will only be resolved when someone assumes full control.

For example, the sales manager is concerned that the sales team is successful in scheduling appointments with prospects, but the closure rate is declining. Upon spotting this trend, the sales manager hires an external consultant to train the team on how to focus on expressing the value of the products and services to the customer. Once the problem is identified, the sales manager assumed ownership, and provided an immediate solution.

#2: Avoid blaming others… for anything.

Ownership assumes that you are in control of the problem. You will undoubtedly run across slackers, and even those who avoid the work altogether. When you own the problem, you focus on the individuals who get the work done, and not on those who are just along for the ride.

As a leader, avoid blaming others, especially as an excuse for work that went undone. Instead, inform your leadership team that you are working to identify the quality resources necessary to meet the objectives. This attitude alone sets you apart from the majority of employees.

#3: Finish what you start.

One notable sign of the ownership mentality is finishing the work assigned to you. Many people are gung-ho at the beginning of assignments, but that enthusiasm wanes within a week or so. You must be different. As the owner of a problem or issue, you keep your foot on the gas pedal until the requirements are met. Even when the work intensifies or loses its glamour, you keep going. Your focus remains strong.

The majority of people lack the interest or desire to develop the ownership mentality. These same people complain about politics, and other reasons why they are stuck in a rut.

You are different. You understand that success in your organization comes to those who are willing to assume accountability for the work that matters most. As a big thinker, you not only understand what must be done, but you are also committed to doing the work, even when praise is scarce.

How long does it take you to get going at work? For many, it can take two or three hours to start working on the activities that really matter, creatively procrastinating what should be done immediately. The reason you delay the important tasks is because they are harder to do, and generally not as fun as other day-to-day activities.

Here is a typical early day schedule for low-producing employees:

8:00 am           Boot-up the machine
8:05 am           Open and review MS Outlook
8:20 am           Get some coffee
8:25 am           Strike-up a conversation with co-workers
8:35 am           Still talking to co-workers (Dancing With the Stars discussion)
8:45 am           More talking with co-workers (complaining about too much work)
8:50 am           Back to the desk to re-review email
9:00 am           Work email looks challenging. Time to check personal email.
9:20 am           Get more coffee
9:25 am           Bathroom break
9:35 am           Make a call home to make sure all is okay, and check on dinner plans.
9:45 am           Look out the window and dream about 5 p.m.
9:55 am           Back to the desk – not sure why
10:00 am         Ok – time to get some work done around here!

Many employees waste valuable time early in the day. You can take a different approach and take control of your day. The earlier you tackle the important work, the more productive you are to the organization.

#1: Determine what is not urgent, but important.

Dr. Stephen Covey mentions that you should spend most of our time on issues that are important, but not urgent. In other words, you need to avoid chaos management. You need to identify the activities that must get done. For example, you have a presentation that is due next week. It’s best to work on it today. You can start doing the research, collecting the data, confirming the attendees, and so on. If you delay the issue becomes important and urgent, which creates a stressful situation.

#2: Create your plan.

Instead of that long coffee break, get a blank sheet of paper and create an outline of the work that you must do for an upcoming project. Determine the information you need, the resources required, and the funding necessary to meet the objectives. By putting the activities on paper, you kick-start the process. Your manager will appreciate that you can conceptualize these high-level assignments. In essence, you are strategizing, which means you are thinking like a leader. The work is now assignable to others because they have a clearer understanding of the requirements.

#3: Get to work!

Now that you know what is important, and you’ve created your plan, start doing the work. Don’t kill time talking with co-workers, calling home to see what’s for dinner, checking your personal email, or staring out the window. Put your head down and begin tackling Activity #1. The sooner you start, the sooner you will create tangible benefits for the organization.

Productive employees excel in ambiguous environments. You will rarely have step-by-step instructions. It’s your responsibility to make the complicated seem easy to understand. Finally, avoid looking for a pat on the back. Your manager will know you are doing excellent work.

The first two hours of your workday will ensure that you complete the critical activities each day. From a professional standpoint, this commitment will elevate you to a top-performer, and you will be on track to reap the benefits associated with that level of accomplishment.

As you apply for different employment positions, you are asked for letters of recommendation. Interviewers and selection committees are particular about the validity and reliability of those references. Make sure you take the time to “coach” the letter writer about the job expectations.

Here are examples that appear important, but are common in nearly all letters of recommendation:

• “Bob is an excellent team player. He gets along well with people.”
• “Andrea works well under pressure. In some cases, she can get the work done on the same day.”
• “Martin is a go-getter. He accepts any and all assignments.”
• “Janie is on the fast-track. She has been promoted every year, and we expect the ascension to continue.”

The statements above are canned, and a couple are even corny. You are looking for a testimonial that will differentiate you from the rest of the applicants. Being a go-getter is fine, but there are many energized and hard working people in the workplace. In other words, going 100 mph fails to make you unique.

Write Your Own Testimonial

When asking others to write an endorsement about my previous work, I offer to write it. I understand that people are busy, and I want to avoid waiting too long for the letter.

The conversation goes something like this:

Angela, as we discussed on the telephone, I need a letter of recommendation from a colleague who has a good understanding of my project management experience. You and I worked on the data migration project for six months, and you know my performance well. I can tell you are super-busy right now. Do you mind if I put together a rough draft of the letter? You can read it, and make any edits necessary.

The advantage here is that your letter will be specific to the position to which you are applying. You are going to focus on the key areas required from the successful applicant. Of equal importance, the letter will be done faster because you are doing the time-consuming work. You can expect Angela to be happy with this solution because you saved her valuable time. While she might be aware of your skills and competencies, there is a good chance that the information is not fresh. This is a win-win situation.

Comments that Differentiate You from the Pack

Your letter must go beyond the standard positive remarks. The selection team wants to read tangible examples. They want to know that you are accountable for the work, and that you understand how your role fits within the organization as a whole.

Here are few comments that are differentiators:

• In 2010, Adam became our Quality Assurance Manager. He implemented one program that reduced our defect rate by 20%. We estimated the cost-savings from this initiative at $1.5M.
• Our Service Desk was experiencing internal turmoil. We asked Jennifer to identify the problem areas, and make a presentation to our CIO. Within two weeks, the cross-functional team she assembled identified three areas that were causing the underlying problems. We implemented those recommendations, and today the culture is positive. We appreciated that Jennifer sought assistance from other key stakeholders. This approach resulted in buy-in when implementing the program.

An excellent letter of recommendation can make a huge difference. Take the time to write it on your own, and ask your colleagues to make any necessary edits. To differentiate yourself, ensure that you integrate examples in which you demonstrate your understanding of the interdependencies of the organizational components. In short, reinforce your knowledge of the cause-and-effect principle.

Many of us A lot of people talk too much, and some say the wrong thing at the wrong time. It’s crucial to learn the importance of silence, especially during sensitive discussions. In many cases, saying nothing is the smart move.

While getting my haircut at the local barbershop this week, the barber asked: “So, tell me … are you a Republican or a Democrat?” We all know this is a loaded question, and regardless of my response, he was going to make a point about it. I used a safe answer: “I guess I tend to fall somewhere in the middle.” The fact is that I do have a preference, but he doesn’t need to know that. I know his political preference, and I’m sure he and I think differently. By keeping my thoughts to myself, the conversation was steered in a different direction, and no feelings were hurt. Another point here is that he had the advantage by holding the sharp object in his strong hand.

Here are three times when keeping your thoughts to yourself is best:

#1: When you are asked to criticize others.

It’s unfortunate that much time is wasted to putting down fellow employees. You may be asked something like, “Janie, what do you think about Martin getting away with coming late to work two times this week?” You are being asked to participate in gang tackling Martin. This is an issue for your manager or HR to resolve, and not something requiring your attention.

#2: When a solution is identified, but others want to continue to brainstorm.

After a couple of hours, your team determines that outsourcing the data migration work is the best option, especially given the lack of internal resources and capabilities. Once the planning and analyses is done, it’s time for implementation. There is nothing left to discuss.

However, near the end of the meeting, the project lead says, “Ok, everyone, what did we miss? What else do we need to do? Does anyone else want to make any contributions?” No! The decision has been made. In many cases, the project lead has a difficult time closing the meeting because he is aware that the long and difficult work lies ahead. There is nothing else to contribute. Get an action plan. Assign the requirements. End the meeting. Get going!

#3: You are asked your opinion after someone is fired.

There is nothing else to say when someone is terminated. It doesn’t help to say, “Oh, Christopher was an overall good employee.” The decision was made, and feeling sympathy is a waste of time. On the flip side, you should not criticize the person who was given the pink slip. Make sure the process was followed, and get back to work.

To avoid causing any bigger problems, focus less on talking, and more on doing your work. A professional employee is one who stays away from spreading rumors, piling on, and engaging in petty activities. When you sense that someone is recruiting you to participate in any of these unproductive activities, kindly keep quiet.

On a Monday morning a few weeks ago, I went to the local police department to file a report for a stolen item. The detective worked me into his schedule at 7:50 a.m., and I made it on time. I approached the counter, which separated the attending police officer and me with a glass.

Officer: How may I help you?

Me: I’m here to see Detective Davidson.

Officer: Does he know you’re coming?

Me: Yes.  I have an appointment at 7:50.

Officer: Gimme a second [He makes a phone call].

Me: Ok.

Officer: He’ll be out in a few. You can take a seat.

When Detective Davidson came out to visit with me, I could tell that Monday came too quick for him. He looked tired, and the lack of energy showed on his face.

Det. Davidson: Tell me again. What is your case about?

Me: The stolen laptop we discussed on the phone last week.

Det. Davidson: Ok. Let me go get the paperwork.

The detective returned about 10 minutes later with the paperwork, and I provided the documentation needed for the report.

As I walked out of the station, I reflected on the attitude I observed from the employees. While I might be wrong, it appeared that many of them were going through the motions. I understand it was Monday morning, and it takes a while to hit one’s stride.

However, you can’t wait for anything to jumpstart your day. You need to be in control. When you have a plan in place, the day of the week matters little. You can be productive on a Tuesday morning, and on a Friday night.

Here are 3 tips to being happy at your work:

#1: Do what motivates you.

Are you doing work that excites you? If not, start developing a plan to make it happen. Did you dream of becoming a university president, but today you are a high school principal? You are in the right line of work, but changes are required for your dream to become a reality.

#2: Stop thinking it’s impossible.

You’re not too old. It will not take forever. You will not fail. If a new career is truly important to you, the obstacles and challenges can be overcome. You need to get started. Once you have traction, it’s only a matter of time for you to get to the finish line.

#3: Associate with a positive circle of influence.

Your network of friends and colleagues is an important component to your success. You want to avoid those who can hold you back. When you find these people, make sure to disassociate from them as quickly as possible. People who are going places are more likely to help each other reach their respective goals.

The hour or so at the police station reinforced to me the importance of finding an occupation in which I am happy. Making a change will be difficult, but the payoff is worth it. You might need to make an investment in your education or in specific training, which means many long hours, but this commitment is part of the sacrifice necessary to find the occupation that is right for you.

Once you are happy at work, Mondays are of little concern to you. In fact, you might get to the point that you are excited to see Sunday night end, so that you can start doing the work you love bright and early on Monday morning.