Top

I Didn’t Tell You Because I Thought You Knew

April 26, 2011 by Joyce Richman · Leave a Comment 

A recent letter writer suggested that employees, the newly hired and the barely there,  would benefit from understanding that employers have some very basic expectations of them.

I heartily agree.

In fact, here’s one boss’s secret copy of Here’s What I Didn’t Tell You Because I Thought You Knew.

  • This place is called “Work”
  • Get to work earlier than on time (and that’s based on my watch, not yours).
  • Get to work earlier than on time every day (based on my calendar, not yours.)
  • Get to work prepared to do our work (which doesn’t include doing your personal bookkeeping; shopping; and arranging of your social calendar).
  • Make and receive personal telephone calls at a place not called “Work”.
  • If you’re the first one out the door at the end of the day, you’re leaving here too early. If  you’re the second one out the door, you’re still leaving too early. If you keep it up, don’t let the door hit you on your way out.
  • Wear clean, closely woven, free of slogan clothing not so baggy as to hide large animals nor so brief as to reveal more than any of us need to know about you.
  • Do the job I hired you to do.
  • Leave people alone to do the jobs I hired them to do.
  • If you take something, put it back (here, not where you live).
  • If you ask for something, say please.
  • If you are lucky enough to get it, say thank you.
  • If you make a mess, clean it up.
  • If you make a mistake, take care of it.
  • I’ll give you a raise if you follow through, follow the rules, follow me and you’ll get it  when I say so.
  • I’ll give you a promotion  if  you do everything on this list,  get along with everybody especially me and you’ll get it  when I say so.

This couldn’t be your boss? Well, check out another boss’s misplaced version of Here’s What I Didn’t Tell You Because I Thought You Knew.

  • I don’t care what time you get here or what time you leave, just get the job done, on time and accurately.
  • The job has more to it than I told you, because I forgot to tell you at the time.  So watch out, I’m going to critique you for what you didn’t do because I didn’t tell you. And, don’t go there. I’m not going to change.
  • Anticipate. That’s what I want from you. Think ahead. Anything that can go wrong will go wrong unless you have a plan to make it right.
  • Come to me with solutions. I’m not paying you for problems. I get them for free.
  • I’m not going to say you’re doing a good job. I expect you to do a good job.
  • I’ll tell you when you’re doing a bad job. I’ll only tell you once. So listen.
  • Don’t ask me for pay increases or promotions. You’ll just put me in a bad mood. I’ll give you what I think you deserve. Just get the job done.
  • I am moody. It doesn’t (usually) have anything to do with you. Don’t worry about it. I worry enough for both of us.

I haven’t tagged your boss yet? Well, I rummaged around and guess what I found. Yet another undisclosed version of Here’s What I Didn’t Tell You Because I Thought You Knew.

  • Play nice.
  • If you have a problem with someone, talk to them about it. I don’t want to know.
  • If you have a problem with me, talk to someone else about it. I don’t want to know.
  • You may have guessed by now, I don’t like problems.
  • So, please, play nice.

The bottom line is this: There are as many expectations of employees as there are different managing and leadership styles. You don’t get to choose. You work with what you get. If you are equal parts observant, clairvoyant, savvy and responsive to the culture where you work and have as much substance as you have style, you’re going to make it.

* * * *

Yes! You may use this article by Executive and Career Coach, Joyce Richman, in your blog, article in your blog, newsletter or website as long as you include the following bio box:

Joyce Richman (www.richmanresources.com) has been specializing in executive and career coaching since she started her own practice in 1982. She works in a variety of environments including: higher education, manufacturing, sales, marketing, media, technology, pharmaceuticals, medicine, banking and finance, service, IT, and non-profit sectors. A member of the adjunct faculty at the Center for Creative Leadership, Joyce is certified to administer a number of feedback and psychological instruments. Joyce is a weekly guest on WFMY-TV and the career columnist for The Greensboro News & Record. She is the author of Roads, Routes and Ruts: A Guidebook to Career Success and co-author of Getting Your Kid Out of the House and Into a Job. A popular speaker, Richman conducts seminars and workshops throughout the United States, Canada and Europe. Her coaching profile can be found at TheCoachingAssociation.com.

A 360 Degree View

April 19, 2011 by Joyce Richman · Leave a Comment 

The trend toward 360 degree performance appraisals can be more of a jolt  than the faint of heart can handle.

Back in the old days, which can be as recent as a few minutes ago, high ranking employees could stay in their jobs,  earn substantial bucks, and be as good or as bad as they always had been. That was when an annual review came around as often as a bicentennial event.It’s not that employees haven’t wanted to know where they stand, and how long they were going to stand there. The problem was no one wanted to be the messenger, particularly  if the news was bad.   Few employers were providing any feedback that was timely, substantive, and constructive.

Enter the advent of 360 degree performance appraisals. Employers learned that they could deliver feedback from the perspective of many, instead of a few, and that leavened the dread of giving it. Because of that, increasing numbers of companies signed on to the concept. Employees, many for the first time, were finding out what their colleagues thought of them. The  results were certainly revealing, sometimes surprising,  and depending upon your perspective, pleasing, awful or something in between.

Helen, not from here but could be, was a physician who chose to leave private practice to join a large pharmaceutical company. She said she wanted to make a difference in more people’s lives than the relative few that she could minister to in her daily work. She believed that her choice had been a good one. She enjoyed her work, her company, and her colleagues. She just found out that they didn’t enjoy her.  Her 360 degree feedback told her so. Helen’s feedback report came from her boss, several peers, and direct reports.  The largely anonymous (she knew who her boss was) and aggregated information described her as an explosive bully. Her abrasive and arrogant behaviors caused her employees to feel inadequate and devalued.

Helen saw herself as a standard bearer in her field, a take charge person; gutsy and tenacious. She knew she was arrogant even if others hadn’t reminded her of that fact. She knew that she was impatient with those who didn’t get it (and very few did). But she cared about her work and the impact that it had. She thought that was enough. Helen’s career was running off the rails. Should she try to hang on or leave before they fired her? If she stayed, she would  have to convince everyone that she was worth salvaging. She would have to make the changes that she needed, and make them stick. If she hesitated too long, the choice wouldn’t be hers to make. She knew she had to take quick action but couldn’t get past her anger and humiliation. She felt blind sided, primarily by her boss. ”I had asked him, more than a few times, what he thought of my performance. He  gave no indication that he was displeased.  In fact, the only negative he mentioned was that I should consider working harder on my people skills.”

John P. Kotter, author of Leading Change, (Harvard Business School Press) describes his view of the “Organization of the Future.”  He envisions “a day when big egos and snakes are eliminated from promotion lists, no matter how smart, clever, hard working, or well educated they are. Such people kill teamwork. They create problems today, but in a more rapidly changing future world, the consequences of their actions might well become completely unacceptable.” Sometimes you have to confront  snakes and big egos. Sometimes it’s incompetence or disorderly conduct. Whatever that nasty thing is,  confront it. Do it quickly, specifically, directly,accurately, and fairly. Confront it  while there’s still time to turn it around. If 360 degree performance appraisals can make that a more palatable process, climb aboard. If you combine ongoing personal feedback with collaborative and aggregated feedback, you can touch all the bases. Delivering the message is only the beginning. The true challenge comes in reasoning through what it means, and what the impact of  ”doing it differently” can be.

* * * *

Yes! You may use this article by Executive and Career Coach, Joyce Richman, in your blog, article in your blog, newsletter or website as long as you include the following bio box:

Joyce Richman (www.richmanresources.com) has been specializing in executive and career coaching since she started her own practice in 1982. She works in a variety of environments including: higher education, manufacturing, sales, marketing, media, technology, pharmaceuticals, medicine, banking and finance, service, IT, and non-profit sectors. A member of the adjunct faculty at the Center for Creative Leadership, Joyce is certified to administer a number of feedback and psychological instruments. Joyce is a weekly guest on WFMY-TV and the career columnist for The Greensboro News & Record. She is the author of Roads, Routes and Ruts: A Guidebook to Career Success and co-author of Getting Your Kid Out of the House and Into a Job. A popular speaker, Richman conducts seminars and workshops throughout the United States, Canada and Europe. Her coaching profile can be found at TheCoachingAssociation.com.

Job Insecurity

April 12, 2011 by Joyce Richman · Leave a Comment 

Feeling insecure at work? Want some fear insurance? Make a plan. Everyone needs a strategy that’s ready to launch when necessary so that there’s no need to be afraid.

“What if I’m laid off? Who will take care of me? Who will help me?”

We get downright childlike when the “I don’t want to think about it” actually happens. It’s the grown up version of “I want my mommy!”

It’s understandable that employers and employees are spooked. Click on the news and there’s a story about cutbacks. Some unsuspecting folks learned of their imminent demise when reading the morning paper.

If the best defense is a great offense here’s a sound strategy that incorporates three initiatives

  1. Figure out what you do best.
  2. Write a resume based on a positive track record.
  3. Network

Of the three, most people find that networking is their greatest challenge. They think networking means glad handing strangers and asking for jobs. That’s not what it is.

Targeted networking is meeting with like-minded people you know personally, who do work that is similar to what you do or want to do, and brainstorming ways and places there are opportunities for you to do the same.

During the course of the conversation your contact will ask you to clarify your career goals and to describe the kind of assistance you’re seeking. (If you’re not sure, you’re not ready to network). State outright that you’re not asking for a job or for them to find you a job. Say that you value their opinion (you shouldn’t be talking to them if you don’t) and are looking for ideas and suggestions of people to talk to or companies to contact. Then pay attention, take notes, and probe for more information when you hear something you don’t understand. Take it to the next level by making the calls your networking contact recommends. Repeat the process.

At the close of each meeting, ask for a business card and suggest a follow up conversation. Send a thank you note that highlights the gist of the conversation. “I appreciated your advice regarding _________ and will act on that immediately.” The more contacts you develop the greater likelihood that you will find the right job. Next initiative: resumes.

A resume writer, program, or internet site is only as good as the information you enter. You’ll need names and dates of colleges and universities attended and degrees completed; start and end dates of places of employment; names, addresses, and telephone numbers of places you’ve worked; job titles and responsibilities for each position you’ve held; and three accomplishments for each of those positions. I figured I’d get your attention with that last one.

Accomplishments: that’s where the rubber meets the road.  What did you do that advanced the company’s market share, introduced new products, streamlined processes, improved distribution, saved time or money? Bullet point, validate, quantify.

Shun the resume that ‘s overwritten, overblown, or overwrought. It doesn’t matter if a resume service or computer program cranked it out; your name is at the top. You, not spell-check, are accountable for how it looks and what it says.  Edit. Then give to someone else to edit.  Then edit it again. Next initiative: what do you do best?

“Tell me about yourself” is a popular question that causes otherwise articulate people to babble. They don’t know what they’re supposed to say or where they ought to begin.  Rewind. The questioner is really asking, “What do you do best?”

What you do best is what you most enjoy doing and want to do more. It’s when you’re most effective, it’s knowing where you want to go next and what you want to achieve as a result of having gone there.

Practice weaving your comments into an answer that takes no more than a minute or two to complete. Your reaction to that probing question opens the door to a purposeful exchange between two intelligent and informed people.

Now that you have a strategy you can listen to the news, read the paper, and get back to work.

Caring for the Caretakers

April 5, 2011 by Joyce Richman · Leave a Comment 

This April 10 – 16 is National Volunteer Week.

Individuals who choose careers in the non profit world of human services are a particularly hearty lot. They do more with much less and  try harder because giving up isn’t an option. They lead, follow, direct and manage kindred spirits who join them in believing that what they do makes a difference, and those who benefit, deserve the chance it gives them. Read more

Bottom