“If you’re climbing the ladder of life, you go rung by rung, one step at a time. Don’t look too far up. Set your goals high but take one step at a time. Sometimes you don’t think you are progressing until you step back and see how high you’ve really gone.” ~ Donny Osmond ~
Katherine Asks: Your book, Getting Ahead – Three Steps to take your career to the next level focuses on the three key factors that will propel people up the career ladder – improving perception, increasing visibility and exerting influence. Why should I focus on these three steps? Won’t my work/professionalism speak for itself?
Joel Answers: Katherine, I wish it was that easy. The truth is that how quickly and successfully you climb the corporate ladder depends on far more than just your excellent work. Advancement is based on the perception you create, not just the merit you have accumulated or the skill level you have achieved.
For example, one person I coached was a senior business development manager who worked for Cisco Systems for 11 years. He came to me for coaching because he wasn’t advancing in the company as quickly as he wanted to. Even though he had solid performance reviews and excellent job skills, he had gone four years without a promotion.
Like you, Katherine, this man thought that his work should speak for itself. He believed if he just worked hard and did a good job, people would notice him. But it didn’t work that way.
Because he didn’t let management know how valuable he was to the organization, they overlooked him. Think back to when you were in school. Didn’t the teacher recognize the person with the raised hand? While others flew under the radar?
The PVI model provides the art of getting ahead. It gives you simple steps to “raise your hand.” They help you improve your perception, increase your visibility and exert influence. When you do these things, you get noticed… and get advanced.
- Improve Perception. You can help others have a more positive view of you. Simple steps can change their perception. Speak up. Take the lead. Praise others. Let management know how your work benefits the company. Help others see you as a leader, a team player, a hard-working problem solver.
- Increase Visibility. How many people know what you do? When others are aware of your value, they can help you in climbing the corporate ladder. You might take on a project no-one wants or a high-profile project.
You can interact with people outside your immediate organization and make ways to inform your boss… and even your boss’s boss about the important things you are working on.
- Exert Influence. The surprising thing is that you don’t need any kind of title or authority to have influence. Your character and the way co-workers perceive you can build the trust and respect needed so they listen to your comments and value them.
As you are known for getting things done, building alliances, and gaining buy-in for your ideas, you begin to be the kind of person people rely on. You can sway decisions. Others want to follow you. Then it only makes sense to promote you to a position that uses these qualities.
Katherine, doing a great job is the foundation that the PVI model builds on. It can’t work if the person does poor quality work. But once you have that foundation, using perception, visibility and influence helps you rise to the top, stand out, and get promoted.
What did you do this week to move up the corporate ladder?
Nothing is less productive than to make more efficient what should not be done at all. ~ Peter Drucker ~
Kevin had been hired to turn the company around. He arrived to find a sluggish, apathetic staff. Most were warry of the change and unwilling to stick their neck out for anything.
Kevin moved immediately to work on the three things that would most affect your employee’s productivity. He knew he had to energize the workforce. He had to learn who could rise to the top and which employees are worth letting go.
The PVI Model— Perception, Visibility, Influence— seemed designed to empower employees to take back control of their careers. Keven felt sure once they saw the impact they could have in influencing those around them, they would become energized and increase productivity.
- Perception. Kevin started educating his workforce on both how he perceived them and what he knew they were capable of. He encouraged them to look within themselves for their strengths and talents.
“Sharing what you know and can do is not bragging,” he said. “It helps us use your strengths in key places. You can enjoy your work more and we can produce more when we match your strengths to our needs.”
Kevin was quick to value employees who spent the time looking at how they were perceived and then acted in a way to increase positive responses.
- Visibility. Sometimes it was hard to see who really had the greatest talents. It wasn’t just those who talked about it the most. But it was essential for Kevin to find the rising stars. So he deliberately cultivated a culture of people willing to increase their visibility.
Workers sent in a weekly report of their accomplishments. They created a large “brag board” for employees to pin “atta-boys” for themselves and co-workers. They took a few minutes at meetings for attendees to tell their greatest accomplishment of the week.
Soon, Kevin had a firm grasp of those employees who were contributing to productivity.
- Influence. Kevin saw the influence of the more confident employees rub off on the apathetic ones. He encouraged team work and mentoring. Open discussions allowed employees to influence decisions made at higher levels.
As the workers saw their increasing influence, they began to feel empowered. Kevin felt the energy increasing week by week. Workers took more responsibility for themselves and their projects.
Friendly competition and rivalry made each team seek to do their best. Kevin cross- pollinated the teams so the best influencers could enrich weaker teams.
“The pay-off for the organization was huge,” Kevin said. “This PVI Model had a major effect on the employee’s productivity, motivation, and staff retention. After just a few months, it feels like a completely different company.”
Kevin commented on the tone, the buzz of the office. Workers came up and thanked him for making such a difference. “They even told me they’d recommended their friends come work here.” Kevin said. “That’s such a contrast to the brain drain I faced when I arrived.”
“Perception, visibility and influence just make the company run better— on every level,” he concluded.
What parts of your company culture affect your productivity? What makes your employees most productive?
“Heroes must see to their own fame. No one else will.”
~ Gore Vidal ~
Nathan felt it was time to raise his visibility. He knew he needed this just to keep his job in a tight market. He especially needed to get recognition if he hoped to advance. But no one likes a show-off or a know-it-all. So Nathan struggled with how to accomplish good self-promotion in the workplace without coming off in a negative way?
He decided to use three simple ways to let other in the workplace know of his good work. It’s self-promotion without sounding like your tooting your own horn.
- Share your accomplishments
You’d love to have your work speak for itself. After all, it’s good work. But merit is determined by people— by human judgement. That’s a blend of information, viewpoint, and emotional filters. In order for the person who determines merit to appreciate your work, several things have to happen, including sharing of your accomplishments.
- They have to know about the work.
- They have to know that YOU did the work
- They have to understand the time, effort, intelligence, and skills it took to accomplish the job
- They need to see how it benefits the company
They can’t get all this by osmosis. Someone needs to at least get them the “Cliff’s Notes” of your involvement in the job. You can do that several ways
- Send a brief report to your boss or the influencer about the job. It could be in the form of a question. “I did this, and this and this…am I on track? What would you like next?”
- Ask a mentor or senior in your organization to publically or privately pass on recognition of your accomplishments.
- Request a co-worker write a letter of recommendation about your efforts on the task.
Nathan read that studies show it’s not the most competent that gets promoted, it’s the most visible. No one likes a boss that is less competent than they are. It’s not good for you or for the company. In self-defense, Nathan needs to have his competence shine. Decision makers need to know of your abilities.
- Speak up in meetings
- Offer to present material
- Check with your boss or others and share what you are working on
- Come to your review process prepared to show and explain your part in the work and in strengthening the company’s bottom line
When you promote others, you often promote yourself as well. Nathan has been producing excellent results for his company. But he had not done a very good job of self-promotion. He hadn’t been sharing wins and accomplishments in his workplace.
He decided to write an email that outlined five specific things his team had done in the past month. He made sure each point had measurable results. He said, “I’m very proud of the work this team has done and wanted to take a moment to highlight their accomplishments.”
Notice it does not look like self-promotion since Nathan is giving accolades to his team. Yet it still reflects well on him.
The CTO wrote back, “Thanks for pointing this out and congratulations to the team. The quiet success of these accomplishments from you and your team has not gone unnoticed. The CEO and senior leadership were much appreciative.” He encouraged Nathan to keep them informed about their work and the value they bring. The CTO recognized that sometimes work that goes well goes unnoticed, yet, he said, “It is important we educate the business on the value we bring.”
Self-promotion, well done, can build your visibility and lead to advancement. It helps management do a better job of recognizing who are their truly skilled workers. It also helped Nathan feel more valued and gain more satisfaction from his job.
If you need to increase your visibility and promote yourself in your workplace, first evaluate your visibility.
What have you done for self-promotion? Has it worked? Has it come off brash, or confident?
“If we encounter a man of rare intellect, we should ask him what books he reads.”~Ralph Waldo Emerson~
Damion’s goal was to become a great leader. He’d been under some mediocre leaders and wanted to do a better job than that. He looked at other leaders in the company and got some ideas of leadership skills from them.
But he felt there was more than what he was seeing. He wanted both the “why” and the “how” to become an outstanding leader. So he started reading. If you want to help yourself become a better leader, books are an excellent resource.
Damion’s created a list of leadership books that had the greatest impact on his career success. Damion offered to share them with you so you, too, could become a stand-out leader.
- On Becoming a Leader by Warren Bennis. Forbes magazine called Warren Bennis “the dean of leadership gurus.” This thought leader book resonated with Damion because Bennis affirms that leaders aren’t born, they are made. He lays out how to release the leader within us. He offers a valuable list of leadership attributes.
- The 21 Irrefutable Laws of Leadership: Follow Them and People Will Follow You by John Maxwell. Damion said, “This legacy leader book left me inspired. His examples of great leaders helped me grasp the intangibles of leadership and helped me see behind the scenes of outstanding leadership in action.” Then he distills these traits into his laws of leadership.
- The Tipping Point: How Little Things Can Make A Big Difference by Malcolm Gladwell. Damion wanted to see some changes in his company culture. Gladwell’s book gave him great insight into how to use the connectors, mavens, and salesmen within the company to make those changes. It also showed how important it is to stop a problem early on before it gets to the tipping point.
- First, Break All the Rules (1999), by Marcus Buckingham and Curt Coffman. This book cuts through the theories and tells what leaders actually DO. Do successful leaders live by the rules? No. Gallup polls helped Damion understand the value of management along with leadership.
- Getting Ahead by Joel Garfinkle. Damion started out as a “do-great-work-and-it-speaks-for-itself” kind of guy. Garfinkle’s book helped him see that his work would never speak loud enough. Advancement involves getting others to see you and your work in a positive light. What’s more, we can control how others think of us, how we are viewed, and how we influence. Powerful stuff.
- How to be a Great Boss by Joel Garfinkle. Promotion doesn’t automatically confer leadership ability. This e-book talks about 7 key qualities of a good boss— from an employee’s point of view. What makes you the kind of leader employees want to work with? Garfinkle helped Damion see places to improve.
Damion found that reading books on and about leadership improved his confidence and the quality of his work. It gave him access to the brightest minds and a broad world of ideas and techniques. Then he pulled out the ones that best fit with his situation, his abilities and his personality and added them to his set of skills. There are many tools to help you grow as a leader. Books are one of the easiest and least expensive leadership development tools.
If you’re ready to step up your leadership skills to the next level and see major results, contact executive coach Joel. He can help move you forward faster.
What books have you read that have had an impact on your job and your leadership skills?
“Setting goals is the first step in turning the invisible into the visible.”
The people I work with on a daily basis appreciate the work I produce. But I’m having trouble expanding my reputation for high-quality work beyond them. How should I approach my work in order to become more visible in my workplace?
Here are a few strategies that will help you gain visibility, which requires careful self-branding. In contrast, passively letting your quality work speak for itself would leave you unnoticed, although many people view this as their sole strategy for advancement. These strategies will help you create a strong visibility plan that will make key players throughout your organization appreciate your great work.
- Identify key decision makers in your company and gain exposure to them. Make a list of all the key decision makers in your organization, and create a strategy for becoming visible to each of them. You might have another colleague who can introduce you to them, for instance. Once you gain visibility and a rapport with these individuals, you can contact them for advice, support, or mentorship.
- Gain face time with the C-level executives. Don’t be intimidated by a person’s title, reputation, or fame. After all, they were all where you are today at one time in their careers. Reach out to them and make sure they know who you are. They will genuinely appreciate your initiative.
- Share your exciting achievements with all of these higher-ups. Remember that you’re not bragging; you’re sharing developments that benefit the whole company. Frame your announcements in this way, focusing on how what you’ve accomplished is helping the organization.
- Seek out the answer when a higher-level leader asks a question. When a higher-up lacks clarity on an issue and doesn’t have the solution in that moment, work to provide the answer. That person will come to rely on you as a problem-solver, seeing you as creative, driven, and reliable.
- Speak up during meetings to demonstrate your expertise and self-confidence. Remember, it’s normal to be nervous at first. Prepare thoughts that you want to share in advance, so you’ll be more articulate in the moment. Others will see you as more knowledgeable and capable as you become more vocal in meetings.
- Ask your mentors to introduce you to top executives. You may have already cultivated relationships with a few mentors who have networks of executives with whom they interact regularly. (If not, work to foster these relationships.) As your mentors get to know you and your work, they’ll come to see that connecting you with these inﬂuential individuals will beneﬁt everyone.
In short, don’t make the mistake of assuming you can let your good work itself speak to your skills and talents in a way that makes others take notice. You need a strong self-promotion strategy to advance in your career. Follow this advice, and you’ll get there.
Call to Action:
Want more advice on how to increase your visibility in the workplace? Evaluate your visibility via assessment so you can learn the ten areas you must emphasize to be visible.
Have you used any of these tips for increasing your visibility? What results did you see?