Loyalty on the Front Line

It wasn’t that long ago that business hired receptionists and clerical staff  to answer phones, set appointments, do some billing and, generally speaking, manage the public. They wanted these folks to be warm, friendly, helpful, and have a good work ethic. Now those jobs are called “front line” and they come with a warning: “be careful out there”.

Companies still want their employees to meet, greet, and serve the public in ways that are inviting and encouraging. It’s just that front line employees are having a hard time dealing with an impatient, frustrated, understandably irritable, sleep deprived public that is unnerved by the considerable unknowns of recession and terrorism. This new breed of customer (client, patient, patron) wants what they want when they want it and will not tolerate anything short of complete and immediate submission and compliance. Although understandable, it’s not possible nor advisable.

Call them support or samurai, this isn’t the job they thought they were getting (at minimum or near minimum wages), and they aren’t going to keep taking it unless they’re supported and encouraged by the team they’re hired to protect and defend. Employers, already burdened by high costs and low profits can’t afford to pay more yet know they need to do more.

Here’s what they can afford to do:

Include these staffers as part of your team. Keep them in the loop regarding business developments and growth opportunities. Offer them ways to enhance their education with workshops and seminars; upgrade their skills with tutorials and classes; help them increase their ability to make a difference to you, the company they serve. And let them know that you appreciate their efforts.

People want to make a difference where they work, no matter what their job or level of perceived importance. Companies that do an excellent job of retaining their workforce, treat everyone as a valued employee. If customer service is #1, they treat their employees as they would their customers. They grow their own talent, promoting from within whenever feasible, and hiring from outside when they cannot; making sure that new hires are respectful of a culture built on a foundation of mutual regard and respect, without exception.

They encourage employees to maximize their talent and minimize their weaknesses, not the reverse. They delegate authority along with responsibility so that employees who demonstrate an ability to make good decisions are given the opportunity to do just that.

They cross train because it’s good for the employee and it’s good for the business. Employees want to learn new skills. Yes, it makes them more marketable and if you’ve created a place where they like to work, you’ll reap the benefits of what you’ve taught, because they’ll stay.

That takes us to the subject of loyalty, a subject that companies and employees alike ruefully describe as a remnant of the past. Is it gone or have we forgotten what it represents?

Let’s remember: Loyalty is a shared experience. It begins with our understanding and agreeing with the other’s mindset or vision. It takes root when we see the role the other can play in moving that vision from ideology to outcome. It flourishes when all participants play their part, when the mutual effort is successful, and when all involved reap the benefits of that success. Individual loyalty survives setbacks when there is mutual trust, when we’re honest with each other and share our information frequently and  consistently. It survives misunderstandings by confronting problems and each other with candor, consideration, and objectivity.

If you assume that you buy loyalty with a paycheck or the acceptance of one, you will all be disappointed and grow increasingly cynical. Loyalty must be practiced, as you would practice any skill worth having. To take it for granted is to give it up.

Front line employees, from ground troops to mail carriers, medical receptionists to customer service reps, deserve our recognition that with or without title, designation, certification, or degree, they step up and do the job for each of us, everyday, because they believe it’s worth doing. It’s up to each of us to demonstrate our appreciation through simple acts of courtesy, consideration, and respect.

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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.

Successful Applicants Ask Good Questions

Successful job applicants know how to ask good questions. Good questions let interviewers know that you’re curious; you’ve done your homework; you’re listening to what they’re telling you; and you want to find as good a match as they do.

Good questions focus on the future and explore ways that applicants can contribute to the company’s goals and objectives. Good questions keep the discussion energized and positive. Bad questions sound critical, cynical, confrontational, and close-ended.

Good questions: What are the qualities of your most successful employees? What are some of their greatest accomplishments? What direction is the company heading? What would you like me to achieve in the first 30 days, 60 and 90 days on the job? What training would you like me to complete so I can get up to speed as quickly and effectively as possible? What do you consider important for me to know about this business culture?

Good questioners demonstrate their listening and processing skills by connecting, combining, and confirming key elements of the conversation with good builds. For example:

“Tell me more…” “Please expand your thinking about…” “What I understand you to say is…”

Good questions open the discussion, invite interviewers to educate, elaborate and inform, to be experts, to be good stewards of the company.

Good questions, asked badly, suggest that questioners already know the answer, want confirmation or recognition of their points of view, or are trying to control the conversation. Examples are: “Is (or isn’t) it true that…?” “Can you confirm that…?” “Would (or wouldn’t) you say that…?” Each of these leads suggests the obvious response is a “yes” or “no”. Close-ended questions can stop the conversation in its tracks or take it in a direction that neither the applicant nor the interviewer want to go.

Bad questions focus on “What’s in for me?” These questioners want to know about compensation, benefits, vacation, time off, and exceptions to the rules (“If I’m supposed to start work in the next six weeks that just won’t happen.  I have to go on vacation… I bought my tickets before I knew I’d be interviewing for a job… they were expensive… my family is counting on me to attend…”)

Bad questions target what’s broken and who broke it. Instead of asking, “Why did you fire the last person who held this job?” ask, “What skills and abilities are you looking for in the person you hire?”  Instead of asking, “Why is this company in so much trouble?” ask, “What direction is the company heading?”

Applicants who solve problems want problems to solve and can turn potentially bad questions into good ones with lead-in statements that explain why they’re asking. For example, “I’m a problem solver by trade and training. I add value and contribute most when I protect your bottom line by finding ways to save you time and money. With that in mind, what are some of the challenges the company is currently facing and what are you looking for in the candidate who’s right for this position?”

Applicants who see themselves as efficient (and others may see as impatient) experience frustration and irritation when having to wait to ask questions that concern them most: Will you pay me what I think I deserve? Will you promote me quickly and often? Will I get the insurance coverage I need and the vacation time I deserve? If you cut to the chase too quickly you’ll be cut from the competition. You’ll have time and opportunity to get your answers after you’ve been made the offer and before you decide to accept it. In the meantime, stick with questions that keep you in the game.

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Yes! You may use this 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 he 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.

Placing Our Challenges in a Time Capsule

Time Capsules. Why would anyone in 2110 be interested in what we did or thought in 2010 if no one seems to care about what we’re thinking or doing right now.

“That? We did that.” “Been there, done that.” “Oh no, not that!”

Are they likely to be intrigued by the artifacts of our technology? Influenced by the incivility of our interactions? Impressed by the chaotic management of our business processes?

We haven’t done a great job of learning from the past and here we are, sending a message to the future. That’s taking procrastination to a whole new level.

Instead of boxing up a time capsule of errors and omissions for an unknown generation some 100 years hence; let’s create time release capsules and open them often, consistently, and over time while we can still do something about the challenges we face.

What should be included? How about:

The best ideas of the week and why they worked. Names of the people with the best ideas and how they got their points across. Names of the best implementation teams of the week and how they did what they did to deserve the honor.

Another week’s worth could be:

The biggest blindsides of the week and steps you’ve taken to correct them. The biggest blindspots you have and what you’re doing to reduce them. The biggest blinders you wear and what you’re doing to remove them.

And a third week’s worth:

The best leads of the week and who got them, the best deals of the week and who did them, the best saves of the week and who made them.

Opening the capsule now enables you to learn from an immediate past to avoid repeating errors, to confront what’s not working and replace it with what is, all while keeping an eye on future goals and objectives to achieve them.

If you don’t, you’re rehearsing mistakes to the point of forgetting that’s what they are. The most common problems you’re apt to encounter aren’t mechanical, they’re human. When a part breaks, you do whatever it takes to get it fixed. When the problem is your colleague, the human tendency is to wait, avoid, and hope the problem will go away. It won’t and will become increasingly difficult to handle.

Handle your problems now.

Keep your comments direct, descriptive, objective, and non- judgmental. Here’s an example:

You’ve become increasingly frustrated with a peer: “Our team meetings are always held on Wednesdays at 8:30 a.m. You’ve been a half hour late the last three times we’ve met. Because your project is key to our current change process we’ve not been able to begin the meeting without you. Your colleagues have indicated their frustration and it’s impacting your credibility. Let’s figure out how to make this work for everyone.”

Then use basic negotiation strategy: Get tough on the problem (and go easy on the person); find out what you don’t know; stay objective; brainstorm for solutions; decide on an action plan that benefits everyone involved.

It takes practice to get better at this “appropriate confrontation” stuff. That means starting now. Anything else is procrastination and belongs in a time capsule.

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Yes! You may use this article in your blog, website 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 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 www.thecoachingassociation.com.

Hats Off to Those Leading the Nonprofit Sectors

Here’s to you who direct non profit agencies. Your challenge is Herculean. You’re called upon to be all things to all people and to smile beatifically while you’re doing it.

You are supposed to lead, manage, empower, empassion, conceptualize, sanitize, systemize, and fund raise on a shoe string budget and a strung thin staff.

The boss is your board, the public is your client, and you are your most severe critic. And that’s just part of the load that you carry.

You supervise the activities of countless volunteers so that money can be raised, and important goals can be achieved. Your organization can not function successfully without them.

You appreciate your volunteers and tell them so, as often as you can remember (along with the others things you’re trying to remember; like when you last cleaned your house or visited your in-laws).

Those cherished volunteers (and may their numbers multiply) come from all walks of life and all levels of experience. They are independent, self reliant people. They aren’t paid for their time or effort. They offer both freely because they want to. As noble as that is, and as good as they are, there’s a challenge that accompanies such a gift.

They don’t have a boss and don’t want one. They don’t have to show up on time, or even show up. They don’t have to complete a job or stay until the job is done. That’s the whole idea. That’s why they volunteer: to make a difference, but to do it in their own way.

In a perfect world, it works perfectly. Volunteers universally step up to the plate. But in the world where you live, it can feel more like herding cats. You encourage here, and cajole there, and sometimes feel that you’re running in circles, just trying to keep everything and everyone on track and moving forward.

So many masters. So little time. Especially if you put too much pressure on yourself. As a director, you can meet and exceed probably two thirds of what is reasonable to ask of yourself. It’s not that you can’t do it all, but that you insist that you can.

Optimistic board members want to believe they can hire miracle workers who squeeze water out of rocks (or squeeze the work of ten out of a payroll of three), and envision more than possibly be attained. Their newly minted, altruistic directors arrive filled with inspiration and boundless energy. If they spin themselves into a frenzy proving that they can achieve unrealistic goals, they run the risk of burning out on the very fuel that got them there in the first place.

The most savvy directors know how to lead people, manage process, and massage egos. They know that the most critical measure of their success is dependent upon their ability to build, value, and sustain a team of staff and volunteers that complement each others strengths.

They realize that their paid employees aren’t in it for the big bucks or high falluttin’ titles, so the successful leader takes time to listen to ideas, reinforces initiative, appreciates effort, and says so, with gusto.

They can turn a “no” into a “yes”, and “why you can’t” into “here’s how you can”. They do it consistently and they do it often.

They state their expectations early, clearly, and completely to staffers and volunteers alike.

They take time out to celebrate every victory, as a team.

They realize that everyone wants to make a difference, in their own way.

The most effective board members believe in the organization’s mission, connect with its message, and work together to make it happen.

They follow through when they say they will and say so when they know they can’t.

They provide guidance without guilt, and support without strings.

They understand that commitment is defined by their time, talent, and the intangible spirit of doing whatever it takes.

We all benefit from the work of non profit organizations. Some of us are direct beneficiaries and realize that we couldn’t have made it, emotionally, financially, or physically, without their help. Others of us benefit indirectly by the assistance our neighbors and friends receive at a time of need.

We are all enriched by their presence.

They help us become a community that cares.

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Yes! You may use this 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 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 www.thecoachingassociation.com.

Lonely Layoff? Get Moving!

It’s easy to get stuck between lonely and cranky when you lose your job, particularly when your neighbors and friends still have a job to go to. You know you have to get on with life and start interviewing, but you’re having a tough time getting off the couch and putting on your shoes. If that’s your situation and you have the energy to read this column, I have some ways to remedy your situation.

Begin by confronting your feelings. You’re going through a difficult experience and it’s natural to be bombarded with a variety of emotions, everything from disorientation to denial; guilt to grief.  Be patient with yourself. You can’t rush feelings; they unfold in their own time. So deal with them, and they’ll pass, even though it’s slow going.

You may get in a habit of sleeping in or hiding out. Whatever you call it, it’s time to rejoin the living. One of the best routes to reentry is through exercise, which is as good for your head as it is for your heart and all your other parts. Whether you power lift at the gym or power walk in the neighborhood you’ll start feeling better about yourself.

Once your energy’s returned and your optimism restored, you’re ready to launch your search. There’s plenty to do, so dig in.  Start with your resume. Organize your information in reverse chronological order, listing job titles, locations, employment dates, duties and responsibilities. Quantify your accomplishments.

Next, write a basic cover letter that accompanies your resume. You can customize it later. Keep it simple with three brief paragraphs: The purpose (the reason you’re sending a resume), rationale (how your experience demonstrates you’re the one for the job), and expectation (the date you’ll call to secure the interview). That’s it.

Now you’re ready to Network. Let your friends and acquaintances know that you are looking for a job by describing what you want to do and why you’re good at doing it. Ask for suggestions of people to contact, and offer to keep in touch regarding your progress.

Prioritizing and time management will offset procrastination. Know what’s most important, make a plan, then do what you find most difficult, first, what you find easiest, last, and stick with the program five days out of seven. You’ll have the weekend to do it the other way around.

Next on your list of must do’s: What do you want in your next job? For some, it’s more of the same, for others, it’s a clean break from the past. If you’re heading down a trail you’ve never been before, you’ll benefit from the advice of those who have already completed the journey as well as those whose business it is to advise about such things. Once you get the direction sorted out, describe it to others in ways they can understand so they can help you get there.

Now it’s time to make a list of individuals who can directly or indirectly connect you to the job you want. Who are the people who know people who hire people? Here are a few ideas to jump start your thinking: the person you sit next to at a ball game, religious service, concert, or dinner party. The person you typically stand next to at a soccer match, meet in the grocery store, or visit at a coffee shop. Former or current classmates, work mates, play mates. And what do you say after you ask them how they, their kids and the job is doing? If you’re changing career paths, try something like this:

“I’ve given a lot of thought to my next career move and what I want to do: (describe what it is and why you’d do well). I’d like to speak with people who do similar work and who enjoy it. They might know of businesses that could benefit from my interest and abilities. Who do you suggest that I contact?”

For every setback we experience, we learn important lessons about life and about ourselves. It takes courage to do something productive with what we learn.

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Yes! You may use this 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 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 www.thecoachingassociation.com.

Thinking of Making a Career Change?

You may have friends who changed careers when it didn’t look like they needed to. You may have wondered what gave them the courage to believe they could start over, doing something they’d never done before. You may have marveled at their immense pride in even modest success.

“Could you do that?”

You may have known others who walked away from seemingly comfortable careers and life styles to follow a dream. Their stories didn’t end as well. They lost their savings and worked several jobs just to pay bills. They’re miserable.

“Could that happen to you?”

How come it works for some and not for others?

The most successful career changers take the time necessary to know what they’re leaving and why they should. They know where they’re going and most of the steps it takes to get there. They’re emotionally prepared (as one can be) for personal and professional setbacks. They are sufficiently capitalized to get through start up without having to compromise their basic savings. They are calculated risk-taking optimists with one eye on the future and the other on the road.

Successful transition begins with self-awareness: an ability to objectively evaluate your state of being in conjunction with your state of doing. In other words:

Are you well matched to your work?

You perform tasks and interact with people. Do you have a proper balance between the two? Do you need more of one and less of the other?

What do you value most about what you do, where you do it, and who you do it with? How do your values compare to those demonstrated by your business leaders?

Are you optimistic about your career’s future? Do you believe that your area of specialization will continue to be in demand?

Are you doing what you need to keep pace by taking essential courses, reading, and learning from others?

Your continued career satisfaction is enhanced by your ability to objectively respond to the above and to determine where you stand.

It’s not unusual to find that people can be well matched to their work, share values with their organization, have the proper mix of tasks and people in their workday, believe their career’s future to be relatively safe, and still be unhappy.

How do you fare when you put these into the mix:

Recognition. Are you acknowledged for your work effort? Are you fairly compensated? Are you perceived as accountable as well as promotable?

Economic security. Are you concerned about your financial future? Do you fear that your company will be closed or purchased by a company with deeper pockets?

Control. Does your authority match up to your responsibility? Are you second-guessed or micro-managed? Conversely, are you pushed beyond your capacity in both your role and your learning curve?

Belonging. Do you feel that you are an essential player on a well managed team? Does the team communicate effectively and synergistically? Are managers communicating directly and honestly? Do you agree with the direction the company is taking?

What do you have in your career that you want to keep? What are you missing that you want to have? What questions do you have that you want to have answered?

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Yes! You may use this 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 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 www.thecoachingassociation.com.

Do’s and Don’ts in Your Career

If you like self-help articles that give you five ways to do this and five ways to do that, today’s column doubles your pleasure or diminishes your fun: Ten ways to get derailed and ten ways to stay on track.

1. If you expect your workmates to understand your bad moods, tolerate foul language, and ignore big blunders, you’re in for a bumpy ride: they can’t, they don’t and they won’t. Instead, clean up your act, learn from your mistakes, improve your likeability and you’ll last longer and go farther.

2. If you hide in plain sight, letting your co-workers do all the talking, or you disappear, letting your co-workers make all the decisions, you’re AWOL and looking for trouble.

Appearances count. Prove that you make a difference. Do your homework. Work on what’s important to the people demonstrating a commitment to excellence. Talk with influencers about the key challenges facing the company. Be a resource, (“How can I help?” “How can I support you in your efforts?”) and show that you’re willing and able to step up and pitch in. Ask questions, offer perspective, and take action.

3. If you consistently ignore deadlines or create log- jams so others miss theirs, you’re more hindrance than help. When you meet deadlines and help others meet theirs, you create a perception of trustworthiness, credibility, responsibility and a reputation typically reserved for keepers.

4. If you isolate yourself and utter “not my job” sentiments you won’t have a job to be sentimental about. Team players are counted on to step up when it counts, not when it’s convenient. They work synergistically, not as loners. They’re flexible, responding to needs as they occur. They’re solution focused and action oriented, letting go of the past, living in the present and moving to the future.

5. If you advance your career at the expense of others you’re going to land someplace you don’t want to go. Instead, use your considerable talent to advance the company. Lead by example, involve others in strategic thinking; developing and implementing action plans designed to enhance opportunity for all those willing to dedicate themselves to the effort.

6. If you dress down for the part you used to play the introductions and opportunities you want will go to someone else. If you dress for the part you want to play, and introduce yourself to decision makers and influencers, you’ll tap into opportunities others didn’t know existed.

7. If you avoid risk, preferring to stay in your comfort zone, people will see you as stuck, unwilling to try new approaches and learn new ways of thinking or doing. Instead, take calculated risks. Learn to adjust to others needs and behaviors by engaging more, asking more, listening more and responding in ways that demonstrate your desire to communicate more openly and proactively.

8. If you stop learning you’ll stop growing. If you stop growing, you’re not worth the salary you’re getting. Instead, learn from strategic leaders and share perspectives with knowledge managers. Educate yourself and encourage others to do the same through cross- functional and international assignments, cross- cultural awareness, formal instruction and informal training. Consistently apply what you learn to what you do.

9. If you knee-jerk your responses or speak out of both sides of your mouth, you establish yourself as inappropriate, untrustworthy, or both. Instead, think before speaking or taking action, and demonstrate integrity through principled behavior.

10. If you open objectionable websites or send off-color, off-putting emails consider the consequences: everything you receive and transmit is on record and property of your employer. It’s not worth the risk. Conduct yourself professionally in person, in meetings, on the telephone, when using fax machines, copiers, scanners, and computers.

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Yes! You may use this 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 he 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.

Some Questions Answered

Here are two “role-play” responses to questions you’re asking…

Q: “In one of your recent columns you said that we shouldn’t initiate networking calls to prospective employers on company time. When are we supposed to make them? After we get fired? We should be able to make calls on the clock as long as we don’t make a big deal about it. Please comment.”

A: Rather than battle the pros and cons of the subject, I’ll focus on the nub of the question:  When are the best times to make networking calls? When you and the person you want to reach are both at work but off the clock.

Your target audience is working hard, balancing competing demands, trying to get as much done as daylight hours will allow. Like you, many have gotten into a habit of extending those hours, going to the office early, staying late, and working through lunch to keep within sight of what’s most pressing. That’s why you can reach them between seven and eight in the morning, during the noon hour, and between six and seven in the evening.

Keep your objective in mind. The people you’re calling have potential as prospective employers or networking leads. Your goal is to create sufficient interest so that they’ll agree to meet with you.

They answer their own phones because they’re there and their telephone screeners aren’t. Acknowledge that you are an interruption. If you’re lucky, you’ll have 20 seconds to turn your interruption into an opportunity.

“Mr. Jones, this is Sam Seeker. I’m calling at the suggestion of our mutual friend, Bill Smith of the XYZ Company. Bill said you’re a great problem solver, relationship manager, and a wise counselor. Would you be willing to meet with me, briefly, to brainstorm about my job search and critique some possibilities I’m currently considering? I’ll be very respectful of your time. (Pause for response. If positive, continue.) Great, when are you available?”

Next question…

Q: “I’m sick and tired of my employers always asking me to work all hours of the day (and night) to get their work done. I obviously need another job and a boss who won’t take advantage of my dedication and work ethic. What job should I be looking for?”

A: Rewind. This sounds more like a communication problem than a job problem, and a classic example of the proverbial chicken or the egg question. What comes first, the employer who asks too much of an employee or an employee who takes on more than she can handle? There are unspoken expectations, misplaced intentions, and mixed results, on both sides.

Your boss gives you the impression that she’s insensitive to or unaware of your need for work/life balance, limits or boundaries. In turn, you may be giving her the impression that implies your willingness to do “whatever it takes”. You end up feeling used and unappreciated. Nothing will change until each of you communicate your meaning to the other and recognize the impact of what’s left unsaid.  Since you posed this question and not your boss, I suggest that you begin the dialogue. It might go something like this…

“Helen, I enjoy my job, and hope I’ve been successful in demonstrating my dedication and work ethic by the quantity of work I complete and the accuracy of the work that I produce. (Pause for a reaction. If her response surprises you, clarify its meaning before resuming the conversation).

I’ve come to realize that I’ve not done a good job of communicating my need to establish a balance between what I’m asked to do and what I am capable of managing, in the time frame you’ve allowed. I’d like to have that conversation with you, at your earliest convenience.”

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Yes! You may use this 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 he 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.

Passport 2 Success

WFMY News 2 Television station is hosting a career event June 24, 2009 in Greensboro, NC.  The event is called Passport 2 Success and features a pathway for participants to travel and connect with 11 different coaches with varying expertise and backgrounds.

Two TCA Coaches, Joyce Richman and Barbara Demarest, will be featured.  Joyce currently appears on WFMY offering career and executive coaching advice.  She is serving as one of the sponsors and hosts of the event.  Barbara Demarest will offer “curbside” consulting to up to 250 participants during the 8-hour event.  Barbara’s will offer coaching to participants interested in using online tools in managing their career transitions.

More information about the event can be found on the WFMY News 2 website.

http://www.digtriad.com/news/local_state/article.aspx?storyid=125845