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Are You Scared of Getting “Called into your Boss’ Office?”
Maybe it’s Hollywood, or stories from friends, mentors and parents, but it seems that a majority of us get nervous (or at least a little edgy) when we are “called into the boss’ office?”
It’s not a new thing either, but one that has probably gone back for generations when subjects were called in front of the king. Post like this are typical on career forums:
(http://www.quarterlifecrisis.com/forums/archive/index.php/t-28736.html)
In this case, the person posting didn’t know of doing anything wrong, but was still concerned.
I think the genesis of this inherent fear comes from the fact that most bosses don’t reach out to their people or “want to talk” unless (A) You did something wrong, or (B) they want something from you. Either case is not all that pleasant for you, the employee.
Recently, I even noticed the feeling in myself. Upon hearing I needed to have a “quick one-on-one” with my boss that he didn’t seem to set up with my other peers, I immediately thought about any reason that he would want to talk with me. Since there didn’t appear to be anything particularly good I feared the worst. Maybe I was in for a big job change or something bad was on the horizon for me.
What made me even more concerned with the feeling I had was that I NEVER felt this way. I noted how my friends and peers would always express fear when being called into the boss’ office, but that I always was hopeful that there was good news coming.
It ended up that just like “Paul” in the post above, my boss had some great news for me. A big career development opportunity. And the reason that no one else was having the “quick one-on-one” was because I was the only one given this great opportunity.
As I left my boss’ office, with a pleasantly surprised smirk on my face, I thought about how I could make sure not to let this fear strike my heart any time in the future I was called in by my boss.
Focus on the Good- Most people’s immediate response to being called into the boss’ office being bad, we overlook great opportunity. Realize that when your boss has really good news or needs your help with something that will help your career (or show that he/she really trusts you), they like to do it privately and often in-person.
Ask for clarity- If ever I am concerned, I look for ways to set my mind at ease. One way of doing this is to ask your boss for clarification on what will be discussed during the meeting. Saying something like, “do I need to have anything prepared for the meeting” will give you more of an indication of the meeting’s focus. If you boss shrugs off your request, it may be an indication that the topic of discussion is no big deal.
Don’t get your boss a reason to call you in for something bad- I know this one is a bit obvious, but when you are always putting out 100% effort and that you make you boss aware of any mistake you make (or a heads up when an issue may be in the making) then you will have little reason to fear being called into your boss’ office.
If what you get called in for ends up being bad, focus on the solution. Don’t immediately assume that it’s the end of the world or that your boss hates you. Instead, brainstorm solutions with your boss and solicit his/her help to correct any mistakes or avoid making them in the future. While your boss has a number of responsibilities and things on their mind, most are mindful of your well-being and want to see you succeed.
For you bosses out there, remember how being called into the boss’ office feels and don’t put your employees through the same agony you know you would have felt. Mix in some good with the bad. As Ken Blanchard says, “catch people doing things right” and let them know you are aware of it.
So next time you get called into your boss’ office, don’t immediately expect the worst. Think about the good things that can come out of it. This type of mentality will help you stay disciplined and motivated to produce the highest quality of work. And when the result of the meeting is bad, don’t leave your boss’ office without at least some idea of how to move forward and do better next time.
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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Millennials, here’s why it’s time to wake up!
Today I was on NPR sharing my perspective on millennials in the workplace. Here is what I shared during the “Perspectives” segment:
Here is a link to the audio file
Here is the transcript:
Imagine how I felt, three weeks into my first job out of college and facing the thing that strikes fear into the hearts of employees across the nation. It was time for my performance review.
I wasn’t scared though, I was excited. I was expecting that my boss would give me a big raise and promotion. I was stunned when the first words out of her mouth were, “Aaron, you seem like a bright young man, but I am not sure if you even know how to do your job.” I was crushed. I thought I was doing well at work, but in reality had no idea what the working world was like.
In fact, my misguided expectations were way off. I had expected that it would be like everything else I had done in my life; that I would be given an opportunity and then rewarded for being a part of the team.
My fellow millennials, it’s time for us to wake up. The working world is not like our homes were growing up. Our bosses won’t accommodate for us like our parents did and we won’t be recognized just for showing up. It’s time for us to take action instead of just waiting to be given the careers of our dreams.
Older employees complain about our lack of engagement and inability to take on responsibility and follow-through at work. I for one hate having this stigma associated with me and know that we are better than this reputation. We are creative, enthusiastic and agile, with exciting ideas and new ways of thinking.
We need to take ownership of our careers. No one is going to hand it to us on a silver platter. We will have to earn it with consistent hard work and results. We must be coachable, willing to listen and learn from advice coming from all angles. We must be more self-aware, understanding our natural sense of entitlement and impatience that cause us to give up when we face adversity or skip around between opportunities because we will only settle for the ideal situation. Instead, we must have perspective and realize that the lessons we learn now will help us when we do find our passion.
Don’t just wait for someone to hand you the career you want. Go out there and take it.
With a Perspective, I’m Aaron McDaniel.
Does anyone have their own perspective that they want to share?
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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One Sentence You Should Never Say at Work
Our jobs can be challenge amidst all the change that invariably is happening at our companies. Whether we are at a fast growing start-up, a huge corporation adapting to new market conditions and competitors or somewhere in between, odds are this is a reality of work.
No matter what your job, company or industry, there are certain principles we all should strive to uphold. From driving results to people fast learners, all have their own level of importance. One of these key categories is our attitudes. Not only will out attitudes affect the quality of our work, but it also will affect how others view us.
It makes sense to maintain a positive attitude. Besides motivating ourselves to push-on in adversity, it helps us look good amongst the team. While a negative attitude can manifest itself in many ways, from small comments like, “this new policy sucks!” to “there is no way we are going to solve this problem!” there is none worse than when you say (and think), “it’s not my job.”
When you have this 4-word mentality, you are a poison to your team. It shows you have the mentality that you have sectioned off your work and the value you bring to your company to a tiny box that is determined by your job description.
Here are 3 reasons you should never even think the words “it’s not my job”:
- It limits you from career growth- If you are constantly concerned about how little you need to do to fulfill your job responsibilities or are only interesting in doing what you were initial hired and explicitly told what to do, then you will not inspire others to believe in you and your abilities. You won’t be given any new and exciting opportunities and later (if not sooner) your days will be relegated to mundane tasks that don’t matter as much to the future of your company.
- You won’t learn anything new-If you have a “it’s not my job” mentality, your work days will not be exciting. You will most likely get caught in the routine things that you are comfortable with (truly successful people are willing to regularly step outside of their comfort zones).
- You are being a selfish non-team player- If you are being asked to do something or see an opportunity to complete a project that may be outside of the scope of your job, odds are it is needed because there is no one doing it today. In almost every case it will help your team.
Note: This is especially true when you are working on a small team, in a new growing area of your business or are at a start-up. I once founded a start-up with a friend of mine. Routinely my business partners would say “it’s not my job.” Besides annoying me to no end, I was like, “there’s only two of us, so if it’s not your job then whose job is it?!?! Mine?”
When facing tasks that are outside of the scope of your job or that you are not familiar with, use the following 3 steps to help you contribute rock-star results:
- Partner with someone- If there is a group that does have expertise in something you have been asked to work on, bring them into the fold. Not only will you get their expertise and buy-in, but you will learn more in the process and get the work done faster. Plus it will show good teaming, something all bosses like seeing.
- Do your research- If you are asked to do something new and outside of the normal scope of your job, odds are the right way to do it won’t just come to you. Research ways to do the task and look for sources of the information you need to do a great job
- Ask for help-If you aren’t able to find a partner who has the task you have been asked to do as part of their job and if you research efforts are fruitless, ask for help. Make sure to ask to the right person (preferably someone other than your boss), and show them the work you have done and how you think you should do the task instead of just blindly saying “tell me how to do this.”
Take ownership of the work you do and take new work that may be outside of the comfortable scope of your job as an opportunity to grow and learn. It will help you develop a solid personal brand.More than anything else, if you do say “Ok, I’m happy to help,” instead of “it’s not my job,” then people will take notice and before you know it you will be receiving new and exciting career opportunities.
What’s a something YOU think someone we should never say at work?
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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Introducing The Young Professional’s Guide to the Working World
A couple weeks ago my book, The Young Professional’s Guide to the Working World: Savvy Strategies to Get In, Get Ahead and Rise to the Top hit both online and traditional bookstores. (Check it out @ Amazon and Barnes & Noble)
In the time leading up to the publication and since the launch I have received great feedback. From friends to family, Amazon reviews to affirmation from fellow business book authors. For all of this, I am grateful.
Since school doesn’t teach us how to be successful in the working world (there is no textbook that teaches us how to interact with a boss, and no course that teaches us how to position ourselves for a promotion or get buy-in for an idea from our colleagues), I feel this book was needed. It really fills a gap and offers both great anecdotes and concrete advice on what to do in your career.
For those interested, here is a brief breakdown of what the book is about and what makes it different than anything else out there:
What is the book about?
- It offers advice to young professionals (and really any working professional) on how to be successful in your career.
- In the book I talk about two archetypes, The STAR (someone who is Savvy, Tenacious, Adaptive and Resourceful) who we should strive to be like, and The DOPE (someone who Disses Opportunity Potential and Earnings) who we want to avoid
- I discuss the 25 attributes of a successful young professional, as it relates to building the foundation for a successful career.
- The book teaches you how to build a career blueprint and how to leverage mentoring to attain your career goals.
What makes this book different?
- While I am a fan and reader of many business books, a number of them explain the same concept over and over to the reader. Instead, I get right to the point and only say something once, trusting that the reader can grasp what I am explaining.
- For those with short attention spans (like me!) this book is great. Chapters are simple and easy to read (most only 4 or 5 pages) and have a clear format that tells you what you should expect to read in a chapter and recaps the lesson at the end.
- Online integration- Many books that discuss this topic are a static document and don’t offer much online integration. Besides a community for peer mentoring (more to come on this), throughout the book I ask readers to go to various assessments, tools and worksheets on the book’s website to be act on the advice in the book.
- By a millennial, for a millennial- Some books in this category are written by psychologists “studying” the millennial generation, and others are written by entrepreneurs who have no real corporate experience. In addition to being a millennial myself, I have worked in a number of different roles and functions (including managing people) at a Fortune 20 company, so I have real world experience that really shows through in the advice and tips I give.
Special thanks to my publisher Career Press, and my agent Zach Romano for making the publication process a smooth one.
For my readers, please share this with your friends and colleagues. Since we as millennials consume much of our information online and through social networks, anything you can do to spread the word would be really amazing in helping young professionals everyone learn how to build the foundation for a successful career.
I would love to hear anyone’s feedback on both the concept of the book (do you agree that it’s needed?) as well and specific feedback after you take a look at it.
I hope that you (and every young professional out there) get a chance to check it out!
BE AWESOME!
-MR. BIZ
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The Best Way to Lead is to Follow
Many people have this misconception about leadership.
They think leading others is directing the troops. Setting a vision , telling people what to do, and keeping everyone on track .While leadership is all of these, the real difference between good and great leadership is empowerment.
If the CEO of a company maintains complete control on all aspects of the business, he creates a legion of followers. People who will listen to direction but often do not leverage (or even exercise) their creativity and ambition. Then your people will have less confidence in their decisions and are less likely to take healthy risks that would help the overall organization. While there are a few examples of this working effectively (think Steve Jobs at Apple, or Larry Ellison at Oracle), many times the organization takes a turn for the worse when that leader is no longer in the picture (the verdict on Apple is still out).
Truly great leaders leverage the skills and talents of the group of smart people they build around them, but do so without needing to keep a tight grip on how goals are pursued and ultimately reached.
As a manager, empowering your people helps them grow (even when making mistakes, they ultimately will learn valuable lessons in the process).
The most effective way to empower your people is to follow their lead. As a leader, when someone is passionate about an idea of initiative, give them the opportunity to pursue it.
Doing this builds trust and loyalty. As a leader, if you are constantly saying “it’s my way or the highway,” you will eventually surround yourself with mindless drones, as top talent will feel restricted and frustrated, eventually finding a place that offers them freedom. Yet when you empower your people and give them the chance to shine, they will work harder for you. That, mixed with the passion they have will create outstanding results.
When you consistently do this, your employees will become loyal to you and when the time comes when you need something to be accomplished they will come through in the clutch, even when the task seems impossible.
There is an “old school” mentality that fear and respect is what leads to results, but this is simply no longer true (if it ever was). Case and point, when building a team vision and goals, do you think that your employees will be more likely to strive for a vision they create, or one that you push down upon them?
Clearly you would be more motivated and invested if you had a say. A great leader facilitates and directs the creation of goals and vision, she doesn’t just demand adoption of it. She knows when to let her people take the lead and supports them when they do.
She backs them up, even when they fail; and builds them back up if they do. She knows when to push forward at the front of the pack, and when to push from behind.
Ultimately, the ability to empower those you lead, through following their lead will lead to ideas you never could have thought of on your own and results that you never could have accomplished on your own.
The true difference between a good leader and a great leader is not the results when she is leading the top, but the results that they continue to achieve long after she has gone. The main ingredient to fostering this greatness is empowerment, and the best way to empower is to know when to follow.
Remember: the greatest leaders don’t just lead, they follow.
BE AWESOME!
-MR. BIZ
This article was originally published in the Personal Branding Blog
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“Expect Delays”
An early morning a couple weeks ago I was headed to a work conference. It ended up that this conference wasn’t at the typical convention center or hotel. Instead, it was located at a retreat out in the woods. While scenic, the road leading there was naturally winding and heavily wooded.
At one point, where the road narrowed to one lane in each direction, there was one of those electronic signs on the side of the road that typically flashes a multi-part message. In this case, there was only one part to the message displayed. It simply read, “Expect Delays.”
From my experience, these signs usually offer justification as to why there would be a delay. It might read “Road repair ahead.” And then “expect delays” following. But this time I did not. The sign just said “Expect Delays.” Normally I would have passed by this kind of sign paying little attention, but in this case (maybe due to the early hour or the peaceful surroundings) I found a deeper meaning in the message.
Time and time again (in our careers and lives in general) we make plans. We think through all the possibilities and details, catching as many variations as we can think of. Despite this analysis and planning, we are often wrong. Things don’t go as planned.
In my career (and life), I have found that many times when “things not going as planned” it involves something taking more time than I would have expected. I generally get impatient, expecting faster results. This often leads to me giving up, or at the very least not give my 100% in following up and seeing things through.
Unfortunately, this feeling (and response) is something that plagues many millennials like me. We are used to instant gratification and feedback. We are used to getting things when we want them, how we want them. Success in your career (and life) just doesn’t work this way.
It is important for us to be patient when we embark on a journey to accomplish a goal. Whether it is something big like starting a company or something as simple as completing a project at work, realize that things won’t go as planned. Delays will invariably creep in, and if we aren’t ready for them, then we run the risk of giving up before we ever reach our goal.
While it is key to understand and anticipate delays, it is important to go one step further. We must build resiliency. The moment we get knocked down, we must get back up. Every delay that comes our way is an opportunity for another lesson that will help us avoid obstacles in the future (or at the very least will help us get over them faster).
We must also actively look for solutions. To beat these “delays,” we have to find ways to overcome them. Whether it be testing out a new strategy or flat out asking for help, it is better to fight through obstacles and delays instead of letting them happen to us.
As you drive down the road of your career, make sure to keep an eye out for delays. Often times there won’t even be a sign that tells you when or why they are coming. Remember not to just let these delays happen to you. Use them to your advantage. Take away key lessons, they will help you be smarter and more successful further down the road.
Just because you expect delays doesn’t mean that you have to like it. Meet these delays head-on; overcome them and carve out new roads of your own to explore.
What do you think about the “delays” that you face?
BE AWESOME!
-MR. BIZ
This article was originally published in the Personal Branding Blog
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From peer to boss: How to manage a team you used to be a part of
Mar 21
Posted by Young Professional's Edge (YP Edge)
Going from peer to manager can be a difficult process. It is a challenge for you, taking on a management role where you used to be an individual contributor, and it is challenging for your team members, as they have to take orders from someone who used to be their peer.
A STAR manager (someone who is Savvy, Tenacious, Adaptive and Resourceful… for those not familiar with the archetype discussed in my book) is able to leverage the benefit of knowing what it takes to be successful at what her team does while being sensitive to the fact that it may be difficult for their old peers to see them an authority figure.
To start, STAR managers are conscious of the fact that this situation may happen, so they are sensitive about the reputation they create for themselves among their peers. It is much harder to get a team to believe in you as a manager if you were thought of as selfish, scheming or dishonest.
When transitioning from peer to manager, STARs do the following:
When taking on a management role in these types of situations, be mindful of not only being tested by your new employees but also of any resentment that exists. In many cases, one of your other ex-peers interviewed for the position you received or possibly thinks they are more deserving of the position than you are. This may cause them to hold a grudge and act in certain ways to make you look like an incompetent leader. This can manifest itself in many ways, like them purposely making mistakes on things that you ask for their help on that they know you won’t catch because of a time crunch or because you trust them with it.
One way to deal with this resentment and animosity is to address the issue head on, speaking to individuals on your team and acknowledging how they feel . When doing this make sure not to come off as if you have an “I won and you didn’t” attitude.
Another way to handle this kind of situation is to be nice to these employees and show them that you value and support them in their own career progression. Specifically seek out their advice and find ways to make them look good. This will calm the resentment and focus them on reaching the team’s goals.
STAR managers see situations to manage where she used to be part of the team as a unique opportunity to help the team be even more successful. She successfully leverages her past experience to remove obstacles, empower her employees and create a culture that the entire team believes will help the team achieve even more.
BE AWESOME!
-MR. BIZ
No man is good enough to govern another man without that other’s consent.
-Abraham Lincoln
Every time I appoint someone to a vacant position, I make a hundred unhappy and one ungrateful.
- Louis XIV
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Tags: Best Practices, Careers, Leadership, Management, Millennials, Young Professionals