Finding Career Direction

Discover Yourself and Your Purpose

How long has it been since you asked yourself what you want to be when you grow up?

If you haven’t considered the idea since high school, then you may have settled into a job that is not
fulfilling your professional aspirations, or your purpose.

Each of us has a particular talent that, when expressed or exercised, makes the world a better place.
Most likely you enjoy doing this thing, and you find that people respond well to you when you do it.
Perhaps it’s something you gravitate towards during out-of-hours activities, and that people respect you
for.

When you develop this talent as far as you can, you can make your greatest possible contribution to the
world, and enjoy personal and professional satisfaction that goes along with this.

Your Career Direction Journey

The process of uncovering what you are meant to do, that is finding career direction, is a journey. It starts
with discovering the essential “you”: the person who truly resides behind the facades, defenses, and
stresses of everyday life.

Once unmasked, your journey continues with specific career exploration and identification of a career that
allows you to make good use of your talents. And it moves on with a focused job or career move, in which
you identify the jobs you want and put yourself in the best possible position to get them. In fact, this
journey never really ends because work itself is all about change, growth, development, and reinvention.

By taking a talent-based approach to your career search right from the start, you keep yourself heading
toward the right career even when the actual direction shifts over time. This approach consists of
sequentially answering three questions:

1. Who Am I?
2. What Do I Want to Do?
3. How Do I Get Hired?

1. Discovering Who You Really Are

The first question to answer is “Who am I?”

We’ll take two approaches to answering this – firstly asking you to explore your talents, and secondly
using psychometric tests to explore your preferences.

Exploring Your Talents

First of all, consider your answers to the following questions:

 When have you been most committed, passionate and enthusiastic?

 When have you been most creative?

 When have you been most sure of yourself and your decisions?

 What do you consider to be your greatest accomplishment?

  When have other people considered you to be most successful?

 When have you enjoyed your work most?

 What talents were you relying on, and using, in these situations?

 For what would you take a very strong stand?

 What about the world puzzles or disturbs you that you could make an impact on?

 What jobs do you like to do at work when you have a choice?

 What activities are you drawn towards out of work?

 If money were no concern, what would you be doing?

Brainstorm each of these questions, and then use your answers to identify the top 3 talents that you most
use when you’re successful. Rank these in order.

Tip:
If you’re having problems choosing, use a technique like paired comparison analysis to rank things in
order.

Personality Inventories
Next, we’ll look at using personality inventories as a way of looking at your preferred way of working
relative to other people.

There are many typologies available including Myers-Briggs, DISC (Dominance, Influence, Steadiness
and Conscientiousness) and the strength finder evaluation in “Now Discover Your Strengths”.

Tip 1:
Some of these cost quite a lot of money, however considering the importance of what you’re doing, it is
probably worth investing in them if you haven't already done so.

Tip 2:
It can be hard initially to see how to apply these tests. One trick is to turn things around, and as you
identify possible careers, think about what personality type is most likely to be successful in these
careers. Is there a match or a mismatch? We’ll do this later.

Tip 3:
Treat these tests as advisory only – you can’t capture the whole complexity of your personality and
experience with only a few questions. That said, you’ll probably find the tests quite insightful!

With personality testing you learn what you have in common with other people. You also discover
potential points of friction with people of other personality types. While no personality type is good or bad,
it does help you discover what motivates and energizes you. This in turn empowers you to seek those
elements in the work you choose to do, and avoid the things that frustrate and demotivate you.

As you explore your personality you come to realize that who you are is really determined by the choices
you make. You choose to react one way over another, or to prefer one thing to another. You can take this
self-awareness one step further by examining why you make the choices you do. In psychological terms,
what is your payoff for making the choices you make?

When you know the “why” it is easier to see how you can become fulfilled through the work you do.

Write a “Who I Am” Statement

Now draw this together into a simple written statement of who you are. This is an important step toward
self-discovery and defining your purpose. Use it to answer the following questions:

 What your talents and strengths are;

 The talents you achieve most with;
 The activities you get most satisfaction from; and
 The type of activity the psychometrics you’ve completed guide you towards.

Tip 1:
When you’re doing this, be careful not just to look back nostalgically at simple jobs where you performed
well – after all, many different people could perform well in these situations, and this gives you little
information.

Focus instead on more difficult areas where you made a positive difference, and where others didn't.

2. Finding Out What You Want to Do

Now that you know who you are, the next stage is to think about what you want to do.

For your life to be balanced and fulfilled, your career must be aligned with who you are: Otherwise you’ll
be unhappy with work, and you’ll probably underachieve. After all, ill-fitting jobs demand different talents
from the ones that you have. If you try to pursue a career path that is at odds with your values, your
beliefs, and your way of seeing the world, then you'll struggle constantly and be under a great deal of
stress and pressure.

The starting point is to do some brainstorming on the jobs that you think would suit who you are. We’ll
then confirm this with some different psychometric tests, and then extend this list with some more
brainstorming…

You then need to spend some time researching the top careers you’ve identified.

i. Exploring the Options You Know About

Starting with your “Who I Am” statement, start thinking about all of the jobs you can see that would suit
you someone with the talents and interests in that statement (by depersonalizing it in this way, you help to
avoid “being too close to the issue.”)

Starting here is particularly important if you’re already established in a career: It’s important to capitalize
where you can on the experience and contacts you’ve already built up, compared with ditching everything
and starting completely afresh (while this sounds glamorous and enticing, it puts you in the position of
competing equally with other career starters, who may be much younger than you. On the other hand, if
you’re profoundly unhappy with your company, industry and profession, a radical career change may be
the best thing...)

So start by asking yourself if your current role can be adapted to suit you much better; if there are other
roles within your existing company that would be worth trying; or whether similar roles in other
organizations might be more rewarding.

Once you've done this, extend out and brainstorm the other options available.
ii. Using Career Tests:

The next stage is to use online career tests to explore options that you might have missed.

Useful ones are:

Free, but limited career selection advice:

Princeton Review Career Quiz
Chargeable (but inexpensive, and with good selections of possible careers):
http://www.self-directed-search.com

http://www.assessment.com
iii. Thinking Further:

The unavoidable flaw with these career tests is that they’re based on backward-looking data, and can
only cope with the major career types. Because of this, they can’t recommend new careers, nor do they
know about less well-known careers.

Using the test results as a starting point, do some brainstorming to see if there are new technology
careers which demand similar personality types, or if there are more obscure careers that may also be
open.

iv. Pulling This Together…

You’ll now have identifies a wide range of possible careers open to you. Now’s the time to cut these down
and prioritize them. We’re not asking you to choose one now, but to cut down to your top 5 or 6 choices
(the reason being that when you start researching these careers, some of them may turn out to be quite
bad!)

Again, if you’re having trouble prioritizing, use paired comparison analysis to rank your choices.

v. Perform Career Research

Armed with a solid understanding of how you can participate in fulfilling work, you now need to research
the various options you have to make money doing so. Career research is not something many people
relish, but it is necessary in order to eliminate choices that seem to be great fits on the surface but really
won’t align with your mission and purpose.

Yes, this is quite tedious. But think about the consequences of getting things wrong! Surely it’s worth
spending time exploring your options, rather than a lifetime kicking yourself for making a bad choice!

Methods for researching careers include:

 Researching the career using sites like Acinet.org, so that you can understand industry trends,
job pay levels, qualifications needed, job availability, etc;

 Conducting your own PEST Analysis to confirm your own view of likely career trends;

 Reading industry/career magazines and get a sense of how “happy” the industry is, who the
major players in it are, and what the issues and problems within it are. Also, looking at job
vacancies to see if the career is in demand;
  Understanding what talents and personalities make people successful in the career, and mapping
these back against your own talents and personality;

 Attending professional and trade shows;

 Participating in job fairs;

 Visiting company websites, and keep an eye on how companies are talked about in the press;

 Understanding where organizations are based, and deciding if you’re prepared to travel to
interviews, and perhaps to move;

 Volunteering; and

 Working part time and/or seasonally in the industry.

Tip:
Be careful when using career trends to identify career possibilities: The desire to pursue an up and
coming career may overshadow your mission and purpose. This will only lead to dissatisfaction down the
road.

Also be aware that there’s a natural desire from people within an industry to inflate its prospects (to
ensure a good supply of new recruits in the future.) Take official figures with a pinch of salt!

By the end of all of this research, you may have rejected several possible careers. Now’s the time to
narrow down to one! Again, Paired Comparison Analysis may be useful here, however so can Grid
Analysis which helps you make comparisons where many variables are involved.
3. Answering “How do I Get Hired?”
In this last phase you answer, “What am I going to do to get hired?”

With your “Who I Am” statement and your research as your compass, now you need to actually map your
progress. Many people tend to move from their purpose right into job search mode. This is a mistake
because unless you have a plan, it is far too easy to get derailed by a lucrative job offer, an opening that
Uncle Vinny has, a job that sounds really glamorous, or a whole host of other distractions.

Develop your plan first and you’re more likely to get where you want to go, faster.

 Start by writing down the career you want. What is your long-term vision for yourself in terms of
your career?
 Write down the steps you need to take or the things you need to accomplish, in order to get there.
What qualifications should you get? What experience should you build? Which organization will
give you the best start?
 For each of these steps create a detailed implementation plan.
 These are your short term goals
 Be sure to express as SMART objectives
 Go back and identify contingency plans
 Do a “what if” analysis on your goals “If you don’t get accepted to grad school this year,
what will you do?”
Tip 1:
The more contingency plans you have the more likely you will be able to survive the inevitable setbacks.
You will also have much more confidence in yourself despite the bumps in the road.

Tip 2:
Recognize that the more opportunities you have, the better the job that you’ll be able to choose.
Concentrate on creating as many opportunities as possible!

Now you are free to pursue your dream career with confidence. There are certainly no guarantees but
with the right amount of planning and a sufficient dose of reality, the career that you are meant for will
materialize.

Signs a career direction evaluation may be in order:

 Your job lacks challenge and excitement for you

 You are feeling unappreciated
 Your promotional and/or development opportunities are limited
 You are no longer having fun
 Learning is replaced with routine
 You sense that your skills and talents are being wasted
 You are suffering from stress or depression

Key Points
Finding career direction is a process. The more effort you put into the planning stages the better your
results. Uncovering your true self and your purpose is heavy, emotional work and you may have to go
through this process a few times in the span of your working life. The effort however, is certainly worth it
when you end up with a clear sense of the direction your career should be taking.

This article is part of the Plan Your Career Learning Stream. To read the next article in this Learning
Stream, or to find out more about Learning Streams for Premium members, click on the links below.

Also below, you’ll find a link to the next article in our Career Skills section.

Possibilities
Unlocking your own potential
By Bruna Martinuzzi

I am afraid of spiders.

On a cognitive level, I know that they are harmless little creatures. But if I see a spider web in my
basement, I am immediately on the alert for the dangerous intruder. And when I spot one of them, I am
overcome by fear. Because of this mild phobia, the word "spider" catches my attention whenever I see it
in print. Such was the situation when, during the course of unrelated research, I learned that if we have a
fear of spiders, we are more likely to notice them. This is exactly what happens in my household. I am
always the one who discovers the lone spider in the basement, while others are oblivious to its peaceful
existence.
If we are anxious about something, we are more likely to notice what we perceive as a threat than those
who are relaxed. In other words, whatever we focus on, we see. This is a powerful concept with
significant implications for both our personal and organizational lives. What we see is deeply influenced
by what we expect.

Over the years, many scholars have worked on variations of this concept, such as The Rosenthal Effect,
also known as the Pygmalion Effect (a psychological finding where a leader's high expectations of others
causes high performance) and the obverse, the Set Up To Fail Syndrome (where low expectations of
others causes low performance). While these concepts have to do with expectations we have of others,
the Galatea Effect (named after the stone statue of the beautiful woman that the sculptor Pygmalion
brought to life) is about expectations individuals have of themselves – it is, in effect, when high self-
expectations become the catalyst for greater personal achievements. When that happens, we become
our own positive self-fulfilling prophecy.

This is a significant factor in employee performance. A good leader who sets out to help employees to
believe in themselves, in their ability to perform well, sets the stage for their possibility to succeed. The
confidence that results from employees' high personal expectations in turn spurs them to higher
achievement and productivity – their performance rises to the level of their own expectations.

Perhaps the scholar who has done the most work in this area is Stanford University's Dr Albert Bandura,
who pioneered the concept of self-efficacy. Self-efficacy is our belief in our ability to perform effectively.
Bandura's theory is that individuals who have high self-efficacy expectations – that is, who believe that
they can achieve what they set out to do – are healthier, more effective, and generally more successful
than those with low self-efficacy expectations.

High self-efficacy determines many of the choices we make – the higher the self-efficacy, the more likely
we are to seek new challenges and persist in the face of adversity or failure. High self-efficacy also
influences the effort that we put into achievements. One might say that we are what we think we are.

This old adage is now scientifically proven. From the extensive brain research that is being conducted, we
know that our brains are not hard wired. We know that the brain is plastic, and has the ability to
reorganize itself every time we have new experiences. According to Dr John Kounios, Drexel University
Medical School professor of psychology and cognitive neuroscientist, our neural connections change
even after a 20-minute conversation! This gives new meaning to the positive impact that a conversation
can have with a coach or mentor when it focuses on high expectations that we have of ourselves.

So, what are your thoughts about yourself, about your as-yet untapped potential? On a scale of 1 to 10,
how would you rate your self-efficacy? What expectations do you have of yourself? What do you want to
attract in your professional and personal life? What do you want to be known for in your leadership?

I have posed these questions to a dozen or so highly successful professionals in the technical arena that I
have had the good fortune of interacting with recently. Without fail, everyone mentioned high expectations
about their future; and the majority, being at a mid-life point, is looking for deeper philosophical answers
to the profound question: "What's next for me?" in planning the future.

One of the individuals directed me to a book that had a particular impact on him. The book's author is
James O'Toole, (research professor in the Center for Effective Organizations at the University of
Southern California and Mortimer J Adler Senior Fellow of the Aspen Institute) and is entitled Creating the
Good Life: Applying Aristotle's Wisdom to Find Meaning and Happiness. The book takes us through the
author's own search for a better life and explores, among other things, how do we resolve tensions
between family and work commitments, how do we find meaning and fulfillment, and how do we create a
good society within our own companies, even if we only have one person reporting to us: "If Aristotle is
right that the good life depends on developing one's human potential, then providing the conditions in
which employees can do so is a clear moral responsibility of leaders of work organizations. . . [Leaders
who] deny employees the chance to develop their potential deny them the opportunity to develop their
humanity."

If you decide to buy this book, be prepared to do some serious self-exploration on issues such as:

 What does it mean to lead a good life?

 To be happy, what should I be doing that I am not doing now? And what am I doing now that I
should stop doing?
 How can I create the opportunity to be happy for the people who work for me?
 How should I begin to develop self-discipline, so that I can focus on what will make me happy in
the long term?
 What is personal excellence, and how do I achieve it?
 How can I be a success in my specialized career, and, at the same time, a well-rounded person
with a wide range of interests and knowledge?
 To what extent does my personal happiness entail a relationship with the community of others?

To live one's life to its full potential, in accordance to the Aristotelian precepts, requires emotional and
intellectual self-rigor. It also requires the ability to have high expectations of oneself, expectations that
one would succeed at what might appear to be a lofty vision.

If the possibility of generating creative and fulfilling experiences that fill our hearts and minds does not
seem real and feasible, then we need to question the underlying assumptions that get us to see what we
see, and dispute these assumptions – acting as our own defense lawyer.

What are the higher steps you need to climb to unlock your full potential? What are the "buts" that you
need to eliminate from your vocabulary in order to break through to new levels of personal achievement?
What mindsets might you need to change to stay ahead of the curve? Charles M Schwab put it aptly:
"None of us is born with a stop-valve on his powers or with a set limit to his capacities. There's no limit
possible to the expansion of each one of us." As for me, I need to stop seeing spiders as objects of fear
and stop to marvel, instead, at the wondrous creativity of their intricate silk webs.

Maximizing Job Satisfaction

Getting the most from your job.

"Find a job you like and you add five days to every week."
H. Jackson Brown, Jr.

For many of us, the idea of finding a job that is really truly satisfying – the kind where work isn’t really
work anymore – is pure fantasy. Sure, professional athletes, ski patrollers and golf pros may have found a
way of doing what they love and getting paid for it. But is there actually anyone out there who dreams of
sitting at a desk and processing paper, or watching products fly by them on conveyor belts, or working to
solve other people’s problems?

Career dreams are one thing, practical reality is often another. When they happily coincide, seize the
opportunity and enjoy it! Luckily, when they do not, it’s good to know that it is possible to get job
satisfaction from a practical choice of career. Job satisfaction doesn’t have to mean pursuing the ultra-
glamorous or making money from your hobby. You can work at job satisfaction, and find it in the most
unexpected places…
The heart of job satisfaction is in your attitude and expectations; it’s more about how you approach your
job, than the actual duties you perform. Whether you work on the farm, a production line, in the corner
office or on the basketball court, the secret is to understand the key ingredients of your unique recipe for
job satisfaction.
Identify your satisfaction triggers
There are three basic approaches to work: is it a job, a career, or a passion? Depending on which type of
work you are in right now, the things that give you satisfaction will vary.

 If you work at a JOB, the compensation aspects of the position will probably hold more appeal
than anything else, and have the greatest impact on whether you stay or go.

 If you work at a CAREER, you are looking for promotions and career development opportunities.
Your overall satisfaction is typically linked with your status, power, or position.

 If you work at a PASSION, the work itself is the factor that determines your satisfaction,
regardless of money, prestige, or control.

Inevitably, these are generalizations, and you will probably find that you get satisfaction from more than
one approach to work. Being aware of the type of work you are doing, and the things you need for job
satisfaction, will help you to identify and adjust your satisfaction expectations accordingly.
Building job satisfaction
Once you have identified the blend of status, power or intrinsic enjoyment that need to be present in your
work for you to feel satisfied, you then need to work on some of our seven "ingredients" for a satisfying
job. These ingredients are:

 Self-awareness
 Challenge
 Variety
 Positive attitude
 Knowing your options
 Balanced lifestyle
 A sense of purpose

Self-Awareness
The first step in the search for job satisfaction is to know yourself. If you're to be happy and successful,
you need to understand your strengths and weakness and identify what types of profession will allow you
to build on those strengths and minimize those weaknesses. A useful framework for conducting this type
of analysis is a Personal SWOT analysis. You can find a Bite Sized Training session on how to do this at:
http://www.mindtools.com/community/Bite-Sized Training/BiteSizedTraining-PersonalSWOTAnalysis.pdf

It is very difficult to feel satisfied with something that you aren’t very good at, so rather than spend time
beating yourself up about it, take a long hard look at the things at which you excel, and try to find a
position that uses some of those skills too.

Another important component of self-awareness is to have a good understanding of your personality traits
and your preferred style of working. A useful tool for this is Schein’s Career Anchors, which helps you
understand what you value and what motivates you in your career, (and also what you do not value, and
what de-motivates you).

For more information on some of the most commonly used personality and behavioral typologies, the
MindTools site has articles on Myers Briggs and Holland’s Codes. These also provide links to assessment
tools such as the MAPP assessment as well as a suite of assessment tools at Analyze My Career.

By increasing your self-awareness, you can work towards the ideal blend of compensation, status and
intrinsic reward that suits you, and that you can realistically achieve. Knowing this will help you to set
appropriate goals, and manage your own expectations.

The greater the match between your preferences and the requirements of the job, the more potential for
job satisfaction you have. The remaining six “ingredients” determine how much of that potential you
actually achieve.

Challenge
Some days you may deny it, but we all thrive on interesting challenges. Does this mean your job has to
be the head of engineering at NASA? No, different things challenge different people at different times.
You just need to figure out what you can do to ensure you don’t allow yourself to go stale at work.

Even if the job itself is not all that challenging, you can make it challenging. Some great ideas here
include:

 Set performance standards for yourself – try to beat your previous record, or set up a friendly
competition among co-workers;
 Teach others your skills – nothing is more challenging, or rewarding, than passing your skills and
knowledge to others;
 Ask for new responsibilities – these will give you opportunities to stretch yourself;
 Start or take on a project that uses skills you would like to use or want to improve; or
 Commit to professional development – take courses, read books or trade magazines and attend
seminars. However you do it, keep your skills fresh and current.

Variety
Closely related to the need for challenge is the need to minimize boredom. Boredom is a common culprit
when it comes to job dissatisfaction. When your mind is bored you lack interest and enthusiasm and even
a well-matched job becomes very dissatisfying. Some common methods to alleviate boredom at work
include:

 Cross train and learn new skills;

 Ask to be moved to a new assignment or department requiring the same skills;
 Ask to work a different shift;
 Volunteer to take on new tasks;
 Get involved with committee work; or
 Go on an extended leave, or take a sabbatical.

Tip 1:
If your position is inherently repetitive then add variety by changing your routine. Instead of sitting in the
lunchroom for your break, go outside, or rearrange or move your desk so you have different scenery.

Tip 2:
All jobs have elements or tasks that are boring, and if you're to do your job well, you'll need to do these
tasks well (you can bet there are things even your CEO doesn't like doing!) However, make sure that
there's plenty of interesting work to offset the boredom.
Positive attitude
Attitude plays a huge role in how you perceive your job and your life in general. If you are depressed,
angry or frustrated, you're much less likely to be satisfied with anything. Making a change to a positive
attitude is a complex process that requires a lot of work and a strong commitment. However, over time,
you can turn your internal dialogues around and start to see most events in your life as positive and
worthwhile. Here are some tips:

 Stop negative thoughts from entering your brain;

 Reframe your thoughts to the positive;
 Put the events of the day in the correct context;
 Try not to dwell on setbacks;
 Commit to viewing obstacles as challenges;
 Accept that mistakes are simply opportunities to learn; and
 Become an optimist.

To help you with your quest to become positive, MindTools has a useful article titled Thought Awareness,
Rational Thinking and Positive Thinking, which helps you to identify and change negative and unhappy
thinking patterns

Know your options

When you feel trapped, you can start to get anxious. At first you wonder what else is out there for you.
This progresses to the point where you become convinced that anything other the job you are doing has
got to be more satisfying. To combat this, continuously scan your environment for opportunities. When
you feel you have options, you have more control. When you make a positive choice to stay with a job,
that job has much more appeal than if you feel forced to stay because you feel you have no alternative.

 Keep a list of your accomplishments;

 Update your resume on a regular basis;
 Keep up to date on employment trends;
 Research other jobs that interest you; and
 Adopt an “I’m keeping my options open” approach.

For help with keeping up to date on employment trends and investigating other jobs that interest you, a
great tool to consider is a Personal PEST Analysis. You can work through a Bite-Sized Training module
here: http://www.mindtools.com/community/Bite-Sized Training/BiteSizedTraining-
PersonalPESTAnalysis.pdf

Maintain a balanced lifestyle

You'll have heard many times that you need to keep your life and work in balance. When you focus too
much on one at the expense of the other you risk putting your whole system in distress. When work takes
over your life, it is easy to resent it and lose your sense of perspective: Suddenly everything about your
life is clouded with negativity.

The Life Career Rainbow and The Wheel of Life are two great tools to use when trying to attain and
maintain an appropriate work life balance.

Find a sense of purpose

Last, but certainly not least (for many people) is the need to find a sense of purpose in the things you do.
Even if you do a boring job, it helps a lot if you can see the real benefit you're providing for people.
Even the most mundane job usually has purpose if you dig deep enough. And if it doesn't, should you be
wasting your life doing it?

If you're struggling to see the value in what you do (or if you want to sharpen your image of it) see our
article on mission statements and vision statements: Unleashing the Power of Purpose.
Key Points
Work plays a significant in our lives. In our quest to be happy and productive, having a strong sense of
job satisfaction is important. When you are dissatisfied with your job, this tends to have an influence on
your overall outlook on life. While you may not be in the career of your dreams right now, it is still your
responsibility to make sure that what you are doing is satisfying to you.

By knowing the key elements that go into job satisfaction, you can choose to take control and make the
changes you need to feel really satisfied and motivated by what you do. Make one small change at work
today that makes you feel good or different – build on that change and create a satisfying environment for
yourself

Using "Holland's Codes"

Shaping a career that suits your personality.

You know when you are in a job you like. You also know when the task you’re doing just isn't right for you.

What lies behind our feelings of work satisfaction or dissatisfaction are our fundamental work interests:
These are the things that we enjoy doing, whatever the industry or the job title. The trick to finding career
satisfaction can be to identify those core interests and match your job to them.

For example, if you’re a science person, you may not be happy working in a job that needs quick
decisions, or where you need to use your “gut” to guide you. Likewise, artistic people would be driven
mad in a profession that has lots of rules and procedures, or which demands a lot of number crunching.

In a perfect world, we would all choose careers that suit our core interests. However this is not a perfect
world: For all sorts of reasons, we can find ourselves in positions where what we’re doing just doesn’t suit
our natural interests and abilities. This is where understanding how job and personality fit together can
help you change the situation for the better.

Ability and personality are the two main things contribute towards job satisfaction. You’re likely to find that
jobs that suit your ability and personality are much more rewarding than those that don’t. Here we look at
your work interests – an important part of your work personality.
Understanding the Theory: Holland’s Codes
In the 1970s John Holland developed a popular theory of interest development based around these six
personality types:

1. Realistic (R):
These are people who like well-ordered activities, or enjoy working with objects, tools, and machines.

Realistic people:
 see themselves as mechanically or athletically talented, but may not be good with people.
 value concrete and tangible things like – money, power, and status.
 avoid “social” activities, those that need interaction with other people.

Common traits:
 Hard-headed, inflexible, persistent, materialistic, practical, and genuine.
2. Investigative (I):
Investigative people like activities that involve creative investigation of the world or nature.

Investigative people:
 see themselves as highly intelligent, but often lack leadership skills.
 value scientific endeavors.
 avoid activities that seem mundane, commercial or “enterprising”.

Common traits:
 Analytical, curious, pessimistic, intellectual, precise, and reserved.
3. Artistic (A):
Artistic people like unstructured activities, and enjoy using materials to create art.

Artistic people:
 see themselves as talented artists.
 value aesthetics.
 avoid “conventional” occupations or situations.

Common traits:
 Idealistic, complicated , introspective, sensitive, impractical and nonconformist.
4. Social (S):
Social people enjoy informing, training, developing, curing and enlightening others.

Social people:
 perceive themselves as helpful, understanding and able to teach others.
 value social activities.
 avoid activities demanded by “realistic” occupations and situations.

Common traits:
 Generous, patient, emphatic, tactful, persuasive, and cooperative.
5. Enterprising (E):
These people enjoy reaching organizational goals or achieving economic gain.

Enterprising people:
 see themselves as aggressive, popular, great leaders and speakers, but may lack scientific
ability.
 value political and economic achievement.
 avoid activities demanded by “investigative” occupations and situations.

Common traits:
 Extroverted, adventurous, optimistic, ambitious, sociable, and exhibitionistic.
6. Conventional (C):

Conventional people enjoy manipulating data, record keeping, filing, reproducing materials, and
organizing written or numerical data.

Conventional people
 see themselves as having clerical and numerical ability
 value business and economic achievement
  avoid unstructured or “artistic” activities

Common traits:
 Efficient, practical, conscientious, inflexible, defensive, and methodical.
The Model
Holland then arranged these six personality types into a hexagon (see figure 1, below) organized
according to people’s preference for working with different stimuli at work: people, data, things, and ideas.
Holland’s theory is that people with different personality types prefer working with different work stimuli,
and that the distance between work personalities indicates the degree of difference in interests between
them. For example Artistic people are least like Conventional people and most like Social and
Investigative people.

Holland’s conclusion was that for any personality type, the career most aligned with that type is most
likely to be enjoyable and satisfying. For example, a Realistic person would be best suited for a Technical
job and least suited for Social job. Jobs with Conventional or Operational characteristics would be the
next best choices.

The way that this works in practice is that people people use a personality test to identify their three top
personality types. This gives their Holland's code (for example, ESA). This is then matched against the
Holland's codes of people typically found within particular careers.
How to Use Holland Codes Career Model:
There are two good ways of using this model - either in helping you choose a career that suits you, or in
helping you shape your existing job so that you maximize your fulfillment. To find your ideal career
according to this approach, just complete steps i and ii below. To shape your job, use our complete
process.

Using Holland’s Codes is a straightforward process, which is made all the easier by some useful online
interest evaluation sites.

Part One Identify your Work Personality

Step i: Read through the brief descriptions given above and find the one you most identify with. You may
want to take an official Holland Code Assessment. There are many of these, costing different amounts –
you can find them by typing “Holland Code Assessment” into Google.

Try one: Does the assessment say what you thought it would? If they aren’t, ask yourself why: Often we
choose a personality type that reflects who we want to be, not who we really are. (If so, learn from this!)

Tip 1:
Do try the online tests - they're not expensive (for example, one costs US$9.99) and a good one will show
you the careers and professions that most suit your code once you've completed it. This can save you a
huge amount of painstaking research!

Step ii: To further explore your “true” work personality, ask yourself, “How would my spouse, family, and
friends categorize me?” Show some of your friends and co-workers descriptions of the types and ask
them to categorize you. Here again, explore any differences between your assessment of yourself and
theirs.

Part Two: Analyze your job in terms of your interests

Step iii: Look at your main tasks and responsibilities. Are they aligned with your work personality?

Step iv: List those responsibilities that are aligned in one column and those that are not in another. Use
this to decide whether your job is a good fit for your interests or not.

Step v: For each of the job roles where your interests are not well matched, work out at least one way of
bringing the two sides together. For instance, if you are a “Conventional” person working in an
administrative position, many of your roles will be in-line with your interests. However, if you were asked
to organize the Christmas party, you might be very uncomfortable about deciding about decorations,
entertainment, and so on. These are more Artistic responsibilities, which are directly opposite to your
Conventional ways. One strategy to deal with this is to delegate the Artistic tasks and assume
responsibility for making sure the tasks get done. You maintain the Administrative duties and get rid of the
Artistic ones.

Part Three: Set Goals to Bring Your Interests and Responsibilities in line

Step vi: The best way of making sure that something gets done is to set a specific, time limited goal.
Identify two or three of the most important problem areas, and set realistic goals to change things.

Tip 2:
Remember that this is a model – it’s a useful way of looking at things, but it can’t possibly capture all of
the complexities of the ways that people behave at work. Make sure that you interpret any conclusions
with common sense.

Tip 3:
Also bear in mind that as you develop in your career you’ll need to extend your skills into new areas. In
particular, as you take responsibility for people and then move upwards within an organization, you need
to develop the “Social” ability to work with other people, as well as other skills that normally go with other
personality types (if you’re going to be a CEO, there’s a lot of “Conventional” work that you just have to
do, and do well.)

Key Points
Holland’s Career Codes provides a useful framework for exploring your personal interests and the
careers most likely to suit you.
Every occupation requires a particular set of characteristics. By identifying your particular interests you
can quickly uncover the parts of your job that give your satisfaction. Likewise, you can identify areas of
dissatisfaction and help you plan how to address these. This helps you develop your career in the right
direction – one that will be a source of long-term fulfillment.

Schein’s Career Anchors

Understanding what inspires you in your career

It used to be that once you decided on a career, you stayed in that career until you retired.

Not so anymore: The notion of lifetime employment has been replaced with lifetime employability. This
means that you can’t rely on your employers to maintain your employment: You alone are responsible for
your career progression and development.

Career management and planning in this environment is a challenge. So that you remain satisfied and
fulfilled by the work you are doing, you need to adjust your career development activities accordingly.

Career development is no longer only about gaining the skills and knowledge you need to move up within
one company. Career development today is about achieving flexibility and continuously evaluating and
developing your skills in order to remain employable and fulfilled over the long term, regardless of who
you are working for, and what industry you are working in.

To achieve this level of flexibility, you need to have a very strong sense of who you are and what you
want from your work. Not everyone is motivated by the same thing, and our ambitions vary greatly. Some
people thrive on being creative and innovative whereas others prefer stability and continuity. Challenge
and constant simulation may be important to one person, while creating a work/life balance is paramount
to another.

So, to effectively manage your career, you need to know more than what you enjoy doing: You need to
understand WHY you like to do it. You need to figure out what the underlying characteristics of the work
are that make the task enjoyable, interesting and stimulating to you.

To help people answer this question, Edgar Schein, a specialist in organizational psychology and career
dynamics, identified eight "career anchors.”
Understanding the Theory
Schein’s theory is that everyone has a “dominant career anchor” and that by identifying your particular
career anchor, you can determine the careers and roles that will provide the most satisfaction. For
example, if “service” is your career anchor, then you could choose from a wide range of career options
that allow you to serve others. If your preference is to “manage”, you can manage people in a variety of
industries and across many types of jobs.

Schein has identified eight career anchors, or themes, that define a person’s preference for one type of
work environment over another. The idea is that once you have determined your dominant theme, you
can then identify the types of positions that give you the greatest satisfaction, and plan your career
accordingly.

The eight anchors/themes are:

1. Technical/Functional:
These people are motivated by being really good at something (here, “technical” does not mean
“technology related”, rather it means being a highly skilled professional or expert in a particular field.)
People with this anchor thrive on skills improvement and enjoy challenging environments where they can
demonstrate their expertise.
The type of work these people seek can be in any specialty, industry, or organization. The key is that they
need to be able to showcase their talents regularly. Opportunities to teach and mentor others are
particularly attractive to Technical/Functional workers.

2. General Managerial:
In contrast to the Technical/Functional people, General Managerial people view specialization as limiting.
These people don’t want to be the experts: They want to have experts working for them. They enjoy
delegating, training, problem solving, directing and dealing with people. These people tend to be
analytical and have well developed interpersonal skills.

General Managerial types can be found across all industries and organizational types and the keys to
their motivation are leadership, responsibility and collaboration.

3. Autonomy/Independence:
These people prefer to work in environments where they can make their own rules, set their own
standards, and work independent of others. They want to control the work they do from start to finish and
they want to be recognized for what they have accomplished: All by themselves.

People with an anchor in Autonomy/Independence are best suited for positions where they are given a
set of expectations and then left to accomplish them. Good career choices include consulting and
contract or project work.

4. Security/Stability:
These people are the risk avoiders. They prefer calm, stable, predictable environments and are satisfied
when they perform their job competently. They love to work in highly structured organizations where the
rules and expectations are clear. If they had a choice, these people would be the ones who stay with the
same employer until they retire.

Security/Stability seekers are often found in large, centralized companies and in government
organizations. The type of work they do is less important than what the job offers in terms of pay, benefits
and a stable organizational culture.

5. Entrepreneurial Creativity:
People with this dominant anchor are inventive, creative, and energetic. They express their creativity by
starting new businesses (entrepreneurs) or spearheading new projects and new directions for the
organization they work for. These people value ownership and, unlike those with
Autonomy/Independence preferences, they enjoy working with others and gathering the talent they need
to see their dream or creation through to fruition.

Many of the people who prefer Entrepreneurial Creativity are business owners and wealth is often a
measure of success for them. The work environment for people with this anchor must be dynamic, as
they get bored very easily. These people get restless if they are not creating something.

6. Service/Dedication to a Cause:
This anchor is characterized by the desire to serve others. People in this category are motivated by work
that reflects their set of core values even if that work does not relate directly to their talents. They put the
purpose of their work ahead of the work itself. They often view their work as an extension of who they are
and what they stand for.

These people are found in the helping professions and in not-for-profit organizations. The public service
sector is attractive as are helping professions within organizations (HR, counseling, nursing).

7. Pure Challenge:
These people thrive on problem solving and meeting challenges. They are very competitive and view
obstacles as opportunities to test themselves and see how well they perform. "Entrepreneurial Creativity"
types get bored easily, but "Pure Challenge" people must have constant change in order to stay
motivated. These people will invariably have more than one career in their lifetime and often change jobs
frequently.

The work environment that suits Pure Challenge people best is one where competition and individual
effort are strongly encouraged. Sales positions typically fit this profile as do jobs where there is extreme
pressure to perform.

8. Lifestyle:
This person realizes that work is but one portion of his/her life.

The ability to balance work, family and leisure is critically important and they will choose a position that
enables them to achieve this balance. They turn down opportunities that will get in the way of other parts
of their life. They often take extended leaves from their jobs in order to travel or perform volunteer work.

Lifestyle people “work to live” and they seek organizations that provide a relaxed, easy-going culture.
They are also commonly found in high turnover type positions or in part-time jobs where they work just
long enough to make the money they need to fund their next adventure.
How To Use The Tool
"Schein’s Career Anchors" gives useful guidance when you're preparing a career development plan. By
comparing yourself, your values, and your motivations with the main anchors, you can get a much better
sense of the type of job you will gain the most satisfaction from. Instead of trying to fit yourself into a
career, Schein’s model offers a way of identifying careers or roles that fits you.

The following steps show you how you can use Schein’s model to think about your career development:
1. List the positions you have held in your career in the past and, any you currently hold in a table
like the one shown in Figure 1, below.

Figure 1: Values and Motivators Analysis

Values and Motivators
Position Positive Anchor Negative Anchor
Positive Negative

2. In the next column, write down the characteristics of each job that you liked most. Think about
what you valued and what motivated you. Did you enjoy certain tasks, the culture, the
organization’s goals, the people, the hours?

3. Now think about the characteristics of each job or role you disliked or found demotivating. List
these in the third column. These are your “negative values and demotivators”.

4. Now review the descriptions of Schein’s Eight Career Anchors, above. Which of these most
closely describes your positive values and motivators? Which most closely described your
negative values and motivators?

5. Analyze your lists for patterns and common positive and negative characteristics and matching
anchors. Which anchor or anchors appear to be dominant for you? Be open to surprises.
Sometimes the anchor you “felt” you possessed when reading the descriptions is not the most
indicative of your true values and drivers.

Often there are two or three anchors that could hold the top spot. Use your judgment, re-read the
 descriptions, and choose the best-fit dominant ones for the values and motivators you have
identified.

6. Once you have identified your dominant anchor or anchors, you can use this knowledge to help
formulate your career development plan, set goals in your career or analyze problems or
opportunities that you have in your current position.

Tip:
Bear in mind that different jobs and situations bring forward different behaviors and different dominant
anchors. For example, people early in their careers may not have management opportunities, and may
therefore relate most closely to Technical/Functional anchors. Later on they may, for example, switch to a
General Managerial anchor. And if life priorities change, they may identify most closely with a Lifestyle
anchor.

Don't be too rigid with this theory: Use it for guidance, and as one of the inputs to your career
development plan.

Key Points
"Schein’s Career Anchors" is one of a number of well respected tools that can help you find direction in
your career. Use the knowledge it gives you to think about the development of your career, and as a
starting point for planning your career.

By understanding what underpins your success and job satisfaction, you will be in a much better position
to adapt yourself to a changing world, and develop a career that gives you true satisfaction and fulfillment.

Behavioral Assessments
How personality affects the way people do their jobs

Introduction by Kellie Fowler. Article reprinted with permission from the author, Prof. Adrian Furnham.
Psychology Dept., University College London.

[Note: In our 29 June newsletter, we looked at the Myers Briggs test. We hope you enjoy this slightly
different perspective!]

Recently, there has been a great deal of attention devoted to personality tests and behavioral
assessments. Many businesses are now relying on these “tools” to better determine which candidates to
interview, to enable more successful job placement, to further develop existing employees, to assess and
enhance listening and communication skills and to screen for conscientiousness and emotional reactions.

The following article, entitled “Square Holes for Square Pegs,” written by Professor Adrian Furnham,
looks at the “Big Five” Model of Personality and makes sound arguments for personality assessment, or
success profiling. This article is followed by a link to an amusingly-presented online personality
assessment solution.
The “Big Five” Model of Personality:
According to the "Big Five" model of personality, the most important dimensions of people's personality in
the workplace are:
 Introversion/Extraversion
 Agreeableness
 Openness
 “Natural Reactions”
 Conscientiousness
Introversion/Extraversion:
Some people are talkative, sociable, and socially self-confident.

They like other people and tend to be socio-centers. They are comfortable in groups and teams and enjoy
intensive and extensive people contact. Others are quiet, retiring, and apparently shy. They prefer to work
alone and have a much lower need for social contact of all kinds. This, of course, is introversion-
extraversion.

The salient question here is about social contact at work: with colleagues and total strangers (i.e.
customers). People can be excited, enlivened and energized by social contact, or frightened and
exhausted by it. Long-distance lorry drivers, authors, and gardeners tend to be introverts; sales people,
cabin crew, and hotel receptionists tend to be extraverts.
Agreeableness:
Next, some people tend to be sunny, cheerful, warm and empathic while others are dour, unsympathetic,
and grumpy.

This is about being hard or softhearted. It's about sensitivity to and interest in the feelings of others. This
dimension is called agreeableness. Nurses, social workers and primary school teachers, indeed all those
dealing with the vulnerable, need to be agreeable.

However agreeableness can be a handicap when agreeable managers have to deal with recalcitrant,
difficult and disagreeable staff. Their natural warmth and kindness may prevent them from ''kickin' ass'' as
frequently as they should.
Openness:
Third, some people are curious, imaginative and artistic, while others are practical and focused.

This dimension is called openness to experience. The more open people are, the more prone to boredom
they are. They think outside the box too much. You do not want creative airline pilots whose job it is to sit
in small, dark, cool spaces watching computers for hours.

Nor do you want openness in those dealing with rule-enforcement in security and safety. But you want it
in 'shovels-full' in marketing and design.

But the last two characteristics are the most important - Conscientiousness and "Natural Reactions".
"Natural Reactions":
Some people are calm, contented and placid. They are stable under fire, resilient and emotionally robust.
Others are easily upset, tense, anxious, moody and highly-strung. It is, in short, the ability to handle
pressure and stress – we call this “Natural Reactions”.

Most jobs have some sources of stress. Tight deadlines. Disgruntled customers. Competing demands.
Indolent staff. Tough performance standards.

At the extreme, people who can’t handle stress cave-in with psychosomatic illness, depression or erratic
behavior. They can be a menace to themselves, their colleagues and the business.
Conscientiousness:
And finally, there is conscientiousness, the work ethic, diligence, and prudence. Some people are hard
working, self-disciplined and well organized. Others are (alas) disorganized, easily distracted and
undependable.

Conscientious people have self-discipline, drive and a sense of direction. They stay on and come in when
required over and above what it says in their contract. They just need a direction and an appropriate
reward.
Recommendations:
 1. Do a job analysis: understand what and how people are required to do things and then search for
those best fitted to the job.

2. Conduct a validation study - that is, test a group of your best employees to establish benchmarks
against which to compare job applicants. This is called Success Profiling.

You can find a good “big five” test (with an enjoyably different, UK-flavored, James Bond spin to it) at the
following address: http://www.testsonthenet.com/MI5-r.htm

Your Reflected Best Self™

Getting a deeper understanding of your strengths

Think of your national athletics team at the Olympics. All the individuals in it are exceptionally talented –
but at different things. The javelin thrower is able to throw his javelin powerfully and release it from his
grasp at exactly the right time; the marathon runner has phenomenal endurance; and the sprinter has
powerful leg muscles so that she can explode out of the starting blocks.

No team manager would encourage the sprinter to start throwing javelins, nor would he assign the
endurance athlete to the 100 meter race. If he did, he'd be ignoring their strengths, and expecting them to
deliver results from an area of weakness.

Yet managers do this every day in business! If you're not convinced, think back to your last appraisal. Did
your boss praise the way that you carried out various key aspects of your role? Or do the "areas for
improvement" he or she identified stand out more clearly in your mind?

The chances are that the criticisms are most memorable. And what this means is that, at best, you're
working on your improving your weaknesses, and you're ignoring your strengths.

Why Strengths Matter

Of course, managers clearly need to point out areas of team members' performance which are not up to
standard, if that area is an essential part of the job. But there are two good reasons why ignoring people's
strengths can fail to yield the results that managers want: i.e. increased performance.

First, focusing on weaknesses often doesn't encourage people to work on those weaknesses: negative
feedback generally puts us on the defensive. And, for many, it's natural to deny that the observations are
true, or to dismiss them as irrelevant, by telling themselves that that aspect of their work isn't important
anyway. Either way, they're not motivated to do much about it.

On the other hand, most of us respond well to praise. We realize that what we're doing is appreciated, so
we try to repeat the positive behavior, in the hope of getting more praise.

Second, there's good evidence that our strengths and weaknesses are, to some extent, fixed (for more on
this, listen to our Expert Interview with Chuck Martin entitled "Are we hardwired for success?", or read our
article on Benziger's Personality Types).

But are you clear about what your strengths are? The traditional appraisal system offers only so much
help in identifying them. What we need is a way of finding out what they are, and also of figuring out what
we should do to "play to our strengths". The Reflected Best Self™ exercise helps us do just that, and this
article gives our interpretation of the exercise.
How to Use the Tool
This is an overview of the steps in the Reflected Best Self™ technique:

Step 1: Survey others about your strengths

Identify ten or so individuals who are in a position to give you accurate feedback about your strengths.
This group should include current colleagues, but also, ideally, former colleagues, friends and family
members.

Then, ask them to think about what your strengths are, and to give an example to back up every strength
they identify. The strengths don't need to be specifically work-related. In fact, if you're unhappy in your
current job, it's particularly important that you get feedback from people who know you from outside a
work context, as they may identify real strengths that you have which you're unable to display at work.

Tip 1:
In this step, your feedback group needs to understand why you're asking for feedback on your strengths
and that you're not just fishing for compliments (which would be embarrassing for all concerned).

Tip 2:
If you're doing this at work, consider doing this as a group with co-workers who are interested in doing the
exercise themselves.

Tip 3:
If you're too embarrassed to do this, identify 10 people who like you and know you well. Ask yourself what
these people would say your strengths are. Remember, though, that your answers won't be as good if
you don't ask the people themselves!

Step 2: Identify themes

Once you have all of the responses in from your survey group, start to group the responses together into
themes. Some of the themes may reflect strengths you were aware of, but they may also identify things
that you hadn't realized were strengths because they come so naturally to you.

Tip:
If you’re struggling to find common themes, consider using an affinity diagram to help you do this.

Step 3: Write Your Strengths Profile

Next, draw together the key strengths that have emerged from your analysis, and tie them together in a
few paragraphs that summarize what you're really good at.

When you're writing this, bear in mind that you'll use this in the future in two ways: first, to guide future
actions and choices, and second to shore up your confidence when times get tough.

Step 4: Identify how you can play to your strengths

With a clear idea of your strengths, take a long, hard look at your current role. Are you playing to your
strengths? If not, can you adapt the focus and nature of your work to make more of your strengths?
For example, are you really a "people person" who's spending half a day a week compiling reports? Is
there someone in your team who would be better suited to this kind of work, and be grateful for the extra
responsibility, while you spend the extra time coaching team members?

Or maybe you're a Sales and Marketing Manager who has come to the role from a sales position. You
have a great knowledge of your products and understanding of what your company's customers need, but
you also have a real weakness when it comes to copywriting. Here, hire a copywriter to turn your
enthusiasm into words for your brochures.

If you do this, not only will your marketing materials read better, but you'll also free up time to spend with
the product development team, letting them know what customers are telling you about the product
range.

Key Points:
The Reflected Best Self™ exercise is a simple, structured process that helps you identify, and make the
most of your strengths. It is not a replacement for the traditional appraisal approach which identifies areas
for improvement with respect to your job description. Rather, playing to your strengths is an opportunity to
raise your overall performance levels, by focusing on areas where you can excel, rather than simply being
competent.

In order to have a clear head to consider the outcomes of Reflected Best Self™ analysis, it's best to carry
it out at a different time of year from your appraisal.

The Reflected Best Self™ Exercise is a copyrighted instrument of the Regents of the University of
Michigan, USA. This Mind Tools article sets out our interpretation of the exercise. The original Reflected
Best Self™ exercise can be purchased online here.

The DiSC Model

Improving Relationships by Understanding People's Personal Styles

Is there one person at work that you just don’t get? Or someone who approaches things so differently
from you that you find it hard to relate to them?

If this sounds familiar, you are not alone. We all have people who we find hard to communicate with, or
work with. And yet for the sake of our teams or our organizations, we need to make these relationships
work. The good news is that there are ways of doing this. A good starting point is to understand more
about your own personality, and that of the other person.

Personality has been studied for centuries, and these studies have led to various ways of categorizing
people’s behavioral styles and behavioral preferences. By understanding patterns of behavior and
preferences in the abstract, you can learn to understand other people, and yourself, in terms of what
drives people and how they tend to react.
The DiSC Model
The DiSC model, based on the work of psychologist William Moulton Marston from the 1920s, is one such
approach. It is a straightforward, standardized and relatively simple way of assessing behavioral styles
and preferences.

It classifies people’s behavior into four types (Dominance, Influence, Steadiness and Conscientiousness)
by looking at people’s preferences on two scales:
  People versus Task, and
 Assertive versus Reserved.

These preference scales form the axes of the DiSC model, and the four behavioral types are shown in the
four quadrants of figure 1, below.

DiSC assessment tests use standardized data derived from a large population of people who’ve taken the
test before. Thus an individual’s assessment score gives an indication of their preferences relative to
others. By using the tool, you might learn, for example, that you are very people-oriented compared with
other people. This may lead you to use a more task-oriented approach in situations where you want to
build a better rapport with task-oriented members of you team.

Behavioral models like this can help you deal with the many different people you encounter in both your
professional and personal life. By understanding that different people have different preferred ways of
doing things, you can improve interpersonal relationships and manage team members in a way that plays
to their strengths.

This model can therefore be used as an aid to team building, recruitment, performance improvement,
conflict resolution and much more. Here are some of the ways it can help:

1. More Time and Energy for Productive Activity

When teams aren’t working well, huge amounts of time and energy can be taken up with
resolving conflict, dealing with performance issues, and remedying poorly communicated
expectations. If you can help team members to become more tolerant of one-another, you’ll have
a lot more time to spend on productive activity.

2. Better Fit Between Employees and Roles

When jobs and people aren’t well matched, the result is dissatisfaction. By understanding a
person’s natural preferences, it is easier to fit them with a job they like and will be good at. This
helps to improve performance.
 3. Improved Understanding of Customers and other Stakeholders
When people come into direct contact with customers or other external stakeholders, there is
potential for conflict and miscommunication here as well. By helping people understand their own
preferences, you can help them understand how to give different groups of customers the service
they want.

Explaining the Quadrants

As the diagram above shows, the two axes mark out four quadrants, each with its own type of behavior.
People who fall into the same quadrant tend to solve problems, communicate, and make decisions in a
similar way. Here is a brief summary of the characteristic behaviors of each behavioral type:

What They Want From What They Want From

Type Their Behavior
Others Their Role
“High D” • Egocentric • Directness • Power and
(Dominance) • Talks more than • Respect authority
listens • To be allowed to lead • Prestige
• Opinionated • To be allowed to be • Challenge
• Strong-willed independent
• Forceful
• Determined
“High I” • Talks more than listens • Friendliness • Visible reward
(Influence) • Can be emotional • Honesty and recognition
• Convincing • Humor • Approval
• Political • To be allowed to tell • Popularity
• Very animated them how you feel
• Persuasive
“High S” • Ask versus Tell • Relaxed manner • Standardization
(Steadiness) • Steady • Agreeableness • Security
• Consultative • Appreciation • Calm
• Patient • Change to be environments
• Dislike change introduced slowly • Status quo
• Reserved
“High C” • Adhere to rules • Minimal • Clear
(Conscientiou • Structured socialization expectations
sness) • Careful • Accurate detail • Autonomy
• Cautious • Dependability • Recognition of
• Exacting • High standards expertise
• Diplomatic • Professionalism
Using the DiSC Model
So how do you tell which quadrant you fall into? And how do you find where the members of your team
fit?

There are many companies that offer this type of behavioral assessment online, or in paper and pen
format, usually charging a small fee for to conduct the assessment and provide a report of results. For an
online DiSC assessment, try http://www.mydiscprofile.com/, or Google "DiSC Profiles" to find many more.

Tip:
When using the results of this test, do take great care: Any system that classes people into only four
different personality types is, of necessity, an extreme simplification. People are much more complex and
sophisticated than this!

Use DiSC profiles as a guide, but don't rely too heavily on them.

These assessments can give you a guide to:

 Your DiSC behavior style and preferences;

 The behavior you're likely to exhibit in your current role;
 Any tensions between your underlying and exhibited styles;
 Your communication style;
 What motivates you;
 Your decision making style; and
 How you prefer to be managed.

Key Points
The DiSC model helps you analyze your own preferred behavioral style, and those of the individual
members of your team.

By understanding your own profile, you can manage things so that you end up doing work that suits you.
And by sharing DiSC profiles within a team, you can help people understand the differences between
them so that they can work more effectively together.

This means that DiSC profiling can be a useful tool to help you improve team working, recruitment and
retention, customer service, and other interpersonal issues.

FIRO-B
Understanding Your Relationship Needs

Compatibility is an important part of people's relationships.

Think about some of your best relationships: Do you get what
you need, emotionally and practical, from the other people? And
do they, in return, get what they need from you? Chances are
the answer to both questions is yes.

Needs are significant factors in how well we get along with

others. If you like to be in charge, and the other person prefers
to be given instructions – then, if there aren't any other huge
personality differences, you'll probably get along and be Working well with your co-workers...
productive together.

It's the give-and-take in relationships that often determines how well people work together. Have you ever
had a large disconnect – when you and the other person didn't want and need complementary things?
This can cause conflict and anxiety. Understanding your own interpersonal needs, and how they interact
with the needs of others, is a good way to improve the relationships you have with people at work.

Interpersonal Needs
In the 1950s, a psychologist named William Schutz presented his FIRO (Fundamental Interpersonal
Relations Orientation) theory. It focused on three levels of self-awareness: behavior, feelings, and self-
concept. The behavioral part was developed into a measuring tool, used to describe our behavior as it
relates to three interpersonal needs: inclusion, control, and openness.

This tool is called the FIRO-B, and it's used to identify how people prefer to engage with others. As a
personality tool, it helps you increase your understanding of your interpersonal needs and the needs of
others. By comparing your scores to the scores of people on your team, you can better understand – and,
therefore, manage – the conflicts that arise due to differences in interpersonal expectations.

Schutz has revised and expanded his FIRO theory several times. There are now a variety of additional
tools:

 Element B Behavior (an expanded version of FIRO-B)

 Element F Feelings
 Element S Self
 Element W Work relations
 Element C Close relations
 Element P Parental relationships
 Element O Organizational climate

FIRO-B remains a standard tool for team development exercises.

Elements of FIRO-B
FIRO-B looks at three distinct dimensions of interpersonal needs:

1. Inclusion – The need or desire to have contact and involvement with others. Do you like to be
around lots of people and do things in groups, or do you prefer activities by yourself? This has
often been compared to the popular introvert-extrovert scale in the Myers Briggs test.

2. Control – The need or desire to have control over others. Do you like to be in charge and to lead
the group, or do you actually prefer to be told what to do?

3. Openness (originally called Affection) – The need or desire to form close personal relationships
with others. Do you like to share confidences and feelings with others, or do you prefer to keep
things more impersonal, and not to get too close to others?

We all differ in our needs to include, control, and be open with others. These are our "expressed needs."

However, we also have "wanted needs." How much do we want to be included, controlled, and have
others be open with us?

Using the three behavioral dimensions, and the expressed and wanted aspects of each, FIRO-B reveals
this model.

Inclusion Control Openness

How much do I try to How much do I try to How much do I try to

Expressed include other people in control things and tell become close to people
to Others my activities, and get other people what to do? and express my
them to include me in feelings?
 theirs?

How much do I want How much do I want How much do I want

Wanted other people to include others to control me and others to get close to me
from Others me in their activities and tell me what to do? and express their
invite me to belong? feelings with me?

By completing a FIRO-B questionnaire, you can understand your expressed and desired behaviors. This
helps you see how you typically behave with others – and how you expect, or prefer, others to behave
toward you.

The FIRO scale goes from 0 (strongly disagree) to 9 (strongly agree), and you're asked to rate statements
like these:

 I take charge when I'm with people.

 I participate in group activities.
 Other people decide what to do when we're together.
 People invite me to join their activities.
 I keep a part of myself private.

For each statement, you answer based on "what you do" and "what you want."

This can reveal some very interesting aspects of your personality and how you get along with others.

You can find a free, research version of Firo-B at

http://discovery.skillsone.com/fwp.asp?adid=800&language=0 (some of the initial questions are quite
intrusive) and the full
commercial version at http://www.cpp.com/products/firo-b/index.asp.

FIRO-B and Compatibility

To examine your compatibility with others, compare your scores with theirs. Differences between what
you "want" and what others "give" can cause conflict.

You can also do this comparison for members of your team. For instance, if two people have high
"expressed" needs and low "wanted" needs for control, both may want to lead and initiate – and neither
may want to take direction. This can cause severe conflict if it's not managed properly.

As another example, if two team members have high needs for "expressed" and "wanted" openness, they
may be compatible – because both may see openness as the basis for a relationship. They may engage
each other around affection/openness needs, and neither may feel like the other oversteps boundaries.

When one person's expressed needs match another person's wanted needs, there's usually a high
degree of compatibility. If Sue has a high expressed need and low wanted need for control, and she's
paired with Cindy, who has a low expressed need and high wanted need for control, they'll probably be
compatible.

The best matches between people occur when the expressed needs of one are equal (or similar) to the
wanted needs of the other. In general, matching in two need areas means the people will probably work
well together. Not matching in two areas means there may be problems.
Interpreting and Applying FIRO-B Results
FIRO-B is very useful for the following:

 Team building and team development.

 Identifying potential areas of compatibility and conflict.
 Understanding leadership styles.
 Improving communication and conflict resolution between team members.
 Increasing self-awareness and personal development.
 Selecting and placing team members.
 Assessing team roles.

FIRO-B is different from other popular personality profiles – like Myers-Briggs and DiSC – because results
are not necessarily meant to stay the same. After completing most personality tests, you're given a profile
of yourself, and that's the way they say you are. Schutz insisted that FIRO-B scores can – and do –
change.

The scores are starting points for personal exploration and discovery. If you're high in wanted need for
control, it's an opportunity for you to explore why and to look at how that has affected your relationships
with others. If you have a low score for expressed inclusion or openness, what opportunities have you
missed by pushing people away?

It can be even more interesting if your expressed and wanted scores for a need are opposite. If you have
a high score for wanted inclusion and a low score for expressed inclusion, others might think you're
unfriendly and want to be alone – when, in fact, you might be too shy to seek the social interaction you
want. This knowledge is a starting point for personal growth.

Key Points
FIRO-B is an interesting personal assessment tool that helps you gain insight into your interpersonal
relationships. The more you understand your needs and the needs of others, the better you'll be able to
solve conflicts, bring your team together, and be productive. You may solve team issues by increasing the
number of inclusion activities, allowing others to share leadership and control, or looking at ways to
improve openness among team members.

Whatever the strategy is, FIRO-B helps you discover what you and your teammates need. In doing so, it
also shows you places where you can grow and develop your interpersonal skills. Your FIRO-B scores
can help you be more aware of key interpersonal dynamics at work – so you can manage your own
behavior, recognize sources of interpersonal conflict, identify possible solutions, and increase
productivity.

Apply This to Your Life

 When you think about relationships at work, does the level of compatibility explain areas of
agreement and areas of conflict?
 If you think about your expressed and wanted needs for control, are they consistent with the role
you have on your team? If not, how has that affected your relationships and productivity at work?
 Are you satisfied with the level of inclusion that you feel with your teammates and colleagues at
work? If not, how can you let others know that you want to be included more?
 Are you satisfied with the level of openness that you give and receive at work? If not, how can
 you do more to get what you want?

Benziger’s Personality Types

Checking You’re Using Your Natural Talents

What are employers interested in when they ask you to do a personality test as part of an interview
process? Do they want to know if existing team members will get along with you? Are they interested in
finding out what motivates you? Or do they hope to uncover how you think and perceive the world?

All of these things, and more, can be looked at using personality tests. That’s what makes personality so
fascinating. It’s also what makes it such a loaded topic: With so much riding on your personality type, it’s
easy to try and fit yourself to an "ideal" type.

One of the most common business uses for personality typing is matching people with job types. But
when someone has an idea of the kind of profession he wants to pursue, or the type of person he wants
to be, how likely is it that he or she will answer a personality test question without some form of distortion,
whether conscious or subconscious?

If you’ve taken a personality test like the Myers-Briggs or DISC, how objective were your answers really?
If you’re like most of us, your answers were probably tainted, just a bit, with how you want to act, think,
behave, or react, instead of purely how you do respond. It’s nothing to be ashamed of; it’s just human
nature to want to project a desirable image. Unfortunately, this can lead to a poor match between person
and job.

The Benziger Thinking Styles Assessment (BTSA) seeks to address this disjoint by looking at different
patterns of brain function, and the personality types associated with these.
Benziger’s Brain Types
Dr Katherine Benziger’s approach to personality is based on the idea that we all have a dominant and
preferred way of thinking. This dominance is determined by the quadrant of our brains that are naturally
the most efficient. In Benziger’s model, people’s brains are separated into four zones. Each of these
zones, or “modes”, has specialized functions. Depending on our pattern of dominance, the behaviors and
thinking styles represented in each zone are what determine our strengths.
Benziger’s Model
Below is an aerial view of the brain and the four corresponding modes as defined by Benziger.
 Specialized
Mode Strengths/Characteristics
Functions/Preferences

Basal Left Seeks order, processes, Sensing is dominant – realistic,

procedures, systems grounded, practical, sensible

Basal Right Seeks feelings, harmony, Feeling is dominant – subjective,

spirituality, emotional connections takes things personally, values
closeness with people,

Frontal Right Seeks meaning, expresses Intuition is dominant – uses

through images and metaphors, hunches and speculations,
strong imagination imagines what the future might
bring

Frontal Left Seeks clarity, criteria, standards, Thinking is dominant – analytical,

objective measures, benchmarks logical, objective, critical

According to Benziger, we all have one mode where we are naturally the strongest. When you are using
your most natural thinking style, you are most effective and least stressed. However, you can, and many
people do, develop skill in other less innately efficient modes.

When someone has a second mode which is almost as strong as their dominant mode, for example, their
Basal Left mode is almost as strong as their dominant Frontal Left mode, they would be described as
having a “Double Left” brain type. Just 5% of people are almost equally strong in all four modes: This is
called being “Whole-Brained”.

Some examples of brain types are as follows:

Brain Type Strengths Weaknesses Professions

Basal Left Deadline oriented, Rigid, averse to Clerks, supervisors,
(Mode 1) attends to detail, follows changes, lacks creativity safety officers
instructions

Basal Right Listening, creating Hard to say no, tries to Nurses, teachers,
(Mode 2) harmony, interpersonal please everyone trainers
skills

Frontal Right Spatial skills, Becomes bored, doesn’t Entrepreneurs, artists,

(Mode 3) conceptualizing, creating finish projects, architects
models, enjoys change idiosyncratic

Frontal Left Analytical skills, objective Underdeveloped people Managers, CEOs,

(Mode 4) decision making, sound skills, willing to break Business analysts
judgment, goal setting rules to get results

Double Lefts Modes 1 and 4 combined Modes 1 and 4 combined Doctors and lawyers

Double Rights Modes 2 and 3 combined Modes 2 and 3 combined Teachers, writers,
dancers

Whole-brained Modes 1,2, 3 and 4 Modes 1,2, 3 and 4 Heads of large, global,
combined combined multifaceted
organizations (UN,
political leaders, Red
Cross)

Using Benziger’s Brain Types

According to Benziger’s model, your brain type determines the areas where you are strong, and those in
which you are weak. The more modes you have working for you, the more well-rounded you are.
However, you can never escape the fact that only one mode is more or less effortless. You may have
developed competence in other areas due to education, experience, and training but these skills are
never quite as efficient or comfortable as those driven by your natural tendencies. Benziger calls this
working in a mode that's not your naturally dominant one “falsifying type”. She suggests that as many as
80% of people work using highly developed competencies which they may even have mastered, but
which are not their natural gifts.

To apply Benziger’s theory to your own circumstances, think about the following:

 When you look at the brain type descriptions above, do any of them seem particularly like you, or
not like you?
 Does your job demand that you use skills that seem foreign to your natural approach?
 Do parts of your job bore you?
 Are there parts of your job that you just dread doing?
 Do you have idealized image of yourself or what you should be doing, and does this image match
or conflict with the brain type you think you have?

Having answered these questions, do you think you’re using your natural strengths?
If not, take some time for self-reflection and look for ways in which you can start to use your natural
talents more. If changing jobs is not an option, perhaps there are other ways you can fulfil your talents
through hobbies and interests.

The electronic BTSA is usually offered through licensees. Visit www.benziger.org for more information.

Key points:
Benziger’s personality types provide an interesting view of your innate strengths and weaknesses, based
on the relative dominance of different parts of your brain. Given that the different parts of our brains have
different functions, Benziger argues that dominance of one part of the brain shows through in a particular
personality type, and a particular set of strengths.

By choosing a job that allows you to use your natural strengths, this approach argues that you can
minimize the stress that comes with a poor fit for your job, and make your best contribution.

Locus of Control
Finding Out Who's in Charge of Your Destiny

As the environment around you changes, you can either attribute success and failure to things you have
control over, or to forces outside your influence. Which orientation you choose has a bearing on your
long-term success.

This orientation is known as your “locus of control”. Its study dates back to the 1960s, with Julian Rotter’s
investigation into how people's behaviors and attitudes affected the outcomes of their lives.

Locus of control describes the degree to which individuals perceive that outcomes result from their own
behaviors, or from forces that are external to themselves. This produces a continuum with external control
at one end and internal control at the other:

People who develop an internal locus of control believe that they are responsible for their own success.
Those with an external locus of control believe that external forces, like luck, determine their outcomes.
Benefits of an Internal Locus of Control
In general, people with an internal locus of control:

 Engage in activities that will improve their situation.

 Emphasize striving for achievement.
 Work hard to develop their knowledge, skills and abilities.
  Are inquisitive, and try to figure out why things turned out the way they did.
 Take note of information that they can use to create positive outcomes in the future.
 Have a more participative management style.
Managing the Drawbacks of a Strong Internal Locus of Control
People with an internal locus of control are generally more successful, for very good reasons.

However there can be times when having an external locus of control can be an advantage, particularly in
situations where people need to be considerate and more easy-going. People with a strong internal locus
of control tend to be very achievement-oriented, and this can leave people around them feeling "trampled"
or "bruised." And with a very strong internal locus of control, there is also a tendency to want to control
everything, and this can lead to difficulties in taking direction.

If you have a strong internal locus of control, make sure you pay attention to the feelings of people around
you - otherwise you'll seem arrogant, and people may not want to work with you.

Also, make sure that you manage risks properly. Random events do occur for all sorts of reasons. While
you can manage many of these with enough determination and hard work, some you can't.

Note:
As people grow older they tend towards a more internal locus of control. This comes from the increased
ability to influence things going on in their lives and the realization that much of what happens to them is a
result of what they do.

Tips for Developing an Internal Locus of Control

Recognize the basic fact that you always have a choice. Making no choice is actually a choice in and of
itself, and it's your choice to allow other people or events decide for you.

Set goals for yourself and note how, by working towards these and achieving these, you are controlling
what happens in your life. As you do this, you'll find that your self-confidence quickly builds.

Develop your decision making and problem solving skills so that you can feel more confident, and in
control of what happens. With these tools, you'll find that you can understand and navigate through
situations that would otherwise damage you.

Pay attention to your self-talk. When you hear yourself saying things like, “I have no choice” or “There’s
nothing I can do”, step back and remind yourself that you do, in fact, have some degree of control. It’s
your choice whether you exercise it or not.

Key points:
You locus of control says a lot about how you view the world and your role in determining the course of
your life.

When you believe you have the power to control your own destiny and determine your own direction, you
have a strong internal locus of control. In most cases, this is an important attitude to have if you want to
be successful.

People with an internal locus of control tend to work harder and persevere longer in order to get what they
want. This is not to say that having an external locus of control is always bad: There are some situations
where this approach can work well. The key for your own personal development is to understanding your
natural tendency and then adapting it to the situations you are faced with.

The Wheel of Life

Finding balance in your life
Related variant: The "Life Wheel"

When life is busy, or all your energy is focused on a special project, it’s all too easy to find yourself “off
balance”, not paying enough attention to important areas of your life. While you need to have drive and
focus if you're going to get things done, taking this too far can lead to frustration and intense stress.

That’s when it’s time to take a “helicopter view” of your life, so that you can bring things back into balance.

This is where the Wheel of Life (or Life Wheel) can help. Commonly used by professional life coaches, it
helps you consider each area of your life in turn and assess what’s off balance. And so, it helps you
identify areas that need more attention.

Figure 1 below shows an example wheel of life with example "dimensions" (we'll explain how to choose
the right areas of life or dimensions for yourself below).

The Wheel of Life is powerful because it gives you a vivid visual representation of the way your life is
currently, compared with the way you'd ideally like it to be. It is called the "Wheel of Life" because each
area of your life is mapped on a circle, like the spoke of a wheel.
Alternatively, use the following steps to create your Wheel of Life and assess your balance. (This allows
you to define your own dimensions.)

Start by downloading our free Wheel of Life worksheet which contains a blank Wheel of Life diagram as
shown in figure 2, below.
1. Start by brainstorming the 6 to 8 dimensions of your life that are important for you. Different
approaches to this are:
 The roles you play in life for example: husband/wife, father/mother, manager,
colleague, team member, sports player, community leader, or friend;
 Areas of life that are important to you for example: artistic expression, positive
attitude, career, education, family, friends, financial freedom, physical challenge,
pleasure, or public service; or
 Your own combination of these (or different) things, reflecting the things that are your
priorities in life.

2. Write down these dimensions down on the Wheel of Life diagram, one on each spoke of the life
wheel.

3. This approach assumes that you will be happy and fulfilled if you can find the right balance of
attention for each of these dimensions. And different areas of your life will need different levels of
attention at different times. So the next step is to assess the amount of attention you're currently
devoting to each area.

Consider each dimension in turn, and on a scale of 0 (low) to 5 (high), write down the amount of
attention you're devoting to that area of your life. Mark each score on the appropriate spoke of
you Life Wheel.

4. Now join up the marks around the circle. Does you life wheel looked and feel balanced?
 5. Next it’s time to consider your ideal level in each area of your life. A balanced life does not mean
getting 5 in each life area: some areas need more attention and focus than others at any time.
And inevitably you will need to make choices and compromises, as your time and energy are not
in unlimited supply!

So the question is, what would the ideal level of attention be for you each life area?

Plot the “ideal” scores around your life wheel too.

6. Now you have a visual representation of your current life balance and your ideal life balance.
What are the gaps? These are the areas of your life that need attention.

And remember that gaps can go both ways. There are almost certainly areas that are not getting
as much attention as you'd like. However there may also be areas where you're putting in more
effort than you'd ideally like. These areas are sapping energy and enthusiasm that may better be
directed elsewhere.

7. Once you have identified the areas that need attention, it’s time to plan the actions needed to
work on regaining balance. Starting with the neglected areas, what things do you need to start
doing to regain balance? In the areas that currently sap your energy and time, what can you
STOP doing or reprioritize or delegate to someone else? Make a commitment to these actions by
writing them on your worksheet.

Tip:
You can use the Wheel of Life as preparation for goal setting or coaching. It helps identified the area you
want to work on and is a great way of visualizing your current and desired life. Once you are working on
improving your life balance, it’s also a useful tool for monitoring your life balance as it changes over time.

The Wheel of Life is a great tool to help you improve your life balance. It helps you quickly and graphically
identify the areas in your life to which you want to devote more energy, and helps you understand where
you might want to cut back.

The challenge now is to transform this knowledge and desire for a more balanced life into a positive
program of action.
Moving on
Life and career coaching can be an incredibly powerful way of doing this. With the support of your own,
personal coach, you'll find it much easier to think through and maintain a positive program of change.
Click here to find out more about Mind Tools Career and Life Coaching.

This article is part of the Plan Your Career Learning Stream. To read the next article in this Learning
Stream, or to find out more about Learning Streams for Premium members, click on the links below

Using the Life Career Rainbow

Finding a work/life balance that suits you.

Just as we move through different stages in our life, so we also move through different stages in our
career. And just as demands for our time in our personal life can vary, so can demands at work.
When peaks of demand in one area match troughs in another, life can be good. However, when demands
are in synch we can experience dissatisfaction, stress, anxiety, depression and a whole host of other ills.
This makes it important to find an appropriate balance between your career and your life.

In 1980, Donald Super introduced a theory that describes career development in terms of Life Stages and
Life Roles. Super’s original work on career development began in the 1930s and he wrote his defining
book, The Psychology of Careers, in 1957. He modified his theories in 1980 to account for the fact that
people were no longer continuing on a straight path of career development.

Super called this theory the "Life Career Rainbow". The Life Career Rainbow represented in this article is
adapted from Super’s work to further take account of modern career life patterns.

Here, we look at how you can use the Life Career Rainbow to find the work/life balance that suits you at
this stage of your life and career.

Understanding the Model:

The Life Career Rainbow (see figure 1 below) helps us think about the different roles we play at different
times in our life.

"Life Roles" are represented by the colored bands of the rainbow, shown in the diagram below. Age is
shown by the numbers around the edge of the rainbow. And the amount of time typically taken with each
life role is described by the size of the dots in that colored band of the rainbow.

Figure 1: The Life Career Rainbow

Tip:
Note that we use the word "typically" above - this is the pattern that most people find suits the way they
want to live their lives. This may or may not suit you and your circumstances.

Before moving on to see how to build your Life Career Rainbow, let's make sure we understand Super's
Life Roles:

Eight Life Roles

1. Child – This is the time and energy you spend relating to your parents. The role begins at birth and
continues until both parents are deceased, often into your 50s or 60s. You spend a great deal of time in
this role early on which decreases over time until the parents become elderly. At this time, there is often a
surge in time and attention spent caring for elderly parents.

2. Student – You can become a student starting as early as three or four (depending on culture.) The
student role usually continues until at least the age of 16, although it is now common to see students in
their early 20s in many countries. People are also increasingly engaging in masters programs or
participating in career training or further education throughout life.

3. Leisurite – This is a word created by Super to describe the time people spend pursuing leisure
activities. Many people tend to spend more time on leisure as a child or adolescent, and after they have
retired.

4. Citizen – This describes the time and energy spent working for the community, with time spent in non-
paid volunteer work. People often engage in this as their children get older and they have more free time
available.

5. Worker – This is the time you spend in paid employment.

6. Parent – This role describes the time spent raising children and looking after them. The parent role is
usually significant until children reach their mid-teens but, with many grown children staying at home
during higher education or moving back home as adults, the parent role can continue at a relatively high
level for quite a while after this.

7. Spouse – This role represents the time and energy spent in a committed relationship. It also includes
activities that keep the union strong.

8. Home-maker – In this role, people are expending time and energy on maintaining their home: cooking,
cleaning, repairing and shopping. This role typically starts as soon as a person leaves his or her parents’
home. (Note that there are no gender associations with the home-maker role.)

Life Stages:
When Super developed his model, peoples lives tended to move through five clearly defined "Life
Stages", which were a major feature of the model. Today, people’s careers tend to follow a less
predictable pattern, so if you want to use the Life Stage idea (which may or may not be appropriate) we
recommend you adjust them to fit the pattern of your own life.

Super's stages were:

1. Growth (ages 14 and under) – This Life Stages focuses on physical growth, and is a time when people
begin to form ideas about their self-worth. During this time people start discover many of their interests,
talents, and abilities.

2. Exploration (typical age range 14 – 25) – This stage is when people start learning about the different
types of work available and what is required to be successful in different careers. During exploration, the
more you learn, the more committed you become to a few of the choices and you start to narrow the field
to those types of jobs you would like to pursue. Near the end of the exploration stage you will (ideally!)
have analyzed the career options against your personal skills, talents and interests as well as your
expectations from a career (salary, hours, benefits, opportunity for advancement.)

(Explained like this, it sounds like a well-thought-through process. In reality it is not, which means we
often make "quirky" career choices. While your first experience with this stage happens usually between
the ages of 14 and 25, it is increasingly likely you will return to this stage at least once later in your life as
you think through your choices again, hopefully in a more rational and considered way.)

3. Establishment (typical age range 26 – 45) – This Life Stage starts as people settle into their chosen
career, and become productive members of society. This stage is marked by increased responsibility and
personal satisfaction from work and career.

4. Maintenance (typical age 46 – 65) – People at this stage are maintaining their current career and
participating in career development activities that will keep them up to date in their present job.

(With the much-heralded "end of lifetime employment", people may or may not enjoy such a settled,
stable period. Recent trends have shown discrimination against people in their 50s and 60s, although
anti-discrimination laws may reduce this in some countries.)

5. Disengagement (ages 65 and up) – This is the stage when someone has chosen to slow down and
eventually retire from their career. During this stage the emphasis moves away from paid work and leaves
people with time to concentrate on the other roles they engage in like leisurite, home-maker, and citizen.

Tip:
Re-emphasizing that this was the general pattern of life in industrialized countries when Super developed
his model. In particular, the middle of life was taken up with the intense and often-conflicting activities of
hard work and parenting, with relatively little time dedicated to the role of "leisurite".

With forethought and effective time management, you can often find a balance that is more satisfying
than this.

Finding a Better Work/Life Balance Using the Model:

The Life Career Rainbow helps you think about your work/life balance now, and how you can adjust it to
better suit your needs. It then helps you think about how you want your work/life balance to change over
the next five years.

We do this with three pie charts. With the first, you'll look at your current work/life balance. With the
second, you'll look at what you want it to be right now, while with the third, you'll think about what you
want it to be in five years time.

Where you identify imbalances between your current and desired pie charts, we'll look at how you can
address these, developing goals that will help you move towards your desired state.

Step 1: Draw Your Current Work/Life Balance Pie Chart

Using the first blank pie chart on our Life Career Rainbow Worksheet, mark out the time you currently
spend in the eight different Life Roles.

Figure 2: Example Current Work/Life Balance Pie Chart:

Tip:
Try to be objective when you do this. It's all-too-easy for people to let emotion cloud their judgment here,
and think that they routinely spend more time on roles they dislike than they actually do.

Step 2: Develop your Ideal Work/Life Balance Pie Chart

Using the Life Career Rainbow diagram in figure 1 as a starting point, reflect on your values and the
things that you hold to be important in your life, as well as thinking about your current satisfactions and
dissatisfactions as you develop this ideal. As an example, people who intensely value professional
achievement may spend much more time in the Work Role than people who predominantly value
nurturing a healthy family. The latter will emphasize the Parent or Spouse Role.

On the second blank pie chart, mark the amount of time you would like to allocate to each of the roles
right now.

Figure 3: Example Ideal Work/Life Balance Pie Chart:

Step 3: Develop your 5-Year's Time Ideal Work/Life Balance Pie Chart

Again, look at the Life Career Rainbow, and think about changes in the pattern of your life that you can
reasonably expect to occur. Then think about how you would like your life to look in five years time.

On the third blank pie chart, mark the amount of time you would like to allocate to each of the roles in five
years' time.

Step 4: Look at Discrepancies and Identify Barriers and Challenges

Compare your ideal charts from steps 2 and 3 with the current chart from step 1.

Identify the discrepancies, and list the reasons for them. Have you become complacent and let yourself
get swept away by events. Or are there real factors that are preventing you from achieving your ideal
work/life balance? If so, identify those factors.

Step 5: Develop Goals to Meet the Challenges in Step 4

This is where you identify specific strategies to achieve the ideal work/life balance you want.

Look at the discrepancies and barriers you identified in step 4 and set appropriate goals to move yourself
from your current state to your desired state. Just be aware that if you want to make a substantial change
to your work/life balance, you'll need to think this through carefully, including understanding and
reconciling yourself to the trade-offs that will result from the change.
Taking a simple example, if you're a hard-working male manager and your wife is pregnant with your first
child, now is a great time to develop great time management and delegation skills! And taking this further,
if your paramount goal is to be a great father, you may need to slow down at work and accept the trade-
off that unless you're particularly astute, you probably won't earn as much over the next five years as the
career-focused person who's currently your peer.

Key Points
The overall message of Super’s Life Career Rainbow is that career development is a lifelong process that
is influenced greatly by other areas of life. There is no one-way to develop a career and one of the most
important aspects of career planning is finding the balance between work and the rest of life.

The Life Career Rainbow is a useful tool for thinking about how the demands on your time change
depending on life circumstances. It helps you understand why you might be overloaded or experiencing
stress, and helps you understand what you can do about it and the trade-offs you should expect as a
consequence.

Once you can “see” how you split up your work roles and your life roles, it can be much easier to identify
where your work and life is out of balance and begin the process of creating the harmony you need

Emotional Intelligence
Developing Strong "People Skills"

We probably all know people, either at work or in our personal lives, who are really good listeners. No
matter what kind of situation we're in, they always seem to know just what to say – and how to say it – so
that we're not offended or upset. They're caring and considerate, and even if we don't find a solution to
our problem, we usually leave feeling more hopeful and optimistic.

We probably also know people who are masters at managing their emotions. They don't get angry in
stressful situations. Instead, they have the ability to look at a problem and calmly find a solution. They're
excellent decision makers, and they know when to trust their intuition. Regardless of their strengths,
however, they're usually willing to look at themselves honestly. They take criticism well, and they know
when to use it to improve their performance.

People like this have a high degree of emotional intelligence, or EI. They know themselves very well, and
they're also able to sense the emotional needs of others.

Would you like to be more like this?

As more and more people accept that emotional intelligence is just as important to professional success
as technical ability, organizations are increasingly using EI when they hire and promote.

For example, one large cosmetics company recently revised their hiring process for salespeople to
choose candidates based on emotional intelligence. The result? Salespeople hired with the new system
have sold, on average, $91,000 more than salespeople selected under the old system. There has also
been significantly lower staff turnover among the group chosen for their emotional intelligence.

So, what exactly is emotional intelligence, and what can you do to improve yours?

What Is Emotional Intelligence?

We all have different personalities, different wants and needs, and different ways of showing our
emotions. Navigating through this all takes tact and cleverness – especially if we hope to succeed in life.
This is where emotional intelligence becomes important.

Emotional intelligence is the ability to recognize your emotions, understand what they're telling you, and
realize how your emotions affect people around you. Emotional intelligence also involves your perception
of others: when you understand how they feel, this allows you to manage relationships more effectively.

People with high emotional intelligence are usually successful in most things they do. Why? Because
they're the ones that others want on their team. When people with high EI send an email, it gets
answered. When they need help, they get it. Because they make others feel good, they go through life
much more easily than people who are easily angered or upset.

Characteristics of Emotional Intelligence

Daniel Goleman, an American psychologist, developed a framework of five elements that define
emotional intelligence:

1. Self-Awareness – People with high emotional intelligence are usually very self-aware. They
understand their emotions, and because of this, they don't let their feelings rule them. They're
confident – because they trust their intuition and don't let their emotions get out of control.

They're also willing to take an honest look at themselves. They know their strengths and
weaknesses, and they work on these areas so they can perform better. Many people believe that
this self-awareness is the most important part of emotional intelligence.

2. Self-Regulation – This is the ability to control emotions and impulses. People who self-regulate
typically don't allow themselves to become too angry or jealous, and they don't make impulsive,
careless decisions. They think before they act. Characteristics of self-regulation are
thoughtfulness, comfort with change, integrity, and the ability to say no.

3. Motivation – People with a high degree of emotional intelligence are usually motivated. They're
willing to defer immediate results for long-term success. They're highly productive, love a
challenge, and are very effective in whatever they do.

4. Empathy – This is perhaps the second-most important element of emotional intelligence.

Empathy is the ability to identify with and understand the wants, needs, and viewpoints of those
around you. People with empathy are good at recognizing the feelings of others, even when
those feelings may not be obvious. As a result, empathetic people are usually excellent at
managing relationships, listening, and relating to others. They avoid stereotyping and judging too
quickly, and they live their lives in a very open, honest way.

5. Social Skills – It's usually easy to talk to and like people with good social skills, another sign of
high emotional intelligence. Those with strong social skills are typically team players. Rather than
focus on their own success first, they help others develop and shine. They can manage disputes,
are excellent communicators, and are masters at building and maintaining relationships.

As you've probably determined, emotional intelligence can be a key to success in your life – especially in
your career. The ability to manage people and relationships is very important in all leaders, so developing
and using youremotional intelligence can be a good way to show others the leader inside of you.

How to Improve Your Emotional Intelligence

The good news is that emotional intelligence CAN be taught and developed. Many books and tests are
available to help you determine your current EI, and identify where you may need to do some work. You
can also use these tips:

 Observe how you react to people. Do you rush to judgment before you know all of the facts? Do
you stereotype? Look honestly at how you think and interact with other people. Try to put yourself
in their place, and be more open and accepting of their perspectives and needs.

 Look at your work environment. Do you seek attention for your accomplishments? Humility can
be a wonderful quality, and it doesn't mean that you're shy or lack self-confidence. When you
practice humility, you say that you know what you did, and you can be quietly confident about it.
Give others a chance to shine – put the focus on them, and don't worry too much about getting
praise for yourself.

 Do a self-evaluation. What are your weaknesses? Are you willing to accept that you're not perfect
and that you could work on some areas to make yourself a better person? Have the courage to
look at yourself honestly – it can change your life.

 Examine how you react to stressful situations. Do you become upset every time there's a delay or
something doesn't happen the way you want? Do you blame others or become angry at them,
even when it's not their fault? The ability to stay calm and in control in difficult situations is highly
valued – in the business world and outside it. Keep your emotions under control when things go
wrong.

 Take responsibility for your actions. If you hurt someone's feelings, apologize directly – don't
ignore what you did or avoid the person. People are usually more willing to forgive and forget if
you make an honest attempt to make things right.

 Examine how your actions will affect others – before you take those actions. If your decision will
impact others, put yourself in their place. How will they feel if you do this? Would you want that
experience? If you must take the action, how can you help others deal with the effects?

Key Points
Although "regular" intelligence is important to success in life, emotional intelligence is key to relating well
to others and achieving your goals. Many people believe that emotional intelligence is at least as
important as regular intelligence, and many companies now use EI testing to hire new staff.

Emotional intelligence is an awareness of your actions and feelings – and how they affect those around
you. It also means that you value others, listen to their wants and needs, and are able to empathize or
identify with them on many different levels.

What’s Your Reputation?

Building a Reputation Consistent with Your Career Goals

“You can't build a reputation on what you are going to do.” Henry Ford

When it comes to reputation, actions speak louder than words. What you DO means much more than
what you say about yourself or your work.

Reputation is also fickle. It can take years to build a good reputation and only seconds to destroy it. This
makes personal reputation management a hot topic these days.
Organizations have long recognized the importance of how they are viewed in the marketplace, and have
practiced reputation management for years. But individuals are now also realizing that their career
prospects, and their ability to secure interesting and challenging work assignments, hinge on their
personal reputation. You can achieve real and quantifiable returns by building and maintaining a good
reputation with your employer, co-workers, clients and others in your personal and professional network.

Your reputation is what you’re known for. Reputation is about what others believe to be true about your
character, personality, skills, competencies and values. People develop an opinion of these things based
on what they have experienced.

When you leave a positive impression, you open up many doors of opportunity. A poor reputation, despite
great credentials, is enough to close doors and alienate others.
Elements of Reputation
Since reputation is so critical to your success, you need to be aware of the four main elements that form
your professional reputation:

 Personal characteristics: these are things like your temperament, attitude, dependability and
trustworthiness. These tend to be the things people associate first with reputation. You are
entirely in control of these aspects of your reputation.

You can’t cheat, lie or gossip and expect to have a good reputation. Likewise, arriving for work
late, taking credit for other people’s ideas, handing in sloppy assignments and crossing company
lines are all surefire ways to solidify a poor reputation. And poor reputations are very hard to
mend.

It’s important to note that there is no one “right” reputation. Different professions have different
expectations. You would probably respect an accountant known for his analytical skills and be delighted
by a photographer known for his quirkiness. A quirky accountant and an analytical photographer might
not elicit the same high regard.

One of the most common characteristics of people with good reputations is trustworthiness. This means
saying what you mean and doing what you say. Being true to your word, not overcommitting yourself, and
staying on top of your work are traits that are highly regarded in all professions.

The remaining three elements contribute to the building of your reputation are less obvious, yet no less
important.

 Professional development: this refers to the extent to which you devote time to gaining and
expanding your knowledge, enhancing work skills and keeping current with new developments.
Credibility has a great deal to do with reputation. You build credibility by making a name for
yourself, by being well informed and smart, and by being the person people go to for answers.

A related issue is personal branding. Although reputation and personal branding are inextricably linked,
they are different concepts. Your personal brand is a deliberate statement about the value you bring to
your employer or your clients. You create this brand by defining your values, developing a strong skill set
and determining where you want your professional activities to head. Your brand is how you differentiate
yourself and stand out among your peers.
Keeping your reputation consistent with your brand is very important. Understanding how your actions
and decisions affect your reputation is part of the process of creating your personal brand. Developing a
great reputation is an essential part of building a strong and positive brand image.

 Your activities outside work: you may not be aware that the hobbies, interests and other
activities that you pursue in your spare time form part of your reputation. If you are involved in
high-risk sports, your professional reputation will include “risk-taker” as well. Many people will
assume that what you do in your spare time is a reliable reflection of who you really are.

 The organization you work for and the people you spend time with: your friends, associates,
family members and other people you spend time with shape your reputation. If you work for a
company with a poor reputation, your personal reputation suffers. People will assume no one of
quality would continue to work for a company that garners little respect or trust.

Likewise, the company you keep influences your reputation. If you choose to associate with
unsavory characters, your character will be perceived as similar to that of your friends. Perception
is reality and impacts heavily on your reputation.

Building the Reputation You Want

Now that you know what goes into reputation, you can better build your own reputation and preserve it.
Start by gaining a clear understanding of what people think of you right now.

Step One: Evaluate your reputation from your own perspective. Use a personal SWOT analysis as the
basis for this. What are your strengths, weaknesses, opportunities and threats related to each of the four
elements of reputation? Use the following questions to guide your thinking:

 What characteristics describe my work habits? (dependable, trustworthy, creative, late, cuts
corners, gossips)
 How up-to-date are my professional skills? Are they “fresh”, or am I a dinosaur? Do people come
to me for answers, or do I go to them?
 What do my extracurricular activities say about me?
 What are the reputations of my friends and my company? Are they consistent with my reputation?

Step Two: Determine your true reputation.

 Ask for a frank assessment from your boss, co-workers, clients, past business associates and
anyone who has dealt with you professionally. You are essentially asking for a 360° evaluation of
your reputation.
 Probe to understand which behaviors cause them to feel the way they do about you.
 Ask them what percentage of their assessment is based on what they have experienced directly,
versus what they have heard about you and your reputation. Remember, your reputation
permeates everything and often precedes you and your recent behavior.

Step Three: Compare the differences between the assessments from Steps Two and Three and analyze
the reasons for the differences.

 What trends do you notice?

 If your assessment is way off, why is that?
 Do you have different reputations with different groups of people? Why?
 What positive elements do you have in common throughout?
 What negative elements come up consistently?
Step Four: Develop your desired reputation profile.

 Ask yourself what you want to be known for.

 Make sure trustworthiness and reliability are on the list.
 Step back and consider whether your chosen reputation profile fits with your career goals.
 Use your current reputation as a starting point, and then try to benchmark the characteristics of
people in your profession who enjoy good reputations.

Step Five: Create a plan for developing and maintaining your desired reputation.

 Identify what you need to do to develop or change your reputation.

 Set yourself a series of goals That will move you towards the reputation you want.
 Work hard to fix the negative elements of your reputation sooner rather than later.

Key points:
The time to worry about your reputation is before you have one. Shape your reputation by deciding who
and what you are and keep that vision of yourself in mind as you move through life. Your reputation and
your career goals should be congruent with each other. Look at your values and your desires to
determine the reputation you need to be successful in your profession or industry.

Surviving and thriving in business is about marketing yourself and your abilities. Your reputation is a large
factor in your overall image. You have to manage and control it to make sure people are not getting the
wrong, or a poor, impression of you. If your reputation is suffering a bit, it’s never too late. The time is now
to decide for yourself how you want to be thought of, and make it happen

Working With Powerful People

Manage Your Relationships for Maximum Satisfaction

Being able to work well with powerful people is a critical work skill. If you can do it, you'll shine as a
potential future star. If you can't, your career will quickly stall.

To be good at working with powerful people, you need to recognize that, although you may be in a
subordinate role, you can, and must, take action. When you shift the burden of responsibility onto
yourself, you gain the sense of control you need to make these relationships work.
Treating Powerful People as Stakeholders
Having got yourself into the right mindset, the first step is to identify who these people are in your work
life, what they want and need from you, and what you want and need from them. In other words, you
need to apply the tools and techniques of formal stakeholder management that are most often associated
with project management.

The following steps are explained in more detail (in a project management context) in our articles on
stakeholder analysis and stakeholder management:

Step 1: Identify Your Powerful Stakeholders

Identify the people in your life who have or could have an influence over your work and your career (both
positive and negative). Concentrate on those inside your organization, but include any key external
individuals too, such as the account manager in a long-term customer organization.

Step 2: Map Your Stakeholders

Mark these people on a Power/Interest Grid (download our free template), treating the "Low Power"
boxes as "Lower Power" in this situation.

Step 3: Understand Your Stakeholders

Use the following questions to understand your relationship with the people in the "Manage closely",
"Keep satisfied" and "Keep informed" quadrants:

 What are their key work interests and issues?

 What do they want from you?
 What do you have to offer them?
 What can they do for you by using their power?
 Is their current attitude towards you supportive, neutral, critical or do they even block your efforts?
 Do you need this attitude to change?

Step 4: Identify Actions

Finally, identify what you need to do to develop (if necessary) and maintain a relationship with them that
will satisfy both your and their needs. Consider the following techniques and strategies, particularly for
those in the "Manage closely" group:

Try Reverse Recognition:

You know how you respond to recognition and how your team members and peers are motivated by
appreciative remarks? Do the same for people in power.

 Compliment them on a job well done.

 Say thanks when you are given extra support.

 Acknowledge when they go to bat for you.

 But don't confuse this with sucking-up. To be effective, praise and recognition must be sincere
and delivered in an adult, genuine way. And don't overdo it!

Develop a Relationship:
Establish a strong relationship with your boss and the people senior to him or her. Build trust and
establish rapport through the following types of activities:

 Interact on a daily basis, even if it is just to say "hi".

 Get to know them as people – what do they like, dislike, do well, etc…

 Learn about their family (don't push beyond what your boss is comfortable revealing to you.)

 Remember special dates like his/her birthday or anniversary date with the company.

 Consider asking them to go for lunch or coffee, but not to talk about work.

Tip:
Careful – people from different cultures will look upon this in different ways. In some cultures this may be
normal. In others, this could be seen as over-familiar, "toadying," or even weird!
Communicate Confidently and Assertively:
When you know what you want and are able to demand it in ways that respect the rights of others, you
quite often get what you need. To do this takes self-confidence and a strong belief in the value of yourself
and others.

 Approach powerful people directly and confidently - stand up for yourself in a positive, adult,
assertive manner (see our article on assertiveness).

 Don't take negative comments or setbacks personally.

 Continue to work on your self-confidence – the better you feel about yourself the stronger you will
carry yourself in the face of powerful people.

Work Smart:
Powerful people in business tend to strongly appreciate effectiveness and productivity. Learn to work in
ways that are designed for optimum results.

 If you can avoid it, never say "can't" – powerful people are used to getting what they want so
make sure you deliver, even if what you submit is a renegotiated deliverable. Again, see our on
"Coping With Unreasonable Demands" for tips.

 Respect their time – powerful people are in demand therefore you need to present your ideas
quickly and succinctly.

 Learn to read between the lines – powerful people often don't explain things fully – they expect
you to "get" what they are saying. Find a source of information that will bring up to speed as
needed.

 Deliver results – when you are given a directive, get it done.

 Work independently when appropriate.

 Use the Job Analysis tool to make sure that you're working towards the correct objectives.

 Work as productively and intelligently as you can (see our time management articles, or the Mind
Tools Make Time for Success! Course to see how).

 Prioritize your tasks intelligently, and make sure you agree this prioritization with your boss.

"Manage" Upward:

Everyone above you on the organization chart is potentially someone who can affect your career. The
strategies you use to "manage" your direct boss should be used with his or her superiors as well. The
more contacts you make, the more sources of potential support you have for achieving your career goals.

This is where techniques like stakeholder analysis and stakeholder management can be incredibly
powerful (although be careful to respect correct channels of communication when you do this.)

Tip 1:
OK, you can't actually directly manage upwards (which is why we've put the word in quotes, above.) But
what you can do is manage your own approach, which is what we're talking about here!

Tip 2:
These tips will work in the majority of cases. However you may have the misfortune to run into a
Machiavellian or bullying boss, and this needs different strategies. Listen to our interview on workplace
bullying to learn more about this.

Key Points
To have a successful career you need to deal effectively with powerful people. The most important
powerful person in your career is your direct boss. With the right management, you can develop a great
relationship with your boss and find the support and resources you need to reach your career goals.

By managing the relationship, you recognize and appreciate your differing needs and then work to find
ways to adapt. Start today to find ways of communicating with your boss, and begin to experience more
work satisfaction and better results.

"Managing" Your Boss

Developing an effective working relationship

Not only does your boss manage the everyday things that you do, he or she is the gatekeeper to many of
the things you want. He or she controls items as significant as work assignments, promotions, increases
in compensation... and more.

Aside from this, bosses also have a great impact on your everyday satisfaction: things like how they
speak to you and the rest of your colleagues; whether you have to make an appointment to talk to them;
and how rapidly and in how much detail they respond to your requests for input. All have a huge influence
on whether you feel you have a "good" boss or not.

Although your boss is, well, your boss, this doesn't mean that he or she is the only one who can
determine the nature of how the two of you work together. Just as you need to find out how your boss
likes to operate, you can also do a lot to show him or her how you like to operate. And a good boss will be
able to adapt his or her way of working accordingly, so that you can achieve more together. After all, this
is good for both of your careers.

Making the Relationship Work

Having said that, you, as the subordinate need to shoulder much of the responsibility for shaping how you
work together. Your boss has other working relationships to manage, so managing his or her relationship
with you may not be at the top of his or her list. However, it should be at the top of yours!

You have to actively build the relationship – or else it has the potential to run right over you. Your boss'
motives may or may not be aligned with what you want to get out of your career. When you're blessed
with a naturally supportive and motivating boss, then building this relationship is not so much an effort as
it is a joy. On the other hand, when you encounter a difficult boss (and you probably will!), or even just an
inexperienced or poor boss, you need to draw on some key skills that will help you make the relationship
work.

Tip:
Yes, it's not actually possible to manage your boss - that's clearly the other way round. But what you can
do is manage your side of the relationship with your boss, and that's what we're talking about here.
Strategies for "Managing" Your Boss
1. Accept that your boss is your boss

The first step in managing the relationship is to accept it. Failing to accept this is a problem that many
ambitious people have, particularly if the boss is younger or comes from a traditionally disadvantaged
group.

Your boss has the power and authority to direct your work. This is what you agreed to when you accepted
your job, and it's why you get your paycheck.

You have to deal with him or her and make the best of the situation, so you need to get over any
problems you have. So check your ego and "attitude" at the door – even if you think you should have
been the boss, you're not!

Tip:
It happens quite frequently that people are promoted to team management roles because they have
spent a certain number of years in a technical role, or reached the top grade for that role. Unfortunately,
skill in a technical area doesn't mean that they have any natural aptitude for, or even interest in being a
manager. This concept of "being promoted to the level of incompetence" is known as the "Peter
Principle", after a book of the same name by Raymond Hull and Laurence J Peter, and is most common
in large, highly hierarchical organizations.

If you have a boss who falls into this category, use the strategies below to help them become competent
rather than bemoaning their incompetence. And if you succeed, it will reflect well on you.

2. Allow your boss to make mistakes.

Even good bosses are not perfect, but neither are you. When you expect too much from your boss, he or
she can only disappoint you. Keep things in perspective!

Tip:
Everyone has to have a first experience of managing others, but it would be asking a lot to expect all new
managers to get everything right from day one. So look for opportunities to pass on tactfully your
experiences of being well-managed (if you have any!) with a first-time boss.

If your boss isn't quite on top of things in team meetings, for instance, and forgets to appoint someone to
take responsibility for a key action, try asking "Who would you like to do that?" Wording your question in
this way implies helpfulness, and doesn't carry any overt criticism.

3. Understand your boss's management style

There are many different, natural styles of management. Some are better than others in certain situations
and for certain people. The problem is figuring out what works best when, and for whom. Recognize that
your boss may be struggling with that exact issue with regards to managing you.
Try to adapt your needs and reactions to your boss's style and understand your own preferred style as
both a subordinate and in managing the relationship with your boss. Here are some questions that will get
you thinking about your boss's preferred way of working with others:

 How does your boss like to receive information? (for example, memos, email, or face to face)
 How does your boss set out his or her expectations?
 What are your boss' specific expectations of you in terms of productivity, results, dress,
demeanor, and so on?
 What type of communicator is your boss?
 How does he/she handle bad news or unexpected events?
 How does he/she react to his or her own boss?
 How does your boss communicate disappointment?
 Does he/she prefer things "by-the-book" or is there a lot of room for adaptation?
 Does he/she prefer conformity or innovation?
 Does your boss micromanage or provide too few directions?

By knowing what type of management style your boss uses, and understanding the type of style you
prefer, you can start to uncover any sources of disagreement and dysfunction and hopefully do something
about them.

Another tip is to examine what it is your boss appreciates in his subordinates (how do the "chosen ones"
act?) and then try to develop some of those attributes.

For a more information about the different types of ways people lead and manage, see our article on
leadership styles

4. Make your boss look good

Everyone responds to praise. When you perform in ways that make your boss look good, he or she will
get praise from people higher up in the organization, and will hopefully make a mental note of what a
"good" person you are to have working for them.

 Solve problems effectively (see our problem solving section).

 If you're asked to do something important that seems impossible, do your level best to think
creatively (see our article on "Coping with Unreasonable Demands" for tips).
 If you can't solve a problem yourself, make sure you have a proposed solution when you go to
your boss for help.
 Meet your deadlines, or if you're going to miss them, make sure your boss knows well in advance
and knows why you're not able to meet them.
 Produce truly outstanding results.
 Do your job in such a way that leaves little room for complaint.
 Never criticize your boss – the word WILL eventually get back to him or her.
 Demonstrate loyalty and commitment.

The flip side of this is never to do anything that makes your boss look bad, and not to behave in such a
way that he or she has to defend you. After all, if you do something your boss has to defend, other people
in the organization will be wondering why he/she is not controlling what's going on within his/her team.

5. Keep your boss in the loop

For a boss to do his job well, he needs reliable and valid information. The people who feed him this
information are usually highly valued. And no one, bosses included, likes "nasty surprises".

 Help your boss stay up to date on relevant issues, projects, and changes.
 Do not suppress bad news – give him or her time to evaluate, respond and possibly make
corrections.
 Come with solutions to potential problems – this helps him or her to formulate great plans.
 Don't put things off. If you feel something isn't going well, talk to your boss at the first available
opportunity so that you avoid getting into a situation where you boss says "I wish you'd told me
about this six weeks ago, but now we've run out of time to do much about it before next week's
meeting."
 Make sure you talk to your boss at appropriate intervals about your career development interests
and aspirations. Most bosses will be pleased to help you progress, but they can't do this if they
don't know what you want. Equally, they will be better able to manage the make-up of the team in
an ongoing way if they know who is interested in moving on.

6. Compensate for your boss's weaknesses

You and your boss may well be in the positions you're in because you have different strengths (and
weaknesses). Particularly when you yourself don't manage a team, you are likely to be focused on details
and completing quite technical tasks. Your boss, on the other hand, will be handling a much broader set
of tasks and people at a higher level.

But there are times when you still need your boss to "do detail". Perhaps you need a decision from him or
her about which option to take in a project. Yet even if your boss likes getting this kind of information by
email, he or she may have been wrapped up in so many meetings that the message has been
overlooked.

Don't assume that your boss will have this under control. A gentle reminder (ideally using a different
communication method such as a quick conversation or even a Post-It note on the desk) that you need
the decision by such and such a date will help your boss to keep your project to schedule. And ultimately
this is in your boss's interests too.

Other things that you can do to help your boss stay focused on his or her main priorities include:

 Providing a draft or straw man of some work they need to do, such as the Agenda for the team
meeting on Friday. Check that your boss likes this approach, of course, but most people find it
easier to edit an existing document than start from scratch.

 Prioritizing or scheduling things you need your boss to do. Lots of different people will be making
demands on his or her time, so help your boss by prioritizing yours. That way, all he or she needs
to do is fit your needs in with those of your colleagues.

Key Points:
Your job description will tell you WHAT your boss needs you to do, but it won't tell you HOW he or she
would like your working relationship to operate. You need to know what your boss wants, and your boss
needs to know what you want from him or her. The best person to ensure that both of you find this out is
you. After all, your boss probably manages several other people, but you can be more focused as you
only have the one boss.

As well as helping you both understand the way you like to work, you will keep your boss on your side by
keeping them informed, making them look good to others, and compensating for their weaknesses. And if
you have more experience of being managed than they have of managing, you can also politely nudge
them in the direction of good practice.

Working with Purpose

Bringing more meaning to your career

Does this sound familiar? It's another Monday morning, and despite your best efforts at being cheerful,
you feel dragged down as you get closer to the office. You walk to your cubicle, sighing at your co-
workers, and you drop your briefcase with a thud that sounds like prison cell doors closing behind you.

As you sit down, do you wonder what it might be like to really love what you do? Do you consider the
possibility of working with a true purpose rather than just moving papers around on your desk?

Another sigh. In your dreams, right?

Now this may sound a bit extreme – and hopefully you're not at this point yet –but believe it or not, it IS
possible to love what you do and find new purpose in your everyday tasks. We're not talking about
changing careers to become a skydiving instructor. Sure, it would be fun, but you have to pay your bills.

No, we're talking about finding purpose in what you do NOW.

How Do You Find Purpose?
When you set out to actively look for purpose in your life, the harder you try, the harder it can be to find.

Remember chasing butterflies as a kid? The more you ran, the more they flew to escape you. But
sometimes, when you just sat on the grass and watched, they'd come to rest on your leg – if only for a
moment.

Finding purpose in your work can be very much like this. Don't run forward franticly, trying to find
meaning. Instead, do a quiet, more thoughtful search. The meaning and purpose you seek may come to
you when you least expect it.

Tip 1: Change Your Mindset

Finding purpose in your work can have a lot to do with your attitude. Happiness and meaning often result
when you focus on something or someone other than yourself.

There's a classic story that illustrates this point rather well.

A man walks on a beach one day, and he sees another man up ahead acting strangely. As he gets
closer, he realizes the other man is picking up starfish and throwing them back into the water. The starfish
have been stranded on the sand by the tide change, and there are thousands of them on the beach.

"Don't you think you're wasting your time?" asks the first man. "You can't possibly pick up all these
starfish. What you're doing isn't going to make any difference."

The second man just looks at him, then throws yet another starfish into the water. "I just made a
difference for that one," he replies simply.
What does this story show us? One of our most basic human needs is to make a difference to someone
else. We often fall into the trap that to "make a difference," our actions have to be huge or substantial. If
we can't save the world, we think that we might as well do nothing.

The man throwing the starfish into the sea obviously couldn't save all them, but he could save a few – and
to those few, it made all the difference in the world. If we want to find purpose in our day-to-day work,
then we can start by making a difference to the very people with whom we interact every day.

Think of these situations:

 If one of your colleagues is struggling with a project, offer some advice or try to help the person
complete it.
 If one of your co-workers is having a rough day or going through a bad time, do something small
to cheer up the person. Take the co-worker to lunch, or just offer a hot cup of coffee and listen to
his or her problems.

Practice small acts of kindness every day, even if no one will ever know that you're the one doing them.
You might be surprised at how much these little things will impact your mindset and sense of purpose.

Tip 2: Examine Your Situation

It's very easy for us to get wrapped up in our day-to-day "to do" lists or the next big project. We tend to
focus forward on what we have NOT yet done, and we rarely stop to look back at what we HAVE done
that's made a difference.

Keep a personal "boast book," either on your computer or in a special notebook. Use this book to keep
track of "good" things that you've done. Mark your calendar, perhaps once a month, to spend five minutes
adding what you've achieved since you last wrote in it. Try to express what you've done in terms of
outcomes and results, rather than activities. For instance, you could write "Helped Helen with Project Beta
seminars" rather than "Booked meeting rooms and took meeting minutes for Helen."

Within just a few months, you should build up an impressive list that will help you realize how much
difference you've made.

Tip 3: Rediscover What's Truly Important

When you try to rediscover purpose in your career, you need to understand what's truly important to you.
Step back a little… it's possible to see that, no matter what you're doing, you can incorporate meaning
into it.

Ask yourself these questions:

 What are your values?

 What task do you do that truly "lights you up"? What makes you feel alive and engaged?

For example, let's say you work in sales, and you really value honesty and helping others. At first glace,
working in sales might not seem to fit those values. But if you dig more deeply, you may find that it
actually does.
No matter what you're selling, chances are high that your product somehow helps people. If it didn't, it
probably wouldn't exist. Most products serve some want or need. Find out what your product helps people
do.

If you sell clothing, then that clothing helps people stay warm, or look beautiful, or "make a statement"
about themselves. If you sell office furniture, those products help people perform better by giving them a
practical, comfortable place to work.

Your next step is to help others see the benefits of what you offer them, and honestly inform them why
your product can help them. Instead of being "sales-y" and going into your "pitch," just be yourself. Don't
focus on how this sale is going to help YOU (for example, with a commission or recognition from your
boss). Focus on how this sale is truly going to help your customer.

You've now gone from being "just a salesperson" to being an honest, direct person who helps customers
purchase products that are going to benefit their business or day-to-day lives.

This subtle shift, simply applying your values to what you do every day, can make a big difference in how
you feel about your work.

Tip 4: Apply the "5 Whys" to Your Job

Ask yourself "Why?" at least five times to discover the true meaning behind your career. If you'd like more
information about this exercise, read "5 Whys: Quickly Getting to the Root of a Problem."

Here's an example. Adam is a manager at a cable TV station. He starts by questioning why he even has
a job in the first place:

 Why do I have a job?

Answer: To make sure that my co-workers do their jobs correctly and well.

 Why must my co-workers do their jobs?

Answer: So that the cable TV company continues to provide excellent services to the customers
in our area.

 Why do customers want to watch excellent television?

Answer: So they can be entertained and learn new things.

 Why do customers want to learn new things and be entertained?

Answer: So they can relax after a long day and become better human beings.

 Why does that matter?

Answer: Because by learning and being entertained, customers can lead fuller, more enjoyable
lives.

Through this questioning process, Adam starts to look at what he does in an entirely new way. Yes, he's a
manager at a TV station – but in the end, he's helping people live better lives.

Most careers can be broken down in this way. Just keep questioning what you do and why you do it.
Key Points
Finding purpose in your current career is a journey, not a destination. It's not something that will happen
overnight. If you question your values, and if you're willing to look at what you do in a new way, you can
find meaning in your work. Sometimes even small acts can make a difference to your co-workers, and
many times these actions will bring more joy and fulfillment to you than the person you're helping.

Future Proof Your Career

Developing skills for your future as well as for today

How will your job be different five years from now? Will your job even exist in its present form in five
years? In 10 or even 20 years? And over this time, what will happen to the company and industry you
work for?

We really don't know what the future holds. What we do know for certain is that change is a constant in
the workplace. This means that what we are doing now will be different in the future.

How can you predict and prepare for this workplace of the future? What should you be doing now to make
sure you don't find yourself facing a dead end in your career, with no opportunity to change direction
without crashing?

This article gives you some strategies you can begin pursuing now. They will help you keep your skills
current and your opportunities open. Pick and choose from among them to build your unique Career
Proofing Kit. And remember, as your own circumstances change, your kit may need to adapt as well.
Refer back to this list often and take inventory of what you should be doing either differently from, or in
addition to, what you are doing now.
Career Proofing Kit
Find an "Academy" company. If you're early in your career, get a job at a company renowned in its
industry for developing its people. Traditional examples are GE, Toyota and Mars. When you work for this
kind of company, you are enrolled in a continuous development program that goes well beyond the
technical skills you need for your current role. This forms a great foundation for a successful career.

Get and remain tech-savvy. Much of the change we see has to do with new technology. We keep
finding faster and leaner ways to do things. Force yourself to keep your technical skills current, even if
new developments don't seem directly related to your current job. Otherwise, you'll get left behind and
may have to catch up a huge amount before you can head off in a new direction in the future. If that
means learning the newest online tools like blogging and web conferencing, do it. If you're in a highly
technical field of work, be proactive and stay current - even when your company does not.

Develop your competencies, skills and experience. Along with technical skills, it is critically important
to continue your professional development to remain in demand in the marketplace. You need to develop
the transferable skills that are universally sought by employers. Leadership, communication, innovation,
stress management and interpersonal skills are all fundamental requirements of the jobs of today and
tomorrow. Here are some ways to do this:

 Choose two competencies or skills to improve each year. Monitor and track your progress.
 Develop a five year learning plan to acquire the knowledge and education you need.
 Develop cross-functional skills. Beyond a certain stage in your career and in uncertain
environments, specialization is no longer the route of choice. It can pay off for some; however, it
has high risk of obsolescence attached.

Your specific technical skills may get out of date. That's why you see nurses with business skills and
technology experts with financial experience. A broad range of competencies, skills and abilities can help
you secure a new job or may even open the door to working in a new industry.
To maximize your chances of success, use the tips found in the Personal Goal Setting article to help you
set development goals effectively, and if you have our Personal Development Plan Workbook, make sure
you use it to plan your skills development.

"Think global." In many industries, geographical barriers to business are getting less and less relevant.
Your co-workers, clients and stakeholders now and in the future can be from anywhere in the world. You
need to acquire the ability to work within the international marketplace by:

 Learning about working with diverse cultures.

 Asking for assignments that require international exposure.
 Learning another language.

The more experience you get, the more confidence you will have when working in the global marketplace.
This will make you much more attractive to employers of the future.

Create and maintain a success journal. The time to start thinking about your accomplishments and
skills is not when you are looking for a new job. You have to be proactive and take continuous inventory
of what you do really well, the accolades you have been given and the noteworthy results you've been
responsible for. Employers want to know what you will do for them. When you have a ready list of things
you have done, it is much easier to recall your most relevant rewards and skills.

 Track your duties, projects and results.

 Keep a list of professional development activities you've participated in.
 List the training you've completed.
 Note your volunteer work.
 File your performance reviews and the written letters and emails you receive that note your
performance.

Use this success journal to track your strengths and successes and also to affirm your wonderful qualities
as well. All of us need to boost our confidence and self esteem from time to time. Having a list of objective
strengths and accomplishments can do a lot to improve your motivation and belief in your abilities.

Build and maintain a professional network. You should be developing relationships with people both
within and outside your organization. These people will be invaluable as the landscape of work changes.
They can bring you along with them as they weather the changes and can provide opportunities when
your current position looks a bit uncertain. When you add a mentor or two to your network, you have the
added bonus of learning new skills, technologies and strategies that will help you move your career in the
direction you want.

 Collect business cards.

 Keep track of former bosses and colleagues.
 Join professional networking associations.
 Participate in a wide range of activities and build relationships beyond your current career or
industry.

Scan the environment. Be aware of changes and trends in the economy, your profession and the
industry you are in. No one can accurately predict the future; however, stay ahead of the crowd by
keeping yourself informed and choosing to work in industries and for employers that have long-term
sustainability.
  Take note of business trends by reading a good newspaper and the industry press.
 Complete a PEST analysis for your industry and others you are interested in.
 Analyze the attractiveness of your company using Porter's Five Forces and USP Analysis.
 Back your hunches and analysis with action. If you think your company or industry is in trouble,
it's best to get out while the going's good!

Overall, avoid industries and companies that are on a downward slide. Being an expert in a dying field
may provide a niche strategy into the medium term; however, you will eventually have to leave. It is better
to prepare now.

Keep a clear career path open. You may be fortunate enough to be in an organization where there's a
clear and attractive career path ahead of you. For many, this will not be the case.

This may not be a problem if you're in a fast growth industry – if you're good at what you do, opportunities
will most-likely appear with alarming regularity. However if you're in a slow growth industry or are one in
decline, then this is a problem: There may be no onward path, and development may be blocked,
however hard you work. This will lead to frustration, boredom and, in the long term, failure to achieve your
potential.

This is where you need to review your options and take action to unblock your career, even if it means a
job- or career-change. See our article on Career Planning to find out how to do this.

Develop resilience. Because the future is uncertain, you will probably encounter setbacks no matter how
much you prepare and plan. People who will emerge successful are those with the ability to bounce back
and consider such setbacks as learning experiences.

 Evaluate and affirm your strengths on a regular basis.

 Develop realistic and achievable goals, monitor your progress and identify what is holding you
back.
 Build your flexibility and maintain your enthusiasm despite what is happening around you.

To learn more about resiliency, listen to the Expert Interview with Cal Crow.

All of these techniques can be very useful as you begin to plan and prepare for your future career(s). And
they all have in common the elements of risk management and career planning. You need to become
good at both to secure your future career.
Key Points:
While your job description may not be relevant in the future, you can ensure the skills you bring to the
table are. With some forethought and planning, you can take control of your future career today. The key
is not so much how skilled you are at predicting what will happen, it is how attuned you are to the early
indications of change. When you realize that change is constant and you are constantly planning so you
stay ahead of the game, you will find yourself in a great position to recognize and capitalize on
opportunities that present themselves

Customer Service Mindset

Getting Passionate about Satisfying Others

The customer is #1.

The customer is always right.
Greet customers with a smile.
Answer the phone by the third ring.
Customer service mantras and rules are common. But are they useful when it comes to actually delivering
customer service?

Will simply instructing your staff to "greet customers cheerfully as they walk through the door" have any
real effect on how the staff handles questions that customers then ask? When a steaming mad customer
tells you that you're incompetent and promises to have you fired, can you believe that he's "always right"?
And when your boss asks for a report at the same time that the guy in finance needs today's closing
balances, are you likely to answer your phone by the third ring rather than let it go to voice mail?

Probably not.

To deliver exceptional customer service, following a bunch of rules usually isn't enough. So, instead of
rules, you need to adopt an attitude, or mindset, whereby satisfying the customer is your number one
goal.

If you adopt a customer service mindset – and recognize the importance of that mindset to your
organization, your job, and your job satisfaction – then you're well on your way to success. Truly great
customer service is built on a genuine desire to please and satisfy the customer.

Everyone is a Customer, to Some Extent

The foundation of good customer service is the notion that everyone is a customer, at least to some
extent.

Customers are obviously… customers. Your boss is clearly a customer, and it clearly makes sense to
work hard to give customer satisfaction here!

However, co-workers are customers, where team work is needed. People in other departments are
customers when they depend on your work to be able to do their own. And even suppliers are customers,
when it comes to making sure that they're paid on time.

With all of these, you're focusing on making relationships work better. When you apply this mindset, you
provide the same level of service to others that you would want from them in return.

What does this mean? You end a personal phone call when a customer walks in. You work with your
supplier to create a reasonable solution when your order was misplaced. Or you stay half an hour late to
help your co-worker finalize the proposal that your boss expects on his desk the next morning.

Here's where a customer service mindset may lead you:

 Your outlook will be team oriented, no matter whom you're dealing with.
 You'll work with your co-workers, bosses, suppliers, and customers to solve problems and meet
needs.
 You'll use disagreements and misunderstandings as opportunities to learn more about your
customers' perspectives.
 You'll be more positive about the people with whom you work.

All of these attributes can contribute to your satisfaction at work, and they can improve your ability to
provide valuable service to your organization.
Understand Customer Needs

To develop this customer service mindset in yourself and in others, start with a clear understanding of
what your customers need and want.

If they value quick service, then it makes sense to hire more customer service representatives. If, instead,
you simply train your current representatives to increase their product knowledge, customer satisfaction is
unlikely to increase.

If your boss places a lot of emphasis on spelling and grammar in your reports, then take the time to
proofread. If, however, your boss is satisfied with the organization and depth of your ideas, then it's not
worth further refining the report's layout or content.

How do you figure out what your customers want? Ask them. When it comes to customer service,
communication is key.

For external customers, use surveys, feedback forms, or even secret shopper programs to gain a better
understanding of their perspectives. One systematic way of doing this is by developing a customer
experience map.

With internal customers, try these ideas:

 Keep in regular contact with your team members, your boss, and the people who report to you.
 Make sure that you know what they need, and that they know what you need.
 Remind your team members to do the same with one another.

Deliver the Goods

Knowing what your customers need can be the easy part. Delivering what they need may get tricky.
Always remember to match customer expectations to your ability: It can be immensely damaging to a
relationship to fail to do something that you said you would do.

If in doubt, "underpromise and overdeliver." Provide a quality product, and build systems that allow you to
consistently deliver great service. From an organizational perspective, do the following:

 Make customer service a strategic priority for your business.

 Communicate clear customer service expectations, and paint a picture of how great customer
service looks and feels.
 Recognize and reward staff for their customer service performance.
 Empower staff to resolve customer complaints.
 Set customer service targets, and link compensation to those targets.
 Assess workloads and job descriptions to ensure that staff have the time and resources they
need to provide the expected level of service.
 Measure staff satisfaction as a gauge of how well internal customer needs are being met.

Shift your whole focus to the customer experience. When you do, you'll internalize the notion of customer
service. Try these tips:

 Accept work and assignments that you know you can accomplish.
  Negotiate and agree to reasonable time frames.
 Talk with your customers about their expectations, and clarify exactly what they need.
 Adopt a customer perspective. How would your customer feel? How would you feel if you were
the customer?
 Communicate continuously, and let people know about problems sooner rather than later.
 Identify organizational barriers to your customer service efforts, and bring creative solutions to the
attention of others.

When customers get the service they want, they're likely to express their gratitude – or, at the very least,
not be frustrated or irate. And this is much more enjoyable for your team. So adopting an effective
customer service mindset not only helps you attract and retain customers, but it also helps you attract and
retain staff.

Tip 1:
Even when you're highly attuned to customer needs, and when you're truly dedicated to helping them get
what they want, you may encounter customers that you simply can't please. Do all that you can, but then
politely explain that you can't do any more. Perhaps you can suggest another supplier who is more able
to meet their needs?

Tip 2:
Not all companies are built on a customer service model. Some companies rely on low costs, and they
may put their energy into logistics and other operational efficiencies, rather than into face-to-face
customer service. Their main service to customers may be providing the lowest prices possible, and
customers may be willing to trade "point of sale" service for "low price" service. If this describes your
company, an intense focus on customer service may not be productive.

Key Points
Great customer service comes from inside. To consistently meet and exceed customer expectations, you
need more than rules and guidelines for customer care. You should develop, in yourself and in others, a
passion for service and for helping internal and external customers get what they want and need.

You can foster a customer service mindset throughout your organization with systems that support
superior customer service, and by linking personal performance and satisfaction with customer
satisfaction.

When you reach that point – whether you're speaking with a paying customer or working with a colleague
on a project – the customer service mindset will serve as your compass. It will guide your actions and
reactions to the people you encounter on a daily basis, and it will help make your company a really
wonderful place to work and do business.

Apply This to Your Life

Do you have a customer service mindset? Ask yourself these questions:

 Do you enjoy customer and co-worker interaction?

 Do you like helping a customer find a solution, or would you rather just make a sale?
 When you talk about customer experiences, are they mostly positive or negative?
 When you talk about co-worker experiences, are they mostly positive or negative?
 Can you easily adopt a customer perspective?
 Do you view customer or co-worker questions as annoying interruptions or opportunities to
assist?
  Do you regularly clarify other people's expectations to make sure that you know what they need
and want?
 Are you honest about your ability to deliver what you say you will?

The more you answer "yes" or "positive," the more likely you are to have a customer service mindset.
Regardless of your current status, set a goal for yourself to continue to develop this mindset. Then be a
model for this behavior for your team members, colleagues, and managers.

Managing a Budget
Setting and Sticking to Financial Targets

Being finance savvy is almost always an important component of your overall value to your employer.
Even if you are not in a position that has direct responsibility for budgeting, being aware of financial
concerns is highly important.

As a manager, your performance is judged heavily on sticking to a budget, and rightly so. For an entire
organization to make the profit it wants, it's vital that each area sticks to its budget – after all, budget over-
runs come right out of profit. Clearly, overspending is bad. But under-spending is also a problem – if you
have over-estimated what you need, you've tied up money which could have been used more profitably
elsewhere in the organization.

You therefore need to be crystal clear at all times about how much you're actually spending in relation to
your budget: After all, it would be disastrous to pay too little attention to it in the early part of the year, only
to run out of money in month 10!

When you manage a budget well, your organization benefits. And anything that is good for the
organization's bottom line is generally good for your career. That's why it is so important to get your
budget correct from the start, and then find a way to make it work despite the obstacles that inevitably
crop up.

There are two main components of successful budget management:

 Planning – estimating a reasonable budget and negotiating the final amount.

 Discipline – committing to work within the budget by assessing and reassigned funds as needed.

Budget Planning
Your first task in budget management is to acknowledge how important the budget document is to your
department, the organization, and your performance. While you may not be a finance expert, as a budget
manager you are expected to take the financial health of your department very seriously.

Remember, your budget will probably be reviewed by the most senior people in the company. You want
to make it as comprehensive and well-thought-out as possible. The bottom line for you is that your
performance will be evaluated through your budget. So start early, and get as much help as you need to
perfect your budgeting skills. As always, though, the more you know to start off with, the more competent
and capable you will be perceived.

Estimating
The first step in budget management is sitting down and determining how much money you will need to
achieve what you need to. It's no longer as simple as pulling out last year's budget and adding a few
percentage points: Organizations now have to run in a lean and efficient way, and every dollar is
accounted for much more precisely than in the past.

While you can certainly use previous budgets as a guide, the best approach is called "zero-based
budgeting." To prepare a zero-based budget, you start with no dollars in your budget and build a case for
the money you intend to spend and, if your budget includes revenue projections, the money you think will
be coming in.

This practice will ensure that you really understand the dollar amounts you're asking for, and can justify
your projections should you need to. Here are some tips which will help you budget more accurately:

 Plan for minimal income (where applicable) and maximum expense. Typically, you hope for the
best and plan for the worst.
 Itemize your expenses. Remember the small recurring items like subscriptions and office supplies
services that you may need to buy into, such as technical support.
 Build in a bit of a safety net that takes into account the risk inherent in your budget, and create a
fair contingency fund.
 Where it's appropriate to the nature of your budget, include investment in employee training and
development. Demonstrate that the expenses you include will improve productivity and
performance.
 Provide documentation to justify your rationale. Include estimates, assumptions and calculations
you used to derive your figures.
 Don't guess. Where possible use real figures.
 Be conservative but not cheap. A really low budget is only impressive if it can be met.
 Align your budget with your organization's strategic plan. If your company is growing, how will this
affect your department's expenses? Will the expenses be linear or stepped? What capital
expenditure should you be considering? How will the growth affect your staffing levels, and
training and development needs?
 Talk to your staff. The budget is not a secret document. Your people are expected to stick to the
budget, so they should have input into its preparation. You will get much more co-operation if they
understand where the dollars are being spent and why.

Negotiating
Once you have a draft budget prepared, it's time to get approval. This is perhaps the most critical part of
the whole budget process. Much of the art of managing a budget is in the up-front negotiation: If you don't
negotiate enough, you and your team are in for a hard year ahead. What's more, it's so embarrassing
having to ask for more money: The organization's Board will notice this every month when they review
year-to-date financials!

The best way to avoid not getting enough is to negotiate from a win-win perspective. This means trying to
negotiate for a reasonable figure and having clear evidence to support your budget needs.

 Understand what costs you can control and commit to doing so during the negotiation process.
 Know your options and be prepared to present them. Anticipate where you might get the most
resistance, and prepare solid arguments to back up your request.
 Don't excessively pad expenses to make up for anticipated shortfalls elsewhere. These tactics
are underhanded and don't add to the trust relationship you need to build for successful
negotiation.
 Use historical data if you can't put an actual figure on an item.

Tip 1:
As we've said, you'll need some money set to the side to handle unexpected contingencies.
Unfortunately, this is one of the first things that can be cut during budget negotiations. When you start
work on your budget, agree with your boss how you should present contingency amounts, in such a way
that they're not cut.

Tip 2:
If people in your team are aware of the budgeting process, it's important that your team perceives a "win"
for your budget. Make sure you manage their expectations as well. Don't over-promise, and be as honest
about the final outcome as you can. It's important that you work with your team and keep them informed
throughout the budgeting process.

Budget Discipline
With your budget in hand, your challenge is now to work diligently to stay within it. To do this successfully
requires continuous assessment of where the money is going, and re-allocation of funds as necessary.

 Monitor spending against your budget regularly. Know what you are spending, and if an invoice
comes in that you aren't expecting, deal with it immediately. Find out what happened and get
back on track as best you can.
 Try to keep every cost heading on budget each month. Make adjustments as required by moving
money between cost headings.
 Investigate persistent overspends as soon as you notice them. Try to fix the source of the over-
spending before looking for money elsewhere.
 Put strong internal controls and policies in place to deal with spending. These should be
extremely clear about what expenses can be claimed. Your expenditures should not be a
surprise.
 Communicate budget results regularly. Talk to your team and your boss about the status of your
budget. It's better to let people know about issues before it's too late to remedy the situation.

There is a delicate balance between sticking to a budget and losing out on unexpected opportunities.
While it is important to be on budget, if a great opportunity presents itself, you want to be able to exploit it.
An important aspect of this is the ability to look ahead. Make sure you don't get so focused on your short-
term budget that you fail to take advantage of a great long-term prospect. If this sort of opportunity comes
up, prepare a detailed and persuasive case, and be prepared to argue for it high up in your organization.
After all, you will be judged at least as much on performance as on how closely you met your budget.
Key Points:
Managing a budget is a valuable skill. Recruiters look for your experience of it and competence in it when
filling many managerial positions. In many companies, how well you stick to your budget is a major factor
in your overall performance evaluation.

Key components of budget management success are knowing how to estimate budget needs, negotiate
for a fair budget, and monitor the budget diligently. Regardless of the position you are in right now, or the
weight your organization places on budget management, understanding the budget process improves
your understanding of the business in general. This will help you to be a more effective and productive
member of the team, which is a definite bonus to any employer.

Apply This to Your Life:

If you've managed budgets before, look over the tips and ask yourself if you use each one to its full
advantage. What areas can you improve on? Make a plan to start managing your budget better today.

If you're new to budgeting, recognize that you will make mistakes. Rather than get frustrated and upset
with yourself, use the budget process to learn more about how your business works. Use your monthly
assessments to learn more about your business operations and finance in general.

If you don't have budgeting responsibilities right now, ask your manager to be included in the budget
process any way you can. By indicating your interest and willingness to learn, you open yourself up to
opportunities to grow and develop your skills. This type of initiative gets noticed and rewarded.

Making the Right Career Move

Choosing the Role that's Best for You

Imagine that you have an opportunity to move into one of a number of open positions in your
organization. Perhaps you are offered two different positions and you have to decide which one you want.
So how do you choose the right one for you? Or perhaps you're already in a good job, but something that
seems to be an even better opportunity comes up in another company. Are you going to make the move?

Having options is great: What a wonderful confidence booster! However, there's also a lot of pressure
trying to decide which option is best.

To make the right choice, you have to decide what factors are most important to you in a new job, and
then you have to choose the option that best addresses these factors. However this operates on two
levels – on a rational level and on an emotional, "gut" level. You'll only truly be happy with your decision if
these are aligned. This article gives you a framework for analyzing your options on both levels.

First, we look at things rationally, looking at the job on offer, and also at the things that matter to you.
Then, once you've understood your options on a rational level, we look at things on an emotional level
and think about what your emotions are telling you.

Note:
This framework assumes you are weighing alternatives that are all consistent with your overall career
goal. This should be the starting point for any decision you are going to make on what career options to
pursue. If the options you're considering are not aligned with pre-considered plans and goals, it's time for
even more fundamental thinking! For more information on this, read our articles on career planning and
goal setting.

Rational Analysis
The first step is to look at your choices rationally. Firstly, you'll look at the quality of the jobs themselves,
and secondly you'll think about the criteria you need for job satisfaction.

Factor One: Job Analysis

A good decision is an informed decision. You'll need to gather as much information as you sensibly can
about the jobs you are considering. OK, this can be a pain, but think about how much future happiness
depends on this decision!

Review the Job Description and Other Related Documents

 What are the key objectives?

 What competencies are required?
 What behaviors and outcomes are rewarded?
 How is remuneration determined?
If a job option is with a new organization, gather this information from the recruitment information you've
been sent about the role, and from discussions with the recruiter.

Analyze Culture Impacts

 Does the department/organization have a distinct culture?

 How well do you think you'll fit in?

 How are conflicts resolved?

 How do people work together?

 How do people dress?

 What things constitute "doing a great job"?

Analyze Incumbent Success

 Who has been/is successful in the role?

 What characteristics do they possess?
 What skills beyond the job description do they use?

Analyze Available Resources

 Does the role/department appear to have adequate resources?

 What human resources are available?
 How much training and development will be available to you?

Determine Career Progression Path

 Where have people in this role typically moved?

 What is the average tenure in the position?

For a more detailed discussion of job analysis, click here.

Armed with the facts about the job, next think about what you are looking for in a great job. Since the
whole point is to find the best option for you, you need to do a properly thought-through self-analysis as
well.

Factor Two: Analysis of Satisfaction Criteria

Everyone has a different idea of what makes a great job. That's why not everyone wants to be a doctor
and why, thankfully, some people find that cleaning out sewers can be satisfying work.

Use these five sets of criteria when deciding on the factors that are important to you for your job.

The Work Itself

What you will be doing on a daily basis should be the primary focus of your satisfaction criteria. Unless
the work is satisfying, it may not really matter whether you make vast sums of money, or have a boss you
regard as a friend: Nothing will seem quite right. The things to consider here include:

 Job responsibilities
 Learning/growth opportunities
 Potential for promotion
 Future career potential
 Authority to make decisions
 Leadership/supervision
 Variety
 Autonomy
 Challenge
 Self-expression/creativity
 Physical environment

Think about which of these matters most to you, and explore them when you're discussing the new role.

Financial Considerations
What you are paid is important when making any career decision. Your salary and bonus potential
determine whether you can buy a new home, purchase a car, go on vacations, or start a family. It's
important that you have a good idea of what you need to achieve a reasonable standard of living. Factors
to consider here include:

 Salary
 Benefits
 Incentives
 Stability/economic security

Does the job give you these?

Culture and Relationships

You will spend a large portion of your day at work. It is important that you get along with your co-workers
and feel like you fit in. Sure, there will minor disagreements along the way. However, you should be
comfortable working in the environment, given cultural elements such as dress codes and the way that
conflicts are resolved. Ask yourself what you need in terms of:

 Work relationships (managers, peers, and subordinates)

 People/Culture/Style
 Recognition
 Prestige/Title

Work/Life Balance
There can be great merit in maintaining a balance between your home and professional responsibilities,
and making enough time for leisure and downtime. You need to look at your life and determine what you
need from a job so that you can achieve this balance and maintain it for the long term. Think about things
like:

 Work schedule
 Flexibility for family time and other commitments
 Time to commute
  Travel requirements

Clearly, though, this depends on your goals. If a major goal of yours is to be a great parent, then work/life
balance is important. If your goal, however, is to be CEO and build a great organization, then this
necessarily involves carrying a heavy workload.

The Company
The final set of criteria involves looking at the company itself. People tend to want to work for
organizations that make them feel good about what they are doing on a daily basis. Look at the following
criteria and decide what it is that you need from the company you work for.

 Size of company
 Values
 Leadership
 Product and quality
 Environmental concern
 Industry
 Geographic location
 Corporate image/integrity
 Contribution/service to society

These criteria are not just for career options outside your current company. Some internal moves may
take you to business units that operate quite differently from the rest of the organization, or produce a
different product or service. It's important to understand your criteria in these areas regardless of whether
your move is inside or outside the company.

Now, download our free worksheet, and print off a copy of it for each of the options you're evaluating.

Instructions: For each job option you're considering, work through the criteria in the rows of the table
one-by-one (we explain these criteria below.) For each criterion, first decide how important it is to you on
a scale of 0 (not at all important) to 5 (very important). Next, evaluate how much of the criterion is on offer
within the job, using the same scale. Finally, multiply these values together to give the score for that row
of the table.

This worksheet is based on the Grid Analysis tool for decision making. This is a powerful tool that can be
used in a variety of situations. A full explanation of how to use this technique on a more general basis is
detailed in the Mind Tools' article found here.

This type of analysis is very useful in helping you quickly see how well your career options match the
criteria you've identified as necessary for your satisfaction.

Pulling this Together

Once you've worked through the worksheet for each of your options, add up the scores and total them for
each worksheet. This gives you an initial score for how each job fits your needs, looked at on a rational
basis.
Tip 1:
If some of the scores seem a bit wrong, don’t be afraid to revisit them. Spend as much time as you need
to make a rational, properly considered decision.

Tip 2:
This is not necessarily a comprehensive list of factors. If other factors are important to you, build these
into your analysis.

Emotional Validation
So far, you've looked at the job's criteria and what you need to be satisfied, in an objective manner.
However, it's also important to consider how your decision feels. You need to get in touch with your inner
self and think about how well the career options fit with your overall sense of self and personal fulfillment.
Ask yourself:

 Do I feel like it is the right choice?

 Do I feel positive about the choice?
 Does this choice further my career and life goals?

If something doesn't feel right, then you need to understand why. Are some factors of over-riding
importance? Or are other factors important that are not mentioned? Take the time to make sure that
you're comfortable with you analysis, and that you're confident that you've made the right decision, both
on a rational and emotional level.

When you have an option that fits both objectively and subjectively, chances are you've got a winning
career move. (To read more about making a career decision using emotional criteria, read Am I Making
the Right Choice? in the Coaching Clinic.)
Key Points:
Making a career move is a very important decision. It requires serious thought and consideration. You
can think long and hard and still not come up with a solution unless you have a framework to use to help
you make a decision.

Using the three distinct approaches outlined here – job analysis, analysis of satisfaction criteria, and
emotional validation – you can be confident in your decision. Analyzing each element in this way forces
you to consider the multidimensional criteria that go into determining a great job fit. With a decision that is
valid emotionally as well as on paper, you can be confident that you've made the best possible choice.

Mentoring
A Mutually Beneficial Partnership

Do you want to move your career forward? Would you like to develop your leadership skills as well as
help others learn, grow, and improve their skills? Or would you like to find someone who can help you do
these things?

You can… through a mentoring partnership.

More professionals these days are actively pursuing mentoring to advance their careers. And whether
you're on the giving or receiving end, these types of partnerships can benefit your career.
A mentoring partnership can be rewarding to both people, personally and professionally. It's an
opportunity to develop communication skills, expand your viewpoints, and consider new ways of
approaching situations. And both partners can advance their careers in the process.

In this article, we'll look at what mentoring is, and discuss the reasons why you might enter into a
mentoring partnership. Should you offer to help others, or ask for help from someone – or both? We'll also
how mentoring differs from other types of professional career development relationships.
What is mentoring?
Mentoring is a relationship between two people with the goal of professional and personal development.
The "mentor" is usually an experienced individual who shares knowledge, experience, and advice with a
less experienced person, or "mentee."

Mentors become trusted advisers and role models – people who have "been there" and "done that." They
support and encourage their mentees by offering suggestions and knowledge, both general and specific.
The goal is help mentees improve their skills and, hopefully, advance their careers.

A mentoring partnership may be between two people within the same company, same industry, or same
networking organization. However the partners come together, the relationship should be based on
mutual trust and respect, and it typically offers personal and professional advantages for both parties.
Mentoring and Other Professional Relationships
Coaches, trainers, and consultants can all help you learn and grow professionally. Mentoring is a unique
combination of all of these. Let's explore some of the similarities and differences between mentoring and
these other professions.

 Coaches help you to explore where you are in your career, where you want to go, and how you
might get there. A coach will also support you in taking action to move toward your goal.

Coaches and mentors differ in three main ways. First, a coach is generally paid, whereas your
mentor will usually be making a voluntary commitment. This means that you can start working
with a coach straight away, and that you can rely them not to cancel sessions because
"Something urgent's come up". Finding a mentor can take longer, and even when you do, your
mentor may find it harder to keep space in their day for your mentoring appointment.

Second, while coaches tend to guide you in mapping out your future, mentors actually suggest
several paths you might take, although the choice of where to go next remains yours.

Beyond that, of course, good coaches are professionally trained and qualified, so you can rely on
getting a high-quality service from them. They also bring their experience of helping other people
with career and life issues similar to those that you're facing.

 Trainers help you learn and develop specific skills and knowledge. They typically set the topic,
the pace, the goals, and the learning method. While you will obviously choose courses that match
your requirements as closely as possible, training courses, by their nature, start with their own
agendas rather than with your situation.

Mentoring, however, can be tailored to your needs. While training is often best suited for gaining
knowledge and skills, mentoring can also help you develop personal qualities and competencies.

 Career Consultants or Career Counsellors mostly work with people in transition between jobs,
rather than helping you develop your skills when in a particular role. And, again, your relationship
will often be a commercial one.

Benefits to the Mentor

Becoming a mentor can enrich your life on a personal and professional level by helping you do the
following:

 Build your leadership skills – It helps you develop your ability to motivate and encourage
others. This can help you become a better manager, employee, and team member.

 Improve your communication skills – Because your mentee may come from a different
background or environment, the two of you may not "speak the same language." This may force
you to find a way to communicate more effectively as you navigate your way through the
mentoring relationship.

 Learn new perspectives – By working with someone less experienced and from a different
background, you can gain a fresh perspective on things and learn a new way of thinking – which
can help in your work life as well as your personal life.

 Advance your career – Refining your leadership skills can strengthen your on-the-job
performance, perhaps helping you get that promotion to higher management – or into
management in the first place. Showing that you've helped others learn and grow is becoming
more and more essential to advancement in today's business world.

 Gain personal satisfaction – It can be very personally fulfilling to know that you've directly
contributed to someone's growth and development. Seeing your mentee succeed as result of
your input is a reward in itself.

Benefits to the Mentee

A trusted mentor can help you do the following:

 Gain valuable advice – Mentors can offer valuable insight into what it takes to get ahead. They
can be your guide and "sounding board" for ideas, helping you decide on the best course of
action in difficult situations. You may learn shortcuts that help you work more effectively and
avoid "reinventing the wheel."

 Develop your knowledge and skills – They can help you identify the skills and expertise you
need to succeed. They may teach you what you need to know, or advise you on where to go for
the information you need.

 Improve your communication skills – Just like your mentor, you may also learn to
communicate more effectively, which can further help you at work.

 Learn new perspectives – Again, you can learn new ways of thinking from your mentor, just as
your mentor can learn from you.

 Build your network – Your mentor can offer an opportunity to expand your existing network of
personal and professional contacts.

 Advance your career – A mentor helps you stay focused and on track in your career through
advice, skills development, networking, and so on.

Mutual Mentoring
It's often the case that, within an organization or a network, such as the Mind Tools Mentor Network, there
are more people looking for a mentor than there are those offering to be one. A practical solution to this is
"mutual mentoring".
Although it is probably useful to have a mentor who has "been there, and done that", you might have to
wait a long time for such a person to come along. Instead, why not try working with a less-experienced
but willing person, who will still be able to encourage you to think about what you want from your career,
challenge you to commit to goals, and help you to review your progress towards them?

If you do the same for them, you have the basis for a strong and mutually-benefical relationship.
Key Points
Mentoring partnerships can be mutually beneficial and rewarding – on both professional and personal
levels. Mentors can develop leadership skills and gain a personal sense of satisfaction from knowing that
they've helped someone.

Mentees can expand their knowledge and skills, gain valuable advice from a more experienced person,
and build their professional networks. And both partners can improve their communication skills, learn
new ways of thinking, and, ultimately, advance their careers.

Mentoring relationships can be mutual, or two-way, with each person being both the mentor of and
mentee of the other person. Alternatively, they can be one way only, although an individual may have his
or her own mentor while also acting as mentor for others at the same time.

Finding a Mentor
Getting support from the right “someone” who’s been there before

If you’re trekking through the jungles of Borneo, would you go it alone, or would you prefer to use a guide:
someone who has been there before, has learned which animals are dangerous, and knows how to get
where you’re going? Having a guide for your jungle adventure is much like having a mentor in your
career. A mentor is someone who’s been where you are now, who’s journeyed close to where you want
to be, and who’s made his or her own mistakes; Someone who is willing to impart the wisdom of
experience, and so help you avoid the same pitfalls. With this type of advice and guidance you will be that
much more likely to reach your career and/or personal goals.

If you have a good mentor, you can:

 Learn from his or her expertise;

 Receive feedback on your performance and abilities;
 Learn what it takes to succeed in the organization, profession, or industry;
 Learn specific skills and knowledge that are required for your success;
 Develop a broader networking base;
 Have a sounding board to bounce ideas off and at whom you can vent your frustrations.

And if you are fortunate enough to develop a truly excellent mentoring relationship, and have a mentor
who cares about your success, the impact on your career can be profound. A great mentor may also
open up new opportunities, help you find alternate routes when doors close to you, and stand by you
when you make mistakes. Finding and developing a mentoring relationship like that takes time and
commitment. But for many people, it will be paid back one hundred times over, and is well worth the
persistence required.

You may be thinking “People don’t have mentors in my company” or perhaps “Mentoring is not for people
like me.” But think again. Your organization or community has much to gain by encouraging mentoring –
such learning is definitely to be encouraged, and so people are probably more open to the idea than you
might expect.
Perhaps you are also thinking “Why would anyone want to mentor me?”, and again you might be
surprised by the answer. Many people find mentoring gives them a great sense of fulfillment and personal
satisfaction. True, potential mentors are probably very busy, successful people, but the right mentor for
you will find your relationship rewarding and mutually beneficial, and is much more open to the idea too,
than you might expect.

So, does finding a mentor sounds like a good idea? Great! Let’s look at some of the ways you can help
yourself find one – the right one – and help you on the way to even greater career success.
How to Find a Mentor
Finding mentor probably won’t happen overnight, and it probably won’t happen at all unless you spend
some time examining what it is you want from a mentoring relationship. What’s more it certainly won’t
happen unless you’re open to the possibilities and opportunities that surround you – sometimes you’ll
need to pursue a relationship and opportunity without knowing exactly where it might lead.

You might find a great mentor within your company, or within your wider industry or profession. Or
perhaps your ideal mentor might be someone you know personally rather than professionally. Before you
can ask the question of who might mentor you, it’s useful to think about what you want to achieve. If you
are looking to widen your industry experience, for example, finding a mentor within your organization may
not be the best thing to do.

By asking yourself the question “What do I want to achieve?”, and the others that follow below, you can
start to home in on the type of mentor and mentor relationship that could work well for you. With this
preparation, and with your eyes wide open to every opportunity, you’ll be looking for the right type of
person in the right places, and so maximize your chance of finding a great mentor.
What Do I Want to Achieve?
Use the questions below to help identify what you want help with from a potential mentor.

 Am I looking to improve my performance and move up within my current organization?

 Am I looking to expand into a different career profession?
 Am I looking to expand my network?
 Am I looking to bounce ideas or get impartial advice?

Tip:
To help identify what you want to achieve and what you want to improve on, analyze your strengths and
weakness. Consider using the Personal SWOT tool to help you do this.

What Do I Want from a Mentor?

Once you have clarified what you want to achieve, now consider what you hope a mentoring relationship
might bring to help you do this. There are likely to be many ways in which a mentor could help you, but by
considering this question, you can identify what is most important to your current situation and ambitions.
Here are some things that you might want to include:

 Expert knowledge in my specialist area;

 A sounding board for my ideas;
 Motivation to stretch myself;
 Help clarifying my direction;
 To learn skills I need to build to help me improve;
 Someone who’ll believe in me, and help me stick to my chosen path;
 Inspiration to do my very best;
 Validation that I’m heading in the right direction and choosing the right approach;
 Someone who’ll open doors, and help me network with other people in my field.
Who Might Mentor Me?
Now it’s time to start thinking about potential mentors. It’s good to approach this in two separate ways:
First consider what kind of person your ideal mentor would be, based on the two questions above (what
you are looking to achieve and how a mentor might help). Then consider who in your organization or
wider network is a potential mentor for you.

Brainstorm as many people and possibilities as you can. Once you have a list, write down the ways in
which each person might work with you and be able to help you. Compare this to your ideal, and what
you are trying to achieve.

Tip:
A great mentor does not need to have an impressive title. Consider people who might be a good match
with you and whose values and principles you admire.

Here are some questions to help you consider the possible candidates for a mentor relationship:

 Is there a mentor program I can access in my company, local business organizations or other
communities I belong to? Unless you are determined to find a mentor you can meet with fact-to-
face, explore the Mind Tools Mentor Network.
 Who do I admire in my organization and wider network?
 Whose insight and perceptiveness inspires me?
 Who has lots of experience that I could learn from?
 Which leaders do I admire and want to learn from?
 Which authors and speakers do I admire?
 Who has been significant in my life so far? Teachers, counselors, friends, relatives, professional
advisors, etc.
 What contacts do I have with other businesses, professional organizations, in my community and
so on?

Tip:
It’s easy to give up on finding a mentor because you can’t find the perfect match. But if you are open to
the possibilities, and invest in building good relationships, perhaps with more than one individual, you
may open up a whole range of opportunities, beyond things you have already envisaged.

How Do I Approach Potential Mentors?

The answer to the question very much depends on who, or what type of mentor you want to find. If you’re
lucky enough to be part of an organization, professional association or community that has a mentor
program, that’s a great place to start. Mentoring organized in this way has added incentives for potential
mentors, as participation tends to be encouraged and rewarded by the program organizers. The program
organizers will probably also introduce you to potential mentors, and provide advice on the best way for
you and your mentor to proceed.

If you don’t have access to a mentor program, it’s important to meet and build relationships with people
who might help you. Our article on Networking will help you get started on making contacts outside your
existing circle. And if your network is lacking in potential mentors for your needs, it may be worth
considering one of the numerous mentor services set up especially to match potential mentors and
mentees. Carefully check out how these services work, and what type of mentor and mentee it attracts, to
ensure it can meet your needs.
Once you have identified your potential mentor, it’s a question of building up a good relationship. And
when should you broach the question of mentoring? Well, it very much depends on your relationship and
how you envisage it will proceed. Some mentor relationships grow informally without explicitly discussing
mentoring. In other cases, your relationship and aims will be helped by asking the other person
specifically to support you in this way. With a more formal arrangement, it’s good to exactly clarify what
you hope to achieve, and how your mentor will help.

Tip:
Let's use the analogy, here, of going on a date. If you mention "marriage" right away, you'll most-likely
scare the other person off!

Good mentors are likely to be busy people. They may not want to commit to a formal mentoring
arrangement, simply because they may not have the time to do it well. However, if you keep things casual
and not too intense, you may find that a great relationship blossoms!

Remember your mentoring relationship is based on rapport and good will, even if it’s part of a mentoring
program: Make sure your mentor know his or her input is appreciated, and give feedback on how much
you value his or her advice and support.
And What If I Don’t Find a Mentor?
What if you really can’t find someone who’s well-placed to mentor you? What if you need help now, and
it’s taking a long time to find or build up that mentoring relationship?

Well, first of all, don’t stop looking for a mentor! Having a mentor can be a wonderful gift, so do keep on
searching. In the meantime, it’s also worth considering some alternatives that might help with more
immediate needs:

Peer or group mentoring – Consider asking a peer, or group of peers, with complementary skills for
mutual support. Sometimes this is an easier to establish than the traditional mentor/mentee relationships
as it’s more immediately mutually beneficial. Make sure everyone gives as well as takes: establish each
person’s peer mentoring objectives, and also what they offer in return for the learning and support they
hope to receive

Tip:
Unlike mentoring which by definition costs nothing but your time and gratitude, the other options below
will need to be paid for. The advantage of a paying for the support and advice you need is that it puts you
in the driving seat – you simply need to weigh up the cost against these benefits.

Executive coach – A good executive coach may have worked at a senior level in your industry, may
have some great contacts, and has good professional coaching skills. Good executive coaches can
provide many of the benefits of mentoring, but of course this level of experience comes at a price.
Establish what you want to achieve and what you want by working with an executive coach using the
same initial steps as finding a mentor. Make sure you spend time discussing this, and learning how the
executive coach can help you, before committing to a coaching program.

Career and life coach – If you are looking for motivation, self-discovery, and direction, rather than expert
knowledge or advice in your field, career/life coaching can be a good practical replacement for mentoring.
As with executive coaching, there is an associated cost. Career and life coaching relationships work well
when you establish a good rapport with you coach, so again choose carefully and talk through your
expectation and what you hope to achieve. For more information on this, read about the Mind Tools
Career and Life Coaching service, or use search engines or personal networks to look for coaches with
the specializations you want. Just make sure that your coach is properly qualified!

Consultants or trainers – Consultants and trainers can bring specific expertise, knowledge and skills to
help you achieve you objectives. Unlike a mentor, a consultant or trainer can be hired to meet you very
specific needs. Make sure that your objectives are clear, in terms of the expertise and learning that you
need, and resist the inevitable on-sell, unless it's for services you really want!
Key Points
Sometimes, mentoring relationships form naturally; other times you need to be diligent and proactive in
your search. Stay open to the many possibilities that cross your path: And you never know who will
emerge as a significant mentor in your life! As you work with and meet more and more people you will
start to develop relationships that move you toward your goals in many different ways. And if you are
lucky enough to find a great mentor, enjoy the relationship, and as you learn and grow, let your mentor
know how much you appreciate it

Mentoring: An Essential Leadership Skill

Mentoring from a Mentor’s Perspective

Mentoring is an essential leadership skill. In addition to managing and motivating people, it's also
important that you can help others learn, grow and become more effective in their jobs. You can do this
through a mentoring partnership, which you can arrange within your organization or through a personal or
professional network, like the Mind Tools Mentor Network.

Should you become a mentor? And what do you need to consider before setting up a mentoring
relationship? In this article, we'll highlight some things a mentor does and doesn't do, and we'll help you
decide whether mentoring is right for you.

Becoming a Mentor

Mentoring can be a rewarding experience for you, both personally and professionally. You can improve
your leadership and communication skills, learn new perspectives and ways of thinking, advance your
career, and gain a great sense of personal satisfaction.

To learn more about the advantages of mentoring, see Mentoring: A Mutually Beneficial Partnership.

Is Mentoring Right for You?

Even if you understand the benefits of mentoring and it sounds like a great idea, you have to decide
whether it's right for you. To explore your reasons for mentoring and whether you want to take this type of
commitment further, ask yourself these questions:

 Do you want to share your knowledge and experience with others?

 Do you enjoy encouraging and motivating others?
 Are you comfortable asking challenging questions?
 Do you want to contribute to other people's growth and success?
 Are you prepared to invest your time in mentoring on a regular basis?
 How will mentoring contribute toward your own career goals?
 How will mentoring add to your sense of contribution and community?
  What type of person do you ideally want to mentor? Can you describe the professional and
personal qualities of this person? Do you want someone from the same profession or the same
career path?
 In what areas are you willing to help? Are there any areas that you don't want to go near?

Clarify your reasons and motivations for becoming a mentor. When you meet a prospective mentee, this
will help you assess your compatibility.

What You Should Consider

Although you may want to jump right in with both feet, think about these practical considerations:

 Frequency of contact – How much time can you commit to this relationship?
- Can you "meet" weekly? Biweekly? Once a month?
- How long can you spend in each meeting? Half an hour? An hour? More?
- Do you want to be available between "formal" sessions?

 Method of contact – Would you prefer face-to-face meetings, phone calls, or emails? If you were
to use phone calls, who places the call? Can you both use an Internet phone service such as
Skype (giving high quality, free local and international calls)?

 Duration of partnership – Do you want to limit the length of the mentoring partnership? Do you
want to set regular intervals to review whether you're both happy with the relationship, or do you
just want to informally review progress on an ongoing basis?

 Skills, knowledge, and experience – What specific expertise can you offer to a mentee?

 Confidentiality – How will you approach confidential business information? Think of ways to
speak about general concepts and situations while maintaining confidentiality.

Where to Draw the Line

When developing a mentoring partnership, make sure you have clear boundaries of what you can and
cannot do for the mentee.

Answer the above questions to help you clearly define these boundaries for yourself. Then, when you
meet your potential mentee, you'll better understand your own mindset – what areas you're interested in
covering, and what you will and will not do.

Take the lead on where you'll allow the mentoring relationship to go and what ground you'll cover. As a
general guide, focus on your expertise and experience. If anything is beyond your skills and abilities, refer
the mentee to another expert.

For example, if a discussion about human resources issues raises a concern about employment law,
send your mentee to an internal expert or attorney. If conversations about work problems lead into
personal or family problems, the mentee may need more focused professional help from a psychologist or
therapist.

As a mentor, you can become the mentee's confidante and adviser. You may be called upon to be a
"sounding board" for all sorts of issues and concerns. So know in advance how you're going to deal with
difficult situations and getting "off subject."
Key Points
A mentoring partnership can be an enriching experience. You can develop your leadership and
communication skills as well as contribute toward your own career advancement.

Mentoring can also give you a great overall sense of personal satisfaction, knowing that you're helping
someone else learn and grow on a professional and personal level.

Before you begin a mentoring partnership, it's important to think about your reasons for becoming a
mentor and the practical considerations and logistics of such a relationship. If you decide that mentoring
is right for you, the time and effort that you put into it can reap great rewards that far exceed your
expectations.

Finding Your Allies

Building Strong and Supportive Relationships at Work

"A problem shared is a problem halved", as the old saying goes, and it's true in business as well. When it
comes to working your way through the challenges that you face every day, it's a great help to be able to
draw on a network of supportive individuals that you can work with to find a solution.

Allies are the people who give you backing, assistance, advice, information, protection, and even
friendship. They are your support base. With strong, mutually beneficial relationships with your allies, you
can survive and thrive in the corporate arena, and you can get things done quicker, and more smoothly.
Working together with allies simply helps you and them achieve more. (Here, we're using the word "ally"
in it's positive sense - we're not implying that you're trying to circumvent proper channels, engage in
politics or game-play, or create any kind of "us and them" culture. It is clearly wrong to behave in this
way.)

Anyone and everyone who can help you achieve your objectives is a potential ally. Some are natural:
They are people who share a common interest with you. The colleague who's been around for years and
can offer an invaluable voice of experience, the team member who is always happy to be a sounding
board for your ideas, or the vendor who is ready to accept seemingly-impossible deadlines; these people
are your natural allies.

But you can find allies in unexpected places too. Alex in finance, who pulls together an extra report on
your projects finances; Claire, the secretary, who tells you when the boss is in a good mood; or Simon,
your ex-department head who is always available for advice. They too are important allies.

Allies can help you directly and indirectly. For instance, if you're running behind schedule on a project,
your subordinate can help you directly by working longer hours, while your boss can help you indirectly by
delegating another part of your workload to someone else.

Building Your Personal Support Base

This is one of the reasons that it's important to be open and supportive to others in the workplace, and
why it's worth making at least a small amount of your time available to help others out when they need
help. After all, if you're a positive and supportive person, many other people will be equally supportive
towards you.

So who could your allies be? Just your team mates? Actually, your list of potential allies goes much
further than this!
Table 1 below provides an example list of allies, with the support you might be able to receive from them,
and the returns you might be expected to provide to them.

Table 1: Possible Allies – And What They May Want...

What He/She What He/She Might Be

Potential Ally
Could Do for You Expecting in Return

Team Members Assist you with regular tasks Assistance with regular tasks
Be loyal Loyalty
Be a sounding board Recognition
Credit – given both publicly and
privately

Boss Protect you Loyalty

Champion you Support
Help you in career advancement Assistance with his/her tasks
Commitment
Willingness to go the extra mile
Image building

Senior Management Members Protect you Loyalty

Champion you Support
Help you in career advancement Commitment
Willingness to go the extra mile
Image building

Support Staff Willing performance of day-to-day Appreciation

functions Attention
Cooperation Recognition

Gateway People (Secretaries, Provide you with access to crucial Appreciation

Executive Assistants) information and people Attention
Recognition

Family Provide moral support, Moral support

appreciation, understanding Appreciation
Understanding

More Experienced Colleagues Provide expertise, perspective, Respect

contacts, knowledge Recognition
Attention

Networking Allies Keep you abreast of the general Advance information

buzz Background knowledge
Provide you advance information Contacts
and background knowledge Alerts about emerging trends and
Provide you with contacts patterns
Alert you to emerging trends and
patterns

Mentor Help you think through issues Improving Leadership skills

Personal development Learning new perspectives
Personal satisfaction
Interest Groups Build influence Assistance for their cause
Mobilize support
Provide you with data

Community Members Build influence Assistance for their cause

Mobilize support
Provide you with data

Press Build influence Information

Mobilize support

Government Build influence Assistance for their cause

Mobilize support

Clients Provide inputs for new product Preferential status

development initiatives Willingness to go extra mile
Provide referrals Business leads
Provide preferential status Referrals

Vendors Provide extra assistance Preferential status

Provide preferential status Business leads
Referrals

Tip 1:
Don't be naïve in the way that you approach people - be aware of people's interests and duties, and
understand that these may conflict with yours. Also, recognize that they may not be able to help you, for a
variety of possible reasons including a very heavy workload.

And with all this talk of mutual help and information sharing, make absolutely sure that you keep
confidential information confidential!
Tip 2:
Allies can't help you if you're not doing your job properly. Make sure you make time to look after your
allies, but make sure too that you do your job to the best of your abilities.

Nurture your allies, and you'll find that you can be so much more effective at getting things done. What's
more, things will get so much easier and more pleasant at work!

Professional Networking
Building relationships for mutual benefit

“It’s not WHAT you know, it’s WHO you know that counts.” Maybe that sounds unfair or calculating, but
think of it another way: If no one knows about your skills, talents, and projects, who’s going to help you
make the best of them?

In today’s world, where people often need to work together in loose partnerships to achieve their goals
quickly, “knowing the right people” is more important than ever. So the ability to develop and maintain a
broad network of “business friendships” is a critical skill for every career professional.
People with strong networks get more things done more effectively; they learn from others with different
knowledge or experience; and are able to use their network as they seek to move on in their careers,
whether in a planned way or if a crisis looms.

When it comes to our personal lives, most people actively develop and maintain their network of friends
and family. They enjoy the social interaction and the support that such relationships can provide. The
same principles hold true at work, yet we’re often reticent about actively networking: Perhaps we fear we
would be “using” other people, or we are daunted by the prospect of having to “work” a room of strangers
at a conference or event.

The good news is that networking doesn’t need to be difficult or a chore. It can be an enjoyable and
rewarding part of your professional development. You’re probably already part more networks than you
realize. It’s a matter of recognizing the mutual benefits and building from there. Read on to find out how to
build and make the most of your network.
What is networking?
Networking means getting to know other people, and their abilities and interests; and doing so in the
expectation that this may provide mutual benefit.

Calling on someone in your network does involve “using” them but this doesn’t mean that you’re
exploiting them in a negative way. So long as you’re prepared to help others out when you’re in a position
to do so, most people will respond positively to a request from a valued member of their network.

Most of us have contacts in community groups; in departments or team at work; with other colleagues; in
professional organizations; with suppliers and customers; perhaps with an alumni group from a previous
employer; (and not forgetting the Mind Tools community too). All are valuable, and each relationship you
foster there can have mutual and lasting benefits.
Why network?
If you’re still in any doubt about the benefits of networking, consider for a moment the other kind of
network in our daily working lives – the computer network. Few would dispute the advantages of having
networked computers! Chief amongst these benefits is the ability to share information quickly and easily,
even between different buildings in the same organization. Networks also allow a single point of data
entry so that accuracy is improved and “reinventing the wheel” is avoided, and they permit sharing
computing power such as printers or disk storage. All in all, computer networks increase efficiency and
effectiveness. Personal networks can do the same.

Doing your current job better

By being able to draw on the knowledge of other members of your network, you can do your current job
better. Information flows round organizations through the formal and informal networks of people within
them. So, although communicating with other members of your team is obviously vital, people who have
good relationships with individuals in other departments can generally achieve more. At the simplest
level, having someone you can always turn to for information in the accounts and IT support teams will
speed up your work.

For many, their organization structure or team is constantly changing, and regular re-forming of your
immediate work group can be the norm. In this kind of environment, your lasting relationships with people
inside and outside your current organization or team are more valuable than ever. Project-based working
and ever-changing structures create a greater need for a strong network, and luckily they also create the
opportunity to extend your network wider and more often.

Managing stakeholders
Managing stakeholders is an essential part of running successful projects, whether formal or informal,
large or small. It involves identifying key people who have power and influence over the project;
understanding what you need from each of them; and deciding which of them you need to consult and
which you just need to keep informed. If you already have good relationships with your stakeholders
through networking, they are more likely to help you and support what you’re trying to achieve.

Personal development
A great way of gaining the additional experience you need to get ahead in your career is to volunteer for
projects or activities, whether at work or in your spare time. Having a broad personal network will put you
in touch with far more opportunities to do this. For example, through your network you might hear about
plans for a new working party or a proposed charity event, which could give you the chance to volunteer
and get experience of something that interests and challenges you.

Looking ahead
Networking also offers you a great way to advance your career. It is generally reported that more jobs are
filled through word of mouth than through public advertising. So having a network of contacts who are
familiar with your accomplishments and interests is invaluable if you are looking to make a career move,
whether through choice or because your current employer is considering a round of redundancies. If you
work freelance, this type of networking is almost essential.
How to Network
There are clearly no firm rules about who you should have in your network, or how you should go about
building relationships with them, but the following process will guide you towards an approach that’s right
for you and your situation.

1. Write down your networking objectives

Look both at what you can hope to achieve from networking and what you have to offer to other
people. Remember networking is a two-way process: It’s just as important to think about what you
offer, as it is to define what you want from other people. Networking where you have much to
offer can open up many more opportunities.

2. Map your network

Write down a list of “communities” and individuals with which you have or would like to have
professional contacts. These might include
 Your department or team
 Other departments or teams in your current employer
 Former colleagues or clients
 Local organizations such as a Chamber of Commerce
 Professional organizations
 Voluntary groups such as a school board or local political party

3. For each stakeholder group, brainstorm your "offer"

You'll find networking much easier if you have something interesting and useful to offer to the the
people you're networking with. This will differ for different groups of people. You can be sure that
suppliers will be delighted to network with you! But you can also be sure that potential customers
will steer clear if all you do is sell to them (also known as "trying to help them find ways of solving
their problems.") Brainstorm other ways you can be interesting to them. And remember to be
open and generous in your approach - people may find you selfish if you're transactional in the
way you share information.

4. Identify any gaps

Go through your list of networking objectives and your offer. Look for gaps by asking the following
questions:
  Will your network or proposed network contacts help meet your objectives?
 Are you making the most of what you have to offer?

Who will help you meet your objectives? Which communities and individuals will most value what
you have to offer? Do you need to widen your contacts in a particular field? For example, you
might have a great network in your current organization, but if you want to gain wider recognition
in your industry, perhaps you need to network through professional associations or industry
interest groups.

5. Plan networking actions

Think about how you can plug the gaps and build a stronger network. What do you need to find
out about the communities and other people? How will you go about meeting new people to fill
gaps in your network? How will you help them get to know you?

In the past, networking opportunities were largely face to face. Nowadays, technology has
opened up a whole set of new ways to network: These include running your own blog, publishing
articles or even mp3 videos online, or getting involved in online forums such as the Mind Tools
Career Excellence Club forums.

Tips on Being an Effective Network “Hub”

You mostly get out of networking what you put into it. The more networks you’re part of, the more you
become a hub that people can turn to. This builds a network around you of people who will be eager to
help you out in return.

Ensure that your relationship-building conversations are two-way and evenly balanced. Ideally, you
should know as much about the other person by the end of any conversation as they know about you.
Use open questions to help with this.

At the end of a networking conversation, do hand over your business card (if it’s face to face), or drop an
email. Make a note of where and when you met the person, and any other points to help you remember
what they do and how you connect. Follow up initial encounters and take it from there…

Key Points:
Having a strong network is an effective way of helping you to achieve more in today’s working
environment. Formal and informal networks can help you do your current job better, and can open up
future opportunities. And it’s always a question of give and take: Look out for opportunities when you can
help others, and you’re sure to attract new opportunities and a valued member of your networks and
communities

Get the Recognition You Deserve

Learning how to get praise

Imagine this: You stay late at work, consistently win accounts that your co-workers only dream of, never
miss deadlines, and never show up late – and to top it all off, you finish even your worst projects
successfully and ahead of schedule.

You'd think that by doing all of this, you would, at least once in a while, get thanks and recognition from
management? Well… you wish. Unfortunately, your boss is busy dealing with a "problem" member of the
team, and as a result, she forgets to show any gratitude to her stars. That includes you.
Have you ever been in a situation like this? Working hard and getting ignored by your boss can be rough.
That's why you sometimes have to take matters into your own hands.

Boasting of your own accomplishments can feel awkward. But look at it this way: If your boss doesn't
notice your hard work, and you don't point it out to him or her, then what happens when you ask for a
raise? How will he or she know you're ready for that promotion, or if you can handle that huge-but-
fascinating project?

Things don't have to be like that. We'll show you how to get the recognition you deserve without looking
like you're seeking attention. Believe it or not, there is a way to do this.

Step One: Decide What You Want

There are many types of recognition, so decide what type you want.

Companies often thank staff with awards, certificates, or bonuses. However, people often just want
simple praise. We want to know that our work is meaningful and that we've made a difference. An
"Employee of the Month" certificate, or a cold, hard check doesn't always communicate that.

So, what exactly are you looking for? It's important to really define this, because everyone wants
something different. Do you want a simple "thank you"? An award ceremony in your honor? A raise?

Step Two: Define Why You Deserve Praise

Don't walk into your boss's office with no advance preparation to say what a great job you've been doing.
Why? Firstly, it would seem odd. Then, if you're a bit nervous, you might forget something important that
you've done. You might forget the help a co-worker gave you, and leaving out that person could speak
poorly of your character. Be sure to make yourself look good, but also share credit where credit is due.

Make a list of the accomplishments you'd like to discuss. Beside each one, list the value that
accomplishment has brought to the company.

Step Three: Praise Yourself

This is where you've got to get creative. You know your boss and your business environment, so think of
ways to let your boss know how hard you've been working.

If you tell your boss directly, then do it carefully and tactfully – in a private area. You know that list of
accomplishments you just created? Read that over a few times before your meeting. As you talk,
emphasize how you had help and how your co-workers should be rewarded for their hard work as well.

If this feels a little too much like bragging, then think of ways to let your boss know what you're doing
without being so obvious or bold. For example, send your boss an email every time you win a new
account, or when you're finally able to please your company's worst customer. These little "progress
reports" keep your actions in the open in a delicate, not-too-obvious way.

You can also praise others in front of your boss. By bringing their hard work and accomplishments to your
boss's attention, she may also notice the great job that you've been doing. Keep it genuine and honest,
however. If you appear insincere, then people may notice, and you may look bad. If you have something
good to say, then say it, but don't speak up if you don't really mean it.

A Few Tips

 Look closely at your boss's actions – he or she may be praising you, and you don't even realize it.
For example, let's say you spent hours writing the annual message to shareholders, and your
boss only quickly glanced at it before passing it on to be copied. Before you get upset, consider
that her actions may really say that she trusts you to do top-notch work, and she doesn't have
read every line to know you've done a great job. Yes, a "thank you" for a job well done is nice, but
this kind of trust is also a compliment.

 In your work environment, perhaps all the problem behaviors get noticed, and all the really great
ones seem to be ignored. If so, then you may have to do something bold to get management's
attention. Tell your boss honestly how members of the team need some recognition. Keep the
focus off yourself, and help your boss understand how everyone would be more motivated if they
just got a little praise now and then.

Key Points
Although not everyone is comfortable talking about their accomplishments, you might harm yourself if you
don't speak up.

If your boss doesn't see the great work you've been doing, he or she might give that promotion or special
project to someone else without knowing any better. It's up to you to prove that you can handle the added
responsibility – and to do that, your boss has to know what you've already done.

Think of subtle ways to get your boss's attention by talking privately, sending emails about small
accomplishments, and praising your teammates when he or she is around to hear it. Even if you keep the
focus off yourself, it may get him or her to notice what you've been doing as well.

Apply This to Your Life:

Ready to put this into action? Here are some easy ways to use this tool in your life right now:

 Begin by recognizing the accomplishments of others. If you notice co-workers doing something
great, send them emails praising their efforts, and send copies to your boss. This can show
your boss that you're leading by example.
 Don't forget that your boss might need some praise and recognition too. Send him or her an email
when she's made a difference in your day, and consider copying that email to his or her boss.
 If you're a team leader, keep your eyes open for activities and co-workers that deserve praise.
Whenever someone does something that's earned a heartfelt "thanks," send that person an email
and copy it to your boss.

These are just a few ways you can "raise the bar" in your workplace to get other people thinking about
praise and recognition. When you recognize the efforts of your team, you should steadily earn your own
praise as well.

How to Ask for a Pay Raise

Objectively evaluating your value to your organization
Are you getting paid what you’re worth? How do you know what you’re worth? And Is your idea of worth
tied to the job you do or your analysis of your personal worth?

These are the types of questions you need to explore before you contemplate asking for and negotiating
a raise in pay. For many people, their compensation level is tied to their sense of self-worth. The more
money the make, the more successful they are, the better at their job they are, the better person they are,
or so they believe.

In reality, these salary-based value judgments can be unhelpful, and believing in them can be a major
roadblock in successfully negotiating a pay raise.

When looking at your compensation you have to remember the employer’s position is that your pay is
based on the relative value you bring to the organization and the market rate for the job you’re doing. It is
not based on the qualifications you have, what you made at the last company you worked for, the
financial obligations you have, or what Fred in accounting makes. What matters is what you contribute to
the company. If you approach pay negotiation from any other position, your argument lacks the objectivity
you need to make a solid case for yourself.

Tip:
Another major consideration when asking for a pay rise is your company’s policy regarding such
requests. Many companies have a prescribed system for pay increases, for example, only giving them
once a year as part of a formal salary review. Deviations are rare, if not impossible, and attempts to
circumvent the process can even be frowned on.

If your company does have a strict system, there can be little point in trying to negotiate outside of it. Wait
until your evaluation is due and then be prepared with your objective arguments and your negotiation
technique, which we discuss in detail below.

Compensation Research
To determine the value of your position you need to do your research. You also need to spend time
planning and preparing for your negotiation. The more confidence you have that what you are asking for
is reasonable and defensible, the less likely your arguments will be refuted or ignored. Some research to
consider includes:

 What is the industry average for your position? There are salary surveys on the Internet that you
can consult, and you can often learn a lot from online or magazine job listings.
 What compensation do local competitors offer?
 What are the upper and lower limits of the pay scale for your position? Negotiating beyond the
upper limit can be fruitless in many organizations.
 What do other people with the same level of responsibility at your organization make?
 What is the rate of inflation? And what has the average pay raise in your industry been in the past
year? Has your compensation been adjusted for this?
 Does your geographical location have a higher or lower cost of living compared to the average?
 If you are charged out to clients, has your charge out rate changed while your compensation has
remained the same?

Tip:
Try to evaluate total compensation not just salary. Look at the value of the overall benefit package offered
by your organization and how it compares with the industry average and major, local competitors.
Skill Evaluation
Once you know what, in general, the job you do is worth, then determine where your personal skills,
abilities and experience fit into the equation. This will give you a good idea of the value you bring to the
job you are doing. Look for compelling arguments that are tangible and that help differentiate you from
others in the company. Gather the following types of information:

 Copies of your previous performance evaluations

 Documentation of goals/objectives set and met
 Personal letters of commendation
 Statistics and detailed information related to your performance:
 Sales generated/revenue earned
 Money saved
 Customer satisfaction reports
 Creative solutions implemented
 Problems solved
 Improvements you’ve contributed to
 Initiative taken
 Demonstrated commitment, dedication, loyalty
 What do you do over and above your job description?

The purpose here is to prove your value to the organization and make it clear that you are not easily
replaceable. Sure, there might be other people who could fill the job requirements, but how do you bring
added value to the position? Even if you are not looking for a pay rise right now, gathering together a list
of your accomplishments and specific ways you add to value to the organization prepares you for these
conversations in the future.

Tip:
If you need a raise but, after objectively evaluating the situation, it is unlikely you will get one, there are
two approaches to consider:

Ask for more responsibility. By expanding your job requirements you increase your value and thus
justify more pay.

Ask for a performance-based bonus or pay raise. By setting the bar higher you, again, increase your
objective value to the company. Being compensated for doing so is a reasonable result.

Timing
The next step in planning for salary negotiation is timing. Asking for a raise in the middle of an economic
downturn may not be met with positive results. Neither is asking for a raise when your company is under
financial pressure. You need to be aware of your organization’s financial state and make your move
accordingly. Some questions to consider include:

 How well is your company performing financially?

 What is the stock price trend?
 Do you know what has been budgeted for salary increases?
 Is there a company-wide salary review coming up? Or has one just been done?

Tip:
If the timing is not right to ask for more money, you might consider negotiating other perks such as
vacation time, flex time, stock options or professional development opportunities.
With the planning and preparation behind you, now you face the actual negotiation. Negotiating is a
process that many people find intimidating and uncomfortable but, remember, it is not pleasant for your
manager either. By keeping that in mind you can manage your own fear and nervousness accordingly.
Here are some negotiation basics to keep in mind.
Negotiating Successfully
Successful negotiation is not about winning, losing or compromising. It is about collaborating. This is why
you have spent a significant amount of time preparing your position. You know what you want and
deserve. Now you have to present your position to your employer and work together so that both parties’
needs are met and each leaves the negotiation feeling satisfied.

The best way to do this is to prepare for possible obstacles to your position. Put yourself in your
employer’s shoes and try to address as many of their concerns as possible. Ask yourself, “How will my
boss explain and justify my pay raise to his or her boss?”

 Am I easily replaceable?
 How long would it take to get another person trained to my level of performance?
 What would happen to the company in the short term if I were to leave?
 Would the company be able to replace me at the salary level I am currently being paid?

Next, consider your own position relative to the successful negotiation of a pay raise.

 Are there other attractive job opportunities elsewhere?

 How long would it take to secure another position?
 Would a higher salary at a different company make me happier than staying where I am at?
 Would other companies value my contribution more highly?

Tip:
These questions are designed to get you thinking of your and your employer’s BATNA (Best Alternative
To a Negotiated Agreement). If your BATNA is strong (you have lots of great opportunities at higher pay)
and your employer’s is weak (it would be hard for them to replace you) you can come at your negotiating
strategy a bit more aggressively. Other combinations of BATNA have to be considered as well and they
will largely determine how you design your negotiating approach.

You can find out more about negotiation in our article on Win-Win Negotiation.
Specific Dos and Don’ts

 Negotiate face to face. You may want to ask for a meeting in a letter or email but never ask for a
raise that way.
 Pick a time of least distractions for you to have your conversation. Monday morning or Friday
afternoon are not good times.
 Take a “What’s in it for them?” approach when you outline why you deserve a raise.
 Emphasize your value to them, not what you need to make your life easier.
 Don’t use ultimatums. Remember this is a collaboration. Ultimatums can damage your working
relationship seriously.
 Allow your boss to put out a number first. Then counter with a request that is a few percentage
points more than you expect. This is a negotiation so you do need to give yourself room to move.
 Have a list of other items that are open for negotiation should salary increases not be able at this
time.
 Remain dignified and professional at all times.
  If the answer is “no” this time, begin planning for your next round by documenting your successes
and your achievements.
 Follow-up and be persistent (but not a pest) with your requests.
 Ask for suggestions as to how you could secure a raise in the future. Work with your boss to
make these things happen.

Key Points
Negotiating a pay raise is an emotionally charged situation. You feel you deserve higher compensation;
the difficulty lies in proving it. By planning and preparing your position using objective data and
information, you put yourself in a much better position to defend your request. This also gives you
confidence to pursue the request in the first place. Because successful negotiation is a collaborative
process you need to understand how your need for a pay raise fits with your employer’s need to achieve
objectives. When you can marry those two by demonstrating that the value you bring is not easily
replaceable, you are in a great position to reap the financial awards you deserve. Do your research, be
objective, and negotiate your next pay raise with confidence.

Get Ready for Promotion

Showing What You Can Do

You do your job faithfully every day. You may even do your job exceptionally well. Why is it, then, that
you've been in the same position for three years while others – seemingly less-deserving people – have
been promoted?

The people who have been promoted may know one critical thing that you don't. Promotion isn't just
about doing what you're paid to do. It's not necessarily even about being the best "widget" maker you can
be.

Promotion is about pushing the limits of your current position. It's about showing that you have outgrown
your current responsibilities, and that you're ready to take on new ones.

Think about it. If you're busy working away, producing more widgets per hour than anyone has ever
produced, why should I promote you? Clearly, your value to the company is your efficiency. If I promote
you, my production output may suddenly fall!

Focusing on simply what's expected of you may be a great strategy to keep the job you have. But going
beyond what's expected, and stretching yourself beyond your current role, can lead to a new job with
more responsibility.

Now, before you head out to stop being effective at anything, remember – in your pursuit of a promotion,
you still have to perform well and meet your current job requirements. The key is identifying ways to add
more value to your contribution.

Organizations move forward by solving problems. Discover ways to be more involved in the solutions –
and that may move you forward too.
Understand Your Organization
To prepare for a promotion, you have to really understand the drivers of organizational success. It doesn't
necessarily mean doing more things – it means doing more of the RIGHT things.

Ask yourself these questions:

  What are the strategic goals of the organization?
 How does your department's work fit into the overall strategy?
 How is your boss's performance measured?
 What critical functions do other people in your team currently perform?

You may even want to make lateral moves – to similar positions in different departments – to increase
your overall appreciation for what the company does. If your exposure is broader, you may also see and
be considered for more promotion opportunities.

For example, if you're a communications manager and feel that there's no place else to go with your job,
gain experience in other areas of the company. When you have the right mix of experience and skill,
promotion to a more senior level may become a realistic goal.
Increase Your Responsibility
Typically, managers are given responsibility for something, and they then delegate various pieces to their
staffs. They delegate in order to have more time to work on higher-level tasks. These higher-level tasks
are what you want to get involved in.

To gain access to them, you first have to prove that you're capable of handling the increased
responsibility. Here are some ways to prove your capabilities:

 Complete your work thoroughly and with as little supervision as possible. This involves working
well as part of a team, while also demonstrating individual competence.
 When you have questions for your boss, come prepared with solutions as well.
 Expand your skill set. Determine what you need to learn to add more value, and make a plan to
acquire those skills. Also, find out about the skills you'll need in the new role, and make sure you
acquire these.
 Get up-to-date, and stay current in your field, perhaps by reading the industry press. Find
opportunities to continue your learning and education.
 Become aware of the economic and business pressures facing your organization.
 Use good judgment when carrying out your responsibilities. Think about cost versus benefit,
review bottom-line results, and know how your role impacts the company as a whole.

Then, look for opportunities to lead projects. This can help you practice your leadership skills and
demonstrate your ability to take on new responsibilities. Try the following:

 Volunteer to take on new projects and other opportunities, to learn and practice other skills. For
example, offer to cover a co-worker's responsibilities while he or she is on vacation.
 Identify opportunities to delegate your own work. This frees up your time and allows you to
practice supervising others' work.
 Offer to take on tasks that you know your boss dislikes or is weak in. You'll expand your range of
experience, and you'll make your boss's job easier – it's a win-win!

Get Innovative
To prepare for a promotion, always think about how to do things better. That's one of the defining
characteristics of leaders. How can you do something cheaper, faster, or with less waste? Consider the
following:

 Demonstrate critical thinking when you report to your boss. Rather than accept things as they are,
think how you can improve them – and come up with innovative ways to do those things better.
 Understand the pig picture, and incorporate it into your decisions and solutions.
 Look for things that aren't being done at all. Innovation isn't always improving things that already
exist – it's often adding something of value as well.
  Put forward your ideas, even if you aren't sure of the response. This demonstrates both your
imagination and willingness to take risks. Be prepared for many of your ideas to not be accepted.

If you prove that you're interested in improving organizational performance and that you can come up with
some original ideas, this can be a great way to set the stage for promotion. Learn more about innovative
thinking in Practical Innovation.
Set Promotion Goals
Ultimately, you're the one who needs to work proactively to make a promotion happen. If you rely on
someone else to make it happen, you'll probably end up disappointed. Take action with these steps:

 Identify your career goals within the organization.

 Talk to people who hold the kinds of positions and levels of authority that you want. Find out what
they did to get where they are. The more you learn from other people's experiences, the better.
 Evaluate your strengths, and set goals to learn the skills you need for success.
 Take note of who your internal competition might be – others in your company who may want the
same position you want – and work hard to distinguish yourself and make yourself stand out.
 Look for a mentor within the organization. Having someone to talk to, and who might champion
your ideas, is a great benefit. See Finding a Mentor for practical steps and strategies.
 Set your goal, and follow it through! See Personal Goal Setting for practical tips.

When you run into obstacles, find ways to work around them. A positive attitude can go a long way
toward reaching your goals, and getting noticed for your ability to inspire and motivate.
Communicate Your Desire
Doing all of the above will likely be met with great appreciation. That won't guarantee a promotion,
though. Let people know what you want, and then proactively work to achieve it.

Here are some steps you can take to make your wishes known:

 Identify a role or position toward which you want to work.

 Using your knowledge of the organization, find out what experience and skills are needed to get
that job.
 Work with your boss to set performance objectives so that you can achieve the necessary skills
and experience.
 Network with people in the company. Let as many people as appropriate know what type of role
interests you. Seek advice on how to prepare for that role.
 Ask for the promotion when it becomes available. If you aren't ready yet, use this as an
opportunity to develop the skills you need.

As you execute your promotion plan, let others who have influence over the decision know what you're
doing. You have to be your own best champion: Preparing for a promotion is no time to be quiet and shy.
You need many people to know what you're capable of and what you want.
Key Points
Earning a promotion is partly within your control. Simply doing what's expected of you, and even being
the best at what you do, are not guarantees of advancement.

To prepare for promotion, increase your value to the organization. Be smart about the type of value
opportunities that you create. Understand what drives your company's success, take on more of the right
responsibilities, expand your skill set, and communicate your promotion goals to others.

By being proactive, you can create the path to the position that you want.
Promotion Selection Panels
Creating a Great Impression for Everyone

You've wanted this promotion for a while, and you've now been invited to interview for the role of your
dreams. There's just one catch – you're not going to be facing one interviewer, you'll be facing four… all
at the same time!

If visions of being put in front of a firing squad leap into your mind, you're not alone!

Known as a panel interview, these three, four, even six or seven-on-one situations strike a high level of
fear in most interviewees. And you may experience them in a number of situations, including going for
promotion when several candidates want the job, and changing to a new role within your organization.
Whatever the reason, it's not the most reassuring feeling to know you will be facing a variety of different
people, all of whom have different interests and different ways of evaluating you!

However, if you approach a panel interview with the attitude that you have an opportunity to impress a
whole bunch of people rather than just one, suddenly the prospect doesn't seem as daunting.

Done well, panel interviews are actually a great way to prove how well you fit the position, and gather
more support for your candidacy. These are compelling reasons to want to learn more about panel
interviewing, and how to prepare for them effectively.

Why Organizations Use Panel Interviews

Panel interviews are also becoming the interviewing method of choice, because they improve the
effectiveness and efficiency of the selection process. There are several reasons for this.

First, because more people are directly involved in the selection decision, there is less individual bias,
and there are more people to discuss the decision. When all the people involved have the opportunity to
hear the candidate's answers first hand, they can evaluate that candidate much more effectively.

Second, when you have many people interviewing at the same time, you cut down on the costs
associated with several rounds of traditional interviews.

Another factor in its favor is the added degree of stress that panel interviewing introduces. Candidates
who prove themselves capable of handling themselves confidently in front of a panel are probably able to
handle many kinds of pressure situations.

Finally, there is the fact that it is harder to build rapport with lots of people in a short amount of time. In a
one-on-one situation you can get a good sense of the interviewer's preferences and tailor your answers to
fit. Panels are more formal and the candidate is judged more on his or her merits than personality.

What to Expect
A panel interview is really just an expanded version of the one-on-one interview. The tone can tend to be
more formal at times, however the intent is the same. All the interviewers want to do is find the best
person for the role.

 Can you do the job – do you have the skills, experience and ability necessary?
 Will you do the job, and do it well? Are you easy to manage, motivated, dedicated, committed,
responsible – all the competencies important for the job?
  Will you fit in with the team – this is what interviews call the "fit factor". Will you fit in with it's
culture and practices? Are you the type of person who will thrive in the work environment that is
currently operating?

When you know what the interview is really all about, it is easier to understand why the interview takes
the form it does.

Who to Expect
When you enter the interview room there is typically a leader, or chairperson, who introduces the other
members of the panel, and generally controls the interview. This person is most often the HR
representative but it can be anyone. He or she may also be the senior member of the panel.

The panel members themselves will all have a vested interest in the hiring decision. You might know
beforehand who is interviewing you, and other times it will be a mystery until you walk in the door. It's best
to be prepared for everyone and learn to spot the different types of people, so that you can address their
issues directly.

There are three main types of interviewers you can expect to encounter:

Senior Officials, Managers, Supervisors – Quite often the panel will include the manager who will be
your boss in the new role. These people have power and authority, and are looking for proof that you can
do the work and do it well – they will be counting on your performance if they are to run their department
smoothly. They have a strong, vested interest in hiring the very best person for the job.

These senior officials will be more hard hitting and ask more technical questions than others. They want
details, and you need to be prepared to give them proof that you can do what you say you can.

Deal with them in a direct and assertive manner. If you feel intimidated, remember that it is their authority
that is making you feel this way, rather than the individual.

HR Professionals – These people are trained in interview and selection techniques. They are savvy at
uncovering things you don't want, and didn't intend, to bring up. They probe and ask lots of questions –
they want to know what you are really like and how well you'll fit with the new role.

HR professionals are very concerned about training and turnover – if the person they choose doesn't
work out, it costs the company money so they need to be as sure as possible that the decision they make
is the right one. If they choose a hard-to-manage person, they will hear about it from the other people who
have to work with him or her!

You must be well prepared and come with detailed explanations of things you have done in the past.
Fuzzy or vague answers won't score points with these guys – they have heard all about people who are
great communicators and who love working in a team environment – back up your thoughts with concrete
examples of where and when you demonstrated the skills you are so proud of.

Peer Interviewers – A recent trend is to have a new hire's peers involved in the interview process. You
need to pick up on the cues they are giving about the type of person they work best with.

Shape your answers to show that you are the kind of person they will get along well with, given the types
of questions and concerns this person is raising. If they are very concerned about conflict, emphasize
your ability to defuse situations and mention that you are not an instigator but a solver. You have to be
flexible and likeable without crossing the line into being a "people pleaser". They still have to get a sense
of who your true self is, but present as neutral a self as possible – don't commit to one side or the other
just yet.

Other types of people you might see on the panel include government representative, mangers of other
departments, technical experts, union representatives, and even clients with a large vested interest in the
hiring decision.

Remember, the interviewers are all human and have been in your position before. If you remember that
they are doing their job and not trying to make you sweat, you're performance will naturally improve. They
genuinely want the best person, and you should want them to find that.

How to Answers Questions from the Panel

Interviewing is all about confidence and presence. Many of the skills needed for answering interview
questions are common across all interview types:

 Show enthusiasm – nobody wants a grumpy person, when they can choose an enthusiastic and
happy person who they know can do the job with a bit of training.
 Clarify the question – ask for a rephrasing when necessary and make sure you understand what
is being asked before answering.
 Articulate your response – use precise, clear language to convey meaning. You can say it is
"nice" to work in a team however NICE isn't a rich word. Instead, you could say that working in a
team is stimulating and inspiring because of the input you get from other people.
 Use a smooth delivery – answer with a minimums of "ums" and "ahs". If you can't think of what to
say next, just stop and say nothing until the thought comes to you.
 Use eye contact (if appropriate in your culture) – this gives you a commanding presence and
shows confidence.
 Watch your body language – tone, positioning and other physical cues are points for
interpretation.
 Don't yawn or fidget – it will make you look bored.
 Don't slouch or get too comfy – it makes you look unprofessional.
 Be aware of your body and the way you are "speaking" with it – make sure that your non-
verbal communication is congruent with what you are saying.
 Learn to control your nerves so they don't let you down.

While many of the skills you need to excel in a panel interview are similar to a traditional interview, there
are a few specifics to keep in mind:

 Identify the leader – the person who brings you to the room or first greets you in the room may
not be the leader. The leader is typically the one who explains the process and gets the interview
underway. Give this person extra deference when answering the questions.
 Shake everyone's hand – when you are introduced to everyone on the panel, take the opportunity
to shake their hands. This helps build rapport and shows confidence.
 Use names – listen carefully when you are introduced, so that you can use people's names when
you answer their questions.
 Address your answers to everyone – when a specific panel member asks a question, address
your answer to him or her first, however make sure you glance at the others as well.
 Link questions together – if Joe asks a question that touches on what Ann asked earlier,
acknowledge how the questions, and your answers, are interrelated. The more you can address
the needs of all panel members the better!
Tip:
During the interview be aware that what you say at the start and end are the most influential and most
likely to be remembered. If there is just small talk going on at the beginning, be charming and ask
relevant questions. Be sure to take time at the end to do a quick recap of the highlights of the interview –
leave them with the message that everything you said was a great match for the requirements of the
position.

Key Points:
Selection panels tend to be intimidating. By looking at them as an opportunity to prove you are the right
candidate to a group of people at the same time, it is easier to feel less anxious.

Interviewers often look at the approach as a more efficient way to find the best person for the job. Keep
your nerves under control, and use your answers to prove to each panel member that you are that
person.

Each interviewer has his or her own issues they want addressed. Be articulate and poised, and answer
each person individually while still acknowledging the group. A great panel interview is an opportunity to
impress many different people in the organization – seize it and make the most of it!

Entrepreneurial Skills
What you need to know to run your own business.

Have you ever thought that running your own business might be for you? Entrepreneurship has brought
great success for some, but it‘s not a career path for all. Being in control is great, however the idea of
owning and operating your own business is often more glamorous than the day-to-day realities. So, do
you think you can handle the stress, hard work and emotional ups and downs that it has brought to
others?

A great idea alone is not sufficient for business success: The key to success is your entrepreneurial ability
to produce results. So, before embarking on your first business, it's worth spending some time evaluating
your own preparedness for entrepreneurship, as well as preparing a great business plan and then
carefully evaluating whether the proposed business is likely to be viable.
Entrepreneurial Capabilities
Some of the most common questions on the subject of entrepreneurship are, "What characteristics
determine who will be a successful business owner?" and "Why does one person take successful
advantage of an opportunity while another person, who's equally knowledgeable, does not?"

Do entrepreneurs have a different genetic makeup? Or do they operate from a different vantage point that
somehow directs their decisions for them?

While many studies have been done on the subject, there are no real definitive answers. What we do
know is that successful business owners seem to have certain traits in common. These traits fall into four
categories:

 Personal Skills.
 Interpersonal Skills.
 Critical and Creative Thinking Skills.
 Practical Skills.

We'll look at each category separately.

Personal Skills

The first things to look at are your personal characteristics, values, and beliefs. Do you have the inner
spirit characteristic of successful entrepreneurs?

 Vision – Can you see opportunities for improvement in things, and can you quickly see the big
picture?
 Drive and persistence – Are you highly self-motivated and energetic? And are you prepared to
work very, very hard for a very long time?
 Initiative – Do you instinctively start projects, and can you quickly see where improvements need
to be made?
 Commitment – Do you see projects through to completion?
 Control – Do you enjoy being in charge and making decisions?
 Risk tolerance – Are you able to make decisions when facts are uncertain?
 Resilience – Can you recover from failure?
 Self determination – Do you prefer situations where personal initiative determines success?

While we are born with a certain temperament or personality, the traits listed here can certainly be fine-
tuned. However, trying to change your personality completely is much more difficult – some might say
impossible. When assessing your entrepreneurial personality, be aware of areas where you are
completely at odds with the "average entrepreneur," as you'll need to be able to compensate for possible
weaknesses in these areas.

Perhaps the most important personal characteristic for an entrepreneur is the ability to accept your own
mistakes. Many entrepreneurs only start succeeding on their second, third, or fourth businesses. You
have to be able to withstand the disappointments and not let them break you.

Also, you can't get too stressed about individual project failures: Not everything does work out the way
you expect. The key is to make sure that you've got a good supply of projects in the pipeline – some of
them will work out, sometimes spectacularly.

Interpersonal Skills

Running your own business is all about working with people. You have to communicate with and satisfy
employees, customers, suppliers, shareholders, investors and more. Your ability to communicate with
them is critical to entrepreneurial success. The types of interpersonal skills you need to be good at are:

 Communication skills – Are you competent with written communication?

 Listening – Are you able to really hear what others are telling you?
 Teamwork – Do you work well with others on projects, and are you able to delegate and empower
others to get things done?
 Leadership and motivation – Are you able to encourage and inspire others to follow you and your
vision?
 Conflict resolution – Are you able to work through your own conflicts with others and help others
resolve conflicts among themselves?
 Personal relations – Do you possess basic positive human traits like empathy, sociability,
cooperation, consideration and tactfulness?
 Negotiation – Are you able to collaborate with others to reach a win-win solution to differences in
position?
  Ethics – Do you have high standards and a record of dealing with people based on respect,
integrity, fairness and the truth?

Interpersonal skills are developed over time and some people are more gifted in this area than others.
Fortunately, these skills can be learned and developed, and you have to be committed to changing your
behaviors and reactions. The more you work with people, the better you become at deciphering the
complexity of human relationships. And the great news is that you can learn so many of these skills within
the Career Excellence Club!

The first skill you need is self-awareness, followed by effective goal setting and evaluation.

Critical and Creative Thinking Skills

Entrepreneurs need a well-developed set of critical thinking skills to organize and administer a successful
venture. As an entrepreneur, you must be able to find the necessary information to support wise
decisions about a venture.

 Creative thinking – Are you able to see situations from a variety of perspectives and present
original ideas?
 Problem solving – Are you able to develop good solutions to the problems you are facing?
 Opportunity identification – Do you recognize trends and are you able to generate plans for
making your ideas practical and doable?

Creativity and innovation require discipline and are based on a discrete set of skills. This means that you
can learn to improve your creative thinking skills and break out of traditional thinking patterns. Read our
Introduction to Creativity Skills for specific methods to improve your creativity.

Practical Skills

The final components of entrepreneurial skills are the practical skills and knowledge you need to produce
goods or services effectively, and run a company.

 Goal setting – Do you regularly set goals, develop a plan to achieve them and then carry out that
plan?
 Planning and organizing – Do you understand the talents, skills and abilities necessary to achieve
your goals? And can you co-ordinate people to achieve them efficiently and effectively.
 Decision making – Are you confident in the decisions you make and do you act on them
effectively? Do you make decisions based on relevant information and by weighing the potential
consequences?
 Knowledge – Do you know enough about business to be successful?
 Business knowledge – Do you have general knowledge in the main functional areas of a
business (marketing, finance, operations)?
 Entrepreneurial knowledge – Do you understand how entrepreneurs raise capital?
 Opportunity-specific knowledge – Do you understand the market you are attempting to
enter and what needs to be done to bring your product or service to market?
 Venture-specific knowledge – Do you know what needs to be done to make your
business successful? And do you understand the specifics of the business you want to
start?
Unlike personality traits, interpersonal skills and creative thinking, which depend to some degree on
inherent capabilities and aptitudes, you can develop your practical skills to whatever level your
commitment takes you.

To gather the knowledge you need to operate a business, you can either learn from the school of hard
knocks, or you can learn from others who have started companies similar to the one you are
contemplating. Learning by starting your own company is riskier but quicker, while working in someone
else's venture defers the time when you can start up on your own, but can equip you with the knowledge
and skills you need to make a success of your own business.

Tip:
Getting experience at someone else's expense is a great idea. If you want to run a restaurant, consider
working as a waiter, maitre d' or restaurant manager, to learn what works and what doesn't in that
business.

However, if you do choose to learn more about your venture by working for another start-up, be aware of
non-compete clauses in your employment contract. In some jurisdictions, these can be very restrictive,
and you don't want to risk your future business by violating the rights of another entrepreneur.

No one is born a great planner or goal setter. And nobody has innate knowledge of a business. You learn
these things through study and application. To learn more, read our articles on Goal Setting, on Action
Plans and on Decision Making.
Is Entrepreneurship for You?
Armed with the general information above about what makes a successful entrepreneur, it is your job to
evaluate yourself against these basic characteristics. The harder you are willing to work to fill in the gaps,
the more successful you will likely be.

Having said that, there are many successful entrepreneurs who are impulsive, vulnerable to risk, and
belligerent with employees and customers; others have no business knowledge and have simply hired the
talent they needed.

The desire to be an entrepreneur probably trumps all the characteristics mentioned. Alone, though, this
desire is not sufficient. This is where your analysis comes in.

 Talk to as many successful entrepreneurs in your community or industry as possible, and find out
to what they attribute to their success, and how they see the world.
 Using the list above and any new attributes you gather, identify your own talents, skills and
qualities.
 Reflect on each and identify areas of weakness.
 Develop goals to improve your skills and capitalize on the strengths you currently have.
 Look at your skill areas and ask yourself:
 How can these work together?
 What is realistic for me?
 What is my lifestyle preference?

As you work through your analysis, a decision will probably come to you. You may feel you are ready to
take the plunge into your own venture. You might decide to wait and develop your skills further. You may
even decide that entrepreneurship is not for you.
Whatever your choice, it has to be the right one for you. Owning one's own business is not for everyone.
Go through the analysis now instead of risking a lot of capital and time, only to find out later that this
career option doesn't fit with your desires and innate talents.
Key Points:
While there is no one "right" set of characteristics for being a successful entrepreneur, there are general
traits and practical skills that are indicative of the potential for success.

By examining your own personal strengths and weaknesses and comparing these against those of a
"generalized" entrepreneur, you can get a sense of how well this career path will fit with your personality
and general nature. Remember, becoming an entrepreneur is a career decision like any other. Do your
homework, look at your needs and desires, and then decide whether this is a viable option for you.

Working for Yourself

Surviving and Thriving in Self-Employment

Has the thought of setting up your own business ever crossed your mind? Maybe you have already
embarked on the path. The fact is, almost everyone contemplates being his or her own boss at some
point in his or her career. But what does it actually take to make a success of it? And is it really the route
that you want to take?

The idea of working for yourself throws up exciting possibilities, such as having better control over your
own time and a substantially higher income. These are probably the two key motivators for people who
are considering making the change from being employed to becoming self-employed. But self-
employment also involves some significant challenges: Where will you find your customers or clients?
Can you manage the administration of running the business while also servicing your customers? And
how will you cope without a support network of colleagues around you?

If you're seriously considering taking the plunge and working for yourself, first sit down and think through
your decision. You should properly research your market and create a detailed plan of action, starting
from the basics. You'll want to assess the field before deciding on your direction, and then you can take
the course you've charted towards your goals.
Challenge Your Decision
What are the key reasons for your decision?

 You've had a brainwave about a new product or service idea, and you're certain will take the
market by storm.
 Your favorite leisure time activity can be turned into a good business proposition.
 You've acquired certain skills, know-how and contacts in your current area of operation that make
for a winning combination if you strike out on your own.
 The industry has some untapped potential you can exploit, given your special talents.
 You're not satisfied with the way your career has been shaping up so far.

Whatever the reasons, ensure that you make the change for positive rather than for negative reasons:
The grass is not always greener on the other side, and you need to make sure that this isn't just a way of
"running away" from situations you really should deal with.
Challenge Some Common Assumptions
When you decide to move from a regular office-going career to full-time self-employment, it's easy to
gloss over the reality of what that entails. Here are a few insights into the world of self-employment that
you may have overlooked in your enthusiasm.
I'm not accountable to anyone but myself. When you run your own business, you are answerable to a
number of people – your customers, suppliers, employees and other stakeholders, not to mention
government authorities. As a business owner, you have much greater responsibility thrust on you. You
must also face the pressure of having to satisfy all of the people who are important to the success of the
business.

I'll have more control over my time. Many people who work from home or have a start-up business find
that they work much longer hours than their office-going counterparts. As a business owner, if you don't
do it, no one will. You'll find that your time is take up with both details and major issues that need
attention, emails to be sent and answered, administration to be attended to and much more. Be prepared
to work very hard!

It's easier to run your own business than to work for an organization. To run your own business, you must
be a multi-faceted person who possesses all the skills and talents needed to succeed in business.
Working in an organization usually means that you're responsible for just one of the functions of the
business – whether in sales, marketing, accounts or production. But when you're on your own, you have
to manage the whole show down to some of the smallest details (at least until the business is
established.)
Know What it Takes to Succeed
There are certain key personal qualities and factors for success that you, as the owner of the enterprise,
must possess.

 Be self-disciplined and motivated: You're at the helm and the ship will not sail without you. If
you work alone, you'll drift aimlessly without discipline and motivation. If you have staff, your team
is watching your every move. They are more likely to be inspired by a leader who is self-
disciplined and inspiring than by someone who is seen to take short cuts and lacks get-up-and-
go.

 Show business acumen: You must understand everything about your business – the products
and their applications, market drivers and the realities of your business at every step of the way.
Where you have them, you must base your decisions on facts and figures. Where you don't, you
need to trust your instincts about the way the business and the industry are headed. Also, you
must be discerning, and quick to size up and grab an opportunity when it presents itself.

 Be creative: Demand for products and services, and the way business is done, are all constantly
changing as a result of market forces. As the owner of the enterprise, you have to be alert and
sensitive to these changes, develop the ability to foresee trends and find innovative ways of
staying ahead of the competition.

 Be organized: This is a key attribute every leader should possess. Make plans, organize your
work and manage your time well. Being organized will allow you to stay in control and will help
you to stay alert to new opportunities coming your way.

 Use your powers of persuasion: Whatever career path we choose, most of us spend much of
our waking hours persuading people to do what we want or to see things from our perspective. As
the owner of a business, your powers of persuasion are crucial. You'll have to persuade:

 Your employees/staff, to see the good sense in the business strategy, office discipline
and systems that you want to adopt;
 Your clients, to see the advantages they gain from using your products/services;
 Your suppliers, to understand that they get a better deal by working with you;
 Your bankers, to see that your proposal is sound and that you're creditworthy;
 Your family, to see that the proposed change will benefit everyone in the long run.
  Take risks: It goes without saying that when you give up your existing job, you run the risk of not
being able to get it back if you need it later. You also risk losing the capital you will invest into
your new concern. You must be certain about your ability to take on the risk that comes with
working for yourself.

 Establish credibility: As the owner of an enterprise, you will have to lay down the ground rules
at the outset for the ethical business practices you propose to adopt. Setting standards for quality
and for establishing your integrity and credibility are vital elements to success.

Prepare for the Plunge

Once you have weighed the pros and cons of getting into business for yourself and you've decided to
take the plunge, some of the important steps you'll need to take next are:

 Get a clear understanding of the market and the competition; do a SWOT analysis; and make
absolutely sure that you have a clear, distinct and useful USP.
 Acquire in-depth knowledge about the products or services you are offering and work out a
suitable pricing structure.
 Develop a good business plan.
 Understand the statutory obligations your enterprise will have to fulfill.
 Work out a detailed estimation of the required financial outlay, and identify and approach sources
for funding.
 Identify and recruit the necessary staff to help you get the venture off to a good start.
 Assess the level of expertise and skills that you and others in the business possess, and examine
the need for any training to upgrade skill levels.
 Hire the needed office or factory space to run the business.
 Plan, plan, plan, and confidently take each step forward toward your business goal.

Key Points
Many people who have run their own businesses successfully have nevertheless had their share of
difficult and turbulent times. They not only survived the experience, but emerged victorious.

It's important to weigh the pros and cons of your business idea and the realities of self-employment,
before jumping onto the bandwagon. Just as you have to prove your mettle when you work for an
organization, you also have to prove yourself when you work for yourself – if not to others, then certainly
to yourself. In self-employment, the going can be much tougher than when you have the support of an
established organization.

Make your decisions and preparations wisely, and if self-employment is really for you, work hard and
enjoy the success you deserve.

Good Manners in the Office

Realizing There's No Excuse for Discourtesy

Do manners matter at work? Should you really be expected to be polite all the time, or can you bend the
rules in the name of efficiency or self-preservation?

When your boss calls and you're in the middle of a meeting with a colleague, you answer it. It must be
important – after all, it's your boss! Never mind that your colleague and the meeting are important too, it's
your boss on the phone!
Or what about when you're running behind? It's 3:50pm and the report you're preparing has to be out by
4:00pm sharp. You print it off and the paper jams in the middle of your job. There's no time to fix it so you
resend the print job to another printer, but you don't go back and sort it out once your report's delivered.
Instead, you just leave the jam for someone else to discover and fix. Sure, it's an inconvenience for them,
but it wasn't exactly your fault that the printer jammed, was it?

You know that behaviors like this are rude. You wouldn't behave in this way outside of the office. So why
do we then allow ourselves to behave inconsiderately at work?

There is a definite double standard when it comes to workplace manners. It's common to see people
doing things at work they wouldn't dream of doing in a social setting. But you can't allow these behaviors
to persist if you want to create and maintain a healthy work environment.

Disrespectful and discourteous behavior makes members of your team unhappy, and damages the
cohesion of your team. It works against all of the efforts you make to motivate team members, and
thereby raise productivity. With this in mind, there is simply no excuse for bad manners. Whether you are
interacting with a person higher or lower on the corporate hierarchy, giving feedback, issuing instructions
or exerting power; good manners are an absolute necessity.

To make sure your workplace is free of rude behavior requires a two-pronged approach:

 Encouraging good manners.

 Stamping out poor manners.

Encouraging Good Manners

Most of the time when bad manners surface at work it is unintentional. It's easy to get caught up in your
own tasks and projects. People's focus gets so narrow that they forget to consider the impact that their
words or actions will have on other people.

In an attempt to be efficient and productive we take a few liberties with our manners at work. Perhaps, at
one time, we apologetically said, "I'm sorry, we have to stop the discussion and move onto the next
point." But now we blurt out, "Next!" or "Let's get on with it, people!"

While the intention may be the same, the degree of bluntness, or even rudeness, used nowadays is
unacceptable – at work or anywhere.

If good people are bruised by someone else's rudeness once too often, you risk losing them. How long is
it going to take to find an equally good replacement, and bring them "up to speed"? How much is this
going to cost? And what opportunities will you have lost in the meantime?

When disrespectful conduct starts surfacing throughout a company, or when it's used by executives or
other key people, it can become part of the organization's culture. Poor manners can be quickly absorbed
into cultural norms, especially when no one stands up and demands courteous and polite behavior.

So what can you do if rudeness is endemic within the culture of your organization?

 In conjunction with your colleagues, focus on the problem behaviors and create a list of the
behaviors that are expected within your team. Be specific so that people really understand what
 constitutes good manners. Depending on where the problems lie, you may want to include these
items:
 Email and Internet expectations.
 Where people eat.
 What people wear.
 Meeting routines and etiquette.
 Physical state of individual workstations.
 Working in close quarters.
 Communication style – tone, manner, language.
 Use of supplies and equipment – common and co-workers' own.
 Telephone manners.

 Demonstrate all the appropriate behaviors in your own actions, whatever your place in the
corporate hierarchy. Acting as a role model is one of the most effective means of reinforcing what
is acceptable and expected.

 Until things improve, consider adding a "Manners" heading to the agenda of your regular team
meeting to emphasize and entrench the importance of change.

 Recognize people for demonstrating polite behavior. Make a point of thanking people for turning
off their cell phones before entering a meeting, or making a new pot of coffee after taking the last
cup.

 Until things improve, consider adding a manners category to your performance review process.
This elevates manners to a core competency level in your organization and underpins how
important it is to effective performance.

Stamping Out Bad Manners

Encouraging good manners is one side of the coin. The other requires developing mechanisms and
strategies to eliminate poor manners from your workplace. When workplace manners begin to slip, it can
be hard to stop the slide and regain control.

Open communication and empathy are perhaps your strongest weapons for controlling discourtesy in the
office. When people stop talking or sharing their experiences and concerns, or when they stop
considering how their actions make others feel, poor behavior can start to work its way into the fabric of
the organization's culture.

Consider this scenario. A few jokes get passed around the company's intranet. Everyone has a good
laugh. Then slowly, over time, the jokes get more and more explicit. No one says anything because
nobody wants to be the one who stops all the fun. Then a harassment complaint is made, the fun comes
to a screeching halt – and everyone wishes they had said something earlier to stop the inappropriate
behavior.

Or you start noticing that your snacks and drinks are missing from the fridge. You don't say anything
because it's just a pop or a snack-size yogurt. You don't want people to think you're cheap or a
complainer so you bring a cooler to work and put it under your desk.

While the magnitudes of these issues are vastly different, what allows the situation to deteriorate is poor
communication from one side and a lack of empathy from the other.
First, you have to have a workplace where there is open and honest communication. When you do, your
co-workers feel comfortable voicing their concerns and there are mechanisms in place for resolving
conflicts.

Along with these, people must also believe that something will done to address their concerns. They have
to see that their issues are taken care of and that management is just as concerned about poor behavior
as they are.

On the flip side, people must take responsibility for their actions. They must think about the impact of
what they say or do has on other people and the workplace in general. Whenever you have people
working together, there has to be a high level of respect and concern for others.

Some tips for creating this type of workplace include:

 Developing a staff feedback system.

 Clearly defining what is not acceptable in terms of appropriate workplace behavior. This should
refer to the "good manners" document you create as part of the process of encouraging good
manners.
 Applying a fair and consistent discipline procedure.
 Creating a conflict resolution process that begins with people speaking directly to one another,
but where they then get progressively more outside support and assistance if a solution can't be
worked out.
 Depending on national culture, consider encouraging people to use the words "I'm sorry" or "I
apologize" – and mean it.
 Encouraging people to ask themselves, "How would the other person like to be treated in this
situation?" Perhaps even put these words and phrases in prominent areas of the office as
reminders to be polite and courteous.

Key Points
Using good manners is fundamental to a healthy workplace. It is never right to act in ways that you would
never think of doing in a social setting. When you or others cross the courtesy line, it's time to revisit the
basics of manners and consideration within your organization. When your company has a foundation of
good manners, it will encourage your co-workers to act appropriately – and it will encourage them to
accept nothing less from those around them.

Apply This to Your Life

 Ask yourself if you apply a double standard to workplace manners compared with social manners.
What excuses have you used to justify your lapses in manners? Do these excuses stand up to
rational inspection?

 Make a list of things you've done at work that have been less than polite. Reflect on these actions
and set a goal for yourself to use your best manners at work and at home.

 If there is a recent incident where you felt you were treated poorly, or you treated someone else
poorly, develop a plan to resolve the issue. Communicate openly and honestly with the person
and share your experiences and feelings.
Eldred's Power Strategies
Avoiding "tall poppy syndrome"

Career success takes courage.

Why? Because it also takes cooperation.

You won't usually be able to reach worthwhile career goals without the help and support of others.
However, reaching these goals can sometimes put you in conflict – real or perceived – with others with
similar goals.

Let's look at an example. Susan and John are both middle managers. Susan's goal is to be promoted to
VP in the next five years. John wants a VP position as well. They both need to perform excellently and
prove their value, if they're to reach their goals.

However, if Susan starts outperforming John, he might feel threatened, and if she gets the job, this may
stop him getting it. As a result, whether maliciously, through jealousy, or with Machiavellian intent, he
could drop his support for Susan's projects as a way to slow her rise. At the extreme, he might even try to
sabotage her efforts to advance his own cause.

Everyone loses in a situation like this. Susan and John lower their chances of individual success. What's
more, the organization loses because it never gets the great things that could have been achieved if both
had been able to do their best.

You may believe that no one would behave in such a dishonest way, however it happens, with tedious
regularity. What's more, it happens in all sorts of situations; not least with "tall poppy syndrome", where
people take malicious pleasure in seeing "tall poppies" cut down to size.

John Eldred – a professor at the Wharton School, University of Pennsylvania – developed a model to
explain what happens in these situations. By being alert to these situations, you can navigate through
them and reach your goals with integrity and honesty.

The Power Strategies Model

Eldred's model suggests four different sets of strategies that you can use to manage these situations.

These are represented on the grid shown in figure 1. Here, the vertical axis represents the power
difference between two individuals (where they are equally powerful, the power difference is low, and
where one is weak and the other strong, the difference is high.) The horizontal axis represents the extent
to which people's goals conflict (low alignment) or complement one another (high alignment).
Here's a brief summary of the four strategies, or quadrants, shown in the above model:

 Collaboration – The playing field is equal, and you're playing for the same team. This is the ideal
power strategy, where it's easy to cooperate and support each other in success.

 Negotiation – The playing field is equal, but you're not sure which team you're on. There's an
opportunity to find common ground and work toward a collaborative, cooperative environment.
However, you'll need to keep a sharp eye on what the other person is doing!

 Influence – You're playing for the same team, however one person is on the starting line (one of
the major players) and the other might be on the bench (a minor player waiting to enter the
game). Since you both want to win, you can help each other by finding ways to positively
influence the performance of the other person.

 Domination – You're on opposing teams, and one of you is outmatched, clearly a weaker player!
You can squash the other person, or let yourself be squashed, which can lead to resentment and
stress. Or you can witness the results of deceptive, dishonest tactics; with the less powerful
person sometimes becoming destructive and causing conflict and sabotage. You don't want to
find yourself – or anyone on your team – in this lose-lose position.

Note:
"Goal alignment" doesn't mean that both people have the same goal. The idea is that both people's goals
are moving in the same general direction. If one person reaches his goal, that doesn't affect the other
person's ability to also reach her goal – in fact, it may well help.

Making Good Power Choices

This is where it helps to have an understanding of this idea. It's a very natural thing, as you start pulling
ahead in your career, to get a bit self-involved – after all your successes are your successes, brought
about by your own hard work!

The trouble is that this can easily come over as arrogance, which can trigger negative and damaging
behaviors that you want to avoid. This is where it makes sense to be sensitive to these situations:

 When dealing with people in the Domination quadrant, ask yourself these questions:
 If there is conflict and distrust, why is it happening?
 What am I doing to contribute to the negative feelings? Am I, for example, acting without
considering the impact on other, less powerful, people? And am I behaving in a way that
is insensitive to their feelings?
 Have I given in to dominant people in the past, and does that influence my behavior
today?
 If I feel threatened, am I genuinely threatened, or should I learn from the situation and put
it behind me?
 Are there areas where someone could potentially harm my work?
 What can I do to move beyond conflict and resistance, and bring my goals into closer
alignment with those of ßother people?
 What can I do to resolve conflict?

 When dealing with people in the Influence quadrant, consider these options:
 Ask yourself how you can help each other.
 Look for ways to support the other person publicly.
 Consider a mentoring relationship.

 When dealing with people in the Negotiation quadrant, consider these options:
 Try to establish common ground, and find out if there are areas where you can work to
common advantage.
 Call a truce (establish "peace") if you've been in a power struggle.
 Keep the lines of communication open.
 Try to see beyond your own goals and look at the big picture.

 When dealing with people in the Collaboration quadrant, consider these options:
 Work on maintaining your relationships.
 Promote the outcome of your collaboration, and use it as a model for goal-achieving
behavior in others.

Tip 1:
Many conflicts can be resolved with simple, clear communication. See our article on conflict resolution for
more on this.

Tip 2:
If you're leading a team, it's a good idea to keep these power dynamics in mind when you see tension or
conflict between others. Help them to understand other people and their goals. Look for ways to make
communication easier. As part of your team building efforts, include regular discussions of individual
goals – and help everyone see how they can work together to create a more effective team and a better
company.

Tip 3:
Remember that human relationships are incredibly complex, and that this model may only represent one
small part of what's going on between two people.

Key Points
Conflicting goals and unbalanced power can create an environment that's full of tension and distrust.
When you get too focused on your own direction, you may forget to consider how others see your
determination and hard work.

Rather than try to shine and succeed all on your own, a wise strategy is to bring others along with you.
When you find ways to work with your colleagues to reach your individual goals, everyone wins.

Be aware of how power and goals interact, and take proactive steps to communicate what you want
clearly. Then show how you're prepared to help others achieve what they want, as well.

Dealing with Office Politics

Navigating the Minefield

“There’s too much wrangling and maneuvering going on - I just hate this office politicking“. “Joe, well he’s
a smart political mover – knows exactly how to get what he wants and how to get on.” Whether you hate
it, admire it, practice it or avoid it, office politics is a fact of life in any organization. And, like it or not, it’s
something that you need to understand and master to be sure of your own success.

"Office politics" are the strategies that people play to gain advantage, personally or for a cause they
support. The term often has a negative connotation, in that it refers to strategies people use to seek
advantage at the expense of others or the greater good. In this context, it often adversely affects the
working environment and relationships within in. Good "office politics", on the other hand, help you fairly
promote yourself and your cause, and is more often called networking and stakeholder management.

Perhaps due to the negative connotation, many people see office politics as something very much to be
avoided. But the truth is, to ensure your own success and that of your projects, you must navigate the
minefield of Office Politics. If you deny the ‘bad politics’ that may be going on around you, and avoid
dealing with them, you may needlessly suffer whilst others take unfair advantage. And if you avoid
practising ‘good politics’, you miss the opportunities to properly further your own interests, and those of
your team and your cause.

Why work politics are inevitable:

 Some people have more power than others, either through hierarchy or some other basis of
influence

 For many people, gaining promotion is important, and this can create competition between
individuals, or misalignment between the team’s objectives and those of individuals within it
  Most people care passionately about decisions at work and this encourages political behavior as
they seek to get their way

 Decisions at work are impacted by both work-related goals and personal factors, so there is
further scope for goal conflict

 People and teams within organizations often have to compete for limited resources; this can lead
to a kind of “tribal conflict” where teams compete to satisfy their needs and objectives, even when
this is against the greater good

Making Politics Work FOR You

To deal effectively with office politics and use it yourself in a positive way, you must first to accept the
reality of it. Once you’ve done this, you then need to develop strategies to deal with the political behavior
that is going on around you. The best way to do this is to be a good observer and then use the
information you gather to build yourself a strong network to operate in. Here are some tips:

Re-Map the Organization Chart

Office Politics often circumvent the formal organization chart. Sit back and watch for a while and then re-
map the organization chart in terms of political power.

 Who are the real influencers?

 Who has authority but doesn’t exercise it?
 Who is respected?
 Who champions or mentors others?
 Who is "the brains behind the organization"?

Understand the informal network

Once you know who’s who in the organization, you have a good idea of where the power and influence
lay. Now you have to understand the social networks.

 Who gets along with whom?

 Are there groups or cliques that have formed?
 Who is involved in interpersonal conflict?
 Who has the most trouble getting along with others?
 What is the basis for the interrelationship? Friendship, respect, manipulation?
 How does the influence flow between the parties?

Build Relationships

Now that you know how the existing relationships work, you need to build your own social network
accordingly.

 Do not be afraid of politically powerful people in the organization. Get to know them.
 Ensure you have relationships that cross the formal hierarchy in all directions (peers, bosses,
executives)
 Start to build relationships with those who have the informal power
 Build your relationships on trust and respect – avoid empty flattery
 Be friendly with everyone but don’t align yourself with one group or another
  Be a part of multiple networks – this way you can keep your finger on the pulse of the
organization.

Tip:
This is really an informal version of Stakeholder Analysis and Stakeholder Management. Click here to see
more on this.

Listen Carefully

When you spend more time listening, you are less likely to say something that will come back to bite you
later. Also, people like people who listen to them.

Make the Most of Your Network

As you build your relationships, you need to learn to use them to stay clear of negative politicking, and
also to promote yourself and your team positively. It is up to you to communicate your own and your
team's abilities and successes to the right people, and you do this through positive political action. Use
your network to:

 Gain access to information

 Build visibility of your achievements
 Improve difficult relationships
 Attract opportunities where you can to shine
 Seek out ways to make yourself, your team and your boss look good.

Neutralize Negative Play

Your mapping of the informal spheres of influence in the organization will have helped you to identify
those people who use others for their own purposes, and not necessarily for the common good. It’s
natural to want to distance yourself from these people as much as possible. But what can often be
needed is the opposite reaction. The expression, “Keep your friends close and your enemies closer”
applies perfectly to office politics.

 Get to know these people better and be courteous to them, but always be very careful what you
say to them
 Understand what motivates these people and what their goals are, and so learn how to avoid or
counter the impact of their negative politicking
 Be aware that these people typically don’t think much of their talents (that’s why they rely on
aggressive politicking to get ahead).

Govern Your Own Behavior

Through observation you’ll learn what works in your organization’s culture and what doesn’t. Watch other
people at work and identify successful behaviors that you can model. There are also some general
standards to observe that will stop negative politics from spreading.

 Don't pass on gossip, questionable judgments, spread rumors – when you hear something, take
a day to consider how much credibility it has
 Rise above interpersonal conflicts – do not get sucked into arguments
 Maintain your integrity at all times – always remain professional, and always remember the
organization's interests
 Be positive – avoid whining and complaining
  Be confident and assertive but not aggressive
 When voicing objections or criticism, make sure you take an organizational perspective not a
personal one
 Don’t rely on confidentiality – assume things will be disclosed and so decide what you should
reveal accordingly
 Be a model of integrity to your team, and discourage politics within it.

Key Points
Positive or negative – politics happens. The philosopher Plato said, “One of the penalties for refusing to
participate in politics is that you end up being governed by your inferiors.” And this hold true today in the
workplace: If you don’t participate in the political game, you risk not having a say in what happens and
allowing people with less experience, skill or knowledge to influence the decisions being made around
you.

Office Politics are a fact of life. Wise politicking will help you get what you want in the world of work
without compromising others in the process. Learn to use its power positively while diffusing the efforts of
those who abuse it.

Egos at Work
Managing a Co-worker's Superiority Complex

Egos – we all have them! They're part of what makes us want authority and status, and what gives us
confidence. Egos drive our need to be recognized for our accomplishments. This is perfectly normal.

But what happens when someone's ego goes too far? You know the type: the colleague who will do just
about anything to claim credit or gain power; the person who takes over every discussion and tries to
grab the spotlight; or the team member who continually criticizes other people's ideas. These people are
undermining the team's mission with their behavior.

Ego is at the root of many workplace issues. From poor communication to failed negotiation, to faulty
decision making, ego can lay a dangerous path of destruction. The obnoxious and overbearing behavior
that comes with it can damage creativity, undermine effective problem solving, cause stress, and
adversely impact morale.

Many of us know how hard it is to work with – or for! – egotistic people. Unfortunately, there's a good
chance you'll encounter this trait in a colleague, boss, or customer at some point in your career. After all,
the competitive nature of the workplace can naturally cause people to look out for themselves. To protect
yourself, you need to manage and contain these larger-than-life personalities.

But first, how do you know you're dealing with an oversized ego and not just a healthy dose of confidence
and assertiveness? Watch for some of these common egotistical behaviors:

 Wanting or demanding credit for every idea.

 Using "I" and "me" (instead of "we" and "us") almost exclusively.
 Dominating conversations and meetings.
 Reminding others of their superiority or excellence (real or perceived).
 Stopping others from expressing their ideas.
 Rewarding those who support them (and perhaps punishing those who don't).
 Bullying, or trying to exert power they don't really have.
Tip:
Do you recognize yourself in any of these behaviors? Do you feel you need to prove your worth all the
time? A healthy ego is part of healthy self-esteem. But egotism can emerge when you feel your
accomplishments don't measure up. If you have a habit of seeking outside approval and recognition, or if
you try to control everything, this can be a sign that you don't believe you can control very much. For tips
on building self-esteem and confidence, see our article on Building Self-Confidence.

Tip:
Be careful not to "kill the goose that lays the golden egg." You wouldn't be surprised if your star
salesperson was just a bit egotistical. And your CEO may have a strong sense of the wisdom or his or her
own views!

Do what you sensibly can to minimize the impact of egotism, but make sure that your actions are aligned
with the interests of your organization.

OK, now you know how to recognize the signs of a big ego – but the people with out-of-control egos
probably don't, so you're not likely to get them to change their behavior. Instead, focus on changing your
reactions and communication style, and changing the work environment. Remember, the only one who
can change the situation is you!
Changing Your Reactions and Communication Style
Try these strategies for communicating with people who have big egos.

Don't Let Them Bait You

It's tempting to fight back with an even bigger ego of your own. But you probably won't win that battle, and
you can look bad in the process. If people insist on always being right, let them express themselves. In
fact, let them exhaust themselves and run out of steam. Then, when they're finished puffing their feathers,
state your points calmly and confidently.

This can be especially effective if the egotist is your boss or in a position of authority. You want to ease
the situation, not make things worse. By remaining calm and listening to what the person has to say, you
can avoid further conflict. Then you can come back to discuss the issue, later in the meeting or at another
time.

Use Their Names

This is a subtle tactic that can really work. When you address people by their names, you take control and
command their attention. When you speak to an egotist, use the person's first name as often as you
sensibly can.

Assert Your Needs

Egotistic people can be bullies, but don't allow them to walk all over you. Establish your boundaries, and
define what is and is not acceptable. Then make sure you follow up. Don't give an egocentric person any
room to manipulate or dominate you.
If the egotist is your boss, this is critical. Clearly communicate what you need (support, resources,
direction, feedback) to get the job done. When you make requests, talk about wanting to do your best and
creating a great working relationship.

Tip:
If bullying is an issue, see our article on handling bullying in the workplace.

Speak Your Mind

People with big egos may not expect to be challenged. They can be so full of their self-importance that
they don't think anyone could possibly oppose them. If you clearly state why you object to something, or if
you make a solid counter-argument, you'll weaken the egotist's armor. However, don't go in for the kill or
embarrass the person. Just reveal the weakness in the argument, and clear the way for your ideas to be
heard.

Tip:
Depending on your relationship with the egotist, you may be able to offer constructive feedback to help
the person understand the impact of his or her behavior. Be sensitive and compassionate, and remember
that a big ego can be a sign of deeper personal insecurity.

Focus on the Team's Mission

Where the egotist's behavior is negatively affecting the team's mission, bring everyone's focus back onto
the mission, and – subtly or otherwise – challenge the behavior in this context.

Changing the Work Environment

If you don't get results by changing your reactions and communication style, try to change the workplace
itself. If you're a manager or supervisor, you may have this authority. Otherwise, you'll need your
manager's support to make the necessary changes to promote workplace harmony.

Reduce the Emphasis on Workplace Competition

Ego tends to surface when someone's reward and recognition are tied to being better than the rest of the
team. If you reward teamwork instead individual performance, you may reduce the incentive for egotistic
behavior.

Force Cooperation

Put the egotist in situations where he or she must rely on a colleague's input and direction to perform
successfully. The nature of working together tends to foster respect and understanding. It may force the
egotistic person to realize the value of other people's contributions. Remember to provide adequate
support to the people who are working with the egotist, since doing so may not be easy.

Minimize Team Involvement

This is a last resort, but if the egotistic behavior continues to cause problems, you may need to keep the
person away from the team as much as possible. Delegate specific tasks that can be accomplished
separately, and then include the egotist in team discussions only when necessary.
Key Points
Egotism in the workplace is common, and it can be very challenging for everyone involved. Whether the
egotist is your team member or your boss, the person's arrogance and know-it-all attitude can harm
morale and team spirit.

To protect yourself and the team, you need to first recognize the egotistic behavior for what it is. You then
have two choices: to change the way you relate to the person, or to change the work environment. With
either approach, use gentle reminders of what is and is not appropriate behavior; this can effectively plant
the seeds of change. Eventually, the egotist should get the message….

Bullying In the Workplace

What Is It and What Can You Do?

Bullying isn’t just a schoolyard problem. When we hear talk of bullies, generally the first image that comes
to mind is a rough group of kids who make life miserable for other classmates. Their crimes include
stealing lunch money, locking kids in lockers, or threatening physical harm unless they are allowed to
copy the victim’s homework. Sometimes they seem to engage in malicious behavior just for the joy of it.

Eventually kids grow up – the bullies and the bullied. They go on to get jobs and they leave the
playground antics behind. Don’t they?

Unfortunately, no! From shouting at people in the boardroom to snide comments, and even sabotaging
others’ work, bullying is alarmingly common.

Because of its prevalence, you need to know how to deal with bullying, both from the perspective of
protecting yourself should you become a victim of it, and, as a coworker or observer, protecting others in
your workplace from it. This article recaps on James' interview last September with Dr Gary Namie, one
of the world's foremost experts on surviving workplace bullying, and co-author of The Bully At Work.
What Is Bullying?
As with any problem, the first step toward find a solution requires understanding the issue.

Dr Namie defines bullying as “repeated, health-harming mistreatment of a target (the recipient) by a bully
(the perpetrator).” This definition sets a high bar on what constitutes bullying, and Dr Namie is at pains to
point out that simple rudeness or incivility does not, of itself, necessarily equate to bullying. Actual bullying
behaviors take on many forms. Some of these are quite obvious; others you may not identify as bullying
behavior even if you are the target.

Depending on the circumstances, frequency and consequences for health, examples of bullying can
include:

 Yelling and using profanity.

 Public humiliation.
 Insults and name-calling.
 Constant and excessive criticism.
 Starting hateful rumors.
 Social deprivation – ignoring or excluding the person.
 Taking away responsibilities.
  Placing blame when none is warranted.
 Purposefully sabotaging work.
 Withholding required information.
 Micro-managing and constant nit-picking.
 Setting impossible deadlines or performance expectations.
 Quashing promotion efforts.
 Threatening termination.
 Inciting others to make unwarranted complaints.

Any, and all, of these behaviors are essentially harassment – psychological harassment. Although not
legally protected – yet – bullying is as damaging as other forms of harassment and discrimination that
have prescribed remedies and recourse under the law.

Due to the notoriety of the subject, and the exposure Dr Namie and his colleagues have brought to it,
there have been many recent studies done on bullying. The findings may shock you, especially if you
think bullies are most male or that bullying only happens in really rough work environments.

Bullying Statistics (Source: MindTools’ Expert Interview with Dr Namie, 2006)

 Approximately 1 in 6 workers in the USA and in Australia report being bullied in the last year.
 Over 50% of workers report having been bullied at some point in their career.
 Healthcare and Education are two professions highly affected by bullying.
 58% of bullies are women.
 84% of bullied employees are women.
 81% of bullies have supervisory positions.

What is probably driving these statistics is the psychology behind bullying behavior. While bullies may
come across as very confident, assertive, and capable, they are more likely to be insecure and feel
threatened by the person they target. They are ambitious and highly motivated, however, they can lack
the dedication or skills required to achieve the level of success they think they deserve. Hence, they step
on others and try to manipulate them to accomplish their goals.

The target, on the other hand, is typically very competent but with one critical character trait – he or she is
likely to be particularly helpful and caring, and therefore motivated to heal relationships and make the
world a better place (which is one reason why bullying is particularly common amongst healthcare
workers and educators).

This makes them ripe for exploitation because they don’t match aggression with aggression. They believe
they can overcome the bullying with goodwill and persistence. They try in earnest to work with the bully,
and go along with what they think the bully wants as a way of pacifying him or her.

When these normally effective strategies fall flat, they feel responsible. They internalize the bully’s attacks
and eventually believe that they deserve to be beaten down and treated poorly. Only 11% will actually
report it to HR and the average target endures the bullying for 22 months.

During this time the target’s mental and physical health bear the brunt of the bullying:

 Stress related illnesses like hypertension, heart disease, and stroke increase.
 Neurological problems occur.
 Ulcers and skin conditions increase.
 Depression and anxiety are common.
  Many suffer post-traumatic stress disorder.

70% of those targeted by bullies will lose their job. They will either be forced to quit, they will be
terminated, or they will be constructively discharged.

This happens because organizations tend to turn on people who complain of bullying. These complaints
are inconvenient, and are unsettling to the organization: No-one wants to think that their organization is a
place where it can happen. What's worse, in many cases these are complaints made against seemingly-
successful and effective managers. Organizations instinctively want to protect these people. And co-
workers can gang up against the target of bullying, as a way of distracting attention away from
themselves. This is shocking and sad, but all too common.
What Can You Do to Stop and Prevent Bullying?
Hopefully, you are motivated to put an end to this destructive behavior. Dr Namie gives us a simple and
effective three-step process that you can follow. When you find yourself targeted by a workplace bully,
use these three steps to put an end to it and alleviate the suffering.

Step One: Name the Behavior

Through reading this article you now have a solid idea of what bullying is and you are better able to
recognize it for what it is. As long as bullying is shrouded in secrecy and considered one of those dirty
little secrets at work, it will continue. It took a while for sexual harassment to come into the open; bullying
is slowly emerging.

So, the vital first step is to recognize that what’s happening to you is that you are being bullied. This has
the important psychological value of identifying that the bully – rather than yourself – is the source of the
problem.

Step Two: Seek Respite

The targeted employee needs to feel safe and needs to have time to recover from the physical ill effects
and social misery of bullying by taking time off work. During this time, there are a number of things that he
or she should do to prepare for the next step on returning to work:

 Have a physical health checkup – in many cases, a doctor may be the first person to realize that
the victim is being bullied, when consulted about poor health caused by bullying.
 Check on your mental health too. You may be able to do this through family and friends, or you
may feel it’s appropriate to seek professional advice.
 Document what happened – describe what happened, what was said, and how you felt. This will
help your complaint process and help you see you are not to blame and have nothing to be
ashamed of.
 Look for others who may have been, or still are, being bullied as well, including your predecessor
in the job. Why did he or she really leave? A group complaint is less easy to dismiss.
 Prepare a business case against the bully, by determining what it costs to keep a bully around by
looking at current and historical data. Senior managers and your HR department will find financial
data hard to argue with, whereas they may be less interested in the emotional side of what’s
happening to you. Costs to use include:
 Staff turnover.
 Absenteeism.
 Health care claims.
 Worker’s compensation.
 Disability claims.
 Lawsuits.
 Investigate your recourse – talk with your union, or legal or other suitable professionals, to begin
to map out your options. In around 25% of bullying cases, there is also an element of illegal
 harassment (on gender, age, racial or religious grounds) and this can be used to make a case
against the bully.
 Look for another job. If your employer handles the situation very well, the bully may be forced out,
but statistically this is uncommon. If staying in the job runs the risk of seriously impacting your
health, you have to consider moving on, whatever the economic consequences.

Step Three: Expose the Bully

The bully has to be exposed and his tactics revealed. It’s never an easy thing to do, however, if you’ve
laid your groundwork you will have the data and support and evidence you need to make your case, while
working on the fall-back option of another job if your employer doesn’t offer you a safe, healthy
environment to return to.

 Take your complaint to the highest level you can – and present your business case.
 Consider asking for a transfer until the situation is dealt with.
 Talk to your co-workers and ask for their support. All too often, targets don’t openly ask their
colleagues for support. Meanwhile bullies will try to socially isolate their target. Don’t fall for their
tricks. Ask your colleagues to stand up for you (but don't be surprised if they're too scared) and
make sure you stand up for them.
 Meet the bully’s aggression with resolution. When you come out fighting (especially if you come
out fighting as a group), the cowardly part of the bully often shows up.

What Managers Can Do

The three steps described above crystallize Dr Namie’s advice to individuals targeted by bullies. But if
you’re in a position to influence company policy on bullying, or are a manager who has to deal with
complaints of bullying behavior, here are some things to do:

 Bullying is more likely to occur when the only way that individuals can advance at work is at the
expense of others. This is perhaps most common in sales. Try to design the working environment
so that this is not the case, and you’ll make it harder for bullying to survive.
 Unwittingly, some organizations encourage bullies by tolerating, requiring or even rewarding
aggressive, manipulative behavior. Instead, create a reward system that promotes teamwork.
 As a manager or person with authority, add “bullying” to your harassment policy or design a policy
specifically for it.
 Be vigilant for classic symptoms of bullying:
 High absenteeism.
 High turnover specific to one department or position.
 Increased employee complaints.
 If someone comes to you with a complaint, take it seriously. Investigate it just as you would any
other complaint that undermines your work culture and productivity.
 As a manager, encourage anyone who comes to you with a bullying complaint to take time off to
regroup so that they can be safe and follow the three steps).
 Intervene early and monitor the situation closely – you want to send a clear message that you
don’t tolerate bullying and that you take complaints seriously.
 As a manager, if you witness a fellow manager treating staff aggressively, warn them immediately
that driving people that hard will likely backfire on them, as their people will start to leave.
 If you’re a manager of someone you witness being too aggressive in a supervisory role, explain
straightaway that you don’t want them treating their staff in this way.

For more information on workplace bullying, listen to our Expert Interview with Dr Gary Namie at
http://www.mindtools.com/forums/viewtopic.php?t=56.

Key points:
Bullying is an insidious and damaging behavior that undermines workplace productivity and satisfaction
as well as the mental and physical health of the person being targeted. It has been tolerated and
inadvertently rewarded for too long. By increasing the awareness of the problem and alerting yourself and
others to the ways in which bullying manifests itself in the workplace, you are taking important first steps
toward managing and ultimately eliminating the problem.

Don’t think it won’t happen to you, or that it couldn’t possibly go on in your workplace. It happens
everywhere and the best remedy is direct confrontation of both the bully and the problem.

Avoiding Discrimination
Minimize problems by being prepared

Discrimination is a word that conjures up fear, anger, stress, and a whole host of negative emotions. And
complaints of discrimination can severely damage businesses.

When faced with such a strongly negative situation, many managers’ first reaction is often avoidance or
denial: “He couldn’t possibly have done that!” or “If we wait a few days, the whole incident will blow over.”
Ironically, these reactions can make the situation even worse.

Whether the alleged discrimination has happened or not, whether you think the incident warrants a
complaint or not, whether you think it was a one-time mistake, or whatever other “whethers” you can think
of, when an incident is reported, it usually best to deal with it promptly.

Beyond the obvious moral objections to discrimination, many countries provide strong legal protection for
employees who are discriminated against, and organizations ignoring or taking insufficient notice of this
protection face severe sanctions.

Avoiding a Poisoned Workplace

Just as important, however, discrimination in the workplace creates an unfair and unpleasant working
environment. By ignoring it, you risk undermining the effectiveness of your team and losing good team
members: After all, who wants to work in an environment where arbitrary discrimination and unfairness
are tolerated?

In order to deal effectively with workplace discrimination, it’s important to understand exactly what it
means. Workplace discrimination is defined differently in each country and jurisdiction, but the main
principles are similar: That employees, and applicants for employment, should be treated fairly in their
employment and advancement, based on their abilities, and not based on arbitrary characteristics of
color, religion, national origin, sex, age, sexual orientation, or physical handicap.

No one ever wants to hear a discrimination complaint but, even in the best of workplaces, these can
happen. So, the best way to protect yourself and your employees is to know how to deal with the situation
in the most proactive and positive way available. The situation will unfold with or without your cooperation,
so it is best to get onboard early and minimize the risks and damage as far as you possibly can.

Here are some of the essential steps to help you do that:

Understand the Discrimination Laws that Affect You

Discrimination issues leave no time to “play ostrich” and “bury your head in the sand”. Even if you are
100% convinced that discrimination could never happen at your workplace, you could be wrong.
Research the discrimination laws that apply to you. It’s your responsibility to know. If you gather the
information for yourself, make sure you get the latest information and keep it up to date. If someone else
in your organization is responsible, make sure they provide you with information that clearly defines your
responsibilities as a manager or employee, and the rights of both employers and employees.

Tip:
For help in understanding discrimination laws that affect you, check out official government web-sites for
your country, state and other jurisdiction. Here are some useful links for small businesses in the United
States and the United Kingdom:

 US: www.business.gov
 UK: www.businesslink.gov.uk

If you can recommend good alternative sites in your own country, or if you have any comments on this
subject or article, please let us know at http://www.mindtools.com/forums/viewtopic.php?t=212.

Develop and Follow Your Non-Discrimination Policy

Your first line of defense is a clear, properly-formulated non-discrimination policy. When there is a clear
policy in place, you have a good starting point for determining whether or not discrimination has occurred:
A clear policy will detail the exact procedures and protocols for handling the discrimination complaint.
Having a policy ensures that all cases are treated fairly. If your company does not already have an
effective non-discrimination policy, it’s time to develop one (or persuade whoever’s responsible to do so):
This is the most proactive measure you can take against discrimination.

When developing or reviewing your non-discrimination policy, consider including the following steps and
measures, as you move forward with a discrimination complaint.

Register the Complaint

Once the complaint has been raised to you, you need to decide who needs to handle it. If someone in HR
is responsible, for example, make sure you involve them straight away. Whether you handle the
complaint and investigation yourself, or someone else takes charge, make sure you know how it should
be handled, and keep abreast of progress so you can actively support the people involved, whether that’s
the person raising the complaint, the ‘accused’ or anyone else who is affected.

The steps and tips that follow may apply to you or the other person responsible for handling a
discrimination complaint:

Conduct a Through Investigation

You (or the other person handling the complaint) should first talk with the ‘complainant’ to determine the
exact nature of the complaint and get the story from his or her perspective. From there, speak to the
person or people accused of discrimination to find out:

 What was said/done?

 When did it happen?
 Where did it happen?
 What were the circumstances surrounding the incident?
 Is there a history?
 Who else was involved or can comment first hand on the incident?

Talk to all the other people involved including anyone who may be a witness. Be sure to take detailed
notes and understand that these notes may be used in any legal proceedings that may arise.
Tip:
It can be a good idea to review your interview notes with the person you are interviewing to make sure
you have written everything down accurately and comprehensively.

The end goal is to discover what really happened so be sure to consult impartial sources and gather
physical evidence such as notes or emails.

Document your entire investigative process. What did you do? When? What sources did you consult for
information? This will be your evidence that you handled the complaint appropriately and efficiently.

Act Quickly
Time is of the essence in any investigation. You (or the person handling the complaint) should get as
many facts as possible quickly: The longer you wait, the less reliable the information you get may
become. Also, when you act quickly you send the message that you take this seriously and that speedy
resolution is important to you.

Keep an Open Mind

Yes, even the most trusted, loyal, long-term employee can be engaging in discriminatory practices. And,
no, you may not have the slightest hint it is happening. Whenever you get a complaint of discrimination
you need to assume that it may have happened and then take the steps necessary to determine what
actually did occur. The most serious mistake you can make is not to investigate because you just can’t
believe the allegation could be true.

When you are in investigation mode, be sure to remain impartial. If you allow yourself to take sides before
you have all the facts, you risk skewing all the information you gather. There is a strong tendency for
people to blame the person who has complained because he or she upsets the status quo in the office.
You may not even be aware of this natural bias, but it can get you in a lot of trouble.

Tips to remember here are:

 Treat the complainant and the accused equally and as you always have.
 Do not retaliate against either party through obvious methods such as termination, demotion,
discipline, or pay cuts. Any such action needs to be carried out in a measured way following fair
investigation.
 Guard against subtly changing work responsibilities, or not including either party in regular work
functions.

Act Confidentially
When someone makes a discrimination complaint, the last thing you want is rumors and gossip going
around. Employees will begin choosing sides and the whole situation has the potential to devastate your
workforce. Even worse, allowing incorrect or unfair information to circulate can irreparably destroy the
reputations of either party and can open you up to defamation lawsuits.

If you insist on confidentiality at every step of the process you can curtail much of this destructive chatter.
You have to follow this rule yourself and ensure that you only involve those that need to know or that
have legitimate information to bring to your investigation. Some tips to improve confidentiality include:

 Make sure your notes are secure

  Hold meetings behind closed doors
 Explain the need for confidentiality with everyone you speak to
 Institute consequences for breeches of such confidentiality

Be Compassionate
Both or all parties in a discrimination complaint are likely to be feeling angry, vulnerable, anxious,
frustrated, and afraid all at the same time. By recognizing the difficulty each is facing you show that you
care and that you truly desire to set things right, whatever the outcome might be. Certainly you need to
make sure the complainant feels heard and satisfied that you are going to act. Don’t forget, though, about
the needs and feelings of the person who accused. He/she is going through an equally difficult time, and
whether the allegations turn out to be true or not, he or she deserves respect and compassion throughout
the process as well.

Work With External Agencies If Applicable

Depending on the nature of the discrimination, the employee may go to a government agency to file a
complaint as well. In such cases, it is advisable to get legal or other professional advice. Within reason,
you will want to allow agencies access to the materials and information they need to do their job: After all,
this agency has the same goal as you do – to uncover the truth. Your professional adviser will help you
work most effectively with the agency, and help you manage any risks that you or your organization may
face as a result of the discrimination.

Effect Resolution
When the complaint has been fully investigated, you need to take action and remedy the situation.
Depending on your policy and local laws, this may involve disciplinary action up to and including
termination, should discrimination have been proved to have taken place. You may also need to
determine an appropriate consequence for a false complaint. The remedies for either party should be
clearly outlined in your non-discrimination policy so it is “simply” a matter of following through and
applying the policy fairly, appropriately, and promptly. Finally, document your actions in your investigative
notes and keep the information on file for future reference.

Key Points
Discrimination complaints are the stuff of managers’ nightmares. They can be handled effectively,
however, when you are well-prepared and take a proactive approach to dealing with discrimination in your
workplace. Certainly, the goal is to prevent such behavior from occurring, but unfortunately even the most
well-intentioned people sometimes make regrettable mistakes.

As a manager or employer, however, you cannot afford to make the mistake of thinking discrimination will
never affect you: There is no excuse for not being well prepared. Take time now to review or develop a
solid non-discrimination policy and include in it a set course of action, in case of an investigation. By
doing so you will protect your employees, your team, yourself, and your business.

Tip:
This article deals with avoiding discrimination from the perspective of a manager handling a report of
discrimination. A future article will address this issue from the perspective of someone experiencing
discrimination. In the meantime, many of the points in our interview on workplace bullying will be relevant
here.

Breaking the Glass Ceiling

Reaching for the Top with Everyday Tools
Do you feel that you've gone as far as you can with your current
employer? Despite knowing that you have much more potential,
is there a limit for "people like you" in your organization?

If so, you've hit what's known as the "glass ceiling." This is the
point at which you can clearly see the next level of promotion –
yet, despite your best effort, an invisible barrier seems to stop
you from proceeding.

Traditionally, the glass ceiling was a concept applied to women You can often break through.
and some minorities. It was very hard, if not impossible, for
them to reach upper management positions. No matter how qualified or experienced, they simply were
not given opportunities to further advance their careers.

Today, there are many more women and minorities in powerful positions. However, the glass ceiling is
still very real. And it's not always limited to gender or race.

Have you been pushed up against a glass ceiling? This can happen for many different reasons. Are you
too much the champion of change? Do you have difficulty communicating your ideas? Are you quieter
and less outgoing than the people who get promotions?

Whatever the reason, you have a choice. You can accept your situation and be happy with looking up and
not being able to touch what you see… or you can smash the glass with purpose and determination.

If you do, indeed, want to break through that glass, here are some steps to take.

Identify the Key Competencies within Your Organization

Key competencies are the common skills and attributes of the people in your company's upper levels.
These skills are often tied closely to the organization's culture and vision.

Companies that value innovation and strive to be leaders will probably promote individuals who are
outgoing, risk takers, and not afraid to "tell it like it is." However, if you work for a conservative company
(such as a publicly owned utility) chances are that top management are analytical thinkers, with a
reputation for avoiding risk and making careful decisions.

Ask yourself these questions:

 What are the values of your organization?

 What behaviors does your company value and reward?
 What type of person is promoted?

Understand what sets your company and its leaders apart. This is the first step toward discovering how to
position yourself for a top leadership role.

To further clarify these ideas, read Core Competence Analysis and Deal and Kennedy’s Cultural Model.

Two universal competencies for top management are effective leadership and effective communication.
Each of these is complex.

 Read everything you can about leadership styles, skills, and attributes. Mind Tools has an
excellent collection of articles on Leadership Skills. You may also want to consider taking the
Mind Tools How to Lead course.

 Communication skills will help you, regardless of the level you want to reach in your career. Start
with the introduction to communication skills, and learn to use as many of these tools as possible.

Set Objectives to Align Your Competencies with Top Management

Once you know your target, set goals to get there. You're responsible for determining your own career
direction. Be proactive and go after what you want, because it probably won't be handed to you.

Do the following:

 Let your boss know that you want to work toward a higher-level position.
 Ask your boss what skill areas you need to develop.
 Work together with your boss to set goals and objectives, then monitor and measure your
performance.

Remember to concentrate on areas of your performance that you can improve. Don’t set a goal to
achieve a certain position by a certain time. This can be discouraging if it doesn’t happen. For example,
set a goal to consistently demonstrate assertive and clear communication. If you achieve that goal, no
matter what job title you have, you’ve succeeded! See Personal Goal Setting for more ideas on how to
define motivating goals.

Build Your Network

You should also build relationships with other people in your organization. You never know who may be in
a position to help you or provide you with valuable information.

It's important to network in all areas and levels of your company. Many people tend to think it's best to
make friends at the top. However, to be effective and actually make it to the top, you'll need the support of
colleagues at other levels as well.

Try these tips:

 Reach out to new people on a regular basis.

 Get involved with cross-functional teams.
 Expand your professional network outside of your organization. If you can't break the glass ceiling
in your company, you may have to look elsewhere for opportunities.

Read more about Professional Networking.

Use the climate in your organization to your advantage. While "politicking" is often seen as negative, you
can help your career by understanding and using the political networks in your company. See Dealing
with Office Politics.

Find a Mentor

Having a mentor is a powerful way to break through the glass ceiling. The barriers that you face have
likely been there for a long time. Past practices, biases and stereotypes, and old ideas are often long
established at the top of many organizations.

Is upper management reluctant to work with certain types of individuals? Do they exclude certain people
from important communications? A mentor can help you learn how to get connected to the information
and people who can help you. A mentor can also be a great source of ideas for your professional
development and growth.

Ask yourself these questions:

 Is there someone in upper management you can approach to help you?

 Will your boss be able to provide mentoring support?
 Are there people with strong political power who can offer you assistance?

Read Finding a Mentor for details on what to look for in a mentor and ideas on how to find one.

Build Your Reputation

Ultimately, the way to get ahead is to get noticed. You want people to see your competence, leadership
abilities, communication skills, technical knowledge, and any other competencies that are typical of
people at the top.

Develop your skills and network with people so that your name becomes associated with top
management potential. To do this, you need to build a reputation as the kind of person who fits the
description of top management. Visibility is very important. Remember, while you can see up, those at the
top can see down. Make sure that what they see is you!

Follow these guidelines:

 Seek high-profile projects.

 Speak up and contribute in meetings.
 Share ideas with peers as well as people in higher positions.
 Identify places where your reputation is not what you want it to be, and develop plans to change
them.

For more tips on building the right kind of reputation, see What's Your Reputation?

Know Your Rights

Finally, watch for discriminatory behavior. Sometimes biases and stereotyping can cross the line into
discrimination. It's unfortunate for both you and your organization when situations like this occur.

Don't just accept frustration and failure. Know that you're doing everything right, and arm yourself with a
good understanding of your rights regarding official company policies and local laws.

Mind Tools' article on Avoiding Discrimination shows you how to protect yourself if you face this
regrettable situation.

Key Points
To get ahead and reach the leadership level you want, you need to champion and market yourself. That
means proactively managing every step of your career. If you can't seem to break through a glass ceiling,
you might have to work harder than others.

We can't all be exactly the type of upper management person our company wants. What we can do is
develop the skills that the company values. Arm yourself with a development plan as well as the help of
your boss, a strong network, and, hopefully, a mentor. You can then build and showcase the skills that
will help you climb the corporate ladder. Push yourself beyond your comfort zone, and you may find new
zones of opportunity.

Apply This to Your Life

If you're frustrated with your career advancement, consider the following:

 Do you have a career plan in place? If you don't, now is the time to make one!
 Does your boss, or anyone in your organization, know what your goals are? Unless people know
what you want, they may keep you in the same position and assume you're happy there.
 Do you feel alone and unsupported in your career goals? If so, who can help you change that?
We all need to make our own success, but most people don't succeed all on their own. Ask for
support and assistance – this is a sign of strength, not weakness.
 What areas for skill development have been pointed out to you in the past? Are you making
improvements?
 Are you facing a glass ceiling? Recognizing that the ceiling exists is the first step… the ceiling
won't be removed unless you do something about it. Apply some of the ideas in this article, and
monitor your progress.

Surviving a Merger
Taking Control and Proving Your Value

Company mergers are almost always announced with lots of fanfare, and with optimistic, upbeat
statements from the Chief Executives. "This merger," they usually say, "is an exciting development that
will allow us to create more value for all our stakeholders." The markets are often impressed. Staff at the
merged organizations, however, may need more convincing.

A successful merger is like putting high-performance tires on your car: the combination is greater than the
sum of the parts, and the two organizations can achieve things together that they couldn't do separately.
However, all too often, mergers are more like what happens when you put diesel fuel in your gasoline car:
you spend all your time trying to fix the problems caused by forcing together two things that don't really
belong with one another.

As companies seek out more and more efficient operating models, merging talent and resources
becomes attractive. As such, you'll likely experience a merger at some point in your career. And while top
executives are dealing with the strategic and structural issues of a merger, what can you do to ensure
that you not only survive the experience, but thrive as a result of the change?

Surviving and Thriving...

When two organizations merge, staff members from the original companies are typically left wondering
who will stay, who will go, and what will the structure of the new organization be?

The problem is, some of the talent and resources are often deemed redundant in the new structure. Few
positions are really safe: After all, you only need so many accountants, administrative support personnel
and executives to run a company!

When faced with a merger, your challenge is to figure out your best means of survival. You can do one of
two things. Either you find a way to stay, or you exit graciously.

The best survival strategy is one that keeps both options open. That way, as the merger begins to take
shape, you have some control over what happens. Whenever you can exercise control, you reduce your
stress levels. This leaves you with sufficient emotional resources to manage your situation with
confidence.

Your Merger Survival Plan

Confidence is key to your survival when you are faced with a merger. To build the confidence you need,
you'll need to develop a merger survival plan. Here, we'll show you a four-pronged approach to mergers.
This will help you do what you need to do to emerge happy and satisfied, once the dust settles and the
winds of change have blown through.

The four-part plan consists of:

1. Contingency planning.
2. Relationship building.
3. Proving your value.
4. Change advocacy.

Completing a merger doesn't happen overnight. All mergers have a transition process, so you should
have time to prepare, and focus your energies so that you have the best chance of survival.

Remember, a merger is simply a specific type of change. All of the nuances of adjusting to change apply
in a merger situation as well. If you understand the process that a person typically goes through when
adjusting to change, you can put your emotions and actions in the right context. For a detailed discussion
of the dynamics of change, see the Mind Tools article on the Change Curve.

Contingency Planning

The first step in any survival plan is to have an exit route. You need this for two reasons. If you are laid off
as a consequence of the merger, you need a plan to secure other employment. If you survive the merger,
only to find out that working for the newly formed company is not for you, again, you need to find a new
job.

 Dig out your resume and start thinking of job and career options. This may be the perfect
opportunity for you to make some changes that you've wanted to make for a long time.
 Put together a list of networking contacts. Who could you call to assist you in a job search?
 Start exploring your career options. What other things could you be doing? Are there
opportunities presented by the merger that weren't available before?
 Complete a Personal SWOT analysis to maximize your success with a job search. This will help
you identify the opportunities you have, as well as pinpoint areas you need to develop.
 Allow yourself to dream. What do you really want to do with your life? Using the information you
gather about yourself in your SWOT analysis, develop a career plan to see yourself through this
merger and far beyond.
 Prepare financially. Increase your savings by as much as you can. Your savings will be your
safety net in case you are laid off and don't find other work immediately, or in case you choose to
take some time off to explore your options.

Tip:
Unless you get an offer you just can't refuse, don't quit right away. Often, merger-induced layoffs come
with substantial severance packages and extended benefits. Make sure you don’t short-change yourself
by reacting too quickly.

The main purpose of the contingency plan is to help you focus on something positive. Developing the
plan helps you regain a sense of control. Change induces stress. The more ways you can find to assert
control, the better you will be able to manage the emotions you are feeling during a merger.

 Get involved in activities that give you confidence and a sense of accomplishment.
 Practice relaxation exercises and techniques to calm external stress. For details on relaxation,
see our Physical Relaxation Techniques article.
 Talk to friends and family for help and encouragement when you start to feel overwhelmed.
 Try to avoid making other significant changes during this transition. One major change at a time is
usually enough for anyone!

Relationship Building

Surviving at work has a lot to do with the strength of your relationships with your teammates. This is never
so important as when you are suddenly faced with many new teammates who you need to figure out.

 Take initiative to get to know the new people. Suggest group lunches and get-to-know-you
sessions.
 Avoid the tendency to develop an "us and them" mentality.
 Remain open to new ways of working. There will be some differences in the way work gets done.
Collaborate as much as possible to create new systems that work for everyone.
 Check the consequences of your actions or decisions on your co-workers and make this a
priority. This shows everyone that you are as concerned with the well-being of the team as you
are with other factors.
 Practice tact and diplomacy at all times. Be extra careful of what you say and to whom. If you
need to vent, use your family (or the Mind Tools community) as an audience.
 Be encouraging and supportive of co-workers whose positions are made redundant. You might
need this kind of consideration in the future and you always want to preserve relationships and
build your network of contacts.
The relationships you build with the new people in this newly merged company are significant to your
survival. Demonstrate your ability to get along with all types of people in all types of situations. This will
give you a distinct advantage over people who let their differences and personal grievances get in the
way of their work.

Proving Your Value

Ultimately, much of the decision on whether you stay or go comes down to how much value you can
provide to the newly formed company (although some is down to plain luck.) If there are too many
shipping clerks, who gets let go? It might be the clerk who can't seem to get along with any of the new
people, or the clerk who contributes the least, or has the poorest attitude. This is why relationship building
is so important, and why maintaining a good attitude is also important.

 Maintain a list of your accomplishments. Keeping a "success log" or some other system to track
your work achievements and successes is a good idea. Note in your log when you add a new skill
or receive recognition for your work. This will help you prove the transferability of your skills to the
new organization.
 Volunteer to take on merger-specific projects. If you can get directly involved with the integration
process, you will probably be in contact with people who are in a position to determine whether
you stay or go.
 Practice your problem solving skills. Figure out what problems you can solve for the newly
merged company and then get out there and solve them. This will immensely increase your
profile and prove your worth.
 Stay visible. Don't retreat to your office and assume that your work will speak for you. You've got
to proactively show the "powers that be" that you are an indispensable part of the team.
 Continue to churn out quality work. Performance is always the bottom line. Even the nicest guys
get the axe if their work doesn't measure up to expectations.

Change Advocacy

Throughout the merger process, your attitude toward the change will speak volumes about your suitability
for, and relevance to, the new organization. If you resist change, you only succeed in showing people
how ill prepared you are to handle the dynamics of modern work life. Become an advocate of change and
inspire others to follow, and you'll be seen for your leadership ability and potential.

 Always be positive. See the opportunity in the change rather than the threats.
 Leave the past in the past. The sooner you accept that this is a new company, with new rules and
a new culture, the better you will be able to adapt and help your teammates do the same.
 Don't speak negatively about the merger to anyone. (Venting on family is ok; however, make sure
what you say will stay within those walls!) Don't leak information about the merger or betray
anyone's confidence.
 Give up your turf. Work with your new colleagues to find the best way to complete your tasks.
Recognize that their way of doing things is no more wrong than yours is right. Use best practices
to create a new way that is better than before.
 Find ways to lead the change. Don't participate in activities that undermine the merger, like taking
sides or airing your grievances in public.
 Be aware of aspects of corporate cultural (yours, theirs, or the new company's) that form barriers
to change. Are rewards improperly administered? Is communication hindering the change
process? Are strict policies and procedures limiting the ability to solve problems creatively? See
our article on Overcoming Cultural Barriers to Change for an in-depth discussion of the things to
watch out for, and to see how to overcome these barriers.
  Practice resilience. In the midst of change, your ability to remain creative and energized speaks
volumes about your attitude and competence. Others will model your resilience, and you'll be
recognized as a leader and a valued team member.

Key Points:
There is nothing wrong with change, if it is in the right direction.
– Winston Churchill

During a merger, you have the ability to decide the direction your career will take. When you decide to
take control and not allow change to dictate what happens, the whole transition process is put into the
right perspective.

What you do before, during, and after the merger determines how you emerge and how satisfied you are
with the results. Prepare a contingency plan and take positive steps to improve the value and impact you
have on the newly formed company. Your positive attitude and energy will get noticed and you'll be able
to manage your stress levels. As a result, you'll shine and make decisions for your career with a clear
head and good sense of where you are heading.

Surviving a Downturn
Managing Your Career in an Unstable Economy

Changes in the economy can happen at any time. We see "boom and bust," ups and downs, over and
over again.

Economists try to predict when downturns will happen, but it's not an exact science. The only thing you
can really know for sure is that the economy will change – and it can change quickly.

Are you prepared for an economic downturn? Being proactive about economic change is wise and
practical. The more prepared you are – whether that downturn is expected or not – the better your
chances of survival. While few people like to plan for a recession, no one wants to be unprepared.

And here's the most interesting part of preparing for a downturn: Most of the strategies you need are
useful during a strong economy as well. Anything that pushes you to pay closer attention to your
environment, and makes you a more valuable member of staff, is good – no matter what.

The Two-Part Plan

A good strategy for an economic downturn involves two basic elements:

1. Creating value as an employee.

2. Understanding your environment.

The strategies you'll learn in each area will help you survive – and succeed – in your organization. Your
"survival" in your job may depend on your flexibility, cleverness, and creativity. And if you think about how
to survive now, you'll be more prepared to change direction if the need arises.
Creating Value as an Employee
When people hear the word "downturn," they often think of layoffs. They assume that if the economy
weakens, companies have to cut costs. And the result of that is job loss.
Your goal is to keep your job. What's the best way to do that? Do fantastic work.

The first people to go are usually those who contribute the least value. This is particularly true if you're
one of several people on your team with similar or identical job descriptions. Who would want to lay off a
star performer? Prove your value in a variety of ways:

 Work Harder

 Stand out from your co-workers. Be more productive than the rest of the people on
your team.

 Be visible. The more people who know you and the quality of your work, the better.

 Promote yourself. Do more than expected, take on additional work, and find ways to
work closely with your boss.

 Build interpersonal skills. People usually prefer to work with agreeable, pleasant
individuals. Help out, treat others with respect, be friendly and supportive, and bring a
positive attitude to work every day.

 Keep track of what you do. Be able to prove your value, and the importance of your
role.

 Maintain a clean work area. This may sound silly, but impressions are very important.
When your work is neat, others may assume you have things under control. Companies
see this as a valuable quality.

 Connect your work with the bottom line. Find ways to maximize, and report on, how
your job impacts company strategy.

 Keep working positively. If there are rumors of bad news, many people will get
depressed and drift. Keep thinking positively and, if change does occur, make sure that
"you're part of the solution, not part of the problem"

Doing a better job with the resources you have is only one part of enhancing the value you offer. You
should also acquire new skills and become more valuable by increasing the depth and scope of your
contributions.

But remember that in a downturn, training budgets are typically the first to go. Next are some creative
ways to maintain a continuous learning attitude

 Keep Learning

Commit yourself to continuous learning.

 Look for self-directed learning opportunities. The Career Excellence Club is a great
example!

 Read everything you can about your field.

 Share knowledge with your team and colleagues.

  Learn about other departments. What work do they do, and what do they need to
complete their objectives? "Lunch and learn" sessions are a great way to accomplish this
– in other words, invite a colleague to lunch to learn about what he or she does, or get
departments together in larger groups.

 Volunteer. For maximum value, choose an area of work that you'd like to learn more
about and that would benefit your company.

 Consider funding further education. It may be worth it to pay for outside classes.

Remember that your co-workers are probably working hard too. To survive a downturn, be prepared to do
more and be more creative than others. That means keeping a close watch on what's happening around
you and adjusting your plans accordingly.
Understanding Your Environment
When the economy changes, you should be concerned about three key "environmental" elements: your
work environment, the "macro" economy, and your personal environment.

 Your Work Environment

Know what's happening around you, and look for ways to work intelligently.

 What is your department's reputation? Are you in a strong position because of the
work you do? Use some of the tips mentioned earlier to increase the overall value of your
work.

 What is your boss's reputation? Working for an influential person is a big plus during a
downturn. Find ways to become known by people with great reputations.

 Monitor changes in strategy. Is your company trying a new strategy or moving into new
markets? Get involved with the changes early, and market yourself as someone who will
help the cause.

 Look for changes in strategy and direction. Understand how these changes may
affect you and your team. When you're aware of what's driving company performance,
you can better adjust your work and priorities to maximize your overall value. To learn
more about performance drivers, see Performance Management and KPIs (key
performance indicators).

 Watch for all job vacancies in your company. Job openings don't necessarily have to
be in your department, and the positions may not yet be available. When you evaluate
potential intra-organizational career changes, keep in mind the total value of the role and
the skill set that you can transfer.

 The "Macro" Economy

Just as your company's "micro" environment is important, so is what's happening in the outside
world. Understanding these larger forces will help you make better long-term plans.

 Look at your industry and other industries. Which are most impacted by current
events? Try to predict the downturn's effect on your specific industry, sector, and
company (don't be too pessimistic – many different factors will affect this.) If your
company is on the edge of the affected area, you may be able to relax more and wait for
things to improve.
  Analyze trend data about which careers are dying or becoming more in demand.
Figure out where your career fits in, and be prepared to change directions if necessary.
The sooner you start planning, the better.

 Prepare for dramatic changes. Think beyond your community, and identify what's
taking place nationally and globally. What opportunities are opening up that you might not
have considered before?

 Your Personal Environment

Protecting yourself is extremely important in a downturn. If your company goes out of business
and/or you lose your job, you need to know that you'll survive.

 Update your résumé. You might never need it. But if you do, you don't want to rush at
the last minute to describe what you've done for the past 10 years.

 Write one or two cover letters. Again, this puts you in a position to act quickly if you
need to.

 Network, network, network. It's so important to develop a set of people you can contact
for information, ideas, and potential jobs. Include family, friends, and colleagues as a way
to learn about a wide variety of opportunities. See Professional Networking to help you
put together a great plan.

 Think about ways to repackage your skills. Think about which skills you can transfer
to other fields and jobs. Assess the opportunities, and look at how well your
competencies match other job requirements. Where there are gaps, make a plan to
acquire the knowledge and skills you need.

 Remain calm and levelheaded. Resist the temptation to send out lots of résumés and
take a new job at the first sign of trouble. Make sure the opportunities you seek are ones
that suit you, and that they're not exposed to similar problems.

 Look at all your options. This might be a good time to reassess your long-term career
goals and determine what kind of changes would work best for you. Maybe you've always
wanted to start your own business. And if you've thought about getting your postgraduate
degree, expected layoffs may be the push you need.

 Assess your personal finances. The ability to make a career plan and stick to it often
depends on having the economic resources to maintain your lifestyle. If you suddenly get
laid off, you should have three to six months of living expenses set aside. This way, you
won't have to take the first job that comes along.

And don't count on pay raises or bonuses with a new job – you might end up with a pay
cut, so look at the worst-case scenario when budgeting.

Realistically, many people don't have this level of savings. If this includes you, now's the
time to review your finances, so that you can build up this buffer.

Key Points
While you don't control the economy, you can often control how the changes will affect you.
You have choices, so don't panic or let fear rule your behavior. Take time to review your resources, and
put yourself in the most employable position you can. This may be with your current company or in a
different job elsewhere, but you don't have to just settle for what happens to you.

Be proactive, think about your long-term career strategy, and be smart about your choices. You can
survive and succeed in a downturn if you maximize your value, understand and manage key elements of
your environment, and prepare yourself properly.

"Re-interview" for Your Own Job

Getting rehired after a company restructure

Your company is restructuring – and many roles and jobs are changing too. The new structure may make
sense for the "new strategy" and the "new organization," but where will it leave YOU?

Restructuring can affect everyone – some people may change departments, others may change
responsibilities, and yet others may be asked to relocate. So does this mean good news or bad news for
you? Will you end up with a job you don't like, or lose your job altogether? Or is this the opportunity you've
been waiting for?

Understandably, you may not like having to re-interview for what feels like your own job – the new job that
will replace it in the new structure. In fact, it's quite common to feel angry and insulted.

But don't take this personally. If your boss values you and the quality of your work, this can be a great
chance to gain a challenging and interesting role in the restructured organization – and the newly defined
position may be better than your old one! Remember, you have the experience and qualifications to do
this job, and you have time to prepare for the interview. So grasp the opportunity, and make the most of
the situation!

Note: Even if your company doesn't restructure, re-interviewing skills can help if you want to apply for any
internal position – whether it's a promotion or a lateral move. An as internal candidate, you may be held to
a higher standard than outside applicants, because you're expected to know more about the organization.
Be prepared to talk specifically about how you'll address the challenges of the new job.

Tips for Re-interviewing

The number-one rule is to take this seriously. You are not guaranteed to keep your job, so this isn't simply
a "rubber-stamping" exercise. This process is just as serious as applying for a different job with a different
company.

However, your preparation is different from interviewing for an outside job. And the interviewing approach
can be different. You probably won't be given that "getting to know you" easy warm-up at the start of the
conversation. These interviews are usually hard-hitting from the start. You're expected to know the job,
and you have to prove that you're up to the challenge.

Here are some guidelines to follow for your re-interview.

Analyze the Job for Required Competencies

List the most important skills needed for the job. You probably have the ability to do the work, otherwise
you might have been laid off in the initial rounds of restructuring. What personal areas of competence are
rewarded, expected, and talked about within the company?
Here's a list of competencies to consider:

• Achievement orientation • Initiative • Persuasiveness

• Analytical ability • Interpersonal skills • Planning skills
• Communication skills • Job motivation • Presentation skills
• Creativity • Judgment • Problem solving skills
• Decision making skills • Leadership • Team building/Teamwork
• Diversity orientation • Management skills • Time management
• Flexibility • Organizational skills

Start from first principles by looking at the job as you think it is, but then check job specifications and
published information as well: While these may or may not accurately reflect the reality of the job, these
are likely to be the documents that the people interviewing you are working from.

To help identify your competencies, consult these sources:

 Performance evaluations
 Documentation of goals/objectives set and met
 Personal letters of commendation

Prepare Examples

The interviewer will look for proof that you can do the job well.

Have examples of your work fresh in your mind (depending on the position, you may want to bring
examples, such as advertisements or brochures you designed). Be ready to discuss five to seven
examples of your skills and competencies. It's best to have a good balance of examples showing
technical skills (perhaps demonstrating how you did something) as well as personal competency (perhaps
showing how you dealt with a difficult situation or person). Use these examples when you're asked
questions. Remember to concentrate on those areas that you've identified as critical to job success.

Prepare Supporting Evidence

Be ready to back up your claims. You can tell people that you're great at organizing, but your statement
carries more weight if you support it with solid data. How did you or your team contribute to the timeliness
of the project? How much money and time did the company save because you prepared the project
properly?

Consider the following:

 Sales/revenue you generated.

 Money you saved.
 Positive feedback your clients gave you.
 Creative solutions you implemented.
 Problems you solved.
  Contributions you made to specific improvements.
 Initiatives you took.
 Commitment, dedication, and loyalty you demonstrated.

Address Your Boss's Needs

Typically, your boss will have a direct say in whether you're rehired.

In the interview, provide evidence and describe why your performance has benefited the organization,
and how it will continue to do so – this is your first line of attack.

However, then move on to how your skills, experience, and actions can have a positive effect on your
boss and his or her goals. How have you and will you make your boss's job easier? How will you help
your boss perform more effectively? Providing that you're not cynical in the way you do this, these points
can give you an edge over other equally qualified candidates.

Prove Your Enthusiasm

Your attitude can be as important as your knowledge and skills. There may be many capable people out
there who are interviewing for the same position. The reason for hiring often comes down to attitude and
enthusiasm. Interviewers want to know if you have passion for your work. Will you bring a positive energy
to the team, or will you bring it down?

Don't complain about your interview beforehand… to anyone! Negative comments have a way of coming
back to haunt you. Think of the re-interview as a chance to prove yourself and talk about all the great
things you've done for the organization.

Prepare for Salary Negotiations

Your "new" position may come with a salary review as well. To get the most out of this discussion,
research what the job is worth. Use your current earnings as a reference, and try to figure out average
compensation for others in the company with similar responsibilities. Also, look for external salary data to
determine industry averages for your position.

Remember to include benefits in your salary negotiation. Are you willing to give up more money for more
vacation time? Would you like a flexible work schedule or some other change to your work conditions?
Issues like these can be used as negotiating points.

Learn more about salary negotiation.

Know Your Rights

Many countries have laws about employee rights during layoff and restructuring situations. Make sure
that you know about these, so that you know where you stand.
Key Points
The thought of being asked to re-interview for your job can be shocking. Unfortunately, it can happen
more often than you think.
Rather than waste precious time and emotional energy being angry and insulted, concentrate on
preparing for the process. If you treat this interview with the same importance and significance as a
regular job interview, you'll increase your chances of being successful. Know what your skills are, know
what you've already contributed to the company, and know how much you're worth. Your preparation will
pay off!

I'm Back!
Returning to Work after an Extended Absence

Let's face it: life happens. We get sick, we take time off to care for aging parents, we have babies, we
take sabbaticals to travel, or to go to school. All of these important events are part of a rich and complex
life.

However, returning to work after a long absence can be just as challenging as being away. It can also be
challenging for your boss, who has to help a colleague make the transition back to work.

So how do you do it? How do you learn about everything you missed while you were gone? How do you
adjust your goals, which may now have changed, to fit with your work environment? And how to you
readjust to the discipline of the workplace?

Plan Your Return

When you choose a time to come back to work, discuss this with your boss. Make sure you decide on a
date that's easy for both of you. If your boss is managing a big project for the next three weeks, then try to
return after this. If possible, it's usually better to choose a time when things aren't too busy.

You might want to discuss returning in smaller steps. For example, you could work one or two days per
week, then increase to three days, and then go back to full-time. A slow return can be much easier than
immediately going back to a full-time schedule, especially after a long illness or maternity leave.

It's also important to let your co-workers know that you're back. Don't just walk in and settle into your old
office – this might be a bit confusing and stressful for those who work with you. Take the time to send out
an email to let everyone know that you've returned, or have a meeting with your closest colleagues to
learn what's happened while you were away.

Reassess Your Goals

Whatever your reason for being away, it was most likely a life-changing event. This means that your goals
and priorities may now be very different from what they were before.

Take some time to assess where you are right now, and where you'd like to go. Make a list of your
priorities and goals. Are there things that you cannot, or will not, tolerate anymore?

You also need to consider those around you. For example, if you've just returned from maternity leave,
then you may no longer be able to work late. However, just because you have to leave at 5:00 pm
promptly, that doesn't mean you should automatically expect co-workers who don't have kids to stay late
and finish up.

Yes, your priorities and goals may be different now, but you're also part of a team again. If you receive
help from co-workers, thank them. And look for ways to make sure you don't always ask them for help –
or ways that you can help them when they need it. Perhaps you could shorten your lunch break, or come
in a little earlier one day a week, to help others in return for the help they give you.

If you're the manager of a returning worker, then make sure you recognize the extra effort others may
give to help this person – and perhaps offer them some compensation for this.

Learn What You've Missed

Once you're back, catching up and learning everything that you've missed can be difficult. A lot may have
changed since you left, and you might feel pressured to do too much too soon to prove that "you're back."

Although this is a good goal, be easy on yourself. You've been away for a while, so most people will
understand if you're not back to a full routine on your second day. It's going to take time to readjust, so
don't overwhelm yourself by trying to learn and do everything at once.

Your company may have hired someone to temporarily handle your work during your absence. When you
return, that person is probably your best resource for learning what you need to know.

Ask questions and take notes on what this person has done while you were gone. Don't rely on your
memory. If you take notes, you won't have to worry about missing an important piece of information.

You could also talk with your colleagues about what your replacement did while you were away. Try to
find out what that person did – or didn't do – well. Then you can continue the good things, and avoid the
bad.

Readjust
After a long absence, getting used to the discipline – and sometimes the dress code – of an office
environment can be difficult. It's going to take a lot of energy to get readjusted. Try to keep your personal
commitments to a minimum when you first return to work. It might not be the best idea to go out for drinks
every night with co-workers, at least for a while. Give yourself time to rest and relax at the end of the day
– then you'll have more energy for work.

Tips

Here are a few things to help you get back to work:

 If you're overwhelmed by too many emails, use the "Out of Office" feature to send automatic
replies. This can let people know you've just returned after a long absence, and that you'll
respond as soon as you can. People are often more understanding than you might think.

 To learn about what happened in the company while you were gone, read past company
newsletters, contact clients, and talk with co-workers.

 If you've returned after a maternity leave, illness, or caregiving experience, you might still have to
deal with emergencies. Make a robust back-up plan for days like this. Know what you'll do if your
babysitter can't work, or if your parent needs a sudden trip to the doctor. Save vacation or
personal days to use on these occasions. And discuss options with your boss. For example,
maybe you can sometimes work from home.

 Ask for help! Don't try to do everything yourself. If you communicate with your colleagues openly
 and honestly, they'll probably be more than happy to help with your workload or just listen when
you need it. More often than not, people are considerate and understanding. Ask for help when
you need it, and you'll probably get it.

 Try to keep a positive outlook. Returning to work, especially the first week, is probably going to
feel completely strange. But that first week of your time off probably felt strange also, remember?
You CAN do it – just give yourself time to adjust, and take one small step at a time.

Key Points
Returning to work after a long absence can be stressful, but you can do things to reduce this stress.
Communicate with your boss to choose a good return date, and perhaps you can work part-time for a
while. Reassess and replan your goals, which may have now changed.

However, remember that other people's priorities may not have changed. Don't automatically expect
others to do the work you can't complete, and be sure to thank them when they help.

Your temporary replacement is a valuable resource when you return. This person can help you learn what
happened when you were away, and you can use his or her performance to set guidelines for your own
performance.

Lastly, allow yourself time to rest and relax at the end of the day. Returning to work takes a lot of energy,
so keep personal commitments to a minimum for a while.

Back On Track
Overcoming a Major Setback in Your Career

We all have bad days at work. But some days are much worse than others!

If you've received a layoff notice, learned that you've been passed over for a promotion, or been formally
reprimanded for your performance… these things go beyond having a rough day at the office. They can
be major career setbacks.

When something like this happens to you, it can seem like the end of the world. Will you lose your job?
Will you be able to find a new job? Will you ever get the opportunity and recognition you desire?

With worst-case scenarios running through your head, it may be hard to pull yourself together and start
planning your next move. But that's exactly what you have to do. You must dig deep, and find the strength
to move on.

If you worry and focus on the negatives, you'll miss out on the positives. And developing a positive
outlook can help you rebound quickly. In fact, with the right attitude and set of skills, you might emerge
from a career setback with a much stronger belief in yourself – and in what you can accomplish.
Getting Past the Impasse
When you encounter a career setback, you have a choice: Accept the situation and make positive plans
to move forward… or resist the situation and try to fight the change. Either way, whether you like it or not,
things have changed.
Isn't it better to have a say in those changes? After all, most of us will hit what appears to be a brick wall
in our lives at some point. This is often what initiates change in the first place. It’s best to decide to view
the change as a challenge and a growth experience. If you don't, you risk internalizing the situation,
thinking that you've done something wrong, or fearing that you’re inadequate in some way.

Want to learn more about getting beyond impasses in your life and "unsticking" your career? Read this
interview with Tim Butler, author of "Getting Unstuck," for practical information and helpful hints.

Try to remember that no matter how disappointed, upset, angry, or discouraged you feel right now, it will
pass. You're facing a new and different reality. To get through this setback, you need to adjust your
perspective to the changes you’re experiencing.

These basic guidelines can help you change your outlook and improve your attitude.

Step 1: Acknowledge your feelings

Take some time to accept your new reality, and give yourself permission to feel bad. It's
important to recognize and admit to your emotions: Keeping them inside may only make them
seem larger and more overwhelming than they really are.

 Take some time to explore unresolved issues that often surface in times of stress and
setback. Do you have lingering self-doubts? What does your "inner critic" say to you that
makes you feel unworthy? Evaluate thinking patterns that may keep you trapped in a
negative cycle.
 Seek support and assurance from others. It's really important to have at least one
person you can talk to about what's happening. You might need to vent your frustrations,
or you might need a sympathetic audience. Often the perspectives of others help you
see the situation more clearly.

Step 2: Expand your view of success

Encountering a career setback does not mean that you've failed or that you're unsuccessful or
unworthy. The reality you're facing is not a reflection of your value as a person or as a team
member.

 Learn from this experience. Don't focus exclusively on the negatives. Rather than view
your setback as a problem to surmount, focus on the future opportunities that will open
up for you.
 Put the setback into the right perspective. This is only one incident in your career. Don't
make it into a catastrophic event that will mark you forever.
 Avoid failure terminology. Say instead, "I tried, and it didn't work out this time." This will
help keep your viewpoint positive.
 Practice rational and positive thinking, and make sure that your perspective is well
aligned with the reality of the situation.

Step 3: Develop new skills

Use this as an opportunity. Do you need to upgrade your skills to get a promotion or new job?
Do you need to develop new skills to take your career in a new direction? This is the perfect time
to start.

 Discover your passion. What is it that really excites and inspires you?
  Determine what your core skills are, and build your career goals around them. These
don't necessarily have to be technical skills. Find out which competencies have been
most instrumental in your success so far.

Step 4: Build your resiliency

You need to be mentally tough and able to maintain your professionalism – even when things
aren't going so well. Resilience is essential. It allows people who have it to be much more
successful than they would otherwise be. A resilient person will probably bounce back from a
hardship much more quickly and easily than someone who is more rigid and "thin-skinned."

Here are some key characteristics of resiliency that you can develop in yourself:

 High self-efficacy – Believe in your ability to be successful. Don't simply want, hope, or
try to be successful. EXPECT success, and put yourself in a position to capitalize on the
opportunities you've been given.
 Positive outlook – Be optimistic about your future, and don't allow present circumstances
to cloud your vision of yourself.
 Introspection – Ask yourself what's working and what isn't. Understand that success
requires flexibility, and constantly look for ways to do things better and improve yourself.
 Focus on controllable things – If you can't change it or control it, then your energy is
wasted when you dwell on it. When you feel in control and focus on things that you can
influence, you'll also reduce much of the stress and pressure that you're feeling. Keep
making decisions and solving problems … even when you doubt yourself and feel less
than confident.

To learn more about developing resilience, listen to our interview with Cal Crow. Find out what makes a
person resilient, and pick up great tips on how to develop your own resilience and self-efficacy.

Step 5: Determine what went wrong

Your own role in the setback will vary from situation to situation. A company-wide layoff is
probably beyond your control, whereas being terminated or reprimanded for performance issues
is something for which you can take more responsibility. Regardless, it's important that you
make a thorough assessment of the situation to maximize your learning and correct any wrongs.

 Identify the aspects of the setback that were and were not in your control. Was (or is) the
job a good fit for your skills? Do you have what it takes to be successful in the position –
or do you need more training, experience, or other development? Did the organization's
leaders simply make a staffing decision based on economics?
 Determine what you need to do to make sure that you learn from your mistakes and
never repeat them. What would you do differently next time? What behaviors or
decisions contributed to the setback you're experiencing?
 Where possible, correct your mistakes and reduce the damage as much as you can.
This is especially important if your actions had consequences for others on your team.
 Avoid blaming others, because this only keeps you focused on the negative aspects of
the situation. It's not a constructive use of your energy.

Step 6: Take action

When you know what factors contributed to the setback, develop an action plan that will help you
get your career back on track.

 Create a strategy for your career. You have a new perspective and a new set of
circumstances. What you used to believe, and the direction in which you were heading,
 may no longer apply. Assess all of your options, and determine which options provide
the greatest potential. Brainstorm ideas, and talk to your network to develop a broad
range of ideas and opportunities.
 Break down your strategy into a detailed career plan. Identify manageable pieces, and
develop goals for yourself.
 Using what you've learned about yourself and what you need to improve, determine
what you now need to accomplish – and by when. The more specific your goals, the
more likely you'll be to follow them through to completion.
 As you accomplish your smaller goals, your self-confidence will increase, and you'll be
motivated to keep moving forward and believing in yourself.

Step 7: Rebound
Look to the future. Maintain your positive outlook, and don't look back. Every experience
provides value. Use everything you've learned about yourself to build a new and better reality.
And keep this in mind for next time: It DIDN'T kill you, and it DID make you stronger!
Key Points
When you suffer a setback in your career, you need to realize that it's not the end of the world. You're not
the only person who's lost a job or made a big mistake. You are, however, the only one who has the
ability to turn the situation around and make it a positive event in your life.

When you adopt the right attitude and realize that there are many other opportunities available, you can
recover from almost any setback. In fact, if you take the time to learn about yourself and assess what
went wrong, you'll emerge in a better position to take advantage of future career opportunities. A setback
only sets you back if you allow it to do so.

Words Used In... Financial Accounting

As with most specialist fields, accounting has its own vocabulary of terms and phrases that have very
particular meanings. Unfortunately, these definitions are often far from intuitive, and they can often seem
confusing or even intimidating!

This Mind Tools "Words" page is designed to help you navigate your way through the minefield of
financial accounting 'speak': It provides a quick reference glossary of words and phrases commonly used
in the accounting departments of organizations.

This "Words" page covers the following terms:

Balance Sheet Items

 Accounts Payable
 Accounts Receivable
 Amortization
 Asset
 Balance Sheet
 Book Value
 Creditor
 Current Asset
 Current Liability
 Debtor
 Depreciation
 Equity
  FIFO
 Fixed Asset
 Goodwill
 Liabilities
 LIFO
 Liquid Assets
 Reserves/Reserve Account
 Retained Earnings

Income Statement Items

 Accrual
 Cost of Goods Sold
 EBIT
 EBITDA
 Expense
 Fixed Cost
 Gross Profit
 Income Statement
 Net Income
 Profit and Loss Account – see Income Statement
 Revenue
 Statement of Cash Flows
 Variable Cost

Terms are defined below:

Accounts Receivable
Money owed to an organization by its customers for goods or services that they have already received, or
that they have agreed you can invoice. When you extend a customer credit, you no longer have the asset
they purchased. If they don't pay you right away, then the amount due is an account receivable. Accounts
receivable are current assets as they are expected to be converted to cash in the short term. The
business that purchased the item from you records an account payable in their books.

Accounts Payable
This is a current liability that represents the cash you owe to your creditors. When you make a purchase
and pay for it at a later time, you have an obligation to pay that is recorded as a liability on your Balance
Sheet. The business you purchased the item from records an account receivable in their books.

Accrual
An expense which is accounted for in one accounting period but which is not actually paid for until the
next. Accruals allow a business to reflect when its expenses are incurred. Typical accruals include utility
bills which only arrive at the end of a quarter but which are accounted for monthly. When the reverse
happens, and suppliers charge for services up front that are not used until a later accounting period, the
cost is accounted for in the later period as a prepayment.

Amortization
The depreciation of an intangible asset.
Asset
Anything of value that the organization owns and that can be used to generate revenue in the future.
Assets can be tangible – inventory or equipment (which is a fixed asset) – or intangible – such as patents
or trademarks. Another term for asset is "economic resource".

Balance Sheet
A financial report showing the things of value that the organization owns (assets) and what it owes (to
creditors and investors) at any one point in time. The daily transactions of the organization cause the
balances of these items to change. For example, when you sell an item, your cash on hand (or another
asset) will increase and your inventory will decrease. This is why it is a "point in time" statement. It's also
known as a Statement of Financial Position and Statement of Financial Condition.

Book Value
The depreciated value of an asset at any time between its purchase and the point where it is depreciated
to zero. The book value does not necessarily reflect what you would get for the asset if you sold it at that
time.

Cost of Goods Sold (COGS)

The costs directly associated with the production and selling of the merchandise sold, for example,
materials or sales commission.

Creditor
A person or organization who has supplied you with goods or services for which you have not yet paid.

Current Asset
Assets that you can be expect to convert into cash in one operating cycle, typically one year. Current
assets typically include cash, cash equivalents, accounts receivable, and inventory.

Current Liability
An obligation to pay a creditor within one year, using an existing resource or by creating another current
liability (for example, a short term bank loan).

Debtor
A person or organization to whom you have supplied goods or services, but which has not yet paid you
for these.

Depreciation
A method of spreading the initial purchase cost of a tangible asset over the period for which it remains
useful. Tax authorities generally stipulate an acceptable depreciation period for certain items. When
"straight line" depreciation is used, the purchase cost is spread equally over the depreciation period.
Depreciation is recorded as a liability offsetting the original value of the asset on your balance sheet.

EBIT (Earnings Before Interest and Taxes)

A calculation that shows an organization's net income before applying tax and interest payments. It is
useful for determining how profitable a company is because it matches revenue from operations with
expenses from operations.

EBITDA (Earnings Before Interest, Taxes, Depreciation, and Amortization)

A measure of an organization's ability to earn a profit from its operations and other incomes, without the
effect of the non-cash expenses of deprecation and amortization (while an organization records
depreciation as an expense, there is no cash paid out in the transaction.)

Equity
The value of net assets owing to the owner of the organization. If a company were to dissolve (in a
controlled way), creditors have the first claim against the assets. Once all the liabilities are paid, the
balance that remains is the owner's share. This is the equity that the owners are owed by the
organization.

Expense
Assets or obligations incurred in the process of generating revenue. Buying inventory, paying rent and
paying salaries are examples of common expenses incurred in the course of doing business.

FIFO (First in, first out)

This is an inventory valuation method where the first item brought into inventory is the first one taken out
of inventory. The assumption is that the first items purchased are the first ones sold. For example, you
purchase 100 dresses for resale at a cost of $50 each and then purchase another batch for $60 each. For
the first 100 dresses you sell, you remove $50 from your inventory account. For the 101st dress you sell,
you take $60 out of inventory. FIFO approximates replacement cost of inventory items and is a more
accurate depiction of the actual flow of goods in and out of an organization. Many jurisdictions require
FIFO inventory valuation for income tax purposes.

Fixed Asset
An asset that is used over more than one accounting period (usually for longer than a year), such as
computer and other office equipment, production machinery and trucks. These are also known as Capital
Assets.

Fixed Cost
Expenses that are incurred regardless of sales. Items like salaries and insurance can remain the same
whether you sell 100 units or 10,000 units.

Goodwill
The value attached to an organization's ability to produce superior earnings compared to its competitors.
Branding results in goodwill as does earning a great reputation for customer service. Goodwill is an
intangible asset that typically only appears on the balance sheet if the organization is purchased. It often
represents the premium a purchaser pays for the company after the difference between tangible assets
and liabilities is accounted for.

Gross Profit
The difference between the revenue and the cost of goods sold during an accounting period. This
represents the amount of revenue an organization has left to cover the expenses of operating the
business. Gross profit is often expressed as a percentage of sales, so that comparisons can be made
from one period to another to monitor costs.

Income Statement
A financial report summarizing the organization's progress during a specified period of time. It
summarizes revenue earned and expenses incurred, and the difference is recorded at net income for the
period. It is used as a guide to how profitably the organization conducts its activities. It's also known as a
Profit and Loss Sheet (P&L) or Account.
Liabilities
An obligation to pay for an asset or provide a good or service in the future to a creditor. Until the
organization fulfills its obligation, the creditor has a claim against the assets of the business. Common
liabilities include bank loans and accounts payable.

LIFO (Last in, first out)

This is an inventory valuation method where the last item brought into inventory, is the first one taken out
of inventory. The assumption is that the last items purchased are the first ones sold. For example, you
purchase 100 dresses for resale at a cost of $50 each and then purchase another batch of 100 for $60
each. For the first 100 dresses you sell, you remove $60 from your inventory account. For the 101st
dress, you take $50 out of inventory (assuming no other dresses have been purchased in the interim). In
a period of rising prices, LIFO would produce a higher inventory cost and thus lower income. This would
result in lower income taxes paid so many jurisdictions do not allow LIFO valuation for income tax
purposes.

Liquid Assets
Assets that can be sold quickly for cash without any significant loss in value. Cash in the bank, as well as
marketable securities (stocks and bonds) are highly liquid.

Net Income
The excess of revenues over expenses for an accounting period. If the figure is negative, it is referred to
as a Net Loss. It's important to recognize that net income does not equal cash or the amount of money
brought in. This is also called Net Profit or "The Bottom Line".

Reserves/ Reserve Account

A portion of equity that is not available for regular business use. It is often allowed to accumulate to cover
future liabilities or other major expenditure planned.

Retained Earnings
The accumulated earnings of the company that are not distributed to owners. These funds are retained
for the organization's future use or for distribution to the owners in the future.

Revenue
The inflow of assets (cash and accounts receivable) to the organization in exchange for goods and
services. Revenue is sometimes called Sales or Turnover.

Statement of Cash Flows

A financial statement that shows the cash flows in and out of a business for an accounting period. It
identifies the sources and uses of the cash, and categorizes these as cash from operations, financing,
and investing. The main purpose of the statement is to determine whether the organization has enough
cash to cover its short-term obligations. It is also referred to as the Statement of Changes in Financial
Position.

Variable Cost
Expenses that vary with sales of the organization. As you sell more, your material costs increase, as do
things like transportation, wages and utilities. Some of these may be strictly variable and others have a
fixed portion as well. For instance, you incur a minimum wage cost regardless of production.