“An image is not simply a trademark, a design, a slogan or an easily remembered picture. It is a studiously crafted personality profile of an individual, institution, corporation, product or service.”
~Daniel J. Boorstin~
Stella went out for drinks with a few coworkers after work. Over their conversation, she realized they had no clue what she did or what value she contributed. If she was that invisible to colleagues, she knew she must be invisible to leaders as well. She hopped on the phone with me to discuss how she could revamp her image at work.
Individuals, like companies, have a brand, I told Stella. Those who are proactive at shaping their own brand identity are more likely to be recognized and to get ahead in the workplace.
I then asked her to complete a simple exercise that I recommend to my clients. If you’re working to hone your personal branding at work, complete this exercise yourself:
List the three adjectives that best describe how you’re perceived by others at work.
Next, pick three adjectives that you would like others—especially your boss and key decision-makers—to use to describe you.
Now, here’s the tricky part (but it can be fun, too):
Develop specific, actionable strategies to move your brand identity from list #1 to list #2. This might involve training opportunities, volunteering for special assignments, or even changing your body language or how you dress. Make sure the appearance you project reflects the image you want to create.
For example, if one of your desired brand attributes is “creative,” look for opportunities to showcase your creativity at work. Then grow your personal brand by pitching an inventive new project or consistently offering your creativity in group efforts. Prepare to advocate for your ideas by explaining what they offer to the company—brainstorm on this with someone you trust first if need be.
Finding ways to add value to others’ projects in order to highlight your desired brand attributes is another way to make sure they take notice. Meet with them to discuss what they’re doing, and then make a pitch about how you can help.
As a publishing editor at a magazine, Stella wanted others to perceive her as savvy about bringing in the best talent. Innovation and ability to thrive under pressure were the other two key attributes she most wanted to play up. Currently, she believed others perceived her as highly accurate and organized, along with having strong communication skills—certainly all important qualities in an editor, but, well, pretty boring on their own.
Stella decided to pitch a special issue on a controversial topic, along with a design idea they’d never tried before. Her team loved it, and they hit a new record for copies sold. By revamping her image, Stella increased the success of the whole company.
Reaching out to influencers in your organization can help you make the most of such victories. According to a recent Nielsen survey, the opinions of people we trust are what influence us most when it comes to branding. Use this to your advantage with personal branding. Shifting how you’re perceived by a few key people with strong credibility can turn the tide for your career. Stella’s victory was so visible that leaders couldn’t help but notice, but you might need to make a call, send an email, or drop by an office to share what you’ve accomplished.
Crafting your own distinctive brand won’t happen overnight. But your personal branding strategy will work in due time, if you’re persistent. When you take your “brand manager” role seriously, you’ll be surprised at the difference you can make in achieving your career goals.
Contact Joel, as your leadership coach, to help craft your own distinctive brand.
“Great vision without great people is irrelevant.”
Arthur, a manager at a mid-size firm, read a troubling statistic: According to Harvard Business Review, one in five high-performing employees plans to leave their job in the next six months. He wanted to groom his high-performing employees for success, growing their leadership skills. But how do I know I’m not just priming them for a job with some other company? he wondered.
High-performers are 400% more productive than average employees, says the Council for Advancement and Support of Education (CASE). Arthur knew he couldn’t afford to lose his best people.
Then he read another stat: High-performing employees are only a little more satisfied with their jobs than other employees. He had an epiphany: His high-performers should get more from their job and workplace than they’re currently getting. If he gave them more, he’d increase their loyalty. Working with an executive coach, Arthur devised the following strategy.
- Implement a Thorough Onboarding Process
Thorough onboarding greatly improves retention, according to the Society for Human Resource Management (SHRM). When employees understand how to contribute, they feel more satisfied—and stay longer. Onboarding ideally lasts around a year—it’s more a talent development process than an orientation, says SHRM.This process should thoroughly help employees to understand the workplace culture, how they’re evaluated, the tools at their disposal, and how their roles relate to the company’s vision, SHRM adds. Taking these steps will help mitigate the main reasons why employees leave their jobs early on.
- Provide Plenty of Guidance
According to a 2015 Gallup study, half of all employees who resign leave because they don’t like their bosses. Managers who give little guidance in setting goals and priorities, and who aren’t consistently available to answer questions, are the primary reason behind their choice to leave.The younger generations of employees particularly expect a great deal of feedback and support from their supervisors. Giving them what they want will keep them from seeking it elsewhere. Hold regular one-on-one meetings with all employees to discuss their progress, challenges, and expectations.
- Create a Succession Plan (and Communicate It)
If your high-performing employees don’t know your succession plan (or if you need to create one), they’re probably thinking about other career moves they can make. Involving them in the succession plan will give them more incentive to stay.Start preparing employees for more advanced roles early and pairing them with mentors who can support their development. Provide leadership training or executive coaching to help them get ready to handle the increased responsibility. Help them improve their perception, visibility, and influence so they can go further.
- Support Flexible Career Paths
The standard career ladder of generations past doesn’t always apply anymore. More often than not, once employees are exposed to a variety of job roles, they begin redefining their career objectives. In your one-on-one sessions, make it clear that you support such changes, as you want everyone to follow their passion. Help employees find appropriate mentors within the organization who can help them prepare for a new role, if they choose a different path.
- Don’t Put a Cap on Incentives
According to Harvard Business Review, 73% of high-performing firms choose not to place a cap on bonus pay. When rewards are not capped, it signifies that the possibilities you can achieve together are unlimited.
- Minimize Stress
Employees who regularly feel stressed are more likely to leave their workplaces, says the APA’s 2017 Work and Well-Being Survey. Ask your employees what creates stress for them, like organizational changes, interpersonal conflict, or work/life balance issues. Then create a plan together for addressing it. Reducing work stress will also give you more star performers, as it boosts productivity.
High-performing employees might not always stick around forever, but more of them will stay for much longer when you implement these strategies. Arthur found that when he showed employees his commitment to their success and satisfaction, they displayed a great deal of loyalty to the company as well.
Retain your high performing employees by offering them an executive coach to show a continued commitment to their development.
“Optimism is the foundation of courage.”
~Nicholas M. Butler~
Sandra sighed in annoyance when Carlos, her coworker, who bounced into the office humming an upbeat tune. Their team had just lost a major client, and he seemed clueless about how that might affect the company.
Over lunch, she vented her frustration to her great mentor—and to her surprise, her mentor told her that Carlos had exactly the right attitude. “Sandra, optimistic people have many life benefits that pessimists just don’t share,” she told her. “You see optimism as naïve. You’re analytical; you don’t want to believe anything that’s not based on solid reasoning. But here’s the thing—optimism is actually the most rational approach. Optimists aren’t just choosing to see things differently; they’re actively creating a better reality for themselves. Trust me, it works.”
- Boosting Your Health
People that are optimistic have healthier hearts, a 2015 study by the University of Illinois found. To double your odds of being in ideal cardiovascular health, become an eternal optimist, according to the authors. Optimists also take more consistent measures to improve their physical health—whether they have a chronic illness or not—thereby improving their outcomes, say Suzanne C. Segerstrom, Charles S. Carver, and Michael F. Scheier in The Happy Mind: Cognitive Contributions to Wellbeing. Increased immunity is another benefit of optimism, they add. In other words, optimism can help you live longer and enjoy a better quality of life.
- Improving Mental Wellbeing
Because pessimistic people also have an eight times greater risk of depression, optimism can also boost your mental health, says Elsevier in Job Readiness for Health Professionals. Optimism also helps people cope with stress and become less overwhelmed. They tend to head off stressors early on, often keeping them from getting as big, Segerstrom and her coauthors note.
- Viewing Failure as Opportunity
Rather than viewing failure as a catastrophe, people who are optimistic start looking for potential new beginnings right away. They don’t deny that problems exist—they’re proactive about solving them, say Segerstrom and her coauthors. They make creative leaps toward other possible futures, taking calculated risks, and they’re not afraid to move beyond their comfort zone. Their lack of fear makes them excited about possibilities they may not have envisioned, rather than anxious about them. Because they believe solutions are possible, optimists focus relentlessly on achieving them.
- Branding Yourself as Capable
Optimistic people brand themselves as capable and confident. Thus, they’re more likely to be seen as leaders, people whom others trust. Their optimism gives them a natural charisma, causing others to gravitate toward them.
- Building Workplace Morale
Optimism is contagious, as Shawn Murphy says in The Optimistic Workplace. Optimists inspire others to reach toward greater heights, frequently using motivational words. When others witness an optimist achieving seemingly unreachable goals, or staying the course through a difficult time, they’re more likely to act more ambitiously themselves. They also make others feel good about themselves and excited about the future. All this creates a positive feedback loop, as people perform at their best when they’re feeling positive, says Murphy.
- Earning Promotions
Optimists tend to advance further in their careers than pessimists, according to Elsevier. They don’t self-sabotage by placing arbitrary limits on themselves. Plus, all the qualities discussed above give them a definite advantage over their pessimistic counterparts.
- Strengthening Relationships
Optimistic people tend to enjoy stronger relationships with family and friends, say Segerstrom, Carver, and Scheier. They work more effectively at solving relationship challenges, and they maintain social connections through times of stress, the authors explain. Plus, they keep a healthy work/life balance.
Sandra no longer saw Carlos as clueless and naïve. Each morning when she went in to work, she gave herself permission to feel excited about the good things that might happen that day. At their weekly lunch, her mentor would ask her to share all the successes that had happened, both large and small. As a result, Sandra found herself focusing on them. In doing so, she gave them more power than the petty annoyances and perceived roadblocks that had previously dominated her focus.
To improve your quality of life and achieve your work career dreams, cultivate an optimistic mindset, as Sandra’s mentor advised her. Even if you’re a natural pessimist, it’s never too late to start.
Need more support in cultivating an optimistic outlook? Contact Joel for his executive coaching services.
Achieving the highest possible return on human capital must be every manager’s goal.
Sebastian asks: As a new manager, I see that building relationships with my employees is way different than with coworkers. I don’t want to be that stereotypical boss who stays behind a desk except to give criticism. Can you help me figure out how to navigate these new waters?
Joel answers: Sebastian, you’re absolutely right in putting a lot of thought into this issue. Gallop found that one in two American workers has left a job to escape from a boss. Plus, 20% of workers would be happier if their boss left their organization.
Relationships between employees and managers are not only shaped by personalities—they’re also shaped by societal forces you have less control over. The constant demand for talent can shift the power dynamic between employees and bosses, notes Elizabeth Aylott in Employee Relations. Today’s employees expect a lot from a boss, because they know they’re not easy to replace. Here’s how to give them what they’re looking for.
- Be Trustworthy
Trust is important to the employee/manager relationship. Make a habit of following through with all promises on time. When you’ve finished something you told an employee you would do, say so. If you said you would read her proposal, call her into your office and provide effective feedback so she knows you’re supportive of her efforts. Repeatedly being “too busy” to respond to your employees conveys that you don’t make them a priority. Following up with people about the things you’ve pledged to do shows you respect them, fostering good feelings toward you.
- Work Alongside Them
Spend some time working hand-in-hand with employees, so you can really get to know each other’s working styles. You’ll see firsthand how they work best, so you can serve as a better coach. Their respect for you will grow when they see you’re willing to help out with the tasks that many managers may feel they’re above. Plus, you’ll gain a more in-depth view of each team member’s role when you actually see what they do on a daily basis.Use inclusive language, like “Look what we’ve accomplished together” or “What do you think we can achieve today?” This will emphasize that you’re a team.
- Help People to Grow
Show each member of your team that you care about helping them achieve deeper fulfillment from their work. Make time on a quarterly basis to check in about their career satisfaction and any changes they envision in their trajectory. If they’ve decided to make a change, this will help you figure out together how it can mesh with the organization’s needs. These talks will help establish a strong relationship based on mutual consideration. In fact, Gallup reports that employees are almost three times more engaged when managers regularly meet with them one-on-one, either face-to-face or on the phone.As people push their boundaries, offer genuine gratitude for their contributions and efforts.
- Uphold Boundaries
Recognize that the power you hold in your relationships with employees can make it hard for them to say “no” to social invitations. Hanging out with particular employees outside of work can breed resentment in others and signal favoritism. Thus, it’s best to keep employee and manager relationships professional. It’s okay to go to an occasional event at someone’s home, like a holiday party, but socializing with particular people too often can compromise your working relationship. The same goes for social networking—not everyone wants to use Facebook to keep up with professional contacts, so “friending” your employees may not be a welcome move.
- Watch Emerging Trends
Keeping your pulse on emerging and future trends will help you meet employees’ shifting expectations. The younger generations expect a lot of coaching, training, and feedback, for example. Read the latest surveys and reports on what employees want, so you know how to boost their performance and loyalty.
Strong employer and manager relationships require continual effort to grow. Remember that as a manager, you’re not just responsible for getting tasks completed—you need to foster relationships that keep your team strong. When you build these relationships, employees will feel comfortable coming to you with both problems and ideas, improving workplace culture and boosting your team’s capacities.
“Self-promotion is a leadership and political skill that is critical to master in order to navigate the realities of the workplace and position you for success.”
Natalya couldn’t believe her company hired an outsider rather than promote her to the position she was vying for. She knew she had everything it would take to succeed in that role. She decided to reach out to an executive coach who was referred to her – I was the person she called! “It sounds like you are producing a tremendous amount of value for your company,” I said. “Now you need to learn how to promote yourself at work (and your actual impact), so others will appreciate and recognize your value.” Here’s the plan we created together.
- Track Your Accomplishments
When put on the spot, it can be tough to remember all the things you’ve done over the past year. Instead of relying on memory, keep a file of all your accomplishments and current projects. At a performance review, meeting with executives, or introduction to a new client, you’ll have just the right examples of particular skills or competencies you want to highlight.
- Write a Success Story About Yourself
Create a short “success story” about yourself so you’re always prepared for high-stakes conversations. The story is created by identifying the problem, determine the actions you took to help solve the problem and the overall results that you ultimately achieved. You’ll now know exactly how to promote yourself when talking to organizational leaders.
- Expand Upon Compliments
When someone gives you a compliment, view it as an invitation to say more about the work they’re praising. This will feel less awkward if you share a piece of quantifiable data to sum up what your accomplishment did for the company. Rather than sharing a subjective opinion (e.g., “I’m brilliant”), you’re sharing something objective. And by focusing on results and outcomes, you’re giving them information that can help guide decision-making.
- Promote the Work of Others
When you promote others, you give them positive feelings about you in turn. This encourages them to speak highly of you as well. It’s like cultivating alliances within your organization, only there’s nothing devious about it. You’re simply working toward your mutual success and building a culture of showingappreciation for good work. Likewise, when you lead your team to success, speak about what “we” accomplished rather than centering yourself. Your boss and team will know you showed great leadership, and they’ll see you as a great morale-builder when you share the success.
- Take on a High-Profile Project
Look for a high-profile project that others can’t help but notice. Outline exactly how you’ll devote time to this project while keeping up with our current workload. (Hint: Delegate as much as possible, which willalso show your leadership skills!) Taking on ambitious projects will build your visibility in the organization, preparing you to exert greater influence.
- Sing Your Own Praises to Superiors
Tell your boss, and your boss’s boss, what you’ve accomplished. Phrasing the news in the form of a “thank you” can make it feel less awkward—for example, you could say, “Thanks for the encouragement to pursue project X. I’m thrilled about the results.” In doing so, you’ll be strengthening these relationships by making others feel connected to your success. Then sum up what the project did for the company—again, citing measurable outcomes. Take a big-picture approach, focusing on how the achievement benefits the company. This not only feels less awkward but highlights your commitment to the organization’s success.
Look for opportunities to connect with higher-level leaders in your organization as well. If you hear about a meeting of organizational leaders and you feel you have something to contribute, ask an advocate if you can attend or send your input with him. You have little to lose by showing some ambition, and at the very least, you’re likely to put yourself on their radar. This is an excellent way to promote yourself at work.
You now have six tactics for promoting yourself that feel more natural. With these tricks in your pocket, it will feel easier to promote yourself at work. Joel can help you implement these tips and do what is necessary to get that promotion you feel you deserve. Email executive coach Joel Garfinkle now with the area you want to work on.