Reading to children can make you a better leader

November 8, 2013 ~ Orlando Ceaser

I was told of the benefits of reading to children. It would aid in their development, help them acquire a love for learning and strengthen the bond between parent and child. But I did not count on the collateral or ancillary advantages I would receive. Of course, I was excited and encouraged by the interaction and the way I was able to connect to my children. But, with each story, nursery rhyme or fable I began to associate their content with the people I managed in the workplace. Their content gave me new insights into executing my role as a leader.

When I returned to work I found that I began to incorporate some of the very language and concepts from the literature I read to my kids the night before. Aesop’s Fables were always good with life lessons. Androcles and the lion taught me the value of helping everyone no matter how small because you never knew when they could help you. The story was about a mouse who returned a favor by saving a lion that was caught in a hunter’s net. The Emperor’s new clothes by Hans Christian Andersen had many applications to corporate culture. The failure to speak to power brought on by fear and ego was a natural metaphor. The practice of using children literature to clarify leadership principles is widespread today with articles and books about the Goldilocks Leadership Style. There are books such as, The Oz Principle by Roger Connors, Tom Smith and Craig Hickman, and Our Emperor’s have no clothes by Alan Weiss and Emperor’s Clothes by Catherine Mc Guinness. They use the aforementioned classic as inspiration for their works.

Reading children stories make managerial principles fresh and exciting. Many people can relate to them and feel connected to the subject. It takes us back to our childhood and the rich and often forgotten lessons from our youth. I read the classic fable of the hare and the tortoise. I walked into work with a new perspective. The morale of the story is that “plodding wins the race,” emphasizing the value of persistence. But when I arrived at work, I placed a different spin on the classic story. I asked my managers, “Who would you rather be the hare or the tortoise?” After a light discussion, I announced that I would rather be a hare that did not sleep. In our fast paced world, a company could seldom afford to hire a large number of workers who always started and finished slowly. We needed people to get out of the starting blocks quickly, master the information around their jobs and get up the learning curve in record time. We needed speed merchants who were confident, with stamina and awareness of the danger of underestimating their competition and the needs of their customers.

Another principle that was reinforced was the idea of performing with a winning attitude, while may have involved faking it until making it was a reality. My daughter was nearly 3 years old and was at the swimming pool with my wife and her mother. She was reciting a book out loud. It was the book I read to her before bed. As she moved to the bottom of each page, she moved her eyes to the top of the next page or turned the page as appropriate. “The man was flabbergasted,” she said. A woman next to her was astonished by her apparent reading skills at such a young age. She did not realize that my daughter had merely memorized every word on every page in the book and turned the pages appropriately, on her way to learning how to read. As leaders we must sometimes show courage and strength in a positive outcome even when we are not 100% certain, until the result is achieved.

I found the following benefits from my bonding moments with my children that I used with my teams that had leadership implications.

1. I listened better because they gave me their undivided attention and asked questions. They wanted to know the why, the back story behind the story. This is similar to the teams we manage. People want to know the content and the context.
2. Children enjoy when you are enthusiastic when reading a story. I was animated and displayed passion in my delivery and interpretation of the story.
3. I had to adapt a reading style that brought each child into the moment. If one child was quiet and the other easily distracted, I had to individualize and customize my reading style, make stronger eye contact and gestures to ensure that both were engaged in the story.
4. I selected stories for them which were my favorites from childhood. This helped reinforce messages that I had forgotten. Some of the fairytales and nursery rhymes were originally written as political satire which helped explain the appeal to some adults. Looking for other ways to use the information helped broaden my perspective.
5. Reading taught me the value of play and including humor in my conversation and interactions with my children and my people.
6. The value of discipline and a set routine, along with the value of commitment to my promises by reading every night I was in town. If I was traveling out of town, I read to them over the telephone to keep my word. When there are challenges there are always ways to improvise to fulfill promises made on the important things in life.

We should look forward to reading to our children or to any children who could benefit from our time and attention. There are organizations such as Real Men Read which place adults in local schools to read to children. The men participating are receiving some of the same benefits I outlined above. The benefits are achieved whether you are reading to your children or any willing child sitting in front of you to hear your passionate delivery of a new book or a childhood classic

Additionally, we know that, “Children are born ready to learn and reading to them stimulates and satisfies their thirst for information. Children cultivate 85% of their intellect, personality and skills by age five. The first months and years of life set the stage for lifelong development,” according the National Research Council and Institute of Medicine, 2000. Reading to them at an early age is a tremendous advantage for them. However, the returns to the adults are exceptionally stimulating. When we think of the input into the creative process that is triggered when we read and visualize the images; the reinforcement of key values and the lessons to help illustrate leadership principles, reading to children should be a consistent and mandatory part of our lives.

Tie breakers – Beating the crowd in a photo finish

November 1, 2013 ~ Orlando Ceaser

Similarity is everywhere. Parity is another word used to describe sameness that exists among sports teams. A commodity is a perception by customers that there is little difference between the items portrayed. The common view is that all of the products under review or investigation are interchangeable and can be substituted for each other. When this occurs with your career, something must be done to give you an edge. A slight variation can be seen as an advantage. If candidates are seen as equal, something must be done to break the tie.

There are so many talented candidates applying for jobs and many have equivalent academic and professional skill sets and expertise. College admission officers receive applications from a large number of straight “A” students and others with high grade point averages. Employment offices receive resumes from people with indistinguishable backgrounds. You have to devise a strategy to stand out or “differentiate” yourself from the crowd. Some people have accomplished this in the form of a short term and long term strategy of more education. This can be achieved in the form of an advanced degree or certificate of specialization in an area of need. This can be in the form of skills and experience gained in volunteer activities on the job, in school or in your community.

Leaders are needed in great numbers. Great leadership is desperately needed. Individuals with the emotional and intellectual fortitude to inspire and lead others to complete projects, exceed sales goals and solve problems will find employment. People with the technical, social skills and emotional intelligence will always be in demand.

Old School relatives always spoke of the value of a strong work ethic. It meant working a job to the best of your ability. It meant pride in the quality of your effort. Sometimes it meant working long hours, where the pay was not worth it in the short term, but there were significant long term benefits. There were occasions when a low paying job was used as a stepping stone to a higher paying job.

What would you use as a tie breaker if you were making a decision between several comparable people? This thought process will help you imagine what the interviewer is going through. Examples of potential tie breakers may include the following.

• Unique or various experiences which sets you apart from others
• Interests, hobbies and attributes which could add to the skills of your team. What are your interests that grow you in other areas? Volunteer opportunities and hobbies in art and music can portray an interesting person. You can develop techniques of creativity which can apply to other areas of life when examined for other tangible benefits
• Sports can be a tie breaker if you reached a high level of competency and can demonstrate valuable skills acquired during your playing days. Leadership positions such as the captain of the team and how this enhanced your character.
Some people look for points of identification with the interviewer as a potential tie breaker. I worked for a manager who loved to play racquetball. In a competitive interview when all else was equal I could see him leaning toward the candidate who was an avid racquetball player.

• Working to pay for your college education. Dave was a manager who worked his way through college and paid for 100% of his education. He therefore, had a bias for anyone who demonstrated these attributes. In an interview if he discovered this information, he immediately connected with the candidate. This plays into the decision-making process. He would use this information to break a tie. Granted this information is often impossible to gather, but I want you to think about acquiring extracurricular activities and education which could prove instrumental in your career development. The more well rounded you are, the greater the possibility of breaking the tie with other candidates.

Tony Alessandra, PhD. said years ago that people should work on their breath and depth of knowledge. The depth of knowledge referred to the information in your chosen area of interest; the data, experiences and connections that formed your expertise in your area of specialization. Your breath of knowledge is all of the other things you know outside of your business, which make you well rounded and hopefully more interesting.

You don’t want to be among the less impressive resumes. But even if among the best you must have sufficient skills to set yourself apart from others. Your leadership, risk taking, charisma and communication skills and leadership practices may be exactly what the organization or institution is looking to bring on board. Your hunger, sense of urgency and a track record of achieving goals are attractive to potential employers.

People may overlook the value of communication skills in breaking a tie and distinguishing yourself from others. Many people use their communication skills to enhance their profile. Students and adults join Toastmasters and look for opportunities to make presentations in front of large groups. People take acting classes to improve their ability to communicate. Their involvement has little to do with pursuing an acting career, but everything to do with building their network and improving their skills to communicate with different people.

Your career plan should contain elements or characteristics to set you apart from others. Or you should look at your interests and skills and ask, “Who would be interested in this array of talent? Am I competitive enough? What is missing? What do I need to do short term and long term? If interviewing was compared to a horse race, there would be people scattered all over the track. However, many would cross the line in a photo finish. It is up to the interviewers to find tangible ways to separate the candidates with equivalent skills. They find a way to break the tie. Illustrating and demonstrating your diverse skills, talents, background and connections will hopefully break the tie in your favor.

Busted while looking for a new job

October 20, 2013 ~ Orlando Ceaser

How would your boss respond if he discovered you were looking for a new job? What would you do if you were busted and caught in the act? What would you say? What would you do? This thought may seldom come to mind, however, you may want to plan some witty comebacks in case you are discovered.

There are more people available then jobs. Many people are trapped in jobs that are below their expectations. Additionally, ambitious employees want to quickly climb the corporate ladder to success. So we find ourselves in a world where individuals are constantly changing jobs or looking to change jobs. People are eager to improve their economic status and to satisfy their egos. Job seekers are using the Internet and social media, along with the traditional job fairs and newspapers. With the heavy traffic of candidates and employers, the Law of Probability predicts your boss could detect your search for a new job.

We hired a manager to help us staff a new specialty sales force. He was waiting to interview one of his former colleagues, who did not know that he had jumped ship. The colleague was waiting to be interviewed. He did not know the name of the person he was supposed to see. He sat in the hall waiting his turn. The door opened and his former colleague stepped out to meet him. The look on his face was priceless, as his knees buckled. Immediately his former colleague placed him at ease by saying that he no longer worked for the same company. The colleague uttered a sigh of relief and said,” I’m afraid that I am going to have to change my underwear.” This made me wonder if it is wise to formulate a few words to share if someone discovered your plans to leave the organization.

Shortly after a merger, I surprised many of my new employees during a session on gratitude. We filled up several pages on a flip chart listing the many benefits of our new organization, which was very helpful for the audience. I wanted them to know that we have a tendency to look at the negative side of change. I also wanted them to remember these things when they received phone calls from recruiters. I reminded them that recruiters were salespeople. The unscrupulous ones were more concerned about placement than the right fit for their clients. I stunned them when I said, jokingly,” I know you are receiving phone calls from recruiters. If you are doing a great job people should be calling you. And when they call, some of you are interested. I know this to be true, because when I call posing as a recruiter, some of you are interested.” It was so quiet you could hear a pin drop. A few of the new team members could be heard asking the person next to them,” Would he really do that?”

Everyone in the workplace is technically a free agent and free to move between companies at will. However, if you have indicated a desire to move up in an organization, they may not take kindly to you aggressively shopping your services. Developing a reputation of having a wandering eye could work against you unless you are a phenomenal performer. Companies may not always seem loyal, but loyalty is demanded of their employees. It is flattering for companies to know that someone else wants to hire you. They blush at the positive impact you have on your customers and the industry. If you take a risk and decide to follow up on their interest, think of a way to respond if you are caught.

A sales representative drove outside of his territory to attend a job interview. He entered an office building and waited for the elevator. The elevator doors opened and there stood his district and regional sales managers. Needless to say, they were surprised to see him and he was shocked to see them. The morale of the story is if you are discovered, be ready with a plausible explanation. Telling the truth about the hiring lead is highly recommended. This can lead you into a very candid conversation about your career. If you lied to make room for the interview, you may have complicated the matter by your lack of integrity. It is ideal to make room for an interview during a long lunch, before or after work or on a scheduled vacation day.

Discovery Advantages
Your willingness to consider another company sometimes it is an indication that something is lacking in your current relationship. It may also speak to the power of your brand that others are heavily recruiting you. There are benefits to the word getting out that you are looking for another job. They include, but are not limited to:
• Discovery may stimulate a serious discussion around your status with the firm
• Career opportunities may suddenly develop because the company feels that they may lose you
• Discovery may enable you to discuss your interest, ambition and lack of career opportunities

Earlier, I mentioned how the company would feel if they knew you were constantly looking for job. Many companies will understand this because of the current precarious state of employment. Some companies may not understand and may terminate you. Some companies may be reluctant to hire you if you are always on the market, trolling for better options.

I met a young man and he asked for my business card.” Are you hiring?” He wanted to know.” I am always looking for a better opportunity.” I wondered at that moment about his comment. He was impressive, but should I seriously consider him? If I hired him, would he maintain the same attitude and philosophy while working for me, always aggressively looking for something better? This takes me back to my central question. If you’re looking for another job and you are discovered,” What will you say?”

You might give the response that people often give when they resign. “I wasn’t looking for a job, but they called me.” Don’t be surprised if your employer is not satisfied with this response. It will not make them feel better to know that you did not initiate the process. A company may view this as disloyalty or as cheating in a relationship. Imagine saying to a companion, “Honey, I did not chase her or go after him first. They approached me. They made the first move and I just gauged their interest to see what they had to offer.”

We search for jobs on social media sites, job boards, career fairs and networking functions. Invariably, if you are active or pursue an opening once, there is the possibility that someone will find out. Discovery may not be due to carelessness on your part. Your profile may be seen by people who have connections with people within your organization. There are haters and informers in your company who wish to discredit you or make themselves look good by telling about your interest in a particular job. The fact remains, if you are looking for another job, it may be prudent to think of your response if your activity is exposed.

Want to save the boss’s job? Perform better

September 26, 2013 ~ Orlando Ceaser

Veterans of watching and playing sports and working in business for a living, remember countless regime changes. The owner or senior leadership brings people into a room or connects with them online to make an announcement. The current boss is being replaced, which could mean, demoted, reassigned or terminated. They inform the workers that it was time for a change. They may deliver platitudes and say such things as, “they were a fine individual and have contributed much to the organization.” This decision may not be linked to performance, but it was time to go in another section. This unleashes quite a buzz within the organization. Both positive and negative comments are made about the person and the decision.

Let’s move our focus immediately from the person making the decision and the person being removed. Let’s focus our attention on the people who work for him or her. On Sports Center and the local news media, one by one former players are interviewed.” “He was an excellent manager, a player’s coach, a person of high intellect and sports acumen. He taught me everything I know. She took a chance on me, when no one else would.” The plaudits and accolades go on and on.

In business and in athletics, there may be factors beyond the coach or the leader, which influence performance. However, one point comes out loudly and clearly, if the person was so great and instrumental in career growth to receive such high praise for their leadership,” why didn’t the people perform better?”

The best way to show a coach or a leader what you think of them is through excellent performance on the field, in the field, on the court, in the office, on the plant floor or in the classroom. Results are the measure of a person’s effectiveness. Is it logical to assume that your performance is an indicator of how you felt about them? If they are not getting the best from you and it is not them, then it must be you.

If you are not delivering up to your capabilities, are you in the wrong job or somehow being hampered by underlying issues. Are you compromising the effectiveness of your team, and placing your job and your manager’s job at risk. Bear in mind, it is the role of the manager to diagnose and treat some of these issues. It is commonly said that somebody has to take the heat and the blame when the team does not perform up to its capability. The leader or coach is usually this individual. Managers cannot fire the whole team or replace every individual over night. Somebody must take the field, sit behind desks or operate the machinery. Often it is believed that firing the manager will jolt the team into an accelerated, escalated level of performance. Sometimes this works, but sometimes it doesn’t.

What can be done?

When you bemoan the fact that, “another one bites the dust or another one got away or another quality coach leaves, think of all of the assistance they gave to you. Remember the instructions and wise counsel. There may have been working above and beyond the call of duty to get you comfortable in your job. Think of their families, as you think of your own. Then I want you to inspire and motivate yourself to give your maximum effort. Energized and engage your team members into working to their highest levels of achievement. You are doing this for yourselves, the organization and the manager you claim to admire and respect.

Performing to your highest level can be very self-serving. It enables you to have a greater role in retaining the best manager for you. If you admire the quality leadership of this individual, make sure that when they leave the organization, is because of some of the reason other than the team not delivering its best. The next person who walks through the door, on to the court or field or into the plant, was selected by you as surely as if you were in the interview making get the job offer. Retaining the manager you want may also keep you from getting the manager from Hell who may be lurking in the shadows waiting the right moment to assume the position you provide for them.

You may know him on both sides of this issue. People have come up to them and stated how unfair it was that they were no longer in the role. They went on to say they will never forget the things they taught them and how it made them a better person or manager. These comments were appreciated and well received. I’m curious; if it meant so much to them, why didn’t it show up in their performance. Why did she choose this year to deliver below prior years? Did they do everything within their power to keep the coach? Are there things that they could’ve done differently that could have led to a different result?

The manager, coach or leader is a part of the team. They set the tone for the velocity of the team and their ability to scale higher mountains of expectations. The team can be compared to a chain and sometimes the manager is the weak link in the chain and should be replaced. Sometimes, there are other individuals on the team that are not living up to their potential and the manager must develop them or remove them from the organization. Failure of the manager to make the tough calls may be an indication that they are not strong enough and should be replaced. In situations where the manager is highly regarded for their character, vision and leadership skills, it is imperative that this bears fruit in the performance of the team.

Post blog assignment

The next time you see a news story, where a person is being removed from a job, you may want to ask yourself a few questions and look for the evidence provided to justify the action.

• What did they do to deserve the termination?
• What information was given to support the action?
• What did the people who worked for them have to say about them?
• Was there evidence of being a good person, but not strong enough to make the tough decisions?
• What information was provided about the performance of the team or the department?
• Did you get a sense that the team was performing below its capabilities?

If you want to keep the manager you have, either as your boss or within the organization, you can contribute to this by performing at the highest level of your capability. This may spare you the inconvenience of complaining about the organization or feeling guilty about your culpability in the demise of your beloved leader, manager or coach.

Reputation – Working Capital in a Successful Life

September 16, 2013 ~ Orlando Ceaser

Have you ever heard the phrase,” You are nothing like I expected,” or” You are nothing like I was told?” When you heard these questions, you probably received them with mixed emotions. They could indicate positive feelings about you or an underlying misconception or suspicion about your reputation. Why were they surprised?

If you’re like me, you try very hard to establish and protect your reputation. Your reputation is who you are, what you stand for and what you represent. Many times it goes before you and people say such things as,” Your reputation preceded you.” So it is critical that you do everything to keep your reputation pristine and positive.

Your reputation is like currency. It enables you to incur special favors and treatment, assignments, employment and business opportunities, the benefit of the doubt and information, power and influence. A poor reputation can also work against you and deprive you of many of the finer things in life. Reputation can affect what people think of you; a fine person they would like to work with or I wouldn’t work with them if they were the last person on Earth.

A Bad Reputation

A bad reputation, which could relate to a bad driving record, poor credit history or hard to work with, can haunt your work life. You may lose out on a job. Usually, losing out on a job may never be brought to your attention, but it does happen. Another tragedy is that there are times when a poor reputation, is not your fault. A director was asked to hire an assistant, who competed against her for her current job. She was initially reluctant. She had the usual concerns about this individual potentially sabotaging her agenda. But she was open to using the person’s skills to improve the overall department. She also felt that she could groom the individual to one day take her job or a similar assignment. She accepted it as a good a challenge.

Shortly after the person joined her department, she began hearing negative comments from members of the team about some of his remarks. He was undermining her authority. He secretly questioned her decisions and even went as far as to sabotage some of the marketing projects. Additionally, he was personally connected to other directors and began to influence their perceptions of her. He told them she was lazy, incompetent and ineffective, that she was in a job that was over her head. They believed him because he knew marketing and worked closely with her every day. He was eventually reassigned, but the damage had already been done to her reputation. He wanted her out of the job, so he could take her place. He could not beat her in the interview, but he was committed to poisoning her reputation.

Survey your people. Could any of them one day do your job? Assess their talent and interest and dedicate yourself to ensuring they will be ready for future promotions. The right person will be patient and welcoming your assistance and advocacy. The wrong person may try to sabotage your efforts, so do not be naïve. Prepare for any signs of betrayal, such as silent insidious insubordination, in word or deed. People will come to you in confidence. Take well meaning comments seriously, especially if they are warning you about passive aggressive behavior that is being used to discredit your reputation.

A positive reputation is crucial in validating who you are. It is a reflection of your life’s work and therefore should be guarded as you would your bank account or investment portfolio. The concept of acting above and beyond reproach is necessary to support your reputation. This should be done to establish a history of consistency. You must not cut corners where integrity is concerned. You don’t want anyone to doubt your character.

While you are working hard to protect your reputation, bear in mind, there may be individuals trying to give you a bad name. There are detractors or haters, determined to bring you down and remove you from competing with them for a current or future assignment.

A candidate was almost denied employment because his previous employer misrepresented his reputation during a reference check. The new company was so impressed with him in the interview that they allowed him an opportunity to address the malicious accusations lodged against him. He told his version of the story to address the example his employer had given, which were completely taken out of context. He also supplied the names of the zone manager and director of sales who spoke very highly of the candidate. They even went as far as to discredit his supervisor, which enabled him to get the job. This doesn’t usually happen, but the reputation of the candidate came through loudly and clearly in the interview and in the comments from the zone manager and the director of sales.

A manager was astonished to find out that an employee was interviewing his people, in an effort to gather negative information about him. She was planning to file a lawsuit against her manager. She wanted to prove that the organization tolerated bad behavior on the part of its managers. Since the manager’s reputation was beyond reproach, she failed in her efforts to link him to her lawsuit.

Failing to pay attention to integrity and your reputation is a very costly enterprise. A poor reputation may literally cost you thousands of dollars in lost promotions, salary increases, bonuses, key relationships and important clients. You must do everything in your power to keep your reputation positive and of the highest caliber. This involves monitoring and managing your personal and professional image. Just as there are agencies to monitor your credit and issue credit reports, you must find a way to monitor your reputation. You must set up a process, a mechanism or system to collect image data on yourself. There are a few simple techniques you should consider. You have heard them before and they should be repeated because repetition reinforces learning.

Reputation Feedback

Select a few trusted advisors to give you feedback on your character, image, personal and professional leadership. These all add up to your reputation, as you know it. You should gather information the old fashioned way by asking questions in a questionnaire, on the telephone, in a meeting or over a meal. Consider using the following questions.

• Do you feel I am listening to you?
• Do you feel I am treating you and others fairly?
• Have you heard anything that should be brought to my attention?
• What are things I need to change to make things better for you?
• Is there any dissent that has surfaced among your team members?
• What can I do to make you feel a greater part of the team?
• Are my actions in line with my stated values and intentions and your expectations?

Ask different people about the word on the street about you. What are people saying? What have they heard about you? If your company conducts employee surveys, they may drill down to your level to give you feedback. If this is the case, reputation information will be provided to you. If your company provides customer surveys which allow the customer to give data on the company and its representatives, you may get reputation data in this manner. Customer surveys give the perception information which contributes to the corporate image, your personal image and reputation.

360° feedback instruments are available to alert managers to how they are perceived by their people. Climate studies can also be conducted to assess the environment within a team or organization. Personally, you should always be aware of your actions because they are registered somewhere in the hearts and minds of those around you. The collection of your actions will shape your reputation and place you in high esteem or doom you to suffer dire consequences.

• The old adage of “ your word is your bond” should have meaning in your life, as you follow through on your obligations
• Treat people the way you want to be treated
• Remember you are an employee of the company and are always on duty
• Always model the company’s values
• Do not do anything that you would not like to see as a headline in the media
• Cultivate a number of trusted individuals who will advise you on matters that may affect your career
• In personnel matters, preserve the individual’s self esteem
• Cultivate advocate who will defend your reputation and alert you to any assaults on your character

You can bolster your character, image and reputation by sticking to these cardinal principles.

Interviews: Honesty Is the Best Policy

September 7, 2013 ~ Orlando Ceaser

I attended a career workshop sponsored by my church and one of the attendees asked, “How do you answer the question, what is your greatest weakness? Should I answer honestly or tell a lie?” She wanted to know if it was a trick question or did they really want to know the information. If she told the truth and it was not good, it could cost her a job? My experience confirms that the question is usually asked with the proper motivation. However you should always keep the following thoughts in mind:

• There are so many applicants for jobs that interviewers look for knockout factors
• They may want to know if you have given serious thought to self examination and self-awareness
• They may want to know if you have experiences or attributes that may not mesh with their values, beliefs and expectations
• They may use the question to confirm their intentions to hire or not to hire

There are several views circulating on the correct answer to this question.

Some experts feel the best way to handle the question of your greatest weakness is to identify an area of needed growth that is not terminal. For example, someone told me they were a stickler for details and was told they were over organized. Another responded that they were a perfectionist and their high standards were a problem for some people. The technique looks upon a weakness as a strength that’s overdone. They also phrased it in such a way that the perspective employer would love to hire someone with that problem. My personal favorite response is to present a truthful area of weakness and tell what you have done to correct it. It is no longer a problem or it has been significantly minimized. This takes guts and confidence.

You were taught from birth that honesty is the best policy. You should never discard the wisdom behind this phrase. However, you should look at your level of disclosure to ensure that you are not unintentionally sabotaging your chances at landing a job. Employers by law cannot ask you certain questions. Illegal areas include:

• Age
• Race
• National Origin
• Religion
• Marital status
• Dependents
• Child care problems
• Arrest records
• Health status

Since these areas are off limits, it would also not be appropriate for you to volunteer this information. Their questions must be limited to those areas that affect your ability to do the job.

People are imperfect and will say the most unbelievable things in the hot lights or perceived hot seat of an interview. Here are a few samples of honest comments from my archives of information collected from actual interviews, which you should avoid.

I asked a very competent graduate from a prominent university about her greatest weakness. She responded that she was a procrastinator. She would get things done, but it would take her some time to get around to it. If you are a work in progress, correct your issues so that they are not a problem. She was hired and became an outstanding employee and procrastination was not a problem.

A candidate at a job fair told me he wanted to get into sales. I asked why and he responded because friends said he had the gift to gab. I asked if he based his career objectives on everything his friends said, which startled him. After regaining his composure he said, he wanted to work for a corporation for a year and then go off and pursue his first love which was music. I translated his comments back to him saying, “You just told me that we will invest $100,000 to train you in the first year. Before we can recoup our investment, you are going to leave us to go off and blow your horn.” My advice to him was to collect his thoughts before taking that message to the other 100 exhibitors at the job fair. He took my advice and pulled himself out of the interviews to develop a better approach.

I received a request to talk to a relative of an employee. During a one hour exploratory interview I found her to be intelligent, a hard worker with a strong background and strong communication skills. I recommended her for the next interview. The next interviewer was disturbed by his interview with her, based on one comment. She disclosed that she had been a child alcoholic when she was 12 years old. She was 35 years old and he saw no reason for her to volunteer this information.

Many people are extremely honest and naive in interviews. They want to bear their souls unnecessarily in front of the interviewer. This phenomenon seems to be exacerbated when they are interviewing with a person in whom they have a lot in common.

The interview is not a confessional. It is however a witness stand and what you say can and will be held against you. Your answers to questions should be honest and truthful. However, you must evaluate the tactic of throwing ourselves at the mercy of the court, looking for forgiveness for your noble act of unnecessary disclosure. Remember, just the facts and provide information related to the job. Honesty is still the best policy, but revealing every pimple when it’s not relevant is a questionable strategy.

The Affinity Trap – Ways to sabotage the interview

August 29, 2013 ~ Orlando Ceaser

It is common knowledge that people like people like themselves. If you examine a random list of employees you will find a connection between the employees hired and the people who interviewed them. This affinity can be a barrier or a trap when used inappropriately by candidates or interviewer in an interview. It may actually stifle their chance of being hired.

You are human. Therefore, it is not unusual to find yourself sitting across from someone in an interview with whom you have similarities. You should be thankful for the diversity in companies. However, this variety is not a license for candidates to let down their guards and became too comfortable. Some candidates have crossed a line of professionalism and resorted to patronizing behavior and / or inappropriate familiarity. Additionally, some interviewers have used their affinity to trap candidates into saying something inappropriate and eliminating them from the interviewing pool.

It was an amazing sight to see. A person walks through the door, sees that I am African American, and a noticeable calm came over them. I have heard the same comments from Baby Boomers interviewing Baby Boomers, women interviewing women and other ethnicities and athletes interviewing someone who perceives a connection. Most candidates are pleasant and professional, but invariably an exception stands out.

I have seen candidates who were highly regarded from resume screenings, phone interviews and face to face interviews, transform themselves in an interview. Their demeanor changed. Their speech became more colloquial and another personality or alter ego came out of nowhere. I have discussed this phenomenon with a number of my colleagues and they expressed similar experiences and observations. The candidates were excellent and did not have to resort to these tactical errors. I understood their intent, but they lost out reaching for an elusive competitive advantage.

Other manifestations of this strategy are as follows:

• Behavior became more casual in posture and in speech
• They became too familiar through touch or questions
• They assumed that the job was theirs and indicated as much in their comments
• They lowered their guard and disclosed unnecessary information
• They saw the interviewer as a confidant and friend and disclosed unbelievable information
• Favors were expected and requested
• Negative comments, complaints and disclosure of conflicts on other jobs were mentioned as they completely let their guards down

When you notice a potential connection with an interviewer, who is like you, it is wise not to assume instant compatibility. You have to be very careful of the Affinity Trap (race, gender, age, ethnicity, interests, sports, education and schooling, contacts and place where you grew up). You may slide into a comfort zone that could be hazardous to the job interview. There is a book by Judith M. Bardwick entitled, Danger in the Comfort Zone. My wife likes to refer to it as Comfort in the Danger Zone, which is very descriptive. When you have an affinity of any kind you owe it to yourself to:

• Be courteous and respectful of the position of the interviewer
• Be extra careful and on top of your game
• Be professional in your demeanor and questions
• Do not expect special treatment by word or deeds
• Stay focused and deliver the best interview possible (this may be the chance of a lifetime)
• Deliver the same comprehensive profile of your experience you would give to anyone

It is generally OK to ask the interviewer if their affinity (gender or race) has been a challenge in their organization. This is a fair question and helpful in making your employment decision. You may consider getting the answer to this question during your research, before the interview. You don’t want them questioning why you asked the question. Additionally, some interviewers may use it against you, especially if that was the only question you asked.

Remove the prospect of better treatment or special treatment from your mind. This is an entitlement mentality and preferential treatment violates many policies on top of being illegal. Earn the inside track, by the quality of your background and the strength of the interview.

Sometimes the interview is tougher than usual because the interviewer feels they have to substantiate their selection. Many times your toughest interview will be with someone with whom you feel a strong connection. They are not necessarily trying to deprive you of being hired, but to prepare you for the tough road ahead. If you make it past them, you are more ready for the rest of the interviewing process. Also, you may encounter men and women who may feel pressure and extra scrutiny if they pass you along. They may be trying to knock you out or to make sure you are the strongest in the field. Be prepared for anything and anybody.

Respect your accomplishments, the position and the person in the interviewer’s chair. Your interviewer may be able to identify with you without you going out of your way to make a connection. Your greatest compliment to the person and the process is to deliver a powerful interview and perform worthy of the opportunity if hired. Artificial familiarity may breed contempt and therefore, will not give you a competitive advantage.

It may be an affinity or compatibility trap, because you feel someone may understand your position and issues. It could also be a trap because someone is out to get you and look for ways to bring you down and out of the interviewing process. Remember, they are not your friends, yet. They are not your coach or mentor, yet. You do not know them. They do not know you. Be on guard and do not fall victim to the trap. The interview may be slanted, but take nothing for granted. Go after the job based on your talents, abilities, potential and experience.

Maintain your professionalism. Keep your guard up. Let your resume and your record of accomplishments speak for you in your responses to the interview questions. Don’t change the dynamics of the professional interview by adding unnecessary tension and drama. Be careful and authentic as you avoid The Affinity Trap.

How was the interview? How do you know? Just in time internal feedback

August 23, 2013 ~ Orlando Ceaser

I spoke to Leslie in spin class. Her daughter had just completed an interview. I asked how the interview went. She said, “The interview went well.” How did she know? What information did she use to support her opinion? Candidates strive hard to interview well and look for signs during the interview to gauge their progress. When the interview is over they walk out with a sinking feeling of regret, exhilaration because they think it went well or a numb, not so sure how it went, sensation. What can they look for during the interview to gauge progress in time to insert a course correction? What can they do to reach a desired outcome, whether it is the next interview or an actual job offer?

The Interviewers Lens

The interviewer knows what they are looking for in a candidate. They have a job description and a set of behaviorally based questions that sort out attributes to match traits, characteristics, competencies or skills required for the job. They also have their interviewing style. When I began interviewing I wanted to make the candidates feel comfortable. My approach was professional and light hearted, designed to put the candidate at ease. They in turn were relaxed and gave me all the information I needed. It dawned on me one day that the candidates were so comfortable they probably felt they nailed the interview and were waiting for the job offer. They were probably confused and devastated when they received the “no interest” letter indicating they would not get the job. I decided to change my style. I became more serious, intense and reduced eye contact. I became more of an interrogator and less of a friend. However, I was still professional and gracious in answering questions. The approach still gave me the information I needed, but left the candidates guessing and less sure of the outcome of the interview.

I interviewed an Emmy award winning producer, who was trying to convince me he wanted a career change for an entry level sales representative position. In the middle of the interview, with my new style, he interrupted my note taking. “How am I doing?” he asked. “Excuse me,” I responded. “I usually can tell how I am doing in an interview. But I have absolutely no clue with you,” he asked in earnest. “That is by design,” I said. “Rather than give you something that you think I like and then get more of that from you; I act in the middle of the road so that I can see the real you, which is actually fairer to you in the long run.” I had landed on a style that worked for me and gave me the opportunity to get the most from the candidate’s background. This also reinforced the notion that candidates were evaluating their progress during the interviews, looking for positive signs of performance.

“Interview in Progress”

Here are a few clues that candidates have used to assess their status in an interview.

• Follow up questions – The interviewer asked for clarification or more detail while seeming interested in their background – If the line of questioning is intense and prolonged the interviewers may not understand their answers or are not getting the information they are looking for.
• Laughter – The candidates may receive laughter or a smile to show they are genuinely pleased with their responses
• Challenging remarks – “You mean to tell me that…. Or are you trying to say………I thought you said…These statements suggest the interviewer wants clarity and consistency.
• Body language – The interviewer may lean forward showing interest, a pleasant look as they write notes after a particular comment
• A short interview – The interviewee can tell if the interviewer is under whelmed when they are given less time than in earlier interviews, less time than the earlier candidate or less time than they were told to expect
• Volunteering information on the next steps in the interviewing process , as well as pointers on how to improve performance in the next round with their company
• Additional rapport building questions and conversations at the end of the interview.
• Introducing prospective employees to other people in their company is often a good sign, especially if accompanied by glowing recommendations

The candidates go through many hours of self-study, organization research and mental preparation for the interview. It is reasonable to seek instant feedback by personally monitoring the interview.” How am I doing?” was a favorite question from Ed Koch, the former Mayor of New York City. The comments above may provide some data on progress, but the following words should also be considered.

• Be true to their interview plan and give it the most factual information possible to answer the questions
• If they are not sure about the question or their response, it is okay to ask for clarification or to ask if their answer addressed the question
• Present a consistent view of who they are and their background
• Be poised and confident, so that when they leave the interview, they will have an accurate picture of them (what they choose to do with that picture is up then)
• Do not take the results of the interview personally. They may have many more interviews before they land a job. They need to be in the right frame of mind for the long haul. Sometimes a strong interview may not land the job. It may take a while to get the right job.

Candidates must prepare extensively for the interview, execute their interview plan, answer the questions succinctly and prepare for the next interview. Invariably, their experiences will align with the right employer and they will be hired for the right assignment. How is the interview going? How do you know? Don’t worry about it. You will ultimately reach your goal. You are one interview closer to your goal. You should get the position, hopefully sooner than later.

Insight – Leadership and the eyes of the poet

August 16, 2013 ~ Orlando Ceaser

I believe that I can learn from everybody and everything. Therefore everybody and everything can teach me something. That is sometimes the mantra of a poet. They are in search of understanding and an opportunity to contribute in a manner that is a valuable and hopefully, a unique expression of insight.

Insight is described by business dictionary.com as a combination of feedback and knowledge.

“1. Feedback; ideas about the true nature of something In business, product testing sessions are used to gather insight from people with different backgrounds, experiences and feelings, with the intent of finding out how consumers may respond.
2. Knowledge in the form of perspective, understanding, or deduction. Someone may come up with an insight after a long period of thought, or suddenly out of thin air as in an epiphany or sudden understanding. “Management had the insight to decrease its expenses amid falling sales before a scheduled earnings release, so that the company would be viewed in a more favorable light.”

Poets use their senses to cultivate their insight to gain a better understanding and appreciation of their world. They can be introspective, sensitive and deep thinkers able to view a situation from many perspectives. They like to experiment with different approaches in search of a fresh thought.

A poet’s insight is used to teach panoramic thinking. They use magnification and peripheral vision to evaluate many sides to an issue, problem, project or situation. Magnification allows them to see things on a different level and expose certain aspects that were never considered. This poetic viewpoint can therefore, help in brainstorming and innovative thinking sessions, whether alone or in groups. Leadership should capture this brilliance and use it achieve the vision and the mission.

Poets learn to;

• Deal with being different,
• Be reflective, alone and sometimes not appreciated
• Explore different approaches to achieve the ideal word painting
• Use ordinary objects to state their case or make a point
• Constructively use their mind and their senses
• Use memory mechanisms to recall lines, associations and patterns
• Develop an appreciation for the entire object
• Give voice to the other side of a situation or issue
• Search for another perspective
• and expressing inner feelings
• Take an inward journey of discovery to increase self awareness
• Use of structure and routines to organize thoughts
• Use journals, diaries and notebooks to record their observation and thoughts

The poet has inspirational words for winning, has a vocabulary for victory and can speak effectively against the pervasive language of losing. You want them linked to the vision and mission of the organization. Their words will immortalize and internalize the vision, mission and purpose. A poet summed up the vision and the spirit of the company by starting each day with a message to his wife, “I am going to save a life today.” He was a successful pharmaceutical sales representative.

The poet may be the introvert in the room, deriving their energy from absorbing everything around them and processing it later in the day. They are the creative ones, who are insightful, observing and analyzing problems. They may see things that others don’t see, mainly because they are looking. In my book the Isle of knowledge, I tell a story about my friend Buttons from my childhood. During our walks around streets and alleys on the West side of Chicago, Buttons was always finding money and other things of value. I tried to match his skill with little success. His secret was that he was always looking down and therefore, had a greater opportunity to find things. He was looking where the treasure was located. The poet is always looking for treasure in the places where they reside.
Poets are always observing, always using their senses, connected and involved in the world around them. A poet likes to experiment. She is always working with different styles, words, formats, illustrations and images. You need to find them and include them in the high-performance functioning of your team.

You may have heard that poetry and business to not go together. However, if leaders practice this reality it may hinder you in identifying and harnessing this valuable human resource. This power, if channeled properly, will improve the culture within your business.

You want to know the poets, because this knowledge can cause an exponential rise in productivity. Leveraging their talent will help you unlock your greatness. You can utilize this talent within yourself and produce a chain reaction of the skill in others. Max De Pree, former CEO of the Herman Miller furniture company, tells a story in his book Leadership is an art, which is a part of the Herman Miller company history. One day the founder of Howard Miller went to the house of a recently deceased employee. The man’s job was a millwright for his furniture company. While visiting his home, the widow asked if the young manager would mind if she read some poetry aloud. After listening to her read beautiful poetry he asked the author of the work. She replied that it was her husband, the millwright. At that moment the young manager wondered,” was he a poet who did millwright’s work, or was he a millwright who wrote poetry?

Max Dupree goes on to say,” understanding and accepting diversity enables us to see that each of us is needed. It also enables us to begin to think about being abandoned to the strengths of others, of admitting that we cannot know nor do everything. This simple act of recognizing diversity in corporate life helps us to connect the great variety of gifts that people bring to the work and service of the organization.” Unlocking your diversity greatness means you are maximizing the creative talent within yourself and the members of your team. This will help you extract and multiply the greatness around you.

The poet was always looking for ways to explore other opinions, described the people and environments in a new way and using language to encourage and celebrate success. The poet may not actually use the gift to write words of verse or disclose this talent of others. However, it is evident in the way they go through life and perform their vocation. They have a desired to find a creative outlet, especially if their skills cannot be used at work.

It is crucial and beneficial to view the world through the eyes of the poet. Their insight is talent on your team that can add to your success and overall effectiveness. Leaders must recognize the poetic perspective as an aspect of diversity and the ways people present themselves at work which could make the world a better place.

High roads and burning bridges – Revenge is not an option

July 30, 2013 ~ Orlando Ceaser

One of the hardest words of advice to accept is to take the high road. Someone has wronged you, you are deeply upset, angry, yet someone tries to talk you out of revenge.” You don’t want to burn any bridges,” they also might add to their words of wisdom. You pause for a moment, take a deep breath and realize they are telling the truth. You remember people who sabotaged their own careers to get back at someone. One manager was relentless in his pursuit of a former employee whom he felt did not deserve her job. He stepped over the line in slandering her and was demoted.

Employees are sometimes convinced that the company made a mistake when they hired or promoted someone or when they acted unjustly against them. They wanted to force the company to admit their mistake. In reality, the organization rarely admits questionable decisions due to an error in judgment.
When a person is hired or promoted and you disagree with the decision, there is a strategy you should implement. Additionally, in most infractions on the job, revenge is not advisable. You must receive satisfaction in knowing that justice will prevail, even though you may not be the instrument of that justice. It is best to help the person succeed and recruit them as an advocate. This is otherwise known as, taking the high road.

Don’t pass up a golden opportunity to take the high road, which is often the only productive path available. The high road must be taken, not necessarily out of nobility, but as a strategic element in career survival and growth.

The high road has several advantages. By its very name and nature, it is elevated above the fray, transcending the nonsense and is moving in a positive direction. It has positive visibility and magnetically attracts people to you. When you take the high road there are people in your corner sympathetic to your position. They are your advocate’s. When someone is promoted over you, the high road is lined with people giving you words of encouragement.

If you choose an alternative route, such as driving of the person from your organization; when the person quits, they will confirm your role in undermining their success. This cannot be good for you. You have cost the company money, resources, time and reputation. This will work against your being promoted anytime in the near future. You have effectively elected to burn bridges. If you thought the person leaving the organization would work to your benefit, you are sadly mistaken. Your actions will expose you as not being a team player, petty, jealous and not worthy of a leadership position. Rarely does a person who orchestrated a mutiny or underground dissension get rewarded. That is one of the unwritten rules.

You will be further away from your job with a bad mark against your name. You would have succeeded in poisoning the minds of other employees, which is not the sign of someone considered as management or leadership material. Your worst case scenario is further complicated by resigning from the organization and launching a negative PR campaign. This version of burning bridges can also be, counterproductive. Whereas you may look like a martyr, you are once again viewed as petty, jealous and unworthy of a leadership position.

The road to leadership can be very complicated. There are events along the pathway which stimulate positive and negative emotions within you. Your instinct may say to the strike out against a person or institution for revenge, justice or personal satisfaction. However it is often prudent to suppress these emotions. When you are standing at a fork in the road and one of the branches is elevated and the other is the low road, choose wisely. We are in a world filled with connections and interdependence; burning a bridge may seem like a good idea in the moment, but you may ultimately want to go back down that path. The high road has been proven to be the most judicious route for maintaining your dignity and reaching your destiny.