Be a squeaky wheel…(with class)

squeaky_wheel

They say that the squeaky wheel gets greased. The message of this old idiom is that he who complains long enough will get what he wants.

In the context of an office environment, however, no one likes a complainer. At the office, complainer usually eats lunch alone. Or worst, he’s the first on the list of people to get the pink slips.

But that doesn’t mean that this old idiom should be ignored. There is some real wisdom in it. Said another way, it shows that  the most noticeable person is the one most likely to get the most attention. The key is in how someone is noticeable.

A corporate climber is someone who uses this idiom to her advantage. She communicates with her managers and other stakeholders. She asks questions often and seeks constant feedback.

When in a role, especially a new role or taking up a new project, it’s crucial that you demand (tactfully) of your superiors what is expected of you and maintain an ongoing communication with them with regards to issues you are running into.

Ask for feedback. Ask for counseling and coaching.

The quiet, new person who keeps to himself and whose work a manager has to correct is more likely to be shunned than the new person who constantly asks (smart) questions and stays on her radar.

The squeaky wheel gets the grease.

For example, once I had two new staff under me. One drove me absolutely fucking insane, question after question and second guessing everything, even my decisions. But as he worked he would keep me apprised of his situation and in the loop. He would seek help and clarification as soon as he encountered an obstacle or an issue. He made sure I reviewed his drafts and working files and that I helped him hone his deliverable to my expectations. In the end, his work was very good. It was always exactly what I wanted.

The other staff was quiet and solitary. I’d assign him a task, with an hourly deadline, and he’d go off on his own. No communication. I thought he had everything taken care of. Come deadline he had some half-assed work ready for me. I was not happy. Not only did he misinterpret my instructions and provided the wrong deliverable, I had to sit with him and spend hours helping him fix his mistakes. It felt like he just wanted someone to hand-hold him through the work. Eventually, I learned to rely on him less and to check up on him more frequently when I assigned him a task or project.

Moral is…make your own personal presence known among your bosses. Show you are active. Even if you are missing things and the numbers don’t add up, asking questions early and often avoids a lot of headache later. Being proactive  just shows that even though you need assistance, you are eager to learn and grow. Be the employee you would want if you owned the company.

Demand feedback.

19 Hard Truths You Have to Accept to Be Successful

RealityCheck

Found on themuse.com

Email etiquette | the CC

EmailEtiquette

One of my favorite sources of office etiquette is Ross McCammon who writes articles as the Equire Guy for Entreprenuer magazine.

His recent article on the etiquette of using the CC feature in emails is brilliant. We’ve all used it. We’ve all been a victim of someone else using it on us when we’ve least expected it. Some of us may have even been thrown under the bus via the CC. It sucks!

If you’ve ever been confused about when and how to CC someone else in an email thread, read on. Below is the excerpt as it appeared in the Feb 2015 copy of Entreprenuer.

You’re at a party talking to your co-worker Dave. You’re having a nice back-and-forth about work stuff, the softball game next week, what the smell is …

As Dave is talking to you, he taps Susan on the shoulder and beckons her over. So now it’s you, Dave and Susan. But he doesn’t say anything to Susan or even disclose why he asked her over. He just continues talking to you like Susan’s not even there saying out loud everything you guys were discussing before she got there. Even the stuff about Susan. And she’s not saying anything. She’s just standing there, looking blankly at the space between you and Dave.

That’s what CC’ing is like. But that’s a particular type of CC – the “discreet insertion CC.” All of a sudden a name appears in an email. Why is that person here? Where did they come from? What is their agenda? Why is their presence not being acknowledged? This is surreptitious. Distasteful. Irritating.

Contrast this with the “Over-insertion CC,” which involves acknowledging that you’ve added someone to the email thread. It’s like the above scenario, only Dave says, “I’m going to bring Susan into this.” Still surreptitious, but less so. And a little less irritating.

Also of note is the “responsibility minimization CC.” It says “By involving someone else, I am making myself less culpable should whatever we’re emailing about go sour.” On the spectrum of Irritation, this falls between the above two types of CC’ing.

The most aggressive approach is the “defensive CC.” It says to the other party: “By involving this particular person, you are not going to so easily get away with what you think you’re getting away with.” Forget irritating. Here, you just seem vaguely sociopathic.

But the worst CC is the “blind CC.” It’s a move straight out of a spy novel. It says “Hey, go over there and stand behind those boxes. Just wait. They’ll come in, we’ll talk, and you’ll hear everything! And they will never know.”

The blind CC says to the CC’d, “I trust you with this information. In fact, I trust you more than I trust the person I’m betraying.” That’s the problem: It’s sneaky. And the 438th rule of business states, “If you benefit from the sneaky behavior of others, at some point the sneaky person will use the sneaky behavior against you.” Your emails will also be copied to someone else without your knowledge.

THE EFFECT ON THE COPIED

Sometimes you’re Susan. You’re the one that’s been brought into the conversation against your will. If you’re only the third or fourth person on the email chain, then you an obligation to acknowledge that you have been pilled into the conversation. And if you have any questions as to why that is, you have an obligation to inquire about what kind of contributions the CC’er thinks you can make. This is an investment. It says to everyone involved: “I want to be of help here, but if I have been CC’s here for ulterior motives, then please think twice about ever CC’ing me again.” It also says: “It may have been a mistake to CC me, because I am the kind of person who forces you to spend a lot of time explaining why I was CC’d. You irritate me, I will irritate you tenfold.”

The ethical problems are obvious: You’re changing the terms of discourse without the other person agreeing to that. CC’ing denies your colleagues a choice. Also, it lessens the importance of the CC’er and it forces the CC’ees to deal with a problem that they didn’t ask to deal with.

AND THEN?

The reason you’re doing the CC’ing is less important than the effect it has on communication – both in the short and long term. The CC suggests you don’t fully trust the person you’re dealing with. (Which, of course, your don’t.) A healthy skepticism is an important virtue in business.

But communicating that skepticism in such an obvios way changes the terms of communication. It says “You and I can’t do this on our own,” or “I won’t let you do this on your own.” When someone inserts a CC, I am immediately less inclined to communicate openly with that person. It degrades our relationship.

The Esquire Guy also provided a quick guide to the do’s and don’ts of email CC. For the entire article, pick up a copy of Entreprenuer today.

EmailGuide2

Don’t f#@k the drunk intern … and other career saving holiday party tips

office-party-drunk_SRS-Legal-230x300Holiday parties are back! Companies are makin’ money and the ones that aren’t being cheap are bringing back the holiday party in full swing.

While it’s supposed to be a time to hang loose and let your hair down, in reality, it’s the opposite. It’s an opportunity for you to show that you can be reserved and professional when you don’t have to be. It’s an opportunity to show upper management that you can take care of yourself and not embarrass the company if left to your own devices.

Holiday parties won’t make your career. But they can definitely derail it if you’re not careful and if you’re not on your best behavior.

Here’s how not to screw up.

Do NOT skip the party … or be really late

While there is never an obligation to attend a holiday party, don’t be that prick who’s too cool to attend. No matter how lame you think it is, you must go. The people who organize these i.e. most likely your boss(es) will notice. Even if they don’t, don’t miss the opportunity to show off your polished social skills and mingle with upper management.

Showing up extra fashionably late? You’re just being extra dumb. Senior management probably won’t stay too long. For them, this is not a time to hang loose. They’re still working. So, most of them will stick around for the obligatory hour or two and then make an exit. You do not want to miss out.

Married? Don’t take your spouse if they’re not invited. However, definitely do bring them if they are invited. Don’t have a baby sitter? Find one. They’re working? Tell them to call in sick. This is important to you. They need to show up and represent the hell out of you i.e. make you look good.

Which leads me to the one exception. If your spouse or significant other is incapable of making you look good in front of others, then save yourself and leave them at home.

Dress well

This is a no brainer. You’re going to a business social function to see and to be seen. So wear something nice. More importantly, dress with class.

Men | Wear a suit if you can. Even if others don’t. BUT…and it’s a big “but”. Make sure to wear a suit that looks good on you. Don’t pull out that 5 year old suit that’s too big or too tight. If you don’t look good in it, throw it back in the closet and go buy another.

Women | Dress to impress. Look hot without looking slutty. Tight fitting dresses are risky so instead, go with form fitting. When you look good, you feel good. And when you feel good, it shows in your confidence. Just please refrain from showing off too much skin. Avoid making this about your body regardless of how sexy it is. Don’t allow yourself to get boxed as the “chick from legal with the hot legs.” It’s about you as the whole package.

Married? Make your significant other also follow the rules above. They represent you and your brand at this shin-dig. Don’t let them pull you down.

Don’t show up hungry

Yes, there will be food. Tons of free food. But do you really want to waste your time in the food line? Precious time that can be spent mingling. So, grab a drink, walk around and look for the key people you need to get in front of.

When you do eat, keep the items on your plate to things that can be eaten in small bites. Avoid looking gluttonous. You don’t want to be caught in the middle of a conversation with a big ass chunk of food in your mouth. Stay away from anything that is too liquid (gravy, sauces, etc) or anything that can stain your clothes if it falls.

Make sure you’ve got nothing in your teeth.

Control alcohol intake

This is NOT the place to get drunk. So go with a plan to stay attentive and focused. Know how many drinks it takes to get you from a good confidence boosting buzz to tipsy. You want to stay in that “confidence boosting buzz.” So as soon as you reach it, stop drinking. Get a glass of water or coke or something. Wait 15-20 mins before the next drink.

Notice that the senior leaders are either drinking water or other non-alcohol beverages or they will nurse their one drink forever. That means, their judgments are not clouded. Neither should yours.

Leverage your spouse…big time

Your spouse or significant other knows you better than anyone else in that room. They can help you raise your profile, both in the room and at the office.

First, your significant other is your arm candy. If they look good, you look good.

Second, your significant other can be a great cheerleader and marketer of your brand. Have them with you when you approach the big boss and her husband. While you’re buttering up the boss, your partner should work on their significant other. While you make a good impression on the lady who has an influence over your career, your spouse can make a good impression on the one person who has influence over the boss lady.

Avoid talking shop

While it’s inevitable that conversations about work will come up, play it smart and keep it light and high level.

  • Don’t bitch about work | by doing so, you’re being a downer.
  • Don’t talk badly about people | anything you say can and will get back to them or worse, HR.
  • Don’t pitch big ideas to the CEO | use the time to connect with her on a personal level and then subtly request if you can put some time on her calendar to discuss some thoughts (ideas) you’ve had. Most likely she will say yes. Leave it at that. Follow through the next day.
  • Don’t linger with one person too long | unless the person is your BFF at the office, don’t hog up all their time.
  • Have a list of people you want to get in front of. Make sure that you do.

Do. Not. Twerk.

If there is dancing, keep it classy.

This ain’t an audition for “Bring it On”. Keep the booty shaking, the soulja boy, the gangnum style, the harlem shake, the anaconda and whatever else you’ve got, to yourself. You may be the best twerker on your block. Your colleagues don’t need to know.

If you’re with a significant other, dance only (or mostly) with them. If you’re by yourself, dance with a group of people you are friends with. No grinding.

Again … keep drinking to a minimum.

No flirting … no hookups

This isn’t prom. OK? The goal of the night shouldn’t be to hook up with someone. Even if the opportunity presents itself like your favorite dessert on a diamond encrusted plate … just walk away. You are being watched and you are being judged. It’s not worth losing your job over or being the known as the creep that took advantage of poor drunk intern.

Some others

  • If sitting at a table, don’t leave without asking if anyone else needs something – we know you can’t carry it all.
  • Make an effort to walk around and say hello to as many people as possible. Don’t sit at one table for the entire evening.
  • Avoid cell phone use. Post to Facebook later.
  • If you do take a call, it better be from the baby sitter or the hospital.

The Korporate Klimber looks at the holiday party as an opportunity to leverage a career boost. I’m not saying that the holiday party is where you pitch your next big idea. Definitely don’t do that. But it is a great opportunity to set the stage for next year.

Just don’t screw it up and become memorable for something stupid.

Leaders & Leadership | thoughts from GE’s CEO Jeff Immelt

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The General Electric company is consistently recognized as an excellent breeding ground for future business leaders. So much so, that many of the current Fortune 500 leaders today rotated through GE doors before they became CEO. Jim McNerney, Chairman & CEO of Boeing, came from GE. Bob Nardelli, ex-CEO of Home Depot and Chrysler as well. So did David Cote, CEO of Honeywell. The list goes on.

The only other institution with such a reputation is Harvard.

“Firms led by CEOs who were trained at GE will outperform firms led by CEOs who were not; GE’s reputation for developing CEO talent is, in fact, well deserved and not mere hype; and GE appears to develop more CEO talent than other noted CEO talent-generating firms.” – Ivey Business Journal

So when GE’s CEO Jeff Immelt shares his thoughts on leadership and the evolving role of leaders, the Korporate Klimber pays attention.

Here’s what Jeff wrote recently |

[Recently], Aon Hewitt named GE the #1 company for developing leaders. They are an HR consulting company, so their designation means a lot. GE always ranks near the top of the list, but it is nice to be #1. A few days earlier, the Hay Group, another HR consulting firm, named GE #2 on its list of best companies for leadership.

The ratings are based on: practices and culture; global development; business and leadership strategy; reputation; and financial performance. GE tends to do well across all of the categories … that is one of our strengths.

One of the reasons GE has endured as a respected company is our commitment to leadership. However, I have always believed that “leadership has no shelf life.” In other words, as times change, techniques and emphasis must change as well. In our volatile world, leadership must adapt.

Great leaders embrace change. You, as an aspiring leader, should never accept the status quo or the phrase “Well, this is how it’s always been done.” People who say that will never become leaders. Change in inevitable. Success requires us to not only embrace the idea of change, but also that one become an agent for change.

Jeff goes on to say |

So let’s start with the elements of leadership that stand the test of time: a commitment to performance, a foundation of integrity and a desire to learn. These have been traits of good GE leaders for more than 100 years. They will – they must – never change. And, we stand by these foundations in good times and bad.

Pay attention. This is important.

Commitment to performance – You’ve got to work hard. There’s no way around it. No shortcuts. No “hacks”. But notice that he says “commitment to performance” not commitment to hard work. This means that it’s the end result i.e. the quality of the product you deliver that determines the quality of your performance. And as we all know, every high quality product requires hard work and attention to detail.

Foundation of integrity – Success without integrity will not last. Just look at Elliot Spitzer. He was the best attorney general that New York state ever had. He became governor. He was going to be the next president of the United States. Then, he gets caught for hiring prostitutes. This guy, who was the poster child for upholding the law, does something illegal. He lost his integrity. He lost the trust of those who put him up on a pedestal.

If success is built on relationships, and if relationships require trust, then how can one be successful without integrity?

Do the right thing. Always.

Desire to learn – The world is changing and so are the requirements of the workplace. Many of the skills that were important to succeed at a job just a decade ago are obsolete today. Adapt or become irrelevant. Learning and knowing new things, keeps you relevant.

No one likes stale potato chips. Keep yourself fresh. Never stop learning.

Here’s Jeff again |

But leadership must evolve with the times. Let me describe three aspects of leadership that are vastly different today than when I was growing up in the company.

Today, leaders must be deep first and broad second. The emphasis on a “general leader” is declining. Domain matters. Our best leaders have great instincts for markets, customers, data. General leaders can do ok for 2 or 3 years. Domain leaders build ideas that last.

Today, leaders must be risk managers not control freaks. I grew up in a controls-based company. But, the environment was easier. Good leaders today manage the 3-4 things that really count; they know how to prioritize.

Today, purpose is more important than process. In the past, we were more of a process-oriented company. Doing things the right way is still important today. However, in this slow-growth world, outcomes for our customers matter most. Leaders must have a passion for winning.

Passion for winning! You’ve already got that. That’s why you’re reading this blog and this article. Otherwise you’d be going through slides of top 10 twerkers in Romania or something.

Now all you need to do is develop the other skills.

Keep Klimbing.

 

The “Buy-in” is a little known but incredibly powerful tool for corporate success

buy-in-image

You’ve got a good idea. Maybe it’s a new software system to help automate time-consuming manual processes. Maybe you saw a complicated problem and figured out a solution. Or a new initiative aimed at improving current processes. It’s going to help many people across multiple divisions. Implementing it could make a crucial difference for your company and will make every impacted person’s life easier. You talk to your boss and she gives you the go-ahead. You are excited. You spend extra time at the office researching and planning. You do all the work. You create a power point deck to present to the stake holders. You put a meeting on the calendar and invite all the right people. Your research is solid. Your presentation is kick-ass. This is a high-visibility project that could even catapult your career. You can’t wait to blow the socks off everyone.

On the day of the meeting, you present it to the group. But you don’t get the response you were expecting. Instead you get confounding questions and some inane comments in return. The guy in operations who’s group would likely benefit the most, points out a small obscure flaw in your idea and unnecessarily makes it a huge issue. You try to explain that the roadblock he pointed out is minor and can be resolved. But at this point, no one is listening. Before you know, your idea is dead, shot down. You can’t believe it. This was supposed to be a no-brainer. You leave the meeting feeling frustrated at the lack of support.

What happened?

You failed to get the buy-in.

The concept of a buy-in is little understood in the lower ranks of the corporate hierarchy, but it is one of the most effective tools used by those at the top.

The idea of a buy-in is simple. It’s the execution that requires a lot of work on your part.

Wikipedia sums it up the best | “In management and decision making, buy-in signifies the commitment of interested or affected parties to a decision. The goal is to get the stakeholders to ‘buy into’ the decision, that is, to agree (in advance) to give it support , often by having been involved in its formulation.

So what does this mean?

It means you need to get everyone’s involvement and support before you walk into the conference room. Before “officially” presenting an idea in front of many people in a public setting, you need to meet with each person “unofficially”. In this unofficial meeting, take the persons through your idea and your presentation and ask for candid feedback. By discussing it with them privately, you give each person the time to absorb your idea. In addition, you give them an opportunity to privately voice their concerns and opposition and thus, give you time to tweak your plans and presentation. Many follow up meetings may be needed to get their buy in. But in the end, you will have secured support before you even step into the meeting. In a best case, they may even contribute to making your idea better.

DO NOT schedule the official meeting until you have every person’s input and support for your idea.

Listen. Unfortunately, it’s human nature to be self-serving and envious of others. No one, especially those who think you are competing against them at the workplace, wants to see you succeed if they can’t enjoy the same success or be a part of your success. They definitely don’t want to see you come up with great ideas and get a ton of recognition while they sit on their asses doing nothing.

Majority of the time, it’s not even on purpose. Much of human behavior is driven by the subconscious. Your idea may result in a change to the status-quo and many people don’t like change. Usually, in people’s mind, there is a belief system in place about how things should work. Not only are you challenging that belief, you’re telling them that it’s wrong and it needs to change. This makes them uncomfortable. So, it doesn’t matter how great your idea is. It doesn’t even matter if it’s in their best interest. They’re going to find a hole and shoot it down because a) there’s no way you should be getting ahead and b) it’s not aligned with their belief system.

And there’s your ticket. “It’s not aligned with their belief system.” You can work on that.

How? By winning hearts and minds. By gently nudging their belief system to align with yours. Get the idea in front of them beforehand and actively ask for their input. Another subconscious aspect of human nature is advice giving. People LOVE giving advice and opinions. It’s an instant ego booster. By asking for their opinions, you’re making them feel important and getting them to connect with your project at an emotional level [subconsciously]. And honestly, you may actually benefit from their input. As you go through and incorporate everyone’s ideas and even figure out how to address the comments and challenges from the naysayers, you can ensure that you get everyone’s buy-in before you even enter that conference room.

You do this and your success is guaranteed.

Mentors provide the “secret sauce” to career success

Mentoring-wht1

As a professional navigating the corporate world, the importance of having mentors can’t be understated. Unfortunately, it is one of the most easily overlooked pieces of career management. Most of us are so busy being high performers that we forget the value of wisdom offered by those who’ve already been there and those who can guide us in ways we didn’t consider.

As a korporate klimber, you are not just a professional. You are a brand. You’re not just a businessman. YOU are a business. Man!

All successful and long-lasting businesses have a board of directors. Your mentors are your personal board of directors who are there to help you manage your brand (and your career). Having a good group of mentors is helpful when you come across challenges at work or are faced with important career decisions and when you need someone’s unbiased point of view.

Mentors help fill your knowledge gaps and provide opportunities to help your professional growth. A good mentor will make it comfortable for you to let down your guard, share your insecurities, and ask the ‘stupid’ questions we all have sometimes. A good mentor is also honest and unafraid to tell you hard truths about yourself and your work. She helps you navigate the politics of your organization or profession, and avoid the land mines. She pushes you to take risks and aim higher, and advocates for you when you’re not there.

As you seek to develop the mentor relationship here are some basics to consider

  • Don’t force it. But be persistent in showing continued interest in and respect for the mentor’s opinions
  • Cultivate more than one mentor
  • Look for mentors both in your department and outside
  • Look for mentors both inside your company and outside
  • Mentors don’t have to be in the same profession or field as you. Build relationships with people from different backgrounds
  • Don’t only focus on mentors that are older than you. Instead, put age aside and look for people who are successful in their fields and know more than you
  • Find someone you respect and someone who respects you back. The ultra popular frat brother who gave you wedgies but was soooo cool, should not be on your list
  • Don’t pick someone to be a mentor if you want or plan to work for them someday. A mentor should be viewed as long term guidance counselor, not your future boss
  • Choose wisely. Pick a reliable person who will “show up” when needed.

Successful people build relationships and gather intelligence from a wide variety of experts in all industries and age brackets. Insular people who are unwilling to leave their comfort zone become closed off from opportunities.

Mentors provide guidance and help you overcome challenges, both professional and personal. And if you’re really lucky, they will inspire you along the way.