Category Archives: Tips & Tricks
Success or failure at work? You make the call
Recently I was working on an initiative for my job that involved getting some feedback from an Executive Director at my company. I had emailed him, asking a couple of questions and requesting a meeting to discuss what I was working on.
Over a week went by without a response. I found out that he was on vacation and wouldn’t be back for another week or so. A couple days after he was scheduled to come back in the office, I emailed him again. This time another week or two went back without any response. I was beginning to get frustrated. Why wasn’t he responding me? I’m sure he had a full inbox to look through when he returned to the office but surely he has cleared it out by now!
That week I was attending a meeting with a number of other local leaders and after the meeting ended I got to talking to VP at my company. I expressed my frustration about the situation and lack of response to my emails by the Executive Director, but was stunned with the VP’s response to my comment. It wasn’t accusatory or condescending, but more inquisitive.
“Why don’t you just give him a call?” she questioned.
Then it hit me. How could I have not done something as simple as picking up the phone? I realized how technology has caused us to put up so many barriers and in some ways has hurt the work relationships that are so crucial to build. We look for the easiest way for us to communicate something, instead of one that is the best for the person we are communicating with. I also felt like a bit of a moron, given that I had overlooked such a simple solution.
The next day I made the call and was able to connect with the Executive Director and get the information I needed for my project right away. All that stressing I did was for nothing and what I had built up to be a hassle in my mind, was really a simple fix.
Email is great, don’t get me wrong, but our reliance on it (especially at work) has caused us to forget about some of the most effective ways to communicate. Email can provide a better record of a conversation, but it is much easier for someone to say “no” when you ask them for something electronically. It is much harder to be turned down over the phone or in person. In using email, we also look to avoid confrontation and instead engage in a bunch of back and forth, as more questions come up or people pay half attention to what you write, asking for information that you already provided.
Talking to someone live or on the phone demands more of their attention and engages them in a way that sending an email cannot. Plus, it is a more efficient form of communication because you can get the answers you want immediately, instead of having to wait for a response (what will invariably come when you are distracted doing something else). Moreover, since many of us receives dozens of emails a day, our email may get lost among the others, while a call stands out more. One final, often forgotten, benefit of talking with someone live is that it improves your working relationship, helping you do your job better in the future.
Instead of only relying on less-personal forms of communication where tonality and urgency can be lost, go back to the “old school” and connect with people more directly.
Successful young professionals are willing to proactively pick up the phone to get what they want. They set up an in-person meeting to build a better relationship instead of just relying on technology platforms.
So go ahead and pick up the phone, or drop by your co-workers’ office instead of sending that email. Not only will it improve your working relationships, but it will help you get the answers you need faster. The worst that could happen is that you have to leave a message.
BE AWESOME!
-MR. BIZ
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How to manage when you have no clue
“Wait, what’s a SORD order again?” I asked. “And where do we get the information I need for the account?”
“You get that from BOSS, but you can’t use BOSS-south only BOSS-north, otherwise you will get an error. But before you complete the SORD order you need to go into Telegence and process a request and send a confirmation through to the center,” my peer manager explained.
At the time, my response was probably just like yours is: “Huh?”
As a manager taking over a team, you will most likely face one of two scenarios. Either you will be managing a team where you used to do the job that your employees do (whether you are now managing the team you used to be on or a completely different team doing the same thing), or you will take on the role with little to no idea of exactly what your team’s day-to-day job is like.
Often you will know the main function of your new team or possibly the goal you need to accomplish while in the position, but the vernacular, systems and processes are a total mystery.
A STAR manager (someone who is Savvy, Tenacious, Adaptive and Resourceful) is able to come into situations with little to no previous experience and excel, while the DOPE (someone who Disses Opportunity Potential & Earnings) lets fear, doubt or the urge to take control prevent him from being successful. In my career, I had little to no idea of what my team did day-to-day going into each new management position I took on, but I was able to use a set of transferrable principles that work no matter what situation you must manage.
Here is what STAR managers do to be successful in situations where they have no idea what their team does:
- Admit you don’t know: If you come into a management position as an outsider, your team will be especially critical of your value to them (since most employees want to know how you can help them do their jobs). A STAR manager doesn’t pretend that she knows it all. She acknowledges to her team that they are the experts and that she has much to learn. She does this in a balanced way so as to not lead her employees to think that she is clueless. Let them know that what you think they do is important and that you have much to learn from them.
- Don’t command control: When entering new management roles, DOPE managers want to exert their control and power at all costs. While it is important that you portray yourself as an authority figure, realize that the team may do things differently than what you would naturally do. Over time it is a good idea to make improvements, but at first be cautious about making any sweeping changes because then not only will you be lost but so will your employees.
- Uphold the attributes of STARs: There are a number of STAR individual contributor traits that specifically apply when you are managing a team where you have no prior experience in a area. STAR managers are fast learners, picking up concepts quickly and understanding how they affect the team. STARs have perspective, being able to take a lesson from the new situation. They are coachable, looking to their employees to teach them what they need to know to be a successful advocate for the team. They are self-aware, conscious of what they know and don’t know and where their strengths and weaknesses lie. STAR managers are resourceful, using many channels to master their new job. They have a positive attitude and they see their employees as customers, searching for ways to support them.
- Search for understanding: Remember that you don’t have to do the whole job that your employees do. You just need to understand it and know how to support them. STAR managers seek to understand how successful people do the job their people do and they find ways to remove the obstacles preventing peak performance.
- Ask peers and your people for advice: Your peer managers are a wealth of information since they have more experience doing the job you were brought in to do. Take note of their best practices and learn from any mistakes they made. Your employees especially like the idea of you coming to them to be taught something, so leverage that when possible.
- Show your cards: Give your employees glimpses that you know what they do and can do it (at least part of it). Particularly with managers who have no experience in their job function, they will attempt to get out of work or trick you into thinking something is harder to do than it really is. Showing these glimpses keeps them in check, wondering what you do and don’t know. Speak the right language and learn the reality of their jobs and not just what they tell you.
- Look for where to make your mark: Find the levers that affect your new employees’ jobs and look for ways to change things for the better. As an outsider you are not bogged down by the typical process and existing way of doing things. You have fresh eyes and can find issues that others would not be able to see. Be careful not to jump into this too soon, but patiently look for the right things to change. This encourages your employees because they will see you as someone who wants to make positive change and help them succeed.
No matter what new language of acronyms and processes that have to be learned, the amount of prior experience or management style, a STAR manager brings in an open mindset and the methods outlined above to be successful with any team focused on any goals.
Don’t tell people how to do things, tell them what to do and let them surprise you with their results.
― George S. Patton Jr.
The STAR manager vs. The DOPE Manager
The DOPE manager… wants to make his team think that he knows what he is doing at all times. He is apprehensive about asking questions and develops a sense of mistrust with his team because he is not open and honest about not having all the answers.
The STAR manager… is honest with herself and her team when she is in uncharted territory. She utilizes her team and others to get advice and is a fast learner, picking up knowledge that will help her effectively manage her team.
BE AWESOME!
-MR. BIZ
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Presents aren’t the only thing the holidays bring
It’s that time of year again and you know what that means…
As we roll into December managers and employees across the country prepare for everyone’s “favorite” things, performance reviews!
While a performance review is less than fun (both for those having to put them together and for those who they are about), it is so crucial to your career. Performance reviews are one of the only things that gets officially recorded on your personnel file, illustrating what you accomplished this year and what your boss thinks of your performance (through her comments). Additionally, the score you receive is a generally accepted metric to compare how well you do your job versus your peers.
In order to put your best foot forward and maximize the score you receive, here are 4 best practices that successful people use:
- Compile your accomplishments: Each year it is important to keep record of the accomplishments you have. This comes in handy not only for performance reviews but when it comes to updating your resume or preparing for future job interviews. Moreover, often you boss is not aware (or does not have top of mind) all that you have accomplished this year. If she asks for a list of your accomplishments then great, but if not, be proactive and send it to her. It has been my experience that performance reviews are much more positive and complete when you have a hand in contributing to them.
- Fight for accuracy and the best score you can get: At many companies (especially large ones) your boss is not the only one that has influence in the performance rating you receive. Often a committee of your boss’ peers and your boss’ boss that determine everyone’s ratings. Many companies have an even distribution of scores so that not everyone receives top scores. If you feel you deserve a high score ensure that your boss is sticking up for you when you are discussed amongst the ranking committee. Additionally, fight for an accurate evaluation. In a previous position my boss asked that I do a self-evaluation to compare to her evaluation of me. When we compared them my scores were higher than hers. Instead of backing down we discussed the ratings and I was able to get her to admit that she was judging me more harshly than my peers because I had a track record of great performance and she held me to a higher standards. I pleaded that while it is fine that she is a harsh evaluator, it is not fair for me to be judged by a higher standard than my peers. Ultimately, I was able to get my performance rating improved. If something is inaccurate, fight for it to be fixed.
- Take advantage of any comments you can add: In my experience, a vast majority of the employees who worked for me left the section blank for their comments. This is a really bad move. When you think about it, every other part of the performance review is your boss’ opinion of you in her words. Your comment section (if you have one) is the only place to voice your opinion (either supporting your accomplishments or possibly offering a different take than your boss). – I have prepared many and most of my employees leave them blank. I urge everyone to take advantage of this
- Take note of the great things you accomplished: Besides compiling the performance review document and what’s in it, this time of year is a great opportunity to reflect on the hard work you put forth and the notable things you accomplished. Celebrate yourself. If you get in the habit of moving from year to year without giving yourself a pat on the back and an accurate assessment of what you have learned, then you won’t be able to accomplish your career goals as fast because of burnout or the likelihood that you would make the same mistakes multiple times.
Remember that you are your own biggest advocate (both with your boss and yourself). Take ownership of your performance reviews and ratings, fighting for what you think you deserve and admitting the areas that you need to improve in. In the end, it will pay off when you have a stronger and more accurate performance record and a better idea of how you can succeed every more at work.
I wish everyone a happy holidays, great performance reviews and fat bonuses!
What are some of your tips for getting a better performance review?
BE AWESOME!
-MR. BIZ
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How to Speak to an Executive
Most of us have been asked the old cliché, scenario. “what would you say if you were in the elevator with the CEO of your company and you had to pitch him/her an idea but only had the time from when the elevator left the lobby to when it reached their floor?”
The ability to get your point across concisely and artfully to executives can mean the difference between moving up in your career or getting stalled where you are at. While oversimplified, the situation described above correctly characterizes the approach you should take when talking with an executive.
Despite the influence and responsibility they have, it is important to remember that often executives revert to almost being child-like when they reach that top level of corporations. Attention spans almost completely disappear and it is hard for them to focus on doing anything administrative without the help and support of an assistant. Every day they are bombarded with information and have to shift focus in the blink of an eye, as they have a number of areas of responsibility and lead organizations that working on many projects. When you have the opportunity to present a powerpoint deck to them or speak with them about an idea you have, you must consider their frame of mind.
That said, here are some keys things you must keep in mind in order to be successful speaking with top executives:
- Be Brief- When speaking with an executive, get to the point. Don’t plan on going through a lot of detail on every little part of the process you went through to arrive at your recommendation. Work under the assumption that if they want to know, they will ask you. Think of it like a funnel. What you communicate to an exec is analogous of the small funnel opening. Only communicate what is essential and be able to have background information and logic on why you reached certain conclusions. The process of presenting is not about you sharing every detail, but is about you getting your main points across and getting their buy-in and support. Additionally, at meeting scheduled for 1 hour may end up being 15 minutes if the executive is late leaving another meeting and may have other commits that have come up last minute that cut the time even shorter. This happens regularly to me.
- Be Insightful- Don’t tell an executive something they already know. Be unique and share something new. They don’t have the time to go over the same topic and details over and over. Teach them something new. When you consistently do this, then execs will know you are a go-to person and will come to you for guidance in the future. Using stories and analogies are good as well. I remember one presentation where I compared our companies operational complexities to ordering a steak at a restaurant but being expected to tell the waiter the internal temperature of the steak you wanted, the amount of salt, pepper and other spices you wanted along with the angle you wanted the grill lines to be at. It seemed to get the message across.
- Be Prepared to Go Off-Track- I do not think I have ever talked through a presentation without being interrupted. More accurately, I don’t think I have ever gotten more than 30 seconds into a presentation without being stopped by an executive to ask a question, say on opinion or move ahead to a more specific part of my presentation. It happens. Be familiar with your presentation and able to start and stop anywhere while being able to seamlessly go back to important areas that were skipped as you follow-along the executive’s thought process. Executives see things in a unique way and may not learn a concept the same way you did.
- Be Ready to Answer Questions- Be prepared to answer any question. While you want to keep presentations short and to the point, make sure to have a ton of back-up information. You will undoubtedly be asked something unique and need to have reference-able evidence to back-up what you are saying. Just as important, if you don’t know the answer, admit that you don’t, commit to finding an answer and then follow-up with the executive with the answer you find.
- Be Sure to Follow-up- While it would be ideal to get a direct and clear answer from an executive after presenting, this is often not the case. Execs need time to process what you recommended and tie it in with the other dozen priorities they are juggling. Ensure that you follow-up to confirm buy-in and get approval on the best path forward. Often you will have to drive this because if you wait around for them to get back to you, you may be waiting forever.
I regularly present to executives at my company about new and exciting technologies and strategies to build revenue. While at first I was very concerned with getting my point the way I wanted to explain it, I soon learned that I had to build my analyze specifically for the executive I was reading out to, almost like I had to write in a different language I knew they understood. Being flexible is so important.
A good way to learn how to effectively communicate to executives is to treat all your interactions with co-workers like they are with an executive. They will appreciate how you value their time and you will get much better at getting your point across.
Now the next time you are in an elevator with an executive you know what to do: be brief, be insightful, be prepared to go off-track, be ready to answer questions and be sure to follow-up. And even if you are not limited to an elevator ride’s amount of time, take ownership of your communication and treat everyone with the respect that you would give an executive from your company. It will help you go far in your career, not matter what your chosen field is.
Does Anyone have any stories about interactions they have had with an executive or tips of their own?
BE AWESOME!
-MR. BIZ
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The best question a manager can answer: “Why?”
Here is an article that was recently published on the Personal Branding Blog of which I am a contributor to… http://www.personalbrandingblog.com/the-best-question-a-manager-can-answer-why/
Let me lay out a situation that most of those that work at almost any company are familiar with: Company management undergoes a reorganization and change is coming. The change can be vast including entire groups or functions going-away, leaving hundreds or thousands without a job) or could be something slight, like people have to work on an upcoming Saturday.
Corporate leaders are (rightfully so) worried about big things like, will this new strategy and organization structure cause the company to lose momentum? Or, will this change cause us to lose profit or become vulnerable to our competitors? Yet one thing that does not receive as much thought is how to “break the news” to all the employees. For most, it’s as cold and calculated as sending out a company announcement via email, and then letting the chips fall where they will. This lack of thought about communicating change can be disaster because (quite simply) people talk.
When people talk two things happen, (1) they get distracted and no longer focus on their work, and (2) they come up with some of the most creative conclusions as to why things changed and the rationale behind the new system. Most of the time these self-crafted answers are based on wrong assumptions or are just completely rationalized and made up by someone who is ill-informed.
In managing people, I have found that the best way to deal with change (and basically the changing of any policy or rule that is set) is to answer the question that is often disregarded by managers; the question “Why?”
Managers can wrongfully think, “I’m the boss and I know why I needed to make this change. My employees just need to focus on the new way we are doing things so we can reach the new goals I set for them.” Instead, effective managers don’t just tell their people that a change has been made, but they offer rationale behind why the change was made.
For example, a friend of mine’s company had an entire team that was focused on making products for and selling to a certain industry. One day, it was announced that the team would no longer be focused on this industry but instead would be targeting international customers. Along with the announcement, some people’s job would be eliminated and some would have to move to Europe and Asia. Unfortunately, that was the extent of the announcement. There was no why.
Left to their own devices people spent a great deal of time and energy speculating whether the change came because of something going on in the industry (which appeared to be growing) or a new opportunity that came about internationally, and beyond. The company did not share that this industry focus was not profitable or that the cost of paying experienced people on the team was causing the company to lose market share in other product lines because there was less money for marketing. The reasoning could have been anything, but the bottom-line is that it was not shared.
The beauty about sharing why with your employees is because it allows them to move on. It’s like ripping off a band-aid. It may hurt, and they may disagree with the rationale that you used in making your decision, but at least they understand your reasoning.
Telling the why behind a decision allows people to feel like they are important and deserve to know. Instead of de-motivating them, it allows people to focus more on their work and can even empower them to work better and smarter because they will naturally look for new ways to support your rationale for making the decision in the first place. If you talk to the team about the purpose behind a cost cutting measure you are instating, they will begin to uncover additional ways to cut costs in other areas (often times without you even asking them to). They will work smarter and in a way that is mindful of why the decision was made, while you will get better results.
While it is important to use tact and put the right “spin” on the reasoning behind your decision, make sure to share the why with your people and not just what the change is. It can mean the difference between achieving the result that you are hoping the change would create and total failure and low morale. Remember the answer the question, “Why?” even if you aren’t directly asked.
BE AWESOME!
-MR. BIZ
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The Key To Strong Personal Brand: Having No “Buts”
Here is an article that was recently published on the Personal Branding Blogof which I am a contributor to… http://www.personalbrandingblog.com/the-key-to-strong-personal-brand-having-no-buts/
About a year ago I received a promotion at work. The new position was an absolutely amazing opportunity and one that could teach me a lot and help me build many connections throughout my industry. It was also a position that I did not have all the ideal “qualifications” for. In other words, my boss took a bit of a risk in promoting me.
The key reason I was promoted
Through the interview process, I had to prove that I could handle the position by putting together analyses and conducting research on an area that I was not well versed in. While I did impress my new boss at each interviewing stage, he later explained to me that there was one key thing that led him to pull the trigger in hiring me.
Before giving me the offer he did his homework. To this day I am not sure who all he spoke with, but he asked numerous people throughout my company, who I had worked for and with, about me as a candidate. He noted that typically in the process a “reference” would taut the great qualities of a candidate only to transition into a negative statement saying something like, “he is great, but sometimes he is not responsive we I contact him,” or “he always meets deadlines, but is very disorganized.”
In his investigation of me, my boss said there were no “buts.” He continued to explain that because of this he was convinced that the reputation I had built through multiple positions in various departments was a strong one. He had wanted someone who had branded themselves as a leader that worked hard and was able to collaborate with others and maintain strong relationships.
While I took this as quite a compliment, prior to hearing his rationale I had never really thought about the power (both positive and negative) of the brand that others build for you in their own mind and how it can directly affect your career.
“Buts” can work both ways
Having or not having “buts,” however, can work both ways.
I once had a salesperson who worked for me that was one of the top salespeople in the company.
She always found a way to be at the top of the stack rankings, even through org changes and new product launches
As time went on, she desperately wanted to move up to work with larger enterprise customers, but time after time she failed to get hired into these position. In the midst of her frustration, she couldn’t see why she was constantly passed over. Despite her stellar results, she had too many “buts.”
Her strategies for being the best came at the expense of her relationships with her co-workers. She schemed, finding ways to get involved in other people’s deals, only to look for ways to steal them away. She would then use fear by threatening to go to human resources, claiming foul play, for anyone who threatened her position at the top.
Unbeknownst to her, the true intentions behind her actions were transparent to everyone. When potential hiring managers asked about what she was like to manage, I was upfront about her shortcomings (since I had my own reputation to uphold and didn’t want to lie to get her off my team, only to have her new manager find out about things I withheld). Ultimately, the brand she created of being a consistently top performing salesperson was tarnished by her “buts.”
The lesson here is simple. While building your reputation, remember that the brand you create is not just based on the good things that you do. There is a whole other side to the coin. It is important to minimize the negative traits people attribute to us. Focus on building healthy relationships with bosses, peers and direct reports because you never know how their feedback and recommendations (either positive or negative) will affect your career in the future.
Don’t give anyone a reason not to want to work with you; make sure the personal brand you build has no “buts.”
BE AWESOME!
-MR. BIZ
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How to take control of any interview
Here is a guest post I recently wrote for Gradversity, a site that helps recent grads find and launch rewarding and successful careers.
This post offers good insight into how to do what many people forget to do during interviews, maintain control.
http://www.gradversity.com/controlling-your-interview-2/
BE AWESOME!
-MR. BIZ
Follow my blog by clicking the link at the bottom right of your screen. I’d really appreciate it!
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Cinema Meets Business (Part 3)
Our waltz down movie lane continues with more great tips from some movies that we all know well (and maybe from some we don’t).
- Citizen Kane: “It’s no trick to make a lot of money, if what you want to do is make a lot of money.” — Berstein (Everett Sloane), Kane’s (Welles) business manager explains. This quote from Orson Welles’ masterpiece reminds me of another movie quote from Jenna Elfman’s character in the movie Keeping the Faith with Ben Stiller and Edward Norton. Her character, who is an accomplished businesswoman references how she spend all of her time and energy accomplishing what she thought she wanted only to find out that once she got it she still wasn’t happen. Translation- Money is fleeting. Don’t just focus on making money. I have found that when I focus on helping others then the accolades and money will follow (but it shouldn’t be a focal point for everything you do).
- Rudy: “No one, and I mean no one, comes into our house and pushes us around.” — Notre Dame coach Dan Devine (Chelcie Ross) says in a speech to the team before their final game of the season. Commitment and pride are important ingredients within the recipe for a successful organization. The key is to band together and not compete against each other. One of the key ways that Lou Gerstner led IBM from near bankruptcy to being the titan it is today was through eliminating competition among business units. Realize that the focus should be about the team and not about making yourself look better than others at work. Let them do that and when they fall on their faces you will come across as genuine and a team player.
- Trading Places: “You make no friends in the pits and you take no prisoners. One minute you’re up half a million in soybeans and the next, boom, your kids don’t go to college and they’ve repossessed your Bentley. Are you with me?” — Louis Winthorpe III (Dan Aykroyd) states to Billy Ray Valentine (Eddie Murphy) before the opening bell in New York. Your career will have ups and downs. The key is to find a way to ride the ups without arrogance and emerge from the downs with key lessons and a smarter mindset. In other words, build resiliency. Find the way to pick yourself up after a bad mistake and realize that you can comeback and succeed again.
- Glengarry Glen Ross: “Only one thing counts in this world: Get them to sign on the line which is dotted.” — Blake (Baldwin) commands in front of a group of downtrodden salesmen. This is quite an intense scene. For those who haven’t seen it, take a look.
Besides the classic lines: “ABC, always be closing” there is a good lesson in the quote above. In business, intentions are great, but you will be measured by your results. In a sales environment it is great to have a bunch of “leads” and a large funnel, but ultimately you will get paid and judged according to the sales you make, the times you get someone to sign on the “line that is dotted.” The same goes for almost any other functional role in a company. While intentions are good (and so is action) it is all about the impact you make. Ensure that you are maximizing your impact and focusing on the right things to drive results. This will translate to more attention from the higher-ups.
- Scarface: “Don’t underestimate the other guy’s greed.” — Frank Lopez (Tony’s Mentor) says to Tony (Al Pacino). Greed can be a strong driving force and can motivate someone to achieve great things; however; greed is not a lasting strategy. Greed fosters enemies and animosity. Being greedy means being alone. It is better instead to find another driving force that is more aligned with team goals instead of individual delusions of grandeur. Most people who are successful are so because of the help and support from other people. Foster support, not greed.
BE AWESOME!
-MR. BIZ
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The Golden Rules of Business Development
Here is a guest post I wrote for Brad Merrill. It’s about how to be successful at business development (an important skill even if you are not in a business development role). Take a look.
http://bradwmerrill.wordpress.com/2012/01/20/golden-rules-of-business-development/
BE AWESOME!
-MR. BIZ
Follow my blog by clicking the link at the bottom right of your screen. I’d really appreciate it!
If you found this article useful, then please retweet and share on Facebook by clicking Like.
And please leave your comments and suggestions below
5 Things To Do That Will Make You a Successful Young Manager
The idea of being a young manager can be an absolutely amazing thing (think about all the fun that Kevin had when his family went away in Home Alone). Yet in reality being a manager is not all about telling everyone what to do and always getting our way.
First off, no matter how many people we have working under us, we always have a boss too. Heck, even when you are CEO you have a boss (aka the Board of Directors). Then there also is all the paperwork, documentation and “cleaning up” behind your direct reports when they do not complete 100% of their jobs.
Regardless of the hassles, managing others can be a rewarding experience. Moreover, as a young professional it can be a very valuable experience that will reap endless benefits as our career develops. I am of the belief that your ultimate success is business is not what you do but what you can get others to do, so managing people early in your career will put you leaps and bounds ahead of others as your climb the corporate ladder.
In my corporate experience I have managed a diverse cross section of people; some older, some younger, some the same age. No matter what the age of your employees, your business function (from accounting to sales and everything in between) or the size of your company and industry, there are some key things to keep in mind in order to be make your people forget that you are a young leader with little management experience and focus on the fact that you are just a leader that bring extraordinary value to the table.
Here are 5 important rules that when not followed can derail your ability to manage your team to its full potential:
- Look the part: As a young person you want to dress like you are a manager. It is ok to dress up a little more than others in the office. While most people in my office wore khakis and a dress shirt, I wore suit or sports coat (no tie). This communicates a sense of formality and will make people take you more seriously than if you were under-dressed. Moreover, if you can change your hair or overall look to appear older it will help. I can look fairly young for my age so I grew a goatee which made me look 7 years older.
- Don’t mention your age… at least not right away: It is not a good idea to go around broadcasting that you are young and inexperienced, especially when you are managing people. Once someone knows your age, it tends to create resentment. Employees older than you will think you don’t deserve to be a manager and those the same age will think that they can be your friend, eventually taking advantage of you to get special treatment. I made an effort not to let anyone know my age, however in one position my peer announced to the group a few days before I changed jobs that I didn’t have much experience and was a recent college grad. This ended up creating an obstacle I had to overcome in order to be seen as credible. We don’t need to hide your age forever, though. In fact, once you have proven yourself and have a track record of doing amazing work, telling your age can be a good thing. Once you are accomplished people are impressed and admire you for getting so far at a young age.
- Make it seem like you are more experienced than you are: Talk abstractly about your experiences. When speaking to my employees in my first management job right out of college I would refer to experiences I had at different companies through internships. I wouldn’t, however, explicitly say that I was an intern. I would say that in a “marketing position in a previous I did xyz…” I also played with vaguery even more, since I traveled for a few months between graduation and starting my job. So when my people asked if I came from right school to this job I mentioned that I did not, instead saying that I traveled between school and work (I did not mention it was only for 6 months though). Don’t say you had this other position 2 years ago after your junior year, instead refer to the passing of time as “a few years ago.” The same is true for interacting with your boss or peers; it is generally best to keep your age to yourself.
- Don’t talk about college all the time: I have seen many recent college grad colleagues consistently reference college experiences like they were yesterday. This is great to do when you are amongst other recent grads but it can lead co-workers older than you to look down on you or focus on your lack of experience.
- Help your people, don’t command them: As a young manager the most important piece of advice I can give is not to power trip. Being boss does not mean your first job is to tell people what to do an exert your authority. Job #1 is to support your people and help them do their job better. If you view your role from the point of view of a servant then you will motivate your people to listen to you and support your vision.
It can be great to be the boss, especially when you are young because it forces you to teach others how to be successful in their jobs (and the old saying says that you retain the highest % of something when you are teaching someone else how to do it), i.e. teaching makes you learn. But remember to “teach” (or coach) in the right way without committing any of the blunders above that will create a wall between you and your employees.
BE AWESOME!
-MR. BIZ
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