Executive Coaching Consultants
Help with Job Dissatisfaction

silhouette-936715_1920

“Obstacles don’t have to stop you. If you run into a wall, don’t turn around and give up. Figure out how to climb it, go through it, or work around it.”

~ Michael Jordan ~

Marcia is stuck at the bottom of a very deep pit. She hates her job. She got hired at the bottom of the last recession and at that point, any job looked good, and this one looked even better than good. So she convinced herself this was a great move for her and five years later, she’d rather be anywhere but here. So what now? Just that morning she had watched a TV show where an executive coaching consultant was a featured guest. Marcia had never considered hiring a coach or consultant, but as a mid-level executive in a stagnant company, she was going nowhere fast. She began to focus on some of the ideas the coach presented. Marcia decided to take some of his advice and use her frustration to design a replacement strategy. She took his four key questions and started reworking them to fit her situation.

  • What don’t you like about your job right now?
  • If you kept your current job, what would you like to change?
  • How could you make those changes?
  • How badly do you want to change?

1. What don’t you like about your job right now? The first question was easy to answer. Morale in the company was awful. Sales were slumping and no one seemed to care. There was a new product introduction on the drawing board, but her boss hadn’t even brought it up for discussion in staff meeting. There had been no performance reviews or salary increases in almost two years. Rumors of downsizing and layoffs ran rampant, even though the company was still showing a profit.

2. If you kept your current job, what would you like to change? Marcia really didn’t want to quit her job. What she wanted was to get her enthusiasm back at work, to feel excited about the company and her prospects the way she had in the beginning. She wanted to see the company move ahead and grow. She realized that there were some things she could change, and some things she couldn’t. For example, she could volunteer to start a brainstorming group to get the new product introduction off the ground. She could even start an informal, off-site, after-hours group to discuss ways they could work together to improve company morale.

3. How could you make those changes? Marcia decided to take action on both of those ideas quickly, and to have them up and running within 30 days. First, she set up an appointment with her boss to discuss the new product launch. “I know you’re way too busy right now,” she said, “and this project is just adding more pressure. So if I can get together a brainstorming group, we can kick start it and give you some ideas to work with.” Her boss looked relieved at her suggestion and told her to move ahead immediately.

Marcia also began chatting informally with a group of like-minded co-workers, and they set up a happy hour talk fest offsite to discuss ideas for improving morale and helping the company move ahead.

4. How badly do you want to change? The executive coaching consultant had been very specific about this one: if you focus on the negative, you’ll get more negative. Instead, define the negative and then pivot to a positive. Focus on things that work, not things that don’t.

If you are feeling stuck, if you’re not where you want to be, don’t stay there. Use your negative feelings to get your mojo back. Take these positive steps to turn the job you have into the job you really wanted in the first place. If you’re having trouble getting yourself out of the pit, Joel may be able to help. He has guided thousands of clients as an executive coach consultant toward greater job satisfaction and career advancement. Why not email him today?

Talkback: Have you been successful at turning a negative job situation into a positive? How did you do it? Share your experience here.

Image courtesy of Pixabay/ pixabay.com

5-Step Plan to Developing Your Personal Brand

Developing Your Personal Brand

“Behavior is the mirror in which everyone shows their image.”

~ Johann Wolfgang von Goethe ~

Jason has been with his company for more than five years. He’s tried every trick in the book to get ahead, from letting his boss know he’d like to move up the ladder to working overtime on his projects in the hopes that his efforts would be noticed and rewarded.

But nothing seems to be working. He still has the same job, same title, and (sadly) the same salary as when he started five years ago. What’s Jason doing wrong?

Maybe Jason is not doing anything wrong; maybe he’s just doing the wrong things.

If you want to boost your personal brand, forget about dropping hints or hoping someone will notice the long hours you’re putting in. Those tactics will get you nowhere fast.

Luckily, one of the books Jason read as part of his effort to get ahead was a how-to book about career advancement. He decided to use some of his acquired knowledge to solve his own problem. Here’s what he came up with:

  • Step 1—Define the problem.

Jason’s first reaction was, “I’m being ignored. I deserve a promotion and I’m not getting one.”

  • Step 2 – State the cause of the problem.

This is an important step, because often when people try to solve problems, they are merely getting rid of the symptoms, not resolving the issue. After a bit of soul-searching, Jason realized that he really wasn’t doing what it takes to stand out in the crowd. Hard work is fine, but he needed a personal brand and he definitely did not have one.

  • Step 3 – Brainstorm.

Come up with potential actions you could take to turn the situation around. Jason talked to a few trusted friends outside his workplace and they gave him a number of useful suggestions and opinions.

  • Take on a project that nobody wants to do and finish it successfully.
  • Offer to work on a project outside your own department (with your boss’s approval, of course).
  • Schedule a one-on-one with your boss and ask for her input on a rebranding plan.
  • Find a mentor. This could be in your company or outside of it, but should be someone who’s ahead of you on the ladder (not your boss).
  • Share your successes. Don’t brag, and don’t be modest either. Speak up about your accomplishments. This includes what you’ve been doing, either in meetings, by e-mail, or one-on-one with others in the company.
  • Share credit. Nobody does it alone and you’ll get ahead more easily if you let others participate in your success.
  • Step 4 – Choose your options.

You don’t have to do everything all at once. Pick two or three things you can do right away. Jason took the first two suggestions on his list and wrote up a plan. Then he scheduled the one-on-one with his boss to get her input and suggestions. After refining his plan, he immediately began putting it into action.

  • Step 5 – Monitor your results and make changes if necessary.

Jason first volunteered to revamp an inventory control project that nobody else would touch, because it looked boring and complicated. He cleaned that up and then made a presentation about how he implemented a new plan and achieved results. With his boss’s approval, he sent a summary of his presentation to several C-level executives.

Five months after Jason implemented his rebranding campaign, he was offered a management position in another department—and a nice increase in salary to go with it.

If you’re stuck where you are right now, feeling unnoticed and unappreciated, (not to mention underpaid), how could you rebrand yourself? Look at Jason’s action items and see if you can adapt any of them to your situation. And be sure you’re solving the problem, not covering up the symptom. Joel has helped dozens of clients boost their careers with personal branding. Email him today.

Talkback: Have you successfully rebranded yourself? What did you do and what were the results? Share your experience here.

Image courtesy of Shutterstock/ shutterstock.com

How To Be A Great Mentor: 5 Traits to Cultivate Now

teacher-407360_1920

“I am not a teacher, but an awakener.”

~ Robert Frost ~

Randy is more than a little anxious. He’s been moving ahead rapidly on the fast track with his company and he knows that his C-level managers see him as an emerging leader. Now, however, his boss has just presented him with a new challenge: mentor two employees who have just joined the firm. Randy has had a few good mentors in the past, but there’s a big difference between having one and being one. And he hasn’t been one since he tutored his girlfriend in math when they were high school seniors. He needs to be ready in two weeks. What to do first?

Like all creative leaders, Randy begins to brainstorm and research. Within a few hours, he has the outline of a game plan and knows exactly what he needs to do to become a great mentor:

  • Develop a servant mentality
  • Ask the right questions
  • Cultivate their strengths
  • Model executive presence
  • Put them in the spotlight

1. Develop a servant mentality. The mentee is the star of your little show, so always keep him or her in the limelight. They may not be comfortable there, at least in the beginning. Every actor has butterflies on opening night, after all. Your job is to cheerlead, comfort, and encourage. And stay in the background.

2. Ask the right questions. Robert Ridel, in his book Critical Thinking for Everyday Life, says that “to question is to understand.” Probing, open-ended questions often lead other people to discover answers and ideas that they didn’t know they had. Always approach questioning from the positive point of view:

  • Why do you think that worked so well?
  • What would you do differently next time?
  • If you were the client, what questions would you ask?

3. Cultivate their strengths. Being in a new position, or with a new company, is challenging in itself. Fear of failure may lie pretty close to the surface. Now is the time to remind your mentee of what she or he has already accomplished. They landed this job, didn’t they? And that was based on a track record of prior successes. Get them to talk about those successes and how to translate them into the current environment. This doesn’t mean you should ignore the downside. As George Lucas said, when discussing Star Wars II: Attack of the Clones, “Mentors have a way of seeing more of our faults than we would like. It’s the only way we grow.” You can see both sides but always accentuate the positive.

4. Model executive presence. You already have the right skills and attitude. That’s why you were chosen to become a mentor. You are not only talented, you create an impact when you enter the room. You know how to influence others, and you consistently provide added value to every project you manage. Always demonstrate these traits when working with your mentees. Come from a place of teaching, not from ego. 

Good approach: “We just made a really successful presentation. Why do you think it worked?”

Not so good: “Wow! That was fantastic. I just love it when I knock it out of the park.”

5. Put them in the spotlight. When your mentee scores a win, give him the credit. Let him know when he hits a home run. Don’t hesitate to brag to your peers and C-level executives about what a great job he’s doing. Then use that win as a foundation for continuing to grow.

Six months after Randy took on his first two mentees, he was asked to develop a mentoring model to be implemented company-wide. Today, mentoring is a way of life, based on the initial plan he put together.

Are you about to become a mentor? Or are you already a mentor and need some new ideas to motivate your mentees? Email Joel today for his suggestions.

Talkback: Have you successfully mentored employees or others in your industry? What tips would you like to share with our readers?

Image courtesy of Pixabay/ pixabay.com

 

Why Strong Leaders Have the Courage to Show Vulnerability

tri-delta-651443_1920

“A great leader needs to love and respect people, and he needs to be comfortable with himself and with the world. He also needs to be able to forgive himself and others. In other words, a leader needs grace.”

~ Leo Hindery, Jr. ~

Bill did his best to model fearlessness, capability, and decisiveness for the people he supervised—all the qualities associated with strong leadership. In all his interactions with them, though, they seemed anxious and afraid. In meetings, he could never seem to spark a robust discussion—they would just give lip service to his questions. He couldn’t understand why they acted just the opposite of the example he tried to set.

Bill didn’t realize that his attitude of invincibility was not actually setting a good example. Rather, playing the part of the fearless leader was stifling discussion and creativity. He was forgetting that success requires risks, and when taking risks, a leader is by nature in a place of vulnerability. His attitude that failure is not an option masked the reality that we all risk failure when we reach toward high goals. Pretending he was invincible showed his deep fear of failure, which is a weakness, not a strength. Like Bill, if you want to become a strong leader in your company, have the confidence to believe that even if you do fail on any one project, you’ll bounce back and succeed in the future. When strong leaders show vulnerability, it projects this confidence to the world.

That doesn’t mean you should walk around griping about your insecurities all day. Rather, just be comfortable enough in yourself to show you know you’re far from perfect, and learn to view mistakes and weakness as learning opportunities.

1. Being authentic

When you show your vulnerabilities, you are being authentic, and that helps others to see you as trustworthy. In other words, let people see your whole self rather than picking and choosing the aspects you want them to see. People can tell whether you’re being authentic or not, particularly when you work with them every day. When you’re authentic with them, they’ll learn to trust you more rather than feeling that on some level you’re deceiving them.

2. Creating a culture of openness

Talking about your own mistakes will help the people you manage and work with to feel comfortable talking about theirs too. This will help create a culture of learning from mistakes by examining, with honesty and transparency, what went wrong. The whole group will then learn from each individual’s experiences, rather than everyone keeping things bottled up inside.

Further, this culture of openness will help your team understand the full history of a project, rather than just knowing it succeeded or it failed. The team will understand how each decision played a part in reaching the final outcome.

Likewise, be transparent about what’s happening with the company, and if you don’t know something, say so. When employees know you’re doing your best to keep them informed, they’ll trust you more.

3. Making team members feel needed

A leader who’s afraid to be vulnerable might fear that if an employee is more intelligent or capable than him in certain ways, that employee might upstage him. A vulnerable leader has let go of the need to be the mastermind behind every decision. Remember that you don’t have to know how to solve every problem to be a good leader. You need to know how to find and nurture the people who do. Don’t feel threatened by their abilities—recruit them actively, and provide them with the mentorship and incentives that will help them succeed. Give team members meaningful responsibilities with opportunities to use their own creativity, and let them know you appreciate that they can do things that you can’t.

4. Being easier to work with

If you’re hard to approach at work, imagine how much energy it takes for people to confront you about their concerns. That energy would be much better spent on team projects than on this unnecessary stress. Being the first to admit your shortcomings makes you more approachable, and it shows insight and self-awareness. It also makes problems easier to correct, allowing work to flow more smoothly. Sharpening your communication skills by learning to listen actively, use open body language, and stay fully engaged will help you make the most of these conversations.

5. Learning to grow

Strong leaders proactively ask for feedback, which puts them in an inherently vulnerable position. They might sometimes feel dismayed by the feedback they receive, but they realize this feedback provides a valuable opportunity to grow. By going outside of your comfort zone to ask for this feedback, you’ll move beyond the limitations that a false sense of invulnerability can impose.

As you become a stronger leader by showing vulnerability in these ways, your team members’ trust and respect for you will grow. Relax, take a deep breath, and let your ability to work with your own imperfection shine.

Make a list of five ways you can show your vulnerability with people you supervise. Try doing one every day over the course of a week. Do you notice a difference in how team members relate to you? Email Joel to discuss your results.

Talkback: Have you ever had a boss who was good at showing vulnerability? Did it help you to grow as an employee? Share your experiences here.

Image courtesy of Pixabay/ pixabay.com

Stress free ways to ask for a Promotion

Stress free ways

“Either you run the day, or the day runs you.”

~ Jim Rohn ~

Bob wanted to step up. He felt it was time to earn more money. But how should he ask for a promotion? What steps would make it most likely he’d get a “Yes”?

He knew good managers want to see their employees move up the ladder. So he decided to approach his boss. What did he think was necessary for a promotion? Were there things Bob was… or wasn’t doing that would merit that raise?

Bob scheduled a meeting to discuss his performance and his future role with the company. At the same time, Bob decided to assess his value to the company in a specific, factual way. He looked at the projects he’d covered in the past. He checked with co-workers for their assessment of his strengths and weaknesses.

In seeking to quantify his value, he asked himself:

  • What results have I delivered to the company? About how much they were worth?
  • How has my communication improved with the boss? With co-workers? With clients? Can I identify times I’ve helped things run more smoothly or communicated well?
  • What examples can I use to show I’m more efficient than I was in the past? Can I put that in dollars saved the company?
  • How has my insider knowledge of the business translated to a stronger bottom line for the company?
  • What new skills have I developed? How do they bring value to the company?

As Bob worked on this list, he realized his insider knowledge helped him master projects about twice as fast as when he first hired on. He figure out how much that saved the company in employee costs. He noted times when keeping people informed had prevented costly mistakes.

As he went through this process, his confidence grew and his stress level went down. He decided to make a short document of his achievements. That way, if the boss needed to think about his promotion, he’d have some written material to help him decide.

Bob also researched the industry averages for salary— considering his position and location. He realized he was receiving an average pay for an above average skillset. It gave him even more confidence. He emailed his boss that he’d like to discuss a promotion when they met.

Bob planned out how he would ask for the promotion. With this plan, he felt in control and relaxed.

When he sat down in the boss’s office he first asked the boss his views on Bob’s performance. Then Bob asked what it would take for him to move into a higher position.

The boss commented on Bob’s strengths and then mentioned two things he felt Bob needed to improve in order to be ready for the next position. Bob noted those areas and then shared with the boss his list of accomplishments. It was a good conversation, without stress or fear.

He left the document with his boss. At the same time, he asked if they could meet again in a month to review Bob’s progress on mastering those two areas and see if Bob was ready for the promotion.

The next month, when they met, Bob’s boss said, “I reviewed the performance record you gave me. I’d forgotten about the Jones account and how you helped us out of that AGV account snafu. I believe you’re ready to take the next step.”

Later Bob said, “You know, 80% of the promotion effort occurred before I ever got into the boss’s office. It’s not hard to ask for that promotion when you’ve insured your boss is on the same page. It really took away all the stress.”

Want a promotion… but not sure how to get the “Yes”? Contact Joel for expert assistance to put you into the next pay level.

Talkback: How have you reduced stress when you’ve asked for a promotion?

Image courtesy of Shutterstock/ shutterstock.com