“I feel that the greatest reward for doing is the opportunity to do more.”
~ Jonas Salk ~
Client Leanne Asks: I’ve positioned myself well by creating a number of opportunities which can raise my visibility with my firms’ leaders. Now I’m stuck in the middle. I have to execute on all the new work, build and maintain my pipeline of new projects, and do my actual day job besides. My concern is that I don’t have the band-width or energy to do all these things at once. How do I optimize the time I spend on the high visibility items?
Coach Joel Answers: What got you here won’t get you there. Do the job you want, not the job you have. Here’s the way I see it: You put a lot of things out there that you could work on – projects that have high visibility and put you in the public eye as far as your superiors are concerned. You volunteered for a number of things, thinking only one or two would come through, but instead you ended up with three new assignments. Now what?
These are all projects that will help you in your career with the company because you are creating opportunities to interact with people in other departments and show them how talented and how great you are. Your new projects not only have visibility, they also add influence, impact and value to the firm.
Here’s what I would do: Create a three-column chart on your computer. Lay out all your responsibilities and ask yourself what HAS to get done. What do you need to be doing to continue your success at your current baseline level so you don’t throw up any red flags? You might have one third that has to get done on your current job, one third that relates to the job you want to have—that is your visibility stuff, and the last third is the stuff you might be able to get rid of, or put less importance on. This will equate to more time and energy for the things that count. Think about ways you can eliminate work or delegate to someone else.
And here’s the way to approach the delegation piece of it. Present it as a training process—you’re not only moving ahead in the company, you’re training someone else to follow in your footsteps and learn important pieces of your job, so nothing will be left undone when you move to the next level.
In order to keep moving up the ladder as you want to do, you must do three things simultaneously:
- You must understand what your superiors need and want, not just from you but for the future of the company. And you must understand where you fit into that plan.
- You must empower your subordinates. That’s where the training piece we talked about comes into play.
- You must build relationships with your peers. You’re all on the same team, and when you help other people win, you win too.
If you can do those three things, you’ll increase your visibility and reach the next level sooner than you think.
Are you stuck between the job you have and the job you want? Implement our three-part model this week to determine how you can create more high visibility assignments that will move you to the next level.
Talkback: Have you successfully moved to a higher level of your organization? What did you do to increase your visibility with your superiors? Share your experience here.
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“The power of visibility can never be underestimated.”
~ Margaret Cho ~
Rosie has been with her company for a little less than a year. Last month she had a very positive performance review with Jake, her immediate boss. During the review, Rosie told Jake that she felt she could handle a bigger workload, and Jake seemed to agree, but nothing happened.
Yesterday Rosie found out that Jan, a co-worker with the same job title she has, was promoted—and it’s been only a year since her last promotion. Rosie knows Jan earned it, but now she’s wondering how to ask for a similar opportunity to prove herself. Rosie wonders if she should have been more aggressive in her review with Jake and in following up afterward. Of course Jan’s promotion is unrelated to Rosie’s performance, but now Rosie wants to ask for larger-scale projects and more important work without seeming like she’s jealous or resentful of Jan.
If, like Rosie, you’re feeling stifled at work and would like to take on more responsibility and get promoted, Step One is to share your aspirations openly and specifically with your boss. Don’t be shy. Ask your boss exactly what you need to do to get promoted. The more clarity you have on the specific steps you should take, the easier it will be for you to take action and achieve your goals. Over the next three to six months, schedule time every two to four weeks to discuss your progress.
Here are some of the questions Rosie asked Jake:
- How does the promotion process work?
- What do I need to be doing over the next three to six months to get promoted?
- What kind of data or information can I provide you to document my progress?
- What larger-scale projects can I own right now?
- Do I need to increase my visibility with other decision-makers to improve my chances for promotion?
When it comes to visibility with other company leaders, especially C-level managers, Jake had some specific suggestions for Rosie. In addition to taking on larger scale projects, Jake suggested Rosie look for projects outside her own specific area, particularly projects that were being neglected or that no one wanted to do. Completing an “orphaned” project successfully is a great way to gain visibility. Jake also suggested that Rosie look for one or more advocates, either inside or outside the company who would be willing to speak up on her behalf. An advocate can easily raise your profile with your boss’s boss and other high level executives by publicizing your successes.
Rosie took Jake’s advice and developed her game plan. She volunteered to head up the company’s web site revamp—a project that had been languishing for a year for lack of leadership. She completed it successfully in less than three months, and both Jake and her recently recruited advocate made sure everyone—including the company president—knew what she had done. It was no surprise that Rosie got that coveted promotion at her next performance review.
If you’ve been passed over for a promotion, or even if you’d just like to take on more challenges where you are, now is the time to act. Develop a list of five actions you could take immediately to improve your visibility. Then schedule a meeting with your boss to discuss them.
Talkback: Have you successfully improved your visibility in your company? How did you do it? Share your experience here.
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“It is important that you recognize your progress and take pride in your accomplishments. Share your achievements with others. Brag a little. The recognition and support of those around you is nurturing.”
~ Rosemarie Rossetti ~
Client Matt Asks: I never seem to get the recognition I deserve for my work, but I’m afraid to say anything because it might seem like I’m bragging. Is it appropriate to mention my accomplishments to others at work?
Coach Joel Answers: You know you’re good at what you do and deserve to get more recognition, increased responsibility and a probably even a promotion. But does anyone else know?
Many employees are passed by or completely overlooked simply because senior management doesn’t know how valuable they are.
In a Newsweek article, Sharon Allen, Chairman of the board, Deloitte &Touche USA, said: “Take responsibility for your own career. Don’t assume that others are aware of the good work you’re doing. When I was a young accountant, I was unhappy about not getting a promotion. I went to my supervisor and told him all of these things that I thought I should be given credit for and he said, ‘Well, gee, I didn’t know that you had done all of these things.’ It was a real wakeup call. You don’t have to be a bragger, but I think it’s very important that we make people aware of our accomplishments…”
Your accomplishments are the currency you use to calculate your value to the company. When tracking accomplishments, focus on:
- Business results.
- The value you’ve provided to the company.
- Fact-based, concrete details.
- The specific feedback you receive from others.
- Quantifiable data is especially persuasive because it measures the impact of your accomplishments.
Not only does tracking your accomplishments create concrete examples of your value, the tracking process itself will give you confidence. As you become aware of your progress, you will be more comfortable telling others, in specific terms, how you provide value to the company.
Like Ms. Allen says, you don’t have to be a bragger. Take advantage of opportunities to communicate your accomplishments. If others don’t hear about them from you, they can only operate from perception and second-hand information.
If you’re unsure about how much self-promotion is too much, Joel’s coaching program will provide you with a customized action plan to help you leapfrog your way to the top of the career ladder. Click here for more information.
Talkback: Do you get the recognition you deserve at work? What can you do to ensure that you get credit for your accomplishments?
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“Successful people turn everyone who can help them into sometime mentors.”
~ John Crosby ~
Virginia is hoping to be promoted soon. She approached me to find out what she can do to increase her chances of getting the position she desires.
As I told Virginia, there is one thing you can do that is so important, you are practically shooting yourself in the foot if you don’t do it.
Studies have shown that a mentoring relationship with an influential individual can increase your chances of being promoted by more than 80 percent. So if you don’t have a mentor, it’s time to get one now.
A mentor can help you understand the culture and inner workings of the organization. He or she can work with you to create career plans, improve areas of weakness, provide honest feedback and introduce you to other supportive people.
Katherine Klein, a Wharton management professor, says that mentoring is “a sounding board and a place where it’s safe to be vulnerable and get career advice. It’s a relationship where one can let one’s guard down, a place where one can get honest feedback, and a place, ideally, where one can get psychological and social support in handling stressful situations.”
Klein adds, “Mentors also should have an understanding of the organization’s values, culture and norms so they can pass these along to mentees. The mentor should be sensitive to the mentee’s needs and wishes, and enhance the mentee’s career potential, while simultaneously looking for ways the mentee’s potential can benefit the organization.”
Often, when initiating the mentoring relationship, you may feel like you are invading your mentor’s space and time. You may be hesitant to reach out and ask for help. However, the mentor also gains from the relationship; says Klein “You get the satisfaction of seeing somebody develop. And don’t forget that mentees may be in a position to help the mentor at some point.
“Mentees may also make the mentor look good.” Terri Scandura, a management professor and dean of the graduate school of the University of Miami, says, “Dealing with a person who is your junior improves your network. Mentors know more about what goes on in lower levels when they deal with mentees. Junior people can provide information to mentors…. [They] are up on the latest technology and knowledge. So it’s an interactive process: Mentors and protégés become co-learners.”
Here are some tips for selecting a mentor:
1. Choose someone you (and others) respect.
Identify an individual who you admire who has accomplished things you hope to accomplish some day.
2. Your mentor should have influence and power in the organization.
This, along with their knowledge, experience and competence, will help to open doors and introduce you to other influential people in the organization.
3. He or she is willing to invest time and is committed to your success.
Look for a respected person who is your senior and is willing to invest time in – and take responsibility for – your success and development. Likely candidates are executives with a reputation for helping others succeed.
4. Good mentors ask tough questions and hold you accountable.
Honesty and trust are critical in a mentoring relationship. He or she will offer constructive criticism when necessary, but will also take joy in your triumphs. The situation is considered ideal when both individuals – the mentor and the mentee – learn and grow as a result of the relationship.
5. Work with a mentor who is positive and enthusiastic.
Your goal is not just to learn from a mentor, but to be inspired. A good mentor is upbeat and optimistic. If you’re energized and raring to go after meeting with him or her, you’ll know you’ve selected the ideal person!
Are you ready to take action to make that next promotion happen? Sign up for Joel’s Career Advancement Coaching program and learn exactly what you need to do to take your career to the next level.
Talkback: Do you have a mentor? How did you find him or her? Do you have any tips to add for our readers?
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“I was always looking outside myself for strength and confidence, but it comes from within. It is there all the time.”
~ Anna Freud ~
When Your Inner Voice Keeps Telling You “No”
Client Suzanna Asks: Sometimes I think I am my own worst critic. I constantly catch myself thinking, “That wasn’t good enough” or “You really screwed up this time.” How can I turn this around?
Coach Joel Answers: Self-evaluation can be a positive experience. It helps us learn, correct our mistakes and improve our performance, as well as the perceptions others have of us.
According to psychologist Terry Paulson, it’s estimated that a typical person makes 300 to 400 self-evaluations every day.
That’s a lot of opportunities for self-improvement.
But here’s the rub.
Dr. Paulson says that, for most people, 80% of these self-evaluations are negative!
It’s almost impossible to maintain a positive attitude at work when your inner voice is constantly hammering you for “messing up.” After awhile, self-doubt erodes your confidence and you’ll be tempted to avoid speaking up or taking risks. Instead, you decide to keep a low profile.
Employees with low profiles are less likely to get promoted or assigned key, career enhancing projects. And, when the economy heads south, they are more likely to be laid off.
That’s why it’s important to challenge your critical inner voice.
Here are a few ways to do it:
1. Keep Your Antenna Up.
Be aware when your inner voice is saying “no.” Ask yourself, “Why?” Try to discover the “real” reason you’re being self-critical.
2. Conduct an Impromptu Risk Assessment.
If there is risk involved, ask, “What’s the worst that can happen?” Clearly, your instincts might be right and your inner voice is trying to keep you from making a horrendous mistake. But, if the nay saying becomes habitual, the real risks may not be as great as you think.
3. Rely on a Mentor or Trusted Colleague.
If you’re not sure that your inner criticism is justified, get a second opinion from a mentor or someone you trust. For example, let’s say you wanted to speak up at a meeting, but your “gut instinct” told you “no.” So you remained silent. Ask your mentor, “I wanted to tell the department head that I thought his idea would hurt customer service, but I was afraid to. Was I right? What would you have done?”
4. Celebrate Your Successes.
Some self-criticism is justified, but can you possibly be wrong (as the statistics suggest) 80 percent of the time? Celebrate those instances when you challenge your inner voice and something positive results.
5. Learn From Your Mistakes.
Obviously, you’re bound to make mistakes when you take risks. Instead of bashing yourself about what went wrong, concentrate on what you learned from the experience and how you’ll handle similar situations in the future.
6. End Each Day on a Winning Note.
Dr. Paulson suggests concluding each day by “catching yourself being effective.” He also says to “use your calendar to record one success. You may be winning and not know it if you’re not keeping score!”
When you can minimize the self-criticism, you can be more confident in who you are and what you are capable of doing. With this confidence you’ll trust yourself more and have the conviction to believe in your ideas. You’ll speak up no matter someone’s title, superiority or influence.
If your inner voice is holding you back from doing the things you know you need to do to get ahead, Joel’s career advancement coaching program may be the answer for you. Click here for more information.
Talkback: Is your inner voice overly critical? How do you overcome the negativity and remain confident in your abilities?
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