Author: Dr. Flores Page 34 of 44

Most of you understand the benefits of a promotion. The fact that you are moving forward and not standing still is a positive sign. In fact, most people who shoot for the status quo end up going backwards. Why? Doing nothing means that you are actually falling behind, and eventually you will become obsolete. When you are obsolete, you are replaced, and others wonder why it took so long to get rid of you.

There are strategies you can implement today to make yourself more marketable within your organization. I am not going to share anything totally new, and it will not be too difficult to put into practice. The hard part is recognizing the areas for improvement, and making the investment in change. That’s right! You will need to transform into someone else.

#1: Determine the High Priority Work

Here’s a fact: The routine work that you do can be done by someone earning minimum wage. If you define work as checking email, you have a mediocre mindset. I understand that reviewing your email is important, and you must do it everyday, but busy work will not set you apart from the rest of the pack.

Here is how you can be different: You receive 50 emails per day. From those emails, you determine the five that are most important. You want to know which ones contain action items that must get done ASAP. The trick is to spend the rest of the day working on those five items. The other 45 emails can wait for another day. In fact, in some cases you can ignore them altogether. Your day should consist only of doing meaningful work. Do everything possible to delegate low-level tasks, or those 45 other emails.

#2: Be Visible – Don’t be Casper the Ghost!

You are right … the opposite of visible in invisible. When you are asked to attend a meeting, show up and do your part. Practice Management by Wandering Around. You want others to see that you understand the requirements, and you are willing to do your part. If your team is working on the weekends, you should also participate. In other words, when work is important, you are available. This advice alone can quickly move you to the front of the line.

#3: Avoid the Petty Stuff

“Sir, I can’t stand working with Beth. She is moody.” Who really cares if Beth is moody? I know I don’t. I know moody people who are high-performers. Here is another fact: I think it often takes a moody person to determine if someone else is moody. Right?

Stay focused on what matters the most. You are hired to deliver results, and you must have the ability to mesh the different personalities. It is impossible to find a homogenous workforce, so be prepared for conflict. Be ready for people to complain and to tell you why things can’t be done. You must avoid this problem. Take a big picture perspective. You were assigned objectives, a deadline, and a particular result. Regardless of the petty stuff that surfaces, get the work done. In the end, nothing else matters.

These three tips can make a huge difference in your career. Remember that thinking “small” will lead to “small” results. In fact, those who understand how the pieces are integrated will eventually surpass you. Assume full accountability for your future, and avoid getting bogged down by the stuff that doesn’t matter.

On a recent trip to Rome, Italy, I was reminded of how a simple basket can increase sales. The day before returning to the States, I decided to buy a few souvenirs for friends and family from a makeshift store right in the middle of Campo de’ Fiori.

After a few minutes of shopping, my hands were full. Noticing my predicament, the Bangladesh-born owner subtly offered me a small basket in which I could place the objects. Before long, I had the basket full of souvenirs, and even some I might have skipped had it not been for the shopping comfort provided by the basket.

Share a Basket

How does your organization make it easy for your customers to shop? How do you provide the right infrastructure to make buying easy and seamless? The customer’s level of buying is usually based on comfort level, and we must do whatever possible to make the experience enjoyable.

Keep your eye on the customer during the buying experience. If you have a clothing shop, offer to store some items near the counter while the customer continues to shop. If you are too busy to do this, it’s time to hire. This practice is simple, but it can generate significant sales and goodwill.

Basket Shows Ownership

Once a product is placed in the basket, the customer feels she owns it, which is as good as a sale. The customer is going to place less value on a product she returned to the shelf, or one that is nearly falling out of her hands. You need to help the customer own the product.

Think of the test drive when shopping for new cars. The salesperson is going to ask you to take it for a spin. The goal is to feel yourself driving down the street in your own car. You can feel the ride, and imagine the positive comments made by your friends. You feel important!

Intangible Products

Not every basket is the same. If you sell intangible products, such as vacations, education, and financial investments, the basket is somewhat imaginary. However, the potential is even bigger because the basket has no limits. You help the customer determine how much she can fit in the basket.

Imagine you are helping a couple plan a romantic vacation. You can select the location. Perhaps, you can recommend Paris, Barcelona, Rome, or possibly a Mediterranean cruise. When the couple makes a decision on the location, the size of the basket is selected, and you can make appropriate recommendations. If they select the cruise, you can recommend the spa and even some romantic excursions. The seller’s responsibility is to listen to the customer and offer ideas that make sense. It is unprofessional to push products or services that are misaligned with the goals and objectives of the buyer.

The basket approach can improve the level of customer support you offer, which directly translates to increased sales. To succeed with this approach, you must know what you offer, and how it can benefit the customer.

By offering your basket in a natural and genuine way to the customer, you can expect loyalty in return.

There was a time when people thought they would work for the same employer forever. Today, it’s unusual to hear someone say they plan to retire with the company for which they currently work. In fact, many people are applying for a new job within months of accepting an offer.

Backing Into a Job

A large number of people back into their jobs. In some cases, they were looking for anything that would generate an income stream. The pay was not great, and neither were the benefits, but the cash flow helped pay the mortgage. They promised themselves that they would not be in the position for long, but soon learned to like some aspect of the work.

After several years, you even qualify for a promotion or two, which came with raises. The money is still not great, but you fear the unknown, and you want to avoid starting over. Eventually, however, you are ready for a change, or you hear that cutbacks are coming soon, and you jump to a new employer, hoping things will be better.

Know When to Resign

Avoid the mentality of giving your job just one more year. If you are no longer happy where you work, it’s time to get going. The situation is not going to improve. In other words, you will not be happier next year. In fact, you will likely resent that you wasted another year.

Make sure to improve your qualifications. It’s essential that you develop the important skills in high demand today, such as leadership, speaking, technology, and critical thinking. Look for training opportunities both in-house and externally. You must be prepared when the opportunity arises.

Take a Proactive Role

Make sure to set a date when you plan to make the move. With this in mind, search for jobs that interest you. You are looking for meaningful and challenging work. Be careful not to base your decision solely on compensation. For many people today, a flexible work schedule is far more rewarding.

You should network as much as possible. The most coveted positions are not always advertised. Do whatever possible to interact with decision-makers. Avoid complaining about your current employer. No one wants to hear about how depressed you are with your work. Make it clear that you are looking for a new opportunity where you can make an impact. A professional and energetic attitude is more likely to open doors for you.

Don’t Look Back

Once you’ve done your homework, make the move and get off on the right foot. You will encounter challenges, to be sure. However, you will be prepared to overcome these obstacles because you are now on the right track.

To make the climb up the ladder, get yourself in a position in which you learn from your manager and other leaders within the organization. The top-notch people in any organization have excellent interpersonal skills and have developed the ability to make decisions the right way.

Resigning from a job is far better than being asked to leave. Either way, though, it’s much better to have a landing place of your choosing when it’s time to go.

Over the years, I have interviewed for my share of positions. I’ve also been on the other side of the table and interviewed many people. In some cases, I participated on hiring panels or committees, and have learned the interests or “hot buttons” that hiring managers love to hear from candidates.

Back when I was in college, I remember a class that required learning interview skills. I went to the bookstore and purchased a book with 100 interview questions. As part of my self-development process, I decided to type a response to all the interview questions in that book, such as:

• Tell me about yourself?
• What did you least like about your last boss?
• What makes you unique?
• What is the most difficult situation you’ve faced, and how did you handle it?

These are the common interview questions, and many of you know the drill. I must say this was a valuable exercise for me that is beneficial even today. The book provided “best answers” to these questions, which allowed me to quickly differentiate myself from other job candidates.

The field is more competitive today, and you must be prepared for situational questions. There are some responses that push you to the front of the line. If you use them at the right time, and with the right question, you will likely receive the congratulatory phone call.

#1: “I’m a firm believer in Management by Objectives (MBO).”

MBO is an approach in which the employee and manager get together early in the year to discuss the key objectives for the year. For example, a budget coordinator will ensure that all information is collected from departmental managers, submit that information into the financial system on time, and provide reports to upper management. The budget coordinator should also attend meetings, training, and pursue professional development. Throughout the year, the employee meets with the manager to keep her abreast on progress related to these objectives.

A hiring manager appreciates hearing that you are a self-starter. No one has time to micro-manage, and the fact that you understand the importance of meeting objectives gives you an edge. Make sure you understand the MBO process so that you can have an intelligent conversation during an interview. I recommend using examples that show how MBO made you more productive in your previous organization.

#2: “I understand that we must leverage the talents of our team.”

This comment is related to the “I’m a team player,” but you need to take a different approach. Working in teams is critical in today’s organizations. Work has become too specialized, and employees have unique technical skills that make them valuable to the operation.

The word “leverage” here is music to the ears of a hiring committee. It means the following to me:

• This person understands how to bring pieces together.
• This person has leadership qualities.
• This person understands the big picture, and appreciates the talents of others.

In other words, you demonstrate the importance of finding the right people to do the right things at the right time. That is a tremendous skill that will set you apart from others.

Outside of these tips, you must have a pleasant and professional demeanor. You should also avoid the impression that you want to make radical changes. The first step is to get hired. Once that happens, you are ready to become a meaningful contributor.

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.