“Like all technology, social media is neutral but is best put to work in the service of building a better world.” ~ Simon Mainwaring ~
Ellen Asks: One of my friends told me the boss watched how much time we spent on social media. I don’t want to get in trouble. How can I tell if I have bad social media habits at work?
Joel Answers: Social Media can keep us connected, speed communication, and increase productivity. But it can also be a distraction and a time waster. If you suspect you might be misusing social media, check out these six potential problems.
If you don’t eliminate these problems, you might get fired… or at least reduce your chances for a promotion.
- Wasting Time on Social Media. Do you check tweets, Facebook, and other social media multiple times at work? If you’re not sure, try the old rubber band trick. Put a rubber band loosely around your wrist. Every time you check non-work related media, snap the rubber band. Sore wrist? Chances are you’re overdoing the viewing.
Instead of focusing on what interests you, consider the value you are offering the company. Limit Facebook to breaks, lunch, or other non-work time.
- Sending the Wrong Message. Be very careful of inappropriate post or tweets. There have been news reports of people fired for off-color or socially insensitive posts. Things are never private on social media. Tweets criticizing former or current employers— or even clients, or coworkers— have a way of turning up in the wrong hands.
Instead, look for positive things to say about workers or employers. Save the negative for private conversations.
- Betraying Your Brand. You’ve worked hard to create a professional brand at work. But poor behavior on social media can damage your image. If you lash out, flame, or attack with meanness other points of view, it can come back to haunt you. Take care how you address politics or politically correct topics to be sure they are not offensive to others.
Instead, consider the brand you want to present. The authentic you will behave in a way that reflects your brand at work, at home, and on social media.
- Inappropriate pictures. There are many kinds of good photos you can post to social media. Inappropriate pictures will, again, tarnish your professional image. Avoid photos that are suggestive or portray you in a questionable light. Avoid posting pictures of your fun trip— the trip you took when your boss thought you were home sick. Instead, use images to create the perception you want others to have of you.
- Dishonesty. Be very careful of misrepresenting yourself and your qualifications on social media. It’s a bad habit to suggest you have credentials or job experience you do not have. Instead, review your profiles and posts to reflect your best you. Work to improve yourself so you can accurately show accolades.
You asked a great question, Ellen. Taking care of your social media presentation and the time you spend there can have a significant impact on your work. Use it to strengthen your brand and showcase your abilities instead of it being a distraction. Then you can turn social media into a good work habit.
Need pointers on how to increase your visibility and strengthen you image? Contact Joel for executive coaching.
How have you overcome bad social media habits at work?
“Everything that irritates us about others can lead us to an understanding of ourselves.”
~ C.G. Jung ~
Cassidy had overheard some snide comments. She knew people were making snap judgements, based on gossip, about her that just weren’t true. How could she change negative work perceptions and get her co-workers to think more positively about her?
She knew she was a good team player and worked hard for the company. What did she need to do to help others see her in this light? In her mind, she reviewed the negative comments.
- No backbone. Hadn’t she stood up for the idea in the meeting? But the person who said that wasn’t at the meeting. He had seen her agreeing with the boss on several other positions.
Cassidy thought of herself as a team player. She collaborated well with others. She decided she would be more visible in both the collaboration and the support she gave others. In her written communications— that would certainly go to her critic— she would be clear with her reasoning both when she agreed and when she disagreed on a topic.
- Doesn’t speak up or share. Cassidy recognized that she often was the quiet one at meetings. As an introvert, sometimes it took time to think about an idea. She didn’t want to speak until she’d considered all the angles. By that time, others had already said what she planned to say.
Again, Cassidy felt her written communications could help change that negative perception. She also decided she could go to meetings better prepared. She could consider possible ideas and processes and come up with opinions she could share to generate the discussion.
- Dominates the meetings. On the other hand, Cassidy thought Jerold talked way too much. She didn’t get room to share her ideas. As she considered, she realized those negative feelings weren’t 100% true. Jerold thought he had great ideas… and he did.
But she would have a better perception of him if he would pause longer and give others a chance to add their voice. Or better yet, if they had a system of going around the table and letting each person add to the discussion.
- Doesn’t really add value to the company. That one hurt! Negative perceptions like that could push her out of her job. Cassidy though of herself as modest. She didn’t go around bragging all the time.
However, she realized she needed to be more open about what she was accomplishing. It was important she let her boss and her co-workers know exactly what she was working on, the effort she was putting into it and the results she was producing.
- Narrow perspective. Cassidy had been with the company long enough to know how they wanted things done. Maybe it did look like she didn’t think outside the box. But to her it made sense to stay focused on what had worked successfully in the past.
Cassidy decided to be more open to looking at other ideas. She could be open to reviewing their merits and see how they meshed with the companies goals.
Cassidy worked hard to change the negative perceptions she’d heard in the office. She was pleased to hear more recently some very positive comments about her work and presence in the company.
If you want to change your perception in your workspace, connect with Joel for his career advancement coaching. He has a proven method for success.
Have you had to deal with negative comments or perceptions? How did you handle it?
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?
“If opportunity doesn’t knock, build a door ”
~ Milton Berle ~
You’re good at your job – you have great reviews, get excellent results, and you’re well-liked. Maybe you’re fairly new to your career, or maybe you’ve spent years at the same job without a promotion. Either way, if you if you keep performing, your success will be rewarded…right?
Unfortunately, no. Talent and results alone will not see you succeed. That may seem like a harsh statement after all the hard work you’ve done, but time and again, studies have shown it to be true – good work alone is not enough. You will need to take control and guide your own career in order to attain the success you have worked so hard for.
So what are you going to do? You’ve already done everything in your job description to meet and exceed expectations, so what’s next? In the new art of getting ahead, you’ll need to expand your efforts, and manage the following.
First, take stock of your own true strengths and weaknesses, and then compare them to the perception of your skill level in your organization. Ask yourself:
- Would I consider someone with my perceived skill to be ready to take on the next level challenges at work?
- What are the gaps in my skills?
- Am I missing out on opportunities to showcase my talents?
- Considering my next desired move, what traits would I most like to highlight?
2. Increase your visibility
To get ahead, you have to get noticed. If your upbringing, culture or general personality means you’re someone who is uncomfortable with “tooting your own horn,” don’t despair. While you will have to graciously take credit for the work you’ve done, self-promotion is hardly the only tactic. Consider some of the following to help you make yourself more visible:
- Identify an advocate who can speak on your behalf – with a senior partner, manager or trusted advisor working to raise your profile, you won’t have to be so aggressive in self-promotion.
- Take on high-profile assignments – working on projects with a higher visibility will translate to higher visibility for you. Taking on those things your boss or executive deems important will help make sure that your added value is noticed.
- Leverage opportunities to interact with leaders – seize those chances to rub elbows at meetings, on projects or at volunteer functions with the influential people at your meetings. Engage them in conversation, ask questions and talk to them about your successes.
3. Exert your influence
Finally, leadership requires influence to be successful. People follow leaders they believe in. Influential leaders can build connections across business units, within their teams, and with management above. People – above and below – need to see that you can inspire action and positive change. This is critical and far more potent than any attempt to lead through authority, title or power. Consider your strengths and weaknesses in the areas of:
- Reputation – Consider your work history and where you’ll need to build more value to create a solid foundation.
- Skill set – Examine your areas of expertise. Consider the tools you’ll need to succeed.
- Executive presence – No matter what level you currently lead, when you have executive presence, people are attracted to you as a leader. There are always opportunities to practice that assured sense of self that draws people in.
- Likeability – Does your leadership motivate others? Practice positive, mindful direction – success comes when others inspired by your presence and want to do their best work on your team.
- Persuasion – It is a powerful tool to be able to sway others. Persuasive leaders know how to build consensus and see their point of view.
There’s no doubt that it takes a lot to get ahead. Beyond just hard work and solid results, you need the tools at hand to get noticed and attract others to your cause. Practicing these skills will put you in good stead to land that big project or promotion you’ve been seeking.
Talkback: What techniques have you used to change your perception or increase your visibility? Comment below and share your successes in getting ahead.
Image courtesy of Pixabay/ pixabay.com
“The real art of communication is not only to say the right thing at the right time, but also to leave unsaid the wrong thing at the tempting moment.”
~ Unknown ~
Josh is a sales executive at a medium-size software company. He’s always made his numbers and hit his quotas. As he advanced in the organization, his responsibility and the number of people he manages have increased. Josh’s career goal is to become VP of sales within the next year.
He’s always known how to get results, but his fatal flaw is that he has no idea how to manage his people. The bigger his team grew, the more his abrasive and combative style got in his way. Word got back to HR that he was a bully, a hard-ass, blunt, and intimidating. Ultimately, this information was documented and he was laid off.
However, his boss’s boss saw potential in Josh. He liked the work he did and could see he really wanted to learn and grow, to get past his weakness in managing people. The boss knew that, if given the right tools and support, Josh could be extremely valuable to the organization.
When a position opened up, Josh was hired back. This time he was provided with employee training in the form of an executive coach, management training, mentoring and sponsorship. Here are the initial actions his coach took as he helped Josh design a game plan for success.
- He appealed to Josh’s self-interest. The coach asked Josh one critical question: “Given how your co-workers perceive you, what do think will happen to your goal of becoming sales VP if you don’t do anything?’ Following Josh’s answer the coach replied, “So persuade me that there are advantages for you to make some changes in your attitude and behavior, if sales VP is what you really want?”
- He helped Josh see reality. Using his last 360 before he was terminated, his coach painted a clear picture of how he was perceived by others during his employee training. Abrasive people are prone to blame others for their bad behavior, since they often see themselves as superior and all-knowing. Josh soon understood that, in order for the situation to change, he must change. He started by planning his communication in meetings and one-on-ones in advance, which helped him avoid the sarcastic, off-the-cuff remarks that had alienated his co-workers in the past.
- He played to Josh’s competitive nature. The final question was, “So do you really think you can do this? Can you really change to the point where others perceive you differently?” Josh took that as a challenge. “Of course I can,” he replied.
It’s now been over seven years since Josh was hired back and he’s received performance reviews and thorough 360s. This sales executive is now a VP with a highly motivated and loyal team and he’s never been accused of being abrasive or combative during the whole seven years.
Do you need to change the way people perceive you at work? Write down three relationship issues that you think might be getting in the way of your career goals and start developing your plan to change.
Talkback: Have you turned around a difficult situation or relationship at work? How did you do it? Share your story here.
Image courtesy of tashatuvango / fotolia.com