Right Attitudes

Ideas for Impact

Career Development

Leadership: Stay out of the kitchen if you can’t handle the heat

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Not everybody is prepared to endure the demanding responsibilities of a leadership role:

  • It’s tough to challenge status quo and to pilot your organization forward into unfamiliar territory
  • It’s tough to be long-term oriented and to propose transformative ideas that may fall eventually short of expectations
  • It’s tough to see around the corner and to rely on gut intuitions to develop an “end state” vision
  • It’s tough to prioritize decisiveness over inclusivity and to take tough—and sometimes unpopular—decisions
  • It’s tough to resist the urge to settle and to avoid letting circumstances define your strategy
  • It’s tough to gain strong credibility and communicate the direction and priorities of your organization
  • It’s tough to face censure and be verbally graceful under fire
  • It’s tough to be decisive, to acknowledge setbacks, and to change course midstream, if required
  • It’s tough to rationalize seemingly irrational actions and to ask for resources
  • It’s tough to be tough-minded without being inflexible or insensitive
  • It’s tough to do the right thing while resisting the temptation to please your constituents
  • It’s tough to say no when you must; it’s tough to say yes when you can’t

If you cannot come to terms with the pressures of a leadership role, perhaps leadership may be the wrong kind of work for you.

It is acceptable to be an individual contributor; although you must still develop your leadership skills to succeed in any role in the modern organization.

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There Isn’t a Shortcut to the Top

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Good college basketball players are often persuaded not to turn pro during their junior years because, once they start professional basketball, they are expected to play regularly and will miss the chance to get extensive coaching and work on their fundamentals. Instead, they are encouraged to stay for another year at college and bear the opportunity costs.

Likewise, a sound understanding of the fundamentals of a business and worthwhile operating experience cannot be skipped.

The Fast Track to the Top May Look Attractive

Organizations are full of young high-performers who seem to have the right pedigree, are sharp and ambitious, and have impressed their managers with some early achievements. As soon as they have “proved” themselves, HR succession programs tend to fast-track high potentials to the next challenge even if they are not entirely prepared, thus unintentionally setting them up for stressful transitions, bitterness, or eventual failure.

In many instances, young employees are so determined to move up the corporate ladder quickly that they don’t remain in one position long enough to master the right skills and learn from mistakes. They thereby risk accumulating a very large gap in their knowledge and skills.

Idea for Impact: Work on the Fundamentals as You Build a Career

Before making your next career move, perform a realistic self-appraisal and consider how the move may support or impede your longer-term goals. See my previous article for a list of questions to assess your chance of a promotion or a lateral move.

One of the most important skills for career success is the ability to synthesize business requirements and adjust your management approach to the conditions at hand. Each new responsibility should involve an incremental challenge that requires new learning, new approaches, and a chance to demonstrate improvement in your managerial judgment. As a career coach, I recommend staying in one position for one or two business cycles to adequately learn about the nature of the business, test fresh approaches, impact the business, and get feedback on your work.

Furthermore, not all career moves need be up the ladder. Even though most careers follow an upward trajectory, many successful careers consist of a mixture of lateral and upward career moves, each with additional responsibilities or opportunities to build experiences in different market, product, or geographical contexts with prospects for promotion in the future.

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When Work Becomes Alibi: Turtle Workaholism and Excuse-making

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When we think of workaholics, we tend to conjure up images of people slaving away for their paycheck, either out of necessity or ambition. But what about the elusive “turtle workaholics”—those who use their jobs as a way to escape personal problems and evade domestic responsibilities?

These workaholics submit to work as a distraction and seek refuge in the routine and structure of their jobs, finding solace in tangible results and recognition from colleagues. Meanwhile, they neglect the conflicts brewing at home with their spouses or children. It’s a classic case of out of sight, out of mind—except it’s their personal lives that’re out of sight.

The problem with this approach, of course, is that “turtle workaholism” isn’t a real solution. While it might provide temporary relief, it doesn’t address the underlying issues. So if you find yourself gravitating towards work as a means of escapism, take a moment to examine your motivations. Confronting conflicts might be uncomfortable, but it’s the only way to truly resolve them. Don’t be a turtle—face your problems head-on.

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Don’t be Rude to Receptionists and Support Staff

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One of the quickest ways to fail in an interview is to ignore, be discourteous, or be disrespectful to receptionists and support staff.

Some job candidates believe that they do not need to be at their best behavior in front of support staff, and then “turn it on” for the professionals who will actually interview them.

It is a common fallacy to assume that the relative position of a person on the corporate ladder is predicative of how much influence that person has in the organization. Rank, experience, and influence do not always correspond. People with influence are those whose opinions are important—not necessarily because they rank high on the org chart, but because they have acknowledged expertise, experience, or because of their association with people of authority.

Job candidates: a condescending attitude could cost you a job offer. Be courteous around everyone you meet and watch what you say. Assume that every person—the receptionists, assistants, and support staff—may have an input into the hiring decision. They will convey their negative perceptions to the hiring managers.

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Performance Appraisal Systems “Don’t Meet Expectations”

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Perfect Phrases for Performance Reviews » Douglas Max and Robert Bacal Across the corporate world, the annual performance appraisal system has been reduced to a perfunctory exercise to “do what HR needs and check-the-box,” and produce paperwork to weed out the laggards and reduce liability against discrimination lawsuits. So much so that one company I know recently distributed copies of the book “Perfect Phrases for Performance Reviews” to hundreds of its managers to help “use relevant phrases and standardize the vocabulary” and “ease the whole process.”

Empirical evidence suggests that, taken as a whole, the annual performance appraisal system has failed to “meet expectations.” It produces no durable improvements in employee behavior and seldom assists the employees meaningfully with career development. Nor does it have a discernible impact on organizational development. Thanks to a system that is highly subjective and easy to game, this annual ritual has become a stressful exercise for managers and employees alike.

At many companies, performance appraisals center too much on filling out forms. The actual performance appraisal meetings tend to be uncomfortable encounters for both managers and employees. Much time during these meetings is devoted to disputing the self-evaluations of employees, summoning up their failings, and defending the employee rankings previously determined by a “consensus” process administered by HR. Besides, during the ranking process, managers tend to overstate the accomplishments of their own employees and put down other employees—after all, managers do not want to incriminate themselves and admit failure in managing employees as successfully as their managerial peers might assert.

Core to this problem is that most managers fail to understand that employee performance management is about establishing relationships and ensuring effective communication about how employees, managers, teams, and organizations can succeed and create enduring value.

Performance management should not be limited to just once a year during the annual performance appraisal. Helping employees to reflect on their performance and learn from their mistakes, and coaching them should be part of the everyday interactions between employees and their managers. This way, the employees can solicit feedback promptly, know where they stand, and make small ongoing improvements. The managers do not have to wait until the appraisal time and then make an extraordinary attempt to convince their employees to correct themselves. The constant communication can eliminate any surprises for both the manager and the employee during the formal performance appraisal exercise.

As part of this informal practice, the managers can keep a diary on employee performance. Recording significant and relevant examples of an employee’s performance (achievements and shortcomings) can help the managers write objective performance summaries. In addition to diminishing the recency bias, the awareness that a manager might write up opinions may persuade an employee to pay attention.

For now, HR can develop a “Performance Improvement Plan” to overhaul the performance appraisal system and truly help improve individual and organizational performance.

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You Don’t Have to Be Chained to Your Desk to Succeed at Work

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The 40-hour workweek is a bygone. The workday is longer, the pace of work is faster, and most projects tend to be open-ended. A successful corporate career now demands a high-level of performance for sustained periods. At what cost, though?

The “Activity is Productivity” Fallacy

Regrettably, companies still tend to measure an employee’s commitment by how many hours he is willing to put in. In the absence of a meaningful yardstick for the productivity of knowledge workers, companies continue to cling to the outdated equation that time worked equals output, a residue from the mindsets of the Industrial Age. Late nights and shorter weekends have become implied signs of employee loyalty.

Companies strive to get more from their “right-sized” staffs and have come to depend on cadres of hard-working professionals. Therefore, companies look upon employees willing to put in long hours as assets. They bestow swift promotions and pay big bucks to employees who are willing to take on demanding assignments, be available around the clock, and forego a healthy separation between work and personal time.

The unspoken imperative is that employees have to work longer hours to get ahead, and defiant employees who wish for a balanced life may hurt their careers.

Our Society Endorses Overwork

As a society, we respect overwork. We praise hardworking, career-driven individuals, even if they have lost their sense of work-life balance. Canadian psychologist Barbara Killinger asserts in her book, “Workaholics: The Respectable Addicts,” that workaholism is now talked about as a virtue.

Overwork has become a social problem in many countries. Surveys have revealed that Americans put in more hours of work each year than employees in other countries put and do not use a fourth of their allotted vacation. Working mothers take shorter maternity leaves than they used to. Entrepreneurs sacrifice way too much for relatively modest payoffs.

In Japan, overwork has led to some of the highest rates of work-related deaths and suicides in the developed world. This social problem is rooted in the samurai culture that judged the allegiance and personal fortitude of its warriors by their willingness to work long hours and sacrifice self-interests. In the 1960s, the Japanese even coined the term karoshi to describe death by overwork. Currently, the Japanese government is considering regulating work hours.

Chinese employers have recently faced a spate of suicides and ill health caused by overwork and deteriorating employee welfare. Most newsworthy of these episodes is the deaths of many migrant workers at a factory that contract-manufactures iPods and iPhones for Apple. The Mandarin term guolaosi refers to the destructive consequences of this intense work ethic.

Long Work Hours Just Don’t Help

The all-work, no-play mentality is serving neither employees nor their employers.

Employees spend fewer hours at home, preoccupy their minds with work even when they are at home, ignore the emotional needs of their families, and ultimately strain their relationships with loved ones. Overworked employees suffer from a lack of sleep. Their unceasing fatigue debilitates their immune systems and results in serious health problems. Often, they resort to excessive smoking or alcohol and substance abuse, develop poor eating habits, and ignore physical fitness.

Long hours and lesser vacations are not good for the bottom line of companies either. Longer hours do not add up to better work.

Overwork weighs down on organizational effectiveness in terms of productivity loss, inaccuracies, poor relationships at work, and plummeting employee engagement. Employers also face increased medical costs from the decline in the physical and emotional health of their employees.

Please Stop Working So Hard!

Look, there is nothing wrong with working hard and having a passion for what you do. I agree that putting in the extra effort, undertaking challenging projects, and pursuing career growth are all very gratifying. Nevertheless, do not ignore the needs of the other aspects of your life. Here are seven suggestions that can help you work hard, but not indulge in overwork.

  1. Pace yourself. Do not think of your job as an endurance contest. As a knowledge worker, for the most part, you are paid for your intellectual work. Ingenuity and creative aptitude tend to spring in intense bursts. Therefore, your capacity for intellectual work drops dramatically when you are weary and stressed-out. Plan your day on how much you target to achieve before you can take a break and rest.
  2. Understand and cling to the critical path. Recognize the big picture of everything you work on from the customer’s perspective. Then, concentrate on the essentials. Remember, there are several things you can do, many things people want you to do, but only a few that you must do. Focus on what you must do, not what you can. Prioritize relentlessly.
  3. If you are struggling with managing your time, follow my simple, three-step process (time logging, time analysis, time budgeting) to discover how you tend to spend time currently and how you could focus on the things that matter the most. Remember, effective time management is truly about managing priorities, not about managing time.
  4. Stay on top of your tasks. Identify areas of inefficiency. Ask for help, delegate, outsource, or invest in tools and technologies that can help you achieve more in less time.
  5. Limit the amount of time you spend in meetings. Screen the agenda of each meeting for items that can be resolved by e-mail or delegation or a prior meeting.
  6. Learn to set limits on your workweek. Don’t take your time for granted. Reflect on what you would truly like to achieve and make the right work-life choices. No one can make the choices for you. Remember that the true yardstick of your performance assessment is not the number of hours you put in, but your accomplishment in these hours.
  7. Set aside personal time. Plan and use your vacation time meaningfully. Have the discipline to leave your laptop, blackberry, and other electronic devices behind. Disconnect from work and enjoy your time with loved ones.

The Right Choices for a Successful Career & a Balanced Life

Work as many hours as you think you need to achieve your goals, realize your aspirations and be happy. Do not overwork and let your career progression become an obsession.

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Thou Shall Attend the Office Holiday Party

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The office holiday party may seem like a mandatory celebration. Perhaps it is not in your tradition to celebrate Christmas. May be you are introversive, do not enjoy partying, or you feel uneasy about being around many unfamiliar people. You might even dread interacting with coworkers who you are not immensely fond of.

Despite your reluctance, the office holiday party comes with an implied obligation to attend it and enjoy it. Generally, companies consider the holiday party as a morale- and camaraderie-building occasion, not just as a mere ritual. Therefore, your management will take notice if you do not attend and may deem you negligent or arrogant if you ignore the office holiday party.

Unless you have a perfectly compelling reason—not an excuse—not to, you should partake in this celebration. It pays to attend the office holiday party, attempt to like it, exchange gifts, and make the most of it.

Great Opportunity to be “Seen”

As you move up the corporate ladder, one vital skill for your success is to be on familiar terms with the influential managers in your organization. The art of forming coalitions and winning the support is more about “who knows you” and “what they know about you” than about “who you know.” The most effective way of earning this recognition is showing up where the action is, “being there” and acting the part. For this very reason, the office holiday party is a great networking opportunity for you to introduce yourself to peers and management with whom you would not normally interact.

Office Holiday Party Etiquette

  • A word on propriety for the organizers: do not call the holiday party a “Christmas Party” and alienate employees who may not celebrate Christmas. The term “holiday party” is more inclusive.
  • Attend the party. Do not arrive too late or leave too early. You need not stay for the length of the party.
  • The holiday party is not a social occasion. Even if the party has a festive theme and setting, it is still in the professional context. Dress appropriately and conduct yourself professionally. Do not eat excessively or get drunk. Do not pass judgment, exchange inappropriate comments and jokes, or deride other guests.
  • Be Seen. Do not spend all your time hanging around familiar people. Mingle and introduce yourself to as many other guests as you can. Make sure you are “seen” by everybody important. Attempt to enjoy the party and make the most of it.
  • Bring a thoughtful and practical gift for the gift exchange ritual. Stay within the prescribed guidelines for buying gifts.
  • See my articles on how to start a conversation, how to help people pursue a conversation, how to introduce people to one another, and how to remember names.

The Winning Idea: Attend and enjoy the office party

Professional visibility and career success is often about fitting in and being visible to the influential managers and peers. Unless you have a perfectly compelling reason not to, you should partake in the office holiday party. Consider it a career advancement exercise, mingle with everybody, and enjoy it.

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Book Summary of Maria Bartiromo’s ‘The 10 Laws of Enduring Success’

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The 10 Laws of Enduring Success » Maria Bartiromo Success consists of recognizing opportunity, being optimistic, following our passions, keeping good relations, and making the best of circumstances that life presents us. The elements of accomplishment have been widely written about since the dawn of publishing. Each year, several authors attempt to repackage the familiar skills for success in new contexts. Such is the effort of CNBC anchor and journalist Maria Bartiromo (with Catherine Whitney) in “The 10 Laws of Enduring Success.” Maria presents the longstanding blueprint of success as ten attitudes: self-awareness, foresight, ingenuity, audacity, integrity, flexibility, modesty, fortitude, tenacity of purpose, and resilience.

“The 10 Laws of Enduring Success” falls short on one key characteristic. Advice on success can inspire only when the narrator connects his/her advice to personal anecdotes of hopes and despairs, achievements and disappointments, and meaningfully reflects on how certain attitudes contributed to his/her eventual success. Remember my recent article about commencement addresses by Steve Jobs, Bill Gates, and J K Rowling? These speakers are stimulating for the very reason that their timeless advices consist of thought-provoking personal contemplations.

“The 10 Laws of Enduring Success” is lacking in deep reflections of what contributed to the author’s success. As the host of one of the most popular shows in business TV, Maria Bartiromo has an extensive access to distinguished people. She does include insights from many successful people from the world of politics, business, sports, and entertainment. However, these narratives are typically short, often wander off the point, and do not necessarily connect to individual themes in a memorable way.

The conversational writing style is unassuming and quite engaging, and thus makes the book a quick read.

Leadership Reader’s Bottom-line

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Telecommuting: Out of sight, Out of mind

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Perils of telecommuting: Disconnectedness and diminished face time

For over four decades, employers have offered telecommuting and other flexible work arrangements to boost employee morale, promote work-life balance, and retain skilled workers. In spite of the ubiquity of electronic communication and accessibility to travel, a growing body of research has shown that it is significantly harder to build and maintain social relationships electronically than it is in person.

  • In the 1960s, Hewlett-Packard (HP) pioneered flexible work arrangements as part of its legendary “HP Way” culture. However, in year 2006, HP surprised employees and the HR industry by deciding to cutback telecommuting in one of its divisions to encourage employee interactivity, promote teamwork, and enable skilled workers to train the less-experienced employees.
  • A few years ago, an internal IBM study revealed that when teams went more than three days without a meeting, their happiness and productivity suffered. This promoted the “Making IBM Feel Small” initiative to promote face-to-face contact among its employees.

It’s important of show up and be “there”

Telecommuting - The importance of being 'there' Getting management to recognize you for your achievements and consider you for promotions and leadership positions has never been more challenging, especially at large companies. As I have mentioned in my previous articles, career success is no more about “who you know,” but rather about “who knows you” and what they know about you. Earning this recognition begins by showing up, “being there” and acting the part of a dedicated, enthusiastic employee.

Look, companies rarely promote employees who are not around to solve challenges and slug it out during tough times. For those of you who wish to graduate from individual contributor roles and get promoted to team-leader or management positions, telecommuting comes with a cost—reduced face time with your peers, management, and customers, and diminished opportunities to foster your management’s trust in your abilities. Therefore, telecommuting can be an impediment to climbing the corporate ladder.

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Learn from the Top Performers in Every Field

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Learn from the Top Performers in Every Field

During Q & A at a career-planning workshop that I led recently, a member of the audience asked me, “Where could I get the best education in life?” This article elaborates my response.

You learn best from imitating the techniques of the successful

“What the outstanding person does, others will try to do. The standards such people create will be followed by the whole world.”
* The Bhagavad Gita

The best way to educate yourself is by observing the top performers in every field and by identifying and applying their effectiveness techniques to your circumstances. Your inspiration may be somebody you interact with, somebody you can hear about in the media or a fictional character from a novel or movie.

Try to imitate the best performers in a discipline to be successful in that discipline. Study their educational and professional backgrounds, their work style, successes, and failures. Identify how they go about conducting their everyday affairs. Try to copy the stock picking and capital allocation skills of Warren Buffett to become a successful investor. Piggyback on the thinking of the best mutual fund managers; replicate their portfolios to benefit from their stock selection process.

Read about the techniques of Sherlock Holmes to improve your reasoning and problem-solving skills. Impersonate your favorite stand-up comedian ahead of a presentation or public speech to improve your delivery. Study the footprints of the leaders in your organization if you want to follow their lead.

Imitate different attributes of people you encounter every day: the cheerfulness of an administrative assistant, the persuasion skills of a seasoned negotiator, the resourcefulness of a car mechanic, and the dexterity of a customer service agent.

Role models are inspirational

Looking up to others is rather instinctive. As kids, you looked up to your siblings, parents, or family members. At work, you learn from observing your colleagues and bosses.

When we learn of role models, read their stories or watch of them on TV or in the movies, we identify in them a part of ourselves; we associate with their struggles and victories, their hopes and despairs.

When we identify with a role model who has accomplished what we seek yourselves, we not only learn from them but also become more confident in our abilities.

This technique has its limitations

Naturally, the influence of role models is neither always practical nor necessarily productive. Your perception of popular role models (sportsmen, artists, businesspeople and other celebrities) is often incomplete and based on cursory assessments of them. Media accounts of their trappings of wealth, fame, and success or their unseemly lifestyles can just as easily turn them into negative role models. Excesses and faults are as common in everyday life as they are in the news. Exercise judgment in what you identify and implement. Hence the corollary: Learn from the shortcomings of the unsuccessful.

Call for action

  • When people make a positive impression on you, reflect on what they did and how they did to impress you. Explore what you can learn from them.
  • Identify the top performers in your field. Seek to understand and adopt their techniques. Improve or tailor them to your personal circumstances and improve yourselves.
  • Study the biographies and memoirs of your favorite historical leaders. Read news stories and case studies of people you admire. Learn their techniques.
  • Think of personal and professional skills that you would like to improve upon. Identify one or two people in your organization who are especially skilled in these areas. Observe them or ask them for advice.

Learn everything you can from others, implement what appeals to you, and discard the rest.

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