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.

Heads Up – The Future Has Landed

Too Much Aggressiveness Eventually Catches Up to You

Frank strode into the room like he owned it. He was tall, imposing, and downright charming. As soon as we sat down, it was another matter.  He cut to the chase: his direct reports were all wrong and his peers were all stupid. He had managed  to the bottom line, had pushed his people hard. He made money and that was what stakeholders expected of him. He didn’t have a problem, the employees did. And so did any fool who would listen to their empty complaints about him.

When Frank joined his company, he had an insatiable hunger to succeed. He knew what to do as soon as he signed on: meet the right people, move up, never over. Twenty  years later, against staggering odds and an even greater body count,  he had succeeded, with a vengeance.

Frank grew up in a mill town and hustled for nickels and dimes as soon as he could walk. He knew what he wanted before he could write his name. Frank was determined to make something of himself and never looked back. He came from working survivors of hard knocks and cold streets, who made ends meet with outside work and back room income.

As soon as Frank was old enough to leave the house,  he was selling something to somebody: newspapers, water filters, gas extenders; you name it, he tried it. He loved the chase, refusals were fodder for his “try harder” mentality. Inevitably, he’d win over his prey with a relentless drive to make it happen. He didn’t find joy in it, or satisfaction. He never would.

Frank became a popular subject for the business press. He was quotable, candid, and made himself  available. When asked, “what drives you?” he’d tell them the glaringly obvious. “If it was there, I wanted it.  And if I wanted it  badly enough, I’d push aside anyone or anything to get it.”

Frank knew how the game was played: do what you have to do; remember who pays your salary, and deal with the fallout  later. His bosses loved him, his raises and promotions proved that. His peers and direct reports didn’t love him, didn’t like him, and didn’t trust him. In the end, they made their point, and won. Bosses don’t fire you. Direct reports do.

Frank was a survivor who made his name salvaging situations no one else would touch. This time he had to salvage his career. He wasn’t going to leave without putting up a fight.

Frank’s boss had called me, asking if I would pound some sense into him. Frank was out of  time. He couldn’t turn this mess around;  he was history. Frank needed to learn what went wrong, what didn’t work; what to do differently.

Whether you employ someone like Frank or feel that this story could be about you,  pay attention to these fix it now suggestions:

• Watch what you say and who you say it to: If you’re overly aggressive,  you’re probably managing up better than down or over.

• Develop peripheral vision. Make others look good; give credit where it’s due; promote the work of your direct reports; act as a mentor; listen more than you talk.

• Watch your body language: Turning away from others or multi-tasking when they’re talking to you is off-putting at best, and arrogant at worst. Give undivided attention to the speaker, and ask questions to clarify what  you’re hearing, not to justify what you ‘re thinking.

• Watch everyone else: There’s plenty of feedback to be had by watching others watch you. Relationship building and maintaining is key to career success both inside and outside the company.

Who do you trust? People trust trustworthy people. Men and women of integrity are valued in reputable organizations. They have no need to hoard information so that others are overly dependent upon them. They are confident without having to build their self worth off someone else’s errors.

Frank got fired. You may have time to turn your career around, if you work at it. You’re too talented and too old to waste time blaming everyone else for your lapse in judgment.

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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.

Keeping Your Balance with Reorganization

Heads up, friends and neighbors. Companies are reorganizing and if you’re working for them you know what that means: the earth is going to move under your feet. If you want to keep your balance even as those around you might be losing theirs, think about what you want to do, what you say and who you to say it to.

Let’s begin with the “Don’ts”:

Don’t engage in a whisper campaign against management. In fact, don’t whisper about anything, even surprise parties. Don’t huddle in small groups, or large groups, or groups of any size.

Don’t hide. Don’t keep your head down. Don’t duck responsibility. Don’t shrug your shoulders. Don’t argue, defend, or attempt to explain why you’re arguing, defending, and explaining.

Don’t look for your boss. And if you locate him, or her, don’t make unreasonable requests (“You’ll protect me, right?”) or ask questions they can’t answer because 1. They don’t know and would rather not say, 2. They do know and have been told not to say, 3. They don’t know what they don’t know and that’s pretty embarrassing.

Don’t hang out with dooms-dayers, nay- sayers, boss bashing, hair tossing, eye rollers and co-workers prone to public meltdowns. They’ll drain the energy you need to stand upright and get your job done.

What should you do?

Push the negativity aside. There’s plenty you can do, and ought to do, every day to stabilize yourself and the people who work with you. Opt for solutions instead of problems. If you want to ask questions, ask what you can do to help in the transition. If you want to stay busy, focus on increasing the company’s revenues or improving its profitability. If you want to manage your emotions, control what you can and let the rest of it go.

The company is reorganizing. You should, too. Take inventory of your habits, behaviors, systems and processes and determine the ways you can save yourself and other’s time, energy, money, and aggravation. Instead of saturating yourself with blame for the situation you’re in, do something about it. If others are advancing because they appear to know more than you, do what they do; study, learn, and apply what you know in ways that can make an immediate difference for the organization. If they have the style and you have the substance and style appears to be winning, improve your style. Invite others to speak, to share their opinions, and add yours to theirs. Build bridges with ideas and connect ideas to actions that benefit the company.

If others appear to be advancing because they know the people you don’t know, do what they do. Put yourself out there. Introduce yourself to people you need to know and reintroduce yourself to people you need to know better. Go to meetings, get involved, get going on initiatives, and get back to the team with what’s happening. Get to know people who easily connect to people who have influence. Ask them what they need, and respond by telling them what you’ve done and can do and how you can be part of the solution.

If others are advancing because they have something to say; say something. Register opinions, offer perspectives, and advance ideas without having to be asked. Say what you mean like you mean it, without apology, hesitation, or fear of being second-guessed. Say it because it’s part of the answer, not part of the problem.

If others are advancing because they make decisions, be a decision maker. Get involved and involve others. Be informed and inform others. Re-affirm, re-think, re-invent, and re-organize yourself so that you add value to whatever comes next.

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Yes! You may use this article by Executive and Career Coach, Joyce Richman, 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.

It’s Always a Good Time for Change

According to the political writers, pundits, pollsters, and candidates, this is a time for change. Some describe change in ways that engage our hearts and imaginations. Some describe change in terms that are pragmatic and time bound.

When you call and email questions about jobs and your career, you want to talk about change. Some of your concerns focus on the future, some are about practical necessities, and some are fundamental to your systems of belief. You want to change jobs from the one you have to the one that’s a better match to what you aspire, do best, or value most. You may not be able to describe or define what change looks like (“I don’t know what I want to be when I grow up, I just know it’s got to be better than what I’m doing…”) but you do know this: 1. You are no longer satisfied with where you work or 2. Where you work is no longer satisfied with you. Something has to change.

When employers ask for team-building workshops, they want to focus on change. They’re changing the ways they do business; changing the expectations they have of employees; changing because everyone else is changing and to stand still is to fall behind. What does change look like? What are those expectations? They don’t say. What they do say, is what currently exists has to change, for the company to survive and thrive.

When companies hire and promote, they want those employees to enhance the company’s ability to assess markets, drive competitive advantage and seize opportunity. They want them to articulate vision, design strategy, consolidate power, and embolden teams to drive through to success.

Bottom line, they want to hire, train, and promote employees who can think strategically, design innovatively, and anticipate competitively. They want employees who are primed for change; who are and have demonstrated themselves to be intellectually and emotionally flexible, responsive, able to learn, go and grow in whatever direction necessary to both lead and respond to rapidly changing markets and economies.

If you’re looking for a job, this changing market demands that you change with it. That doesn’t mean you have to give up your foundational values or pragmatic responses or imaginative impulses. It does mean that you become increasingly mindful that openness and flexibility are more than buzz words reserved for interviews and performance reviews. Openness and flexibility can make the difference between getting hired or passed over; advancing or getting placed on the ‘do not retain’ list.

Openness: Your co-workers are as likely to live across the world as they are across town. You may speak to them daily and never see them. They may define time differently than you; they may not share your preference for action or your sense of urgency. They may prefer to go more slowly, to develop relationships, consider options, and process possibilities, over time instead of just in time.

Open your thinking to different ways of seeing problems before you begin to solve them. Shift from the limiting perspective of your comfort zone to the possibility that others see the world and its challenges differently from you. Open your thinking so that you listen and understand before you prescribe. Accept that the outcome you want or the problem you see can be different from what others experience or want to address. Open your thinking so that you understand that people of other cultures may be more rule regarding or open-ended, more deferential or authoritative, more direct or indirect in communicating ideas, than you. Recognize that insistence creates resistance and when that happens, nothing changes.

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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.

Jack of All Trades; Master of None

Bright, talented and articulate, he’s ready to do anything and seems poised to do it all. Yet he’s stuck.

He’s the pin of a pin wheel, seeing multiple possibilities spinning by and instead of grabbing hold, is overwhelmed by them all.

He’s concerned that:

He’s a jack of all trades and master of none.

His eclectic interests attract him to a variety of opportunities.

He can’t focus on one job and dedicate himself to it.

This Jack is frustrated that his path to success looks more like a circular driveway.

What’s needed here is a a healthy change of perspective.

At their best, jacks of all trades are multi-talented, knowing a little about a lot and having the confidence to try most of them. They learn quickly and apply their learning in practical ways. They are typically helpful, wanting to share their newly discovered abilities and are ready for the challenge that comes from learning in the moment. Mistakes become “teachable moments”. Possibilities become opportunities for success.

What’s the application?

Jack should learn to describe himself in terms of the projects he enjoys doing, and the style that he prefers using.

What’s the job title he’s looking for?

With a successful track record he can go for positions of Project Manager or Project Director.

What’s the difference?

Project Managers are more hands-on and better at coordinating projects than people. They prefer to take their lead from the one in charge, and deliver the goods based upon the boss’s concrete and explicit expectations.

Project Directors are charged with and enjoy the design, development and execution of the project. They are hands-off, preferring to delegate the details to those designated to do that work. They coordinate the people, who in turn, coordinate the project.

What’s the Good News?

Jack likes projects because they provide the challenge, variety, flexibility, mobility and closure that he craves and that enable him stay with an assignment long enough to complete it.

What’s the Bad News?

Jack has a short attention span. Once the challenge and excitement of a new project has passed, his interest begins to wane. If he can’t close the project in fairly short order, his mind wanders until he locks onto something more exciting.

Is there a fail-safe plan?

If Jack works on projects that he’s interested in and cares about doing, he’s more likely to stay with them until they’re done. Jack makes that happen by finding opportunities: problems that need to be solved to improve efficiencies or effectiveness. Employers prefer assertive, can-do self starters who initiate this process, rather than those who sit and wait to be handed their assignments.

What’s next?

Jack will have to discipline himself to prioritize his projects and limit their number or he’ll be stuck in the pinwheel again.

Jack will have to be persuasive to get the job done. Without having the line manager’s clout or influence, Jack will learn that finesse is as important as function.

Jack’s ultimate success will depend on his team’s success. As their leader it will be his job to ensure that they share a common vision and believe that it’s worth the effort to make it happen. If they trust Jack and he models the behaviors that he expects from them, they will trust each other to communicate openly, efficiently and effectively.

It’s high time that Jack decides to take the wheel instead of being stuck in the middle of it.

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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.

Take Time, Take Charge: Do Circumstances Block Your Way?

The answer lies somewhere in the pause.

How many situations have you made worse because you stepped in where you weren’t needed, said more when less was enough, and offered opinions when none were requested?

How many times do you wish you’d said more, because less wasn’t enough? When you wish you’d offered a kind word or a statement of support?

There is nothing heroic about speaking first if speaking last is the wiser choice. There is no grace in turning away, when everything within you says, “do something, now.”

There is no valor in taking action when none is needed; in making decisions when consideration is all that is required. There is no merit in taking control when control is not yours to take.

The answer, sometimes, is in the hesitation, the afterthought that was the right thought, after all.

A business owner complained, repeatedly, of having too much to do and not enough time to think. “I need time to set strategy,” he said. “I need time to meet with my employees and my customers. This ‘crisis management’ is killing me and killing my business.”

He called the other day. “Bummer!” he shouted, before saying hello. “Can you believe this? Our biggest project has been delayed, and now I’m sitting here with time on my hands and nothing to do. This wait is gonna’ kill me.”

When I reminded him of the strategy he so desperately wanted to set, the employees and customers he so urgently wanted to see, he didn’t respond. I asked to be sure he was still on the line.

“I’m here”, he said quietly. “I’m here.” More silence.

“I’m thinking. I’m thinking that it didn’t occur to me that this is my chance to take care of what I’ve put to the side. Gotta’ go. I’ll talk to you later.”

A few weeks passed, and he called again. He sounded great, his voice mellow, his tone relaxed. I shared my impression and asked him to account for the change.

“I didn’t realize I was so transparent, but I’m not surprised. I’ve had a great couple of weeks. I’ve had the time to do that “walk around” managing I’ve always enjoyed, and I learned more about our problems then I ever knew existed. The management and leadership teams have had meetings with production employees from each shift, so we can learn from the shop floor up, what we can do to work smarter.

We’ve gotten manufacturing, quality, sales, distribution, and customer service talking to each other, and not a minute too soon. They’re getting their problems figured out, and have scheduled time to talk with product development and marketing. Then I’ve got all of them talking with accounting, finance and legal so we can be sure to align our perspectives and positions with missions and direction.

I’m working as hard as ever but haven’t felt this good in years. I think this is what they call ‘business balance’.”

I asked if he noticed any change in the behaviors or attitudes of his employees.

“Absolutely.” he said. “Everyone seems to have more energy. They’re getting along. I didn’t realize how bad morale was until we started this.”

“And what’s the most significant change you see?” I asked.

“We’re taking time to analyze the situation and solve what the problem is, not what it appears to be. We’re taking time to listen to what people are saying, instead of assuming that we know without they’re telling us. We’re listening to our customers and responding to what they need instead of making excuses to cover the mistakes we’re making.”

If you’re like this hard-charger, you’re addicted to work and want to do it all. You won’t stop and don’t think until circumstances block your way. Then you blame yourself for the things you’ve left undone, and turn worry into problems of mythic proportion. It becomes a self-fulfilling prophecy.

Take time to take charge of your life and your business. Create mental and emotional space; gain perspective by taking stock; evaluate the inventory of what you’ve learned and make principled decisions that are based on doing the right things, for the right reasons.

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Yes! You may use this article by Executive and Career Coach, Joyce Richman, in your blog, ezine 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 TheCoachingAssociation.com.

Professional Maturity vs. Social Sophistication

He said that he was impatient, hard driving, focused, bottom-line. That he had trouble with people who wanted to think aloud, taking everyone’s time, noodling about what ought to have been immediately clear to everyone present. That his idea was good, it was the right thing to do and the right time to do it. So, he did what any clear thinking person would have done, he blew up. Well, not totally. But he did say in very emphatic terms that he wouldn’t sit through these interminable meetings and have his time wasted by individuals who didn’t know enough to speak intelligently about the subject at hand. With that, he left the room.

He thought the subject was closed. He made his point. What was left to say? Plenty, apparently. He was informed that he was to apologize, immediately, to the management team, or be denied the promotion and salary increase that he had so long worked to attain.

He was willing to meet, he said, to explain his position. “Not good enough,” he was told.

“Why should I apologize?” he screamed into the ear that I was holding at a respectful distance from the telephone receiver. “Why am I the bad guy and these idiots get away with making it so? Why should my career be threatened because they don’t know the truth when it smacks them in the head and kicks them in the behind?”

“Do you want me to respond or do you want to keep venting?” I asked.

“I want to know how to answer them without feeling like I’m giving in,” he said. “I want to explain myself. I realize I was too emotional. But I won’t apologize for anything else.”

“What’s your ‘end’ in mind,” I asked. “What do you want to have happen as a result of that conversation?”

Silence. I didn’t hear him breathe.

“Good question,” he said. “And I don’t have an answer.”

I knew then he was ready to listen.

“Being ‘right’ isn’t reason enough to demand that others agree with you. Being ‘right’ isn’t sufficient cause for others to abandon their perspective.”

“Okay. Maybe you’re right. What am I supposed to do? I’ve got integrity and I won’t compromise it to pander to people I don’t respect.”

“If you don’t respect the people on your team, why are you working for that company?”

“I misspoke. I do respect them. They’re smart, they’re smooth, and they’re sophisticated. To tell the truth, and I hadn’t thought about this until just now, I don’t think they respect me. That’s why I get angry.”

“Why wouldn’t they respect you?”

“Well, they went to ivy-league schools and have advanced degrees. They know how to dress, and what to say. They pick the right restaurants and choose the right wines. They’ve got class. I don’t. I didn’t get that in my house. Believe me, I wouldn’t trade my parents or my life, because that’s how I’ve gotten as far as I have, but I sure could use a little more polish.”

“What would polish do for you?”

“I’d be more patient, more understanding, I’d listen better because I wouldn’t feel like I always have to prove myself.”

“What do you have to prove?”

“That I have a right to be in the room. I have a right to a seat at the table. And I’ll fight for that right because I’ve earned it and I’m not going back to how I lived or where I lived, ever again.”

“It sounds like fighting for that right will guarantee you a ticket to where you don’t want to go.”

“Looks like it.”

“You’re smart, you’re quick, you connect the dots while others are still arranging them on the paper. You’re creative and passionate. You have everything that you need to succeed but…”

“But?”

“You have lessons to learn:  There are more ways than your way to solve problems, craft visions, and initiate processes. You can be intelligent and have viewpoints that add value and not be demeaning to others. It’s about professional maturity, not social sophistication.”

“It’s about winning as a team and beating the competition instead of beating up the team and losing my chance to play.”

“You’ve got it.”

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

Joyce Richman (www.richmanresources.com) has been specializing in executiveand 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 TheCoachingAssociation.com.

Is the “Tough Gal” on the Derailment Track?

This gal is tough. She’s smart, quick, aggressive, and focused. You better know what you’re doing or she’ll nail you, whether you’re in a meeting with clients or sitting down with your boss and the CEO.

She’s arrogant. She swaggers when she talks, and she’s dismissive of any opinion that doesn’t agree with hers. She keeps her job because she delivers. She keeps her promises and she makes money.

Her peers, subordinates, even her bosses find her hard to take, and she succeeds despite them, probably because she keeps getting promoted. There’s no holding her back and no one wants to. “Let her make money and stress out somebody else.”

But is she a bad employee? A negative influence? Since it’s all in the eyes of the beholders, let’s talk to a few of them and get their fix on the situation:

A direct report says, “As a woman, I like having a woman boss and I like the fact that she’s strong. Yes, she can be over powering, and yes, she can be intimidating, and yes, she plays like the big boys, and I like that. I can learn from her, a lot of women can learn from her. Is she perfect? Far from it. She expects a great deal of herself, and expects too much from us. She has the energy and capacity to work 24/7 without acting frazzled or looking frayed around the edges. She wants us to keep up, and not complain about the pace and standard she sets. We can’t do either. Many of us have families and commitments that require our off the clock time and attention.

I’ve learned how to work with her. I know that she likes people who aren’t afraid of her, who have well formed opinions and can tell her what they are, without exaggeration or hesitation. She doesn’t respect anyone who holds back.

I’ve learned not to complain, but to set boundaries, and it works. I’m clear about what I can and cannot do. If she overloads me, making every assignment sound like a three-alarm fire, I outline what she’s already told me to do and ask her to prioritize. She immediately tells me what’s the hottest on the list, and I deliver.

When she pushes too hard, and I protest firmly, with good humor, she’ll back off, but just for a while. Then she’s back at it. I’m glad she works here and glad I’ve had the opportunity to work for her. I’m stronger (and exhausted) for the experience.”

A peer says: “She’s difficult and uncompromising and I’m surprised that she gets away with it. Until recently we’ve not had any women in upper management so the leadership team may be accommodating her style by giving her more room than she deserves. She may intimidate them. Not by her intelligence, as smart as she is, but by the number of women in support roles who think she’s the standard bearer of gender equality.

If I were her boss, I’d set her straight. She’s rude, impatient, and whether she admits it or not, she doesn’t have all the answers. I’ll wait her out. I bet she’s gone in a year.”

Her boss says: “She’s can be edgy and abrupt, no doubt about it, and we’ve got her working with a coach for just those reasons. The good news is, she doesn’t take herself too seriously, has a sharp sense of humor, and holds her own, whatever the topic.

She’s tough as nails but I tell you, she gets what she goes after, for the company as well as for herself. I’ve seen her jump all over a poor performer and protect someone who’s going through a bad patch. We’re lucky she’s working for us and not the competition. We’ll do what it takes to keep her.”

What’s the sum?

If you deliver what you promise, improve the bottom line, give employees what they need and challenge them to do their best, you’re a keeper. If you withhold support, training, and positive leadership, spend more than you make, insult more than a few people along the way, and think you’re always right, you’re on track for derailment.

Any questions?

* * * *

Yes! You may use this article by Executive and Career Coach, Joyce Richman, 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 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.

* * * *

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.

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