You can improve your odds of getting a raise, promotion or job security by creating a plan to achieve success in your current role. Like any effective strategic plan, your plan needs to answer these questions: 1) What’s my current situation? 2) Where am I trying to get to? and 3) How will I get there? Address these questions by incorporating the following five elements into your “Strategic Success Plan” (SSP): More
You can improve your odds of getting promoted by first setting the stage: show that you’re ready for the role, differentiate yourself by demonstrating leadership and build supportive stakeholder relationships. In addition, ensure that they’re thinking about you as promotion material by having “the promotion conversation” with your boss. Let’s dive into each of these four areas. More
For those over 50 and gainfully employed, a new study says you have a 56% chance that you’ll be let go before you’re ready to retire, risking substantial income loss. The study supports my own observations via client work that there is no real job security, only “career security.” In a sense employees are really all consultants.
But not to worry! Here’s a list of things you can do to both minimize the risk of an unwanted departure and set yourself up for a quick, positive transition if necessary. More
Building and leveraging a network of mutually beneficial career relationships is easier than you may think. And having this network of relationships is crucial in today’s environment, where being good at your job is simply not good enough, or where applying to lots of jobs is an inefficient way to search. Whether you’re eyeing a promotion or seeing layoffs on thehorizon, your network will help you. In a job search, your network will enable you to shortcut the application process and tap into the hidden job market where you’ll find the best opportunities.
Here are some ideas to help you to quickly build and optimize your network of career-advancing relationships. More
In most workplaces, the key to achieving job security and advancing in your organization is to demonstrate leadership. Going above and beyond the status quo for the greater good will improve your chances of getting promoted. Plus, taking initiative to improve the organization may be the reason you get to keep your job if layoffs are in the forecast.
No matter where you are in your organization’s hierarchy, you are leading if: More
A work relationship can suffer greatly from poor communication, perhaps a result of clashing communication styles, faulty assumptions, or overly quick reactions to perceived slights. One effective way to improve communication and heal an ailing work relationship is to combine two proven approaches: “active listening” and “reflective listening;” let’s call this combined approach active/reflective listening. The key elements include: More
An article in the New York Times slams 360 reviews for being “cruel” and counterproductive. The author describes 360s as being too often the conduit for mean-spirited attacks, not founded on substance, and reflecting an absence of constructive criticism. I actually agree with the article’s point of view for the types of 360s described. Yet I find 360s to be incredibly helpful to clients if conducted the right way. More
Bringing a leadership mindset to your job (a compelling vision that you can influence others to support), no matter what your level, is a key to helping you stand out and move up (or stay employed) in an organization. Recent client experiences have once again reinforced this point for me. In this first of a two part blog entry, I’ll share with you how an executive-level client’s leadership mindset was key to her early success in a new job. In Part 2, I’ll share with you how a client on one of the lower rungs of the corporate ladder was able to achieve success by demonstrating leadership. More
When we need someone’s help or cooperation, most of us will adapt our style to the audience and environment. For example, we might communicate differently with a colleague depending on their level of motivation, or whether there’s a severe time crunch or not. While you want to keep that same flexibility when managing staff, default to an influencing and delegating leadership style unless there’s a good reason not to. Here’s why: More
I once went to a seminar where the presenter was sharing some leadership development ideas with the audience. At the end of the presentation, we were all left with the same question— What do we do with this information? In fact, someone asked this very question (“what is our next step…”), and the presenter’s response was “That’s a good question, I’m not sure.” BIG mistake, and it was the key reason his presentation was a fail.
The number one question any audience member has is “how does this help me?” For your presentation to have any chance of achieving greatness (or even goodness), you must answer this question. More