Archives for July 2018

How to Custom-design Your Next Role or Get on the Executive Fast-Track

Can Lead A Horse To Water But T Make Him Drink

How to Custom-design your Next Role or Get on the Executive Fast-Track

If you’re not networking internally within your company (as explained in the last post) then you are minimizing your opportunities to grow in an organization. A record-breaking number of people are now just deciding to jump ship for better opportunities and pay. In a way, this is working for them if their career path stays linear and conventional. However, if you want to jump on the executive-fast-track or need to move laterally in order to get on an executive fast-track, then networking internally is a must-do.

Last week we talked about the process of laying the groundwork and building the reputation that will enable you to establish yourself as an influential change agent. This week, we will focus on how to actually enact the change, which will help you propel your career forward, or over, depending on what you want to do.

Here are 4 questions to ask your internal network that will enable you to identify gaps and propose solutions:

  1. What are the biggest challenges to delivering quality on time
  2. What do you see as being potential solutions?
  3. Have you already shared both the challenges and solutions and, if so, what occurred as a result?
  4. What are the potential costs, logistics, and objections of the solutions? (Validate with other stakeholders)

Instead of identifying problems that are solvable in your internal networking efforts, you may be discouraged by what you learn and determine that your company is a sinking ship (subscribe and watch for my future post: Signs Your Company Is A Sinking Ship).

So, you have a decision to make: do you abandon ship at the first possible opportunity or do you try to save the passengers still onboard, some of whom are completely oblivious?

I have to warn you that after you spend some time getting to know the people who will be impacted far after you find a new role, you may feel a sense of obligation to help them in some way. This could be by stepping up as a change agent, which means sticking your neck out and risking your own job, but enabling you to go down in a blaze of glory, or you could just vow to help other people land into something new, perhaps your new company. Either way, understand all the risks – you face resistance, and the level of resistance you face is commensurate with the strength of the system that wants to maintain the status quo. Also, companies have reacted negatively, and sometimes litigiously, to talent poaching.

You may or may not find an outspoken internal sponsor, which is always preferred. This process is applicable whether you do or do not.

The problems that seem insurmountable are usually people-related, not process, systems or resources related. Unless you have training and experience as a transformative coach or therapist, you probably don’t want to touch the people problems. Also, when you are impacted directly by those people problems, it can be that much more challenging to be an objective solution provider. If you find that the organization has people problems, you can anonymously nominate them for an engagement audit to a transformational coach.

If, however, you find that the issues are related to systems, processes, technologies, culture, communication, or policies, and you are inspired and prepared to assume ownership, below is the way to make a business case. Owning the issue doesn’t mean being solely responsible for execution, but it does mean being accountable for results. You have to know in these cases what your strengths are and to understand how you can compensate where you are not strong and delegate. You also need to understand all of the costs associated with additional resources, whether internal or external. If other people want to be a part of the solution, they also have to be able to complete their primary responsibilities with the same quality and would need buy-in from their immediate supervisors. Some of these supervisors you would have wanted to also meet with, because if you knew first hand about their struggles to deliver with limited resources, you will understand that they will object to sacrificing any of their resources.

If there are any potential objections NOT addressed yet, ask the people most impacted by a lack of change to help determine if there is a way to address the objection, either in a work-around or in a way that makes the potential benefit worth the potential risks.

Let’s assume you have worked out a solution that accommodates the needs of many and resolves potential objections to adoption of the solution.

Schedule a meeting and make sure you get as many stakeholders in attendance at the same time. Make the invitation sizzle by making it relevant and critical to everyone. Make sure that you are as judicious with the time as possible so that you can minimize the time it takes to make your case, but allow for ample time to discuss adoption. The subject could be, “I need 15-20 minutes of your time to reveal an issue I discovered that stands to cost us $500K, but if resolved will earn us an increased market share.”

Every won argument starts with first presenting what all parties agree is true, whether these are facts or stories (e.g. of a story – Employees are lazy; vs facts – Projects are delivered 3 months late 85% of the time.) Establish from the get go that you are on the same side. “We all agree that we want our company to be known for its premium products and world-class customer service. Right?” State a few more, and then ask them to confirm their agreement.

Instead of saying, “Kathy from Accounts Payable doesn’t understand why we are paying premium prices for subpar vendor performance, but that’s procurement’s department, so she feels powerless,” share new insights in as measurable, concrete terms as possible without divulging the identity of your sources.

Let each one sink in before you move on to the next.

For example –

“Did you know…

  • The #1 customer complaint is failure to deliver on time.
  • In fact, 65% of the customer service issues tracked are related to this issue.
  • 95% of the people I met with over the past 3 months attribute bugs in 3rd party software to the inability to deliver on time.
  • There were 2,000 bugs over the past 3 months, which took an average of 1 hour to resolve each, for a total of 2,000 hours of lost productivity.
  • 35% of these people are actively seeking a new position right now, because no one has pulled the trigger on a new vendor nor has anyone held the vendor accountable, and they don’t feel they can properly meet their performance metrics and often have to stay extra hours to complete their deliverable.
  • If we lose even only 25% of those people, our current project portfolio will be stalled by 6 months or more, and we will lose $35K on service-level agreement shortcomings, $300K in lost revenue, and can anticipate losing $75K on lost productivity while we stretch the remaining staff, and $25K-50K on higher salaries for new hires who will demand more, and also risk further turnover, which will bump these numbers up even higher.”

Then propose solutions in as straightforward terms as possible.

For example –

  • “Immediate actions that will prevent these losses:
    • 1st level – Assign a new point of contact for the vendor and partner with legal to evaluate the service-level agreement and determine if there is a breach of contract.
    • 2nd level- Liaise with business, technology and users to determine software requirements and evaluate additional vendors
    • etc.”

Put all known objections on the table, so that you can outline how you already thought of a way to work around the objection, or why the cost-benefit of the solution outweighs potential losses.

Connect the dots back to what you all agree on and why the solutions proposed are the best (cheapest, fastest, etc.) way to achieve what you want.

Specify YOUR role and what for what results you will be accountable. Make it look like a job description. You will have to address if you plan on taking this on a special project above and beyond your current duties, or if you plan on fully exiting your role and if/how you will backfill your own position.

My former client success assistant, MJ, called this a roleposal. I knew I wanted to hire her, and knew her personality and networking efforts had potential value to my brand, but I was too in the midst of business development and client delivery to put the dots together. She knew she wanted to work for me, too, and took on the task of outlining what she would do to take some business development and client delivery and follow-up off my hands, the timeline and volume of delivery success, and how she would be compensated based on what I explained to her about my budget. She even outlined how she would get on-boarded with minimal hands-on training. It was an easy yet.

Yes, this outline does put simply what can be a huge, complex investment of time. It’s true – the executive fast-track is not an overnight success method. If you really read the stories of “overnight successes,” you’ll find that one big break may have launched that person into the spotlight, but it was years of effort that helped them be in the right place at the right time.

If you aren’t willing to do this work, you may want to rethink an executive career.

If you are excited by the prospect of making a large contribution to your company, its people and its customers/clients, but you want a partner, mentor, and coach for the long-haul, book a free consultation with me so that we can determine if we are a match to work together. Not only can we coach you through the challenges (even people challenges) that occur, but we can also set you up with a mentor who has already achieved what you hope to in a relevant industry/business.

Gavin DeGraw – Everything Will Change (Audio)

Music video by Gavin DeGraw performing Everything Will Change. (C) 2013 RCA Records, a division of Sony Music Entertainment

Karen Huller, author of Laser-sharp Career Focus: Pinpoint your Purpose and Passion in 30 Days (bit.ly/GetFocusIn30), is founder of Epic Careering, a corporate consulting and career management firm specializing in executive branding and conscious culture, as well as JoMo Rising, LLC, a workflow gamification company that turns work into productive play. 

While the bulk of her 20 years of professional experience has been within the recruiting and employment industry, her publications, presentations, and coaching also draw from experience in personal development, performance, broadcasting, marketing, and sales. 

Karen was one of the first LinkedIn trainers and is known widely for her ability to identify and develop new trends in hiring and careering. She is a Certified Professional Résumé Writer and Certified Career Transition Consultant and Certified Clinical Hypnotherapist with a Bachelor of Art in Communication Studies and Theater from Ursinus College and a minor in Creative Writing. Her blog was recognized as a top 100 career blog worldwide by Feedspot. 

She was an Adjunct Professor of Career Management and Professional Development at Drexel University’s LeBow College of Business and recently instructed for the Young Entrepreneurs Academy at Cabrini College, where her students won the national competition and were named America’s Top Young Entrepreneurs.

Another Key Habit to Turbo Boost Your Career Growth

 

Last week I shared how you can make a habit of taking regular, strategic action to build and sustain accelerated momentum in your career growth, and I did a live FB broadcast in which I shared how often to evaluate your desired and actual career growth if you want to stay in control of your career.

I would be remiss if I didn’t also share this key habit that my most successful change agent clients attribute to their ability to catapult their careers and influence.

The book Never Eat Alone by Keith Ferrazzi was released in 2005, just when I was developing my chops in networking. Honestly, I haven’t read the book. My boss at the time did, and he reinforced the primary message of the book, which is inherent in its title.

While I didn’t necessarily follow the advice of never eating alone, since I worked through many lunches and, as an ambivert who doesn’t like to talk when I eat, nor do I enjoy watching or hearing other people eat, it would sap my energy. I did start inviting more people to sit down for meals (or drinks), and it was transformative.

The clients who have been able to realize the greatest transformations in their organizations attribute their success to the time that they invested getting to know people in the organization and the efforts that they made to learn from others’ perspectives.

A Harvard Business Review IdeaCast with Julia Kirby from 2010 stated that women are over mentored and under sponsored. Sheryl Sandberg’s top-seller, Lean In, promoted mentorship and sponsorship, but let’s focus on sponsorship because it is a relationship with so much more potential to elevate you and your influence.

Much like finding a mentor, you have to let the relationship lead. Inspiring someone to sponsor you may be an objective, and it doesn’t hurt to have a wish list of people in your organization or a target organization that you’d like to have as a sponsor. However, the outcome you want is more achievable when you approach it relationally vs. transactionally > nurture the relationship to evolve to that level.

Thinking transactionally vs. relationally is a mistake many people make when it comes to networking. People on the job may limit their internal networking to their department, thinking these are the only people who are relevant to job performance. Job seekers sometimes only want to talk with you if you have a job to offer, and it fits XYZ criteria. Recruiters and employers sometimes only want to talk with you if you fit an open job requirement. Deciding that a job isn’t a match doesn’t have to be the end of a relationship, however. It can be the start of something completely new and unexpected.

The key word here, however, is growth! Expansion. Think openness. I’m not just talking about engaging one person as a sponsor who can influence your career, but to engage people across the organization as supporters and advocates by being their champion.

I get that we all have constraints on time. I also see being judicious with your time is a wise practice. We can’t possibly meet with everyone we’d like to, or who would like to meet with us.

Let me propose a structure that is amenable for the busy and/or introverted professional that still enables you to expand your network and influence, learn what can be leveraged, and discover magical synergy with unexpected people.

The first step is always to make a list. Start with those you know are impacted by your role and vice versa. Eventually, you may need to use a company directory, organizational chart, or LinkedIn. Consider other divisions, and, of course, higher ups. Work in a small company? Just think a bit outside the box. Consider meeting with vendors and customers/clients. You just may need to get the okay and authorization from the points of contact, and have met with them first.

Prioritize the list

  1. First meet with centers of influence. These may be leaders, but they also may not be visible leaders, as in executives. Sometimes they are appointed to lead special projects or to liaise on critical or failing initiatives. These are people whose opinions matter to others. They most likely achieved this station by doing exactly what is outlined here. You’ll greatly accelerate your own path to this station by learning first what they know. By meeting with these individuals, you can also better develop a list of questions to ask the next audience about why things are the way they are, even if a center of influence clued you in. Get right to the source. Put yourself on their radar and check in with them on what they are working on. Ask them what they need to move things forward faster, and then do some leg work to source possible resources or solutions.
  2. Meet with the higher-ups to better understand their vision. Yes, ideally, leadership would be doing a great job of relaying the vision to each and every employee. You and I both know there are too many companies in which there is a huge gap here. When you take control of your own career, you own your understanding of the company’s vision, too. Now, when you ask why things are done the way that they are done, you are doing so with the critical context of their desired outcomes.
  3. Intentionally diversify your list to meet with people at all levels and across departments, including those whose efforts may not get their fair share of accolades or visibility. Of course, your intelligence will have that much more integrity if you are also mindful of ethnic, age, and gender diversity as well.

If you are working full-time, allocate two hours each week for 1-on-1 networking. One meeting will be an hour, so break bread, even if, like me, you prefer eating alone.

The next hour of time you can break up into four 15-minute follow up conversations, similar to a scrum meeting, where you check in on challenges, problems or initiatives you learned about in a prior conversation to see what progress was made or how a resource you offered worked out.

You can also break it up into three 20-minute tele-coffees. These are discovery meetings. You’re getting to know someone and their perspective on a less superficial level. You may determine through these discoveries that more time is necessary and schedule a follow-up meal.

Make sure at least one of these meetings each week is with someone with whom you wouldn’t normally interface.

If you are unemployed, allocate five hours per week for 1-on-1 networking. Three of those hours will be 1-hour meetings. Then you can use one hour for 15-minute follow-ups and another for 20-minute tele-coffees. If you are just starting, then use the first week for just tele-coffees or setting up meetings/tele-coffees for the next week.

Keep in mind that it will take an additional 30-60 minutes each week to send invitations and that you’ll need to send about 10x more invitations than you can accept to make sure that your networking card is full. Over time, you will get better at sending invitations that get accepted, and your momentum will compound, so it won’t take quite as much time to fill your networking card.

What do I mean by networking card? Well, you can take it figuratively, like a dance card. At one time there was such a thing as a physical dance card, but now it’s really just meant to imply that there is so much time for dancing, so many songs played, and so many chances to have a different dance partner. You can also make it literal, and this is recommended. Allocate time on your calendar every week for this activity.

How exactly does this practice lead to growth? Put simply:

Perspective > Root Cause Identification > Solution Development

Relationships > Trust > Influence > Buy-in

Consider everything you wish other people (leaders, people in other departments, or customers) understood about the challenges of your job that would enable smarter, better solutions to emerge.

Now, think of the corporate ladder as a physical ladder. The higher up you go, the more you can see the bigger picture. The pieces may look smaller, but you can see better how they all interconnect or fail to interconnect.

The higher up you go in an organization, the more you see the bigger picture, understand the overall vision of what the organization is intended to achieve and make decisions that leverage and orchestrate the smaller pieces to work toward the vision.

By meeting with and learning from people at all levels, you can better assess what gaps need filling, what needs to be done first before an initiative can move forward successfully, and what are leaderships’ blind spots that stand to sabotage the realization of the organization’s ultimate vision. You don’t necessarily have to come up with an end-to-end solution. This is more about learning and sharing insight.

In regards to relationships, there’s a saying I quote often: People don’t care how much you know until they know how much you care.

Even though in the traditional office place, emotions were considered taboo to express, they still existed. Some emotions, such as fear and anger, were actually leveraged. Good thing we are evolving, because history and science have proven that is not the way to garner the best performance from your workforce. Now we can make clear, fact-based cases for acknowledging in the workplace that people are human, have emotions, and that if more positive emotions are leveraged, more positive performances will present.

People like to be heard, as I shared in a previous video. Many companies recognize and attempt to fill communication gaps, but still fall short on listening. Rather, not so much listening, but listening AND taking action. If you choose to be a champion for the workforce and solutions that help them, you will earn respect, admiration and loyalty.

Words of warning: Be mindful of how you present your own challenges and how you share what you learn about others’ challenges. Someone may tell you something in confidence that they don’t want to be revealed. You will only build trust that leads to future buy-in if you only share what you have permission to share.

Next week I will share how you can use internal intelligence to create your own ideal role in the organization with minimized risk for you and those who confided in you.

If you want a partner who can contribute strategy, guidance, tools, and accountability in your sponsorship initiatives, let’s talk.

U2 – Elevation

U2’s new album, “Songs of Experience” out now. Listen to the album: https://lnk.to/ZaQRe Explore more music from U2: https://lnk.to/oVysR Follow U2: http://www.u2.com/ Facebook: https://U2.lnk.to/FBID Twitter: https://U2.lnk.to/TWID Instagram: https://U2.lnk.to/ISID Music video by U2 performing Elevation. (C) 2006 Universal-Island Records Ltd.

Karen Huller, author of Laser-sharp Career Focus: Pinpoint your Purpose and Passion in 30 Days (bit.ly/GetFocusIn30), is founder of Epic Careering, a corporate consulting and career management firm specializing in executive branding and conscious culture, as well as JoMo Rising, LLC, a workflow gamification company that turns work into productive play. 

While the bulk of her 20 years of professional experience has been within the recruiting and employment industry, her publications, presentations, and coaching also draw from experience in personal development, performance, broadcasting, marketing, and sales. 

Karen was one of the first LinkedIn trainers and is known widely for her ability to identify and develop new trends in hiring and careering. She is a Certified Professional Résumé Writer and Certified Career Transition Consultant and Certified Clinical Hypnotherapist with a Bachelor of Art in Communication Studies and Theater from Ursinus College and a minor in Creative Writing. Her blog was recognized as a top 100 career blog worldwide by Feedspot. 

She was an Adjunct Professor of Career Management and Professional Development at Drexel University’s LeBow College of Business and recently instructed for the Young Entrepreneurs Academy at Cabrini College, where her students won the national competition and were named America’s Top Young Entrepreneurs.

 

The Best Habits To Start Today To Turbo Boost Your Career Growth

When I was teaching business students career management and professional development at Drexel University, a 1-credit course that they were required to pass in order to graduate, there were questions as to the relevance of the class by certain students who had jobs already or planned to start their own businesses. They were not just learning how to land a job, however. The course also taught emotional intelligence, how to brand themselves as professionals, how to collaborate with a multi-generational workforce, and how to make professional development a habit so that they can continue to grow and expand in their career.

I understood that they had heavy workloads; Drexel’s 10-week all-year-round terms were very demanding. Many of them were in co-ops and Division 1 sports. I’m not sure how I would have done with a schedule like that, in spite of the fact that I worked multiple jobs and played rugby during college.

But what they don’t see from their vantage point is how many people enter the workforce, get on the wheel, and go wherever it takes them, and then look up one day wondering how they got there, and wondering if it’s too late to take control, change courses, and wind up somewhere better without sacrificing the quality of life that their current job supports.

There was tremendous value to that course, but the biggest value these students received was the habit of making time for professional development. Even when a company offers professional development, it’s often steered by them, and limited to what that company can offer in terms of growth.

The people in their 30s and 40s who have achieved executive status have gotten there by being thoughtful and intentional about their next steps.

So what are the best habits to accelerate your professional development?

One of my previous coaches, Bill Walsh, advised me to make a list every night of the 10 things that I can do the next morning that would take me the farthest the fastest and to aim to get them done before 10 AM, and then take the rest of the day off if I want, or take meetings the rest of the day. He called it the “10 before 10.” The idea of being done at 10 AM sounded great, and I tried it. I tried getting up at 6 AM every morning. I was not very with it. I didn’t get into a groove until 7. I couldn’t get my list done by 10, because I had to get my kids to preschool from 8:30 to 9:15, and I found I needed a nap by 2. I couldn’t take a nap, because I had my kids home then. I had very little energy to do anything with them.

I tried it for 30 days. It just didn’t work for me. Besides the fact that I am a late night person by nature, being a mom was not compatible with that schedule. I would rather work while the kids are at school.

Other coaches, such as Tim Ferriss and Lisa Nichols have said, “Just focus on 1-3 things.” I believe the distinction is to do 3 strategic things in the midst of all the tactical things you have to do. In a Facebook group I run with Kareen Walsh, we just focus on one big strategic action each week. I call these massive action items. They are sometimes a bit out of your comfort zone, but stand to propel you quickly from where you are to where you want to be.

Personally, I think you have to try different systems out and see what works best, but you also have to give it 30 days – a good 30 days. Whatever new system you try, it will take time to adjust your life with your new rhythm.

Which system you try really depends on your needs and your goals. How fast do you want to grow? In what direction? What are the other demands on your time?

If you’re working full-time and not actively searching for something new, choosing one massive action item to accomplish each week, along with all the supporting things that need to be done, like research, follow-up, and networking, is a good habit to start. You can use Monday to evaluate your goal, prioritize, and get organized. You can use Tuesday to do whatever research is needed, Wednesday to take massive action, Thursday to add value/follow up/send thank yous, and Friday to celebrate. Perhaps your massive action will be setting up a meeting with a different department, writing and submitting an article to an industry publication, or volunteering to speak for a professional organization.

If you are in full-time transition, aim to do the 5 categories of categories outlined above every day: Admin, Research, Massive Action, Network Nurturing and Self Care/Celebration. You could also accomplish 5 administrative tasks Monday, research 5 target companies/employers Tuesday, complete massive action items Wednesday, help 5 people in your network Thursday, and then treat yourself for a week of smart work (notice I didn’t say hard.)

If you’re working full time and actively searching, 3 massive action items to accomplish each week is a good goal, and keep in mind that applying online to a job is not a massive action, and you should not expect a massive response. Massive action is reaching out to a hiring manager directly with a well-crafted, customized, enticing introduction letter, or inspiring someone in your network to be an internal sponsor for an open opportunity. Massive action could be attending a networking event, and preparing by evaluating the attendee or speaker lists and doing some homework so that you know who you will try to speak with and what to say.

If you’re bootstrapping a business, you’re not quite at a place yet where you can delegate everything; certain things just have to get done and they have to get done by you and your skeleton crew, if you have one. You may need to try the 10 before 10, or 10 before noon if you find early mornings aren’t your best time to make things happen. And then you may not be able to take the rest of the day off, but you will have taken the time to focus on developing your business, not just running your business.

Whichever system you try for 30 days, the point is to start now taking the time to focus on how you want to move forward and make it a habit. I also advise that you rate your momentum regularly so that you can be more aware of when adjustments need to be made.

If the system is working, you will feel that momentum is in your favor by the middle of the 3rd week. You’ll probably rate it a 7 or higher on a 10 scale. That’s when you will be taking more meetings and/or having more interviews. Continue to maintain your habit, regardless of how great the momentum is. You may choose to scale it back so that you can handle the bandwidth, but continue it at some level.

Remember, too, that if you struggle with forming habits, hypnotherapy is a very powerful tool that can shift the habit from a push to a pull, accelerating how fast you can expect to gain the benefits of your new habit. You can schedule a free consultation here.

Also, if you have found yourself finally looking ahead, wondering how you got here and where the best place to go is from here, get Laser-sharp Career Focus: Pinpoint your Purpose and Passion in 30 Days.

 

Junkie XL, Elvis Presley – A Little Less Conversation (Elvis vs JXL)

Elvis Presley vs. JLX’s official music video for ‘A Little Less Conversation’. Click to listen to Elvis Presley on Spotify: http://smarturl.it/ElvisSpotify?IQid=ElvisPLLC As featured on Elvis: 30 #1 Hits.

Karen Huller, author of Laser-sharp Career Focus: Pinpoint your Purpose and Passion in 30 Days (bit.ly/GetFocusIn30), is founder of Epic Careering, a corporate consulting and career management firm specializing in executive branding and conscious culture, as well as JoMo Rising, LLC, a workflow gamification company that turns work into productive play. 

While the bulk of her 20 years of professional experience has been within the recruiting and employment industry, her publications, presentations, and coaching also draw from experience in personal development, performance, broadcasting, marketing, and sales. 

Karen was one of the first LinkedIn trainers and is known widely for her ability to identify and develop new trends in hiring and careering. She is a Certified Professional Résumé Writer and Certified Career Transition Consultant and Certified Clinical Hypnotherapist with a Bachelor of Art in Communication Studies and Theater from Ursinus College and a minor in Creative Writing. Her blog was recognized as a top 100 career blog worldwide by Feedspot. 

She was an Adjunct Professor of Career Management and Professional Development at Drexel University’s LeBow College of Business and recently instructed for the Young Entrepreneurs Academy at Cabrini College, where her students won the national competition and were named America’s Top Young Entrepreneurs.

Evaluating Your Workforce for Potential Troublemakers

Office SpaceReverse Engineering Internal Sabotage for Prevention [Part 3 of 3; Click for Part 1 and Part 2]

Remember Milton from Office Space? That poor guy. All he wanted was his red stapler to stop getting taken. AND, they kept moving him to the basement, AND, he stopped receiving his paycheck. I hate to spoil this movie for you, even though I’d have to imagine everyone has seen it, but let’s just say, neglect is a primary ingredient for sabotage.

(Fun fact: That Swingline red stapler didn’t exist until the movie and now it’s a best seller!)

Once you know that your hiring process allowed a saboteur to get through the screening process, how do you make sure that the rest of your workforce is on the up and up without insulting those of higher values and morals?

I suspect strongly that the majority of employees will also want to make sure that there are no additional internal saboteurs. After all, the mission they hopefully feel so aligned with is at stake, and so is their job, essentially.

But at a larger organization, there are, statistically speaking, going to be those who feel like they have earned trust and may feel as though measures to test trust are for other people who have not yet proven themselves trustworthy. Another objection will be any time it may take, especially in organizations like Elon Musk‘s that are already stretching their workforce very thin.

You have to be able to make the argument that everyone is subject to same evaluations, including the top level. As with everything else these days, transparency is the key to earning buy in from your talent.

What kind of evaluation could you use that would be fair and accurate in finding clues to values and behaviors that could lead to sabotage without making people feel like they’re not allowed to be human and make mistakes? There are several

I mean, someone who has an inherent bias isn’t necessarily somebody who will commit corporate espionage, and bias itself is human. It’s when bias is used to make decisions that it becomes a problem.

How many people could you really afford to lose all at once if your evaluations determine that the screening process let in multiple people? How much do you really want to know? Some people will leave before ish hits the fan, because every day will feel like a witchhunt, and even if they have done everything up to snuff, they might still wonder if a standardized test, which many have good reasons to be skeptical of, will pick up something anomalous.

According to Tesla’s Glassdoor reviews, it seems to employees perceive that people get let go on the spur of the moment, for no known reason [known to them.] So, you can imagine how pervasive this fear would become if suddenly the company wanted to dig deeper. [I’ll put a post on how fear for your job inhibits an organization’s growth on the “on deck” list.]

The evaluation for this situation is a core value assessment, but it’s usually given during the interview process, not after your workforce is onboarded, let alone tenured for any significant amount of time. As for which are the best for weeding out potential troublemakers in your workforce?

As I mentioned in part one, all humans have the potential for altruistic punishment. So, if you’re really going to weed out people with the potential to act on desire for justice, you’re going to lose your whole workforce

Are engagement surveys going to identify how unfairly employees feel policies and leadership are? They are designed to, but there are problems with engagement surveys, though – especially if people already fear for their jobs, they are not likely to be very honest, these are traditionally done annually, and there’s the issue of time that it takes to complete vs. how long a company actually executes on data gathered. [Contact us to identify the best employee engagement survey for you for help implementing a plan that will lead to optimal engagement improvements.]

Plus, do you even need an assessment or survey when your Glassdoor profile clearly expresses employee concerns?

Even if your Glassdoor profile isn’t accurately reflecting employee concerns, what would it take to be properly alerted to fringe behavior, but still maintain a culture that keeps talent engaged?

It comes down to resetting your culture.

In a radio interview on Executive Leaders Radio that I was invited to observe, Shal Jacobovitz, CEO of CiVi BIopharma, put it simply – talent issues are either based on will, skill, or values. As a leader he can develop skills and inspire will, but when issues were due to a mismatch of values, they had to part ways.

In my professional opinion and based on logic, you can’t expect that your whole workforce will comply with a values evaluation without diminishing your culture and trust at a critical time when trust really needs to be rebuilt.

The best way to lessen the chances that any individuals within your workforce inclined toward altruistic punishment are more inclined to leave peacefully, be rehabilitated, or identified and fairly eliminated without incident is to reset the culture to be based on commitment to the mission, shared values, and mutual trust and respect.

Core Value Assessments don’t do this, though they can help you hire people more in alignment, but engagement surveys might, as long as data remains anonymous and transparent action is taken to address workforce complaints and suggestions.

If suspicious activity is identified by employees, there needs to be a TRULY anonymous channel people can use and a thorough due diligence process to validate any claims.

Altruistic punishment can also be carried out between employees, not just from employee to employer. People will take matters into their own hands if they don’t feel they will be properly and adequately addressed.

All people make mistakes. Good people make poor judgments sometimes. Don’t expect to rid your workforce of mistakes or poor judgments, or even bias; you can simply raise awareness around them and ensure that bias doesn’t drive decisions.

Don’t punish employees for having opinions about how things could be better or feelings about how things are.

Instead aim to cultivate a culture where people can be authentic and imperfect, where it’s safe to bring problems out into the open so that they can be resolved, and then make all reasonable efforts to resolve them.

Be transparent about expectations and give people room to live up to them. Give them a reason to be their best, and show them faith that you know they will be. This isn’t fluffy hippie love I’m selling here – it’s science. In 1964, Harvard professor Robert Rosenthal conducted an experiment that proved that teachers’ expectations influence how students perform.

It does no good to label an employee as a potential troublemaker. Consider them human, first, because if they really are a threat, they can still be threat to you externally, and how handle their opinions and feelings will determine just how much of a threat they stay, inside or outside. Acknowledge effort over intelligence, and you will get your best efforts from your workforce.

Troublemaker- Weezer

1st song off of Weezer’s Red Album! Now I decided “Whoa, this need lyrics” so I drank some coffee, broke five pencils, and let the copy and paste process do the talking. God, that was a lot of work! (No, I’m just being easy. lol) Here’s the lyrics!

Karen Huller, author of Laser-sharp Career Focus: Pinpoint your Purpose and Passion in 30 Days (bit.ly/GetFocusIn30), is founder of Epic Careering, a corporate consulting and career management firm specializing in executive branding and conscious culture, as well as JoMo Rising, LLC, a workflow gamification company that turns work into productive play.

While the bulk of her 20 years of professional experience has been within the recruiting and employment industry, her publications, presentations, and coaching also draw from experience in personal development, performance, broadcasting, marketing, and sales.

 

Karen was one of the first LinkedIn trainers and is known widely for her ability to identify and develop new trends in hiring and careering. She is a Certified Professional Résumé Writer and Certified Career Transition Consultant and Certified Clinical Hypnotherapist with a Bachelor of Art in Communication Studies and Theater from Ursinus College and a minor in Creative Writing. Her blog was recognized as a top 100 career blog worldwide by Feedspot.

 

She was an Adjunct Professor of Career Management and Professional Development at Drexel University’s LeBow College of Business and recently instructed for the Young Entrepreneurs Academy at Cabrini College, where her students won the national competition and were named America’s Top Young Entrepreneurs.

Engaging The Ones Who Didn’t Get The Promotion

Reverse Engineering Internal Sabotage for Prevention [Part 2 of 3]

How can you choose the right person for promotion, but still make sure that those who didn’t receive a promotion stay engaged and working in the company‘s best interests?

There are three branches to this answer:

#1 – Make sure that the decision to promote someone was based on criteria that everyone would consider fair. You learned last week that the perception that a company or person has been unfair is what can trigger altruistic punishment.

#2 – Keep the talent engaged in alternative possibilities for growth.

#3 – Be mindful of the place from which you communicate.

So let’s just take a look at a fair process, and I’ll give you the benefit of the doubt that you already know that bias has no place in selecting talent.

It can be stressful to be the one who has to choose between highly qualified and valuable talents for a promotion. Ultimately, two factors have to be taken into consideration – A) Is this talent going to perform the best in this role, and in order for A to be a yes, you have to also consider B) Is this position the best next step in this talent’s career.

This implies that a manager would have to be familiar with the career aspirations of his or her team members. As a best practice, this would be part of the annual review process. Unfortunately, if a company has minimal resources and growth is at a critical point, the prospect of exploring potential future opportunities within an organization with the talent seems like an exercise in imagination, so it will be avoided until performance, profit, and plans can accommodate growth. Seems logical, but it neglects to address the driving force of engagement among top talent – growth.

Referring back to my post on the success science of optimism, it’s not only okay to operate with optimism, it’s critical to success. While the nature of business does require planning for contingencies, the more you operate within the realm of optimism, the more motivated, engaged, and productive talent will be. It doesn’t require a lot of time to talk about your talents’ aspirations, but it does require trust. Sometimes, having a third party (like Epic Careering) come in for career development is necessary. People may fear for their job security if they suspect their aspirations will be a reason to be overlooked for positions, or even worse, let go. No one likes being put in a box, and sometimes the best opportunities are the ones that don’t look as expected. This is another reason why many companies neglect to incorporate professional development into their talent management practices, or why the focus is always on potentially limited growth opportunities within the company. When the process policies are based more on fear than on the best interests of the talent, fears become reality and top talent leaves for greater growth opportunities anyway.

Whether the manager or a 3rd party go through this process, give talent reasons to believe that opportunities will exist in alignment with their aspirations. Then, follow through. Work strategically among other leaders in the organization to bridge the present conditions with future aspirations. Even if it’s giving the employee an opportunity to attend a conference outside the industry, and then assigning them to come back with 1-3 ideas that could be applicable to the business. This also implies that they already know where the business is going.

This brings us to #2. When telling an employee that he or she was not selected for a promotion, keep focusing on the path ahead. Connecting the dots between where employees are and where they want to be can be challenging from within the organization. Again, a third party (like Epic Careering) may be able to propose ideas based on greater depth with the client and high-level perspective on the business/industry. Often the stretch an organization makes to make growth opportunities available for its talent is what opens up a new competitive edge. Engage employees in future possibilities. Like R&D, some things may not pan out, but your commitment to finding a way to best leverage their talents and aspirations will earn trust, engagement, and loyalty.

Don’t make it all about the company, but do share how particular skills (hard or soft) or experiences were perceived as integral for moving the company forward. Stick to explaining the assets you and other stakeholders weighed. Make sure the employee knows the reasons he or she was being considered in the first place.

#3 – Frank feedback is very tricky business.

Before you sit down with an employee that was not granted a promotion, check where your communication is coming from. Communication was my major in college, and that included learning broadcasting, journalism, public speaking, and advertising, but it also included interpersonal communication. It seems like this would be something you pick up during the course of your life, but consider all that can go wrong in communication. Yes, I learned a lot about communication, but I had the most breakthroughs in communication in my own life in Landmark Education’s Communication Curriculum. The most significant revelation that had the most impact in my life was when I realized that what we can control in communication is the most critical part of sending communications that land – the emotions behind them.

Take a few moments to be centered and mindful. Notice and let go of any feelings of pity, regret, defensiveness, judgments of the person’s mistakes or shortcomings, and fears. Visualize delivering the messages in the highest interests of the employee. Be intentional for the overall experience. What impression do you want the person to walk away from the meeting with?

When you intentionally choose the emotion from which you communicate, you naturally choose words in alignment with that emotion. Effective communication is so much more about where you are coming from when you communicate rather than what you say. Epic Careering offers training in this, and it’s transformative for individuals and organizations. It’s not something that comes naturally. Naturally, we have emotions, and we react in accordance with them. In fast-paced environments, this is the M.O. Thankfully, the techniques for achieving consciousness in communication take only a few minutes and eliminate hardships that stifle progress and innovation.

Of course, everything advised above is focused on keeping the talent you didn’t promote engaged so that the company doesn’t suffer from sabotage, at worst, but also losses in productivity or talent. Consider applying #3 to external candidates who didn’t get the job, as well. You may not have wanted them for this role, and you have decided they’re not even a fit for your culture at all. However, if you see them a potential new node in your network who may refer talent, resources, clients/customers, etc. you expand your employer brand visibility by that person’s network.

I wish I had completed the Landmark Communication curriculum while I was a recruiter. I was very well-intentioned in giving feedback to candidates but found that at times, it induced a defensive reaction. Though most people received feedback very well, the people who didn’t discouraged me from making it a practice. I wish I had known how to communicate more consciously then. It might not have made the difference in all circumstances, but I know it would have made a difference for many of the candidates I intended to help, and maybe they would have been clients.

Just as Brené Brown says that we won’t do empathy perfectly, there’s hardly a thing as perfect communication. There certainly is optimal communication, however.

Fairness in process and consciousness in communication are the best preventions for sabotage, but also the best conductors of highly engaged talent.

CANDLEBOX – “Far Behind” (official video)

New album DISAPPEARING IN AIRPORTS out April 22, 2016 Pre-Order now @Itunes ► http://apple.co/204LvqO @Amazon ► http://amzn.to/1Q9pzWm @Pledge http://bit.ly/1Pb152u Video created by Rob Neilson ( http://www.WiredWebDev.com ) Tour Dates ► http://www.CandleboxRocks.com/ Official Store ►http://bit.ly/1PLirPM Website ► http://www.CandleboxRocks.com/ Facebook ►http://www.facebook.com/candlebox Twitter ► http://www.twitter.com/candlebox Instagram ► https://www.instagram.com/candlebox_official Official YouTube ►https://www.youtube.com/user/CBoxRockers Management ►https://www.PrimaryWave.com

Karen Huller, author of Laser-sharp Career Focus: Pinpoint your Purpose and Passion in 30 Days (bit.ly/GetFocusIn30), is founder of Epic Careering, a corporate consulting and career management firm specializing in executive branding and conscious culture, as well as JoMo Rising, LLC, a workflow gamification company that turns work into productive play.

While the bulk of her 20 years of professional experience has been within the recruiting and employment industry, her publications, presentations, and coaching also draw from experience in personal development, performance, broadcasting, marketing, and sales.

Karen was one of the first LinkedIn trainers and is known widely for her ability to identify and develop new trends in hiring and careering. She is a Certified Professional Résumé Writer and Certified Career Transition Consultant and Certified Clinical Hypnotherapist with a Bachelor of Art in Communication Studies and Theater from Ursinus College and a minor in Creative Writing. Her blog was recognized as a top 100 career blog worldwide by Feedspot.

She was an Adjunct Professor of Career Management and Professional Development at Drexel University’s LeBow College of Business and recently instructed for the Young Entrepreneurs Academy at Cabrini College, where her students won the national competition and were named America’s Top Young Entrepreneurs.