Do you have a leadership bias? Part 1

January 29, 2013 ~ Orlando Ceaser

I confess. I have a leadership bias. This bias may be related to my leadership addiction. After many years of reflecting, soul-searching and validation, I can announce it to the world. I have an affinity for people who have gone through the crucible of similar experiences. They are comrades in arms, battle tested warriors from the same platoon; people who sacrificed and defended each other. In situations of doubt, where a decision has to be made, I defer to those in power, believing we share a common bond in the leadership struggle.

Recently, I sat in a restaurant and was asked about my vocation. I mentioned my years of leadership experience in the pharmaceutical industry. This initiated a spirited conversation about big corporations and big government. One patron believed that pharmaceutical companies were only out to make a quick dollar and were withholding the cures to cancers because we made more money on maintenance medicines. He felt that corporations and government were ruled by the profit motif and did not care about the average citizen.

I was mobilized into action. I went into full defense mode. I gave him data on drug discovery and limited patented coverage, generic drugs and the cost to bring a drug to market. I almost implied that he should feel guilty attacking the humanity of noble scientists who chose science to save lives and eradicate diseases. He reluctantly conceded to my argument with the caveat that my company may be different. As I reflected on my actions on the way home, I realized, I had firmly displayed a leadership bias.

I instinctively grant leaders the edge, the benefit of the doubt and presume their motives are admirable, even if I do not know them. It is important for me to learn about my leadership bias, its symptoms, consequences and potential complications and methods of treatment. These characteristics may be relevant in other areas of my life, as I live and breathe and interact with people.

Acquisition

I acquired a leadership bias as a side effect of years of exposure to good leadership. I have learned from phenomenal leaders. I was enthralled by their positive performances and magnanimous motives. This exposure left me predisposed to siding with leadership in many instances.

Additionally, I have been a manager for many years. There were numerous books, movies, training programs and on the job experiences. My leadership immersion conditioned me to the value of a vision, making fair decisions, developing people and leading a team. This exposure fine tuned my expertise and made me speak, dress and act as a leader. I felt a part of an association of leaders because we shared similar experiences. Subconsciously, I was filled with the desire to defend leadership, when challenged. I am not naive. I have been in the presence of leaders who were not very good and were hostile to anyone who disputed or challenged their authority and I knew the difference. You can also identify your propensity to have a leadership bias based on your background.

Symptoms

You can easily identify the leadership bias, by our tendency to defend those in positions of power. This reminds me of episodes of the television show Colombo where the guilty party usually tried to explain the position of the criminal. They would find themselves going overboard defending a suspected criminal, while implicating themselves. This would eventually lead to their capture. Similar to these actors, people with the leadership bias, consistently give leaders the benefit of the doubt and ask for patience and understanding on their behalf.

A local news station was canvassing the city for people to interview during a heat spell. Commonwealth Edison the local electric supplier had instituted a policy of rolling black outs to manage their supply of electricity. My brother asked me to give the interview. I told the reporter that if the management of the electric company thought this was the best way to manage the power, we should defer to their expertise. I immediately took management’s position. I knew that in most situations leaders had access to more information. They could make better decisions because of this abundance of information. The reporter thanked me and told us to look for the interview on the 6 o’clock and 10 o’clock news.

The topic of Commonwealth Edison and energy shortage was the lead story. The station ran my comments about yielding to management’s assessment of using rolling blackouts to manage the supply of energy. My comments were followed by the mayor giving the opposite view blasting the energy company. I realized that I had been defending leadership for years.

As a middle manager I was challenged by my people about the decisions of upper management. I knew more about the decision-making process and some of the variables which led to the decision. But, I was often sworn to withhold some of the data because it was either sensitive to the stock market or we felt the competition would find out. I told my people that if they had more information they would understand the decision better. I would say the following, “Right now you have questions about the decision that was made. Trust me, if you knew more about the variable considered, we would look a lot more intelligent to you.” They would laugh and we would move on. Examine your past behavior for symptoms. You may have displayed this tendency without realizing it.

Do you have a leadership bias? – Part 2 is scheduled for Monday, February 4, 2013

Leaders: Let them lead

January 15, 2013 ~ Orlando Ceaser

Leadership is a gift entrusted to a large number of people. Most of us have the ability to be out in front in some category. Finding that category or niche is the key. Leadership is also a skill that can be developed through observation and training. It can be an acquired trait that can be inspired in people in proximity to a gifted practitioner, who executes it at a high level. Apprentice moments allow them to observe strategies and techniques used to run large corporations, small community groups and clubs of all kinds.

Leadership can inspire others, but also can elicit feelings of resentment which can lead to obstructionism and a lack of cooperation. Critics may view a leader as unworthy and commit to blocking their effectiveness. They will take issue with the position of power it ascribes to the owner, especially if it is an assignment that has prestige and a lot of responsibility. Additionally, many may shy away from pursuing or exhibiting leadership characteristics because of the perceive animosity that exists toward some leaders.

Leadership Resistors may be rooted in different values, opinions, political ideology or differences real or unreal. They be competitive, aggressive and see their disagreement as a platform which compels them to stonewall compromise or cooperation. Their mission may be to undermine leadership and cause them to fail, by any means necessary. They may want to take credit for the failure or simply to say, “I told you so.” Their passion, if misguided, could lead to harming the larger enterprise, they claim to support. Many organizations could be in a stronger position if the constituents decided to follow the vision, get on the same page and allow the leader to lead.

Leadership is not seen by some as a right that can be afforded to other freedoms. But if we saw it as an inalienable right where everyone had the right to develop, we might improve various situations. I am not saying that despots and tyrants or incompetent people should be retained in power. But in the myriad of circumstances where talented and competent people are in position, allow them to lead. Their success can be beneficial to all parties in the organization.

A person can develop leadership skills. A person can achieve a leadership role. An organization can be enhanced by cultivating the abilities of those who are not in leadership positions. It could be mutually satisfying to eliminate impediments to leadership, by letting them do their jobs and lead. It is difficult for a leader to press forward if the internal opposition threatens to veer them off course.

If we let well intentioned, qualified and competent people perform the roles they have been placed into position to serve, we can create a better environment for positive growth. If we look for ways to assist and let the leaders lead, expert followership etiquette will be a great example for those in leadership development. The following poem summarizes the statements highlighted in this piece about our leaders and the suggestion to “Let them lead.”

Let them lead

The votes were cast and he was elected.

She possesses the skills and was selected.

The power brokers may have appointed.

The chosen leaders have been anointed;

However, their positions were achieved,

It is imperative to let them lead.

The survivors left standing persevere;

We may feel they are less than they appear.

We have suspicions, but without misdeeds;

Grant them permission, let the leaders lead.

People say evidence is in their gut;

But their resistance means their mind is shut.

A nonproductive battle that no one needs

Should be dismissed, to let the leaders lead.

If angry hearts are bent on obstruction,

The outcome will stifle all production.

Be prudent, set differences aside;

For a common purpose pride.

If mired in dogma and dire straits;

Waning options reveal the hour is late;

If they present the talent to succeed;

We should step to the side and let them lead.

We talk about goals linked to a vision.

And the difficulty with indecision;

In order for us to wisely proceed,

Provide input and let the leaders lead.

If they were selected or elected,

Appointed or anointed,

However, their position was achieved,

It is imperative to let them lead.

New Year’s Resolutions – Take 13

December 31, 2012 ~ Orlando Ceaser

New Year’s resolutions are an annual rite for millions of people around the world. We approach them with the regularity of the calendar change. Many people optimistically tackle the most important challenges of their lives and hope that the New Year will finally lead to a different result. Conversely, many people have abandoned resolutions or speak of them with apprehension and skepticism. This jaundiced view is due to the fact that historically they have been unsuccessful. This may have been due to entering the activities with insincere effort or expecting to fail.

Despite our history, we create newer versions of our resolutions. We stand optimistic, masochistic or realistic about our chances of success. One thing is assured; we know the first of the year is a great time to start a new objective, because we have a clean slate. It is a new week, a new month and a new year.

Truthfully speaking, we keep some resolutions longer than others. Some actually make it well into the New Year before fizzing out. We feel comfortable, experience some measure of success, but revert to former bad habits. This modicum of success keeps us addicted to the resolution process. Premature evacuation and abandonment of our effort dooms us to failure. Suppose we try an alternative method based on changing our perspective.

We watch movies and have seen out takes, bloopers and retakes. We know that movies differ from plays because in a movie or commercial, they can stop the action and repeat the scene. However, in a play the actor can improvise and keep moving. The audience may not notice the error. In a movie/ commercial, you will hear the director say, “Action” and scene begins. The director says “Cut” when the scene is not going according to plan. If there is a mistake, they can;

Provide immediate feedback
Give the actor the missing information, i.e. the lines they forgot r the emotion they want to see performed a certain way
Offer support and encouragement by challenging the actor to stay focused and review their character’s motivation
Start the retake in a timely manner. The director doesn’t say, “I don’t like that, let’s do it over next year.”

What if we used the same director’s approach with our resolutions? We could set up the resolution, knowing the result we want to achieve; allow it to run and when we make a mistake, instead of abandoning the project, we should take it from the top and start over. We would finish more goals and achieve better results if we adopted the “do it over until we get it right mentality.” We tend to regard resolutions as disposal entities, instead of a work in progress. This level of dedication and persistence to the resolutions will enable us to reach our goals.

I am encouraged by the number of people who flock to the health clubs the first week of January. Obviously they made resolutions regarding health and well-being. They have a workout goal linked to better health, losing weight or fitting into certain clothing before spring. This is very apparent in my spin classes at the health club. Many people with good intentions; give up quickly; judging by their disappearance after only a few short sessions. But others view it as a movie and experience as many retakes as necessary to reach their goal.

As you approach the New Year, let’s use the director’s technique to resolutions. Roll the tape, Action! Cut! But next time don’t stop until we have the finished project. Take as many retakes as possible to make our resolutions, a reality. We have the time, so just tweak our perspectives and motivation and make our 2013 resolutions a successful entry into our life practices.

What matters most / Precious little angels

December 20, 2012 ~ Orlando Ceaser

We are often reminded of the priorities in your lives. We have an awakening that relationships and God give true meaning to our existence. What matters most and Precious little angels are two poems that put our priorities and purpose into perspective.

What matters most

What matters most,
Competes for time on our schedules
Like a client who makes an appointment.
They jockey for position
And request private audiences,
Primacy and priority status.

What matters most,
Believes in the seniority of faith,
The value of the home
And intermittently,
Issues demands to be moved
To the front of the line.

What matters most,
Is discontent with quality time,
For it serves to rationalize
The crumbs of attention
Thrown in their direction.
The left over morsels of time
Are insufficient,
For they do not meet the minimum
Daily requirements
Of our obligations.

What matters most,
Views a pedestal
And questions what occupies
The place which was reserved
For the critical elements
In our lives.

What matters most,
Tugs at our conscience,
Looks at us with solemn eyes,
Begs us to come home early,
To love God,
And treat our neighbors
As we wish to be treated.

What matters most,
Addresses our hearts,
Awakens feelings of responsibility,
For they know,
It is character over credentials,
And fulfillment of potential,
That grows our spirit.

What matters most,
Knows it is not power or possessions,
But the heartfelt confessions
To a Holy God that secures our eternity;
That relationships give us strength
And add seasoning and significance
To the caliber of our lives.

Precious little angels

Precious little angels

We’ll miss you tonight.

We were not prepared for your flight.

Our routine was to read and recite,

Say your prayers and kiss you good night.

Handsome and lovely ones don’t be afraid,

For Heaven will stage a parade.

We asked for assistance and when we prayed,

For the favorite games you played.

Precious little angels know that we feel,

The pain of the carnage is real.

You are a bright light that some tried to steal;

And the hurt will take time to heal.

The horror tries to exceed our faith;

Fear leaves us stunned in our tracks;

In very hard times we need our faith;

To gain strength when bad things attack.

Precious little angels, the last embrace

The memories of games of chase,

Must comfort us until we can replace

Your picture with your smiling face.

www.watchwellinc.com

4 Ways to Resist Unwanted Temptation

December 10, 2012 ~ Orlando Ceaser

The bigger they are the harder they fall. We heard this phrase when we were children. It was usually uttered by someone facing a larger adversary. It was a phrase to give him confidence. David probably gave a similar battle cry before he confronted Goliath. This comment relates to many areas of our experience; business, politics or in our community work. Not only can we say the harder they fall, but also the more miserable they are when they hit the ground.

Business leaders, politicians, associates and celebrities can be arrogant and obnoxious. They can be self-centered and treat others in a ruthless and dispassionate manner. They may use power as a weapon and hide behind the rules and regulations to justify their behavior. A District Manager from a competitor bragged about firing someone 18 months before their retirement after many years of service. He had a reputation for being heartless and plain old mean. He never looked for mutual benefits in resolving employee problems. He wore his tough demeanor as a badge of honor. People felt he could have worked out something for the man and his family, but he did not.

Eventually, the District Manager received a new and younger Regional Manager. The new guy was not impressed with his draconian methods and blind loyalty. The Regional Manager felt his current performance was not up to par. He could care less about the historically loyal achievements. He was asked to improve his performance, but was subsequently demoted. The new manager however, gave him an opportunity to save face, which was something he never did for others. The Regional Manager let him a sales territory anywhere in the country. I saw the demoted District Manager on his last week prior to moving to Florida. He told me, “I did everything I could for this company and look what they did to me. Young man, be careful and don’t ever give your all to a company, because it may come back to bite you.” I thanked him for his advice, but he was a pitiful sight to behold.

Some authority figures flagrantly disregard ethics and operate, as if they are above the law and will never get caught. When their indiscretion is discovered however, they are on television weeping and asking for forgiveness from their family and their constituents. They are the epitome of sadness; tears are everywhere and the sobbing touches your emotions. The irony is that many of these politicians are on record castigating their colleagues who were caught in similar offenses. Their ruthless nature would suggest they would replace the signs in stores they say “Shoplifters will be prosecuted” to read “Shoplifters will be persecuted.”

Role models who abuse power the most; the haughty, cocky and arrogant ones are the most pitiful on the way down. They did not hear when they were told to be nice to people on the way up, because you will meet the same people on the way down. They did not realize until it was too late that it is better to be humble than to be humbled.

The fallen ones are quick to ask for forgiveness, patience and understanding. They ask for leniency which they frequently denied to others. They somehow feel their situation is different and they should get clemency when others should not, which is linked to their arrogance.

Disgraced individuals elicit mixed emotions from their public. Their constituents may be outraged by the violation of their trust. However, some will caution against being judgmental. They will advise people to forgive, that they are only human and concentrate on the good they have produced. Many of us may be tempted and may give in under a perfect storm when circumstances meet our weakness. To ensure that we are not mired in a hypocritical state, we should consider implementing some of the following strategies.

Greater self and other awareness – Realize your vulnerabilities and the motives of others. Samuel L. Jackson once noted that women may not be after him for his good looks, but his celebrity was the driver of some of his attention. Power attracts people, so understand how it works.
Have an accountability partner or mentor – They will serve as a confidante or sounding board. This could be good friend on personal matters. A variation on this theme is to surround yourself with people who are beyond reproach who are not afraid to challenge you when you get out of line or start drifting from proper behavior.
Control the situation – Focus on how things might look to others. Optics is a word used to describe how it might look to people who don’t know your character or do not know all of the facts. It is not always about your intentions. Innocence can look suspicious under the wrong lights. Evangelist Billy Graham was once said to be adamant about never putting himself in a position where he was alone with a woman other than his wife. There was always another person present. This is not paranoia, but being careful. You might not be morally the strongest person on record, but if you control the optics and the circumstances you can rebuke some of the challenges.
Calculate the cost of the indiscretion. When you are contemplating the power of the temptation, you may want to consider the itemized cost. In order to deliver a pre-emptive strike, consider the total value of your assets and divide this by the time spent with in the indiscretion. It is best to do this before the temptation puts its hooks in you or you are blinded in the heat of passion. You will arrive at an astronomical rate that would far exceed what you would be willing to pay on the open market.

Recognize that power and temptation are often companions on our walk through life. Power causes excessive pride and is converted into arrogance in us and in our leaders. It feels good to flex our managerial muscle and watch people scurry and respond to our will and selfish demands. The ego may swell when power increases and we experience a feeling of entitlement and invincibility. We may develop the urge to abuse power and convince ourselves that we will not suffer the consequences. If we are not careful we will find ourselves if not on camera, in another setting begging for forgiveness and another chance to act responsibly and earn someone’s trust.

Perform or perish – Part 2

December 3, 2012 ~ Orlando Ceaser

My Manager’s job

Many people feel it is best to let their work speak for itself. But is everyone ware of the scope and quality of your work. I know individuals who feel their job is to work and the manager’s job is to inform upper management about their performance. They place their hopes and trust in a manager being their advocate. It may be the manager’s job, but it is their career that is at stake. People would be astonished at the silence of their managers in meetings. Most managers have the credibility with their peers to be taken seriously. But some cower in situations when they should speak up for their people. You may not know how hard or if your manager is fighting for you. Ask for accounts of their conversations with their peers and superiors to feel more comfortable about their actions.

A manager must accurately state the case for his direct reports and must defend them against challenges from other managers who may share a different opinion. Many times the other manager may have data unknown to the current manager, especially around teaming issues. Efforts should be made to ensure the information is recent and relevant. The manager must in essence fight for their people. My point is that your manager may be your greatest advocate, but you must become personally involved in letting people know about your performance. If you won’t fight for your recognition and reputation, at least ensure that someone is out front, fighting for you.

Networking

We have established that you have a role in promoting your performance. You have heard it said that it’s not what you do, but who you know. To state it more factually, it is not only what you do, but also, who you know. Internal and external networking is vital to create a database of advocates who may be instrumental in getting the word out about you. There are five steps to networking effectively. Social media is becoming an integral part of reaching out to potential advocates. LinkedIn and other sites are essential for getting your profile distributed and noticed. To disregard any of these steps may limit awareness of the impact of your performance. They are as follows:

Who do you know?

Who knows you?

What do they think of you?

What can they do for your?

What will they do for you?

Who do you know?

Today it is critical to know a wider range of people. Within your company it is important to know more people in order to gain additional perspectives, share your ideas and results. Do not limit your contacts to people at the higher levels of the organization. Nothing is more alienating than to brush by people whom you don’t feel have enough status to help you. You never know who can be helpful.

President of a small company had a decision to make between two women executives for a Vice President position. They were even in all of the objective parameters. The President asked the custodian about his impression of the two ladies, without stating his intention. The custodian said one was very standoffish, condescending and would almost throw the garbage can at him. There was no eye contact and she made him feel like a lower class citizen. The other person, he said was friendly, maintained eye contact and seemed concerned about him as a person. She made him feel good in her presence. This was the extra information the President needed to make his decision.

Who knows you?

There are people in the company you want to know you. Your boss and his superior are good places to start. How do others know you? Have you initiated a conversation with them at Sales Meetings or other company functions? Sometimes we think a senior executive is too busy to talk to us and we ignore a chance to strike up a conversation with them. We may also worry that others will accuse us of sucking up to the big bosses. Disregard those thoughts and prepare and practice conversation starters for prominent and not so prominent people within your company. It is always good to know people from different departments and functions. Your paths may cross again some day when you can help each other. Be prepared. It is also acceptable to ask someone to introduce you to people you don’t know. Your boss would be an excellent person to make the introduction.

What do they think of you?

To know you is not necessarily to love you. I knew a young lady who knew the right people and they knew her, but they didn’t like her. She had no idea as she socialized with all the key people in the company. There is an expectation of professionalism and self awareness. If you have annoying habits such as being an incessant talker who never listens and constantly berates people, you may not have a favorable image. You want to ask around to determine if you have attributes that others would like you to change. You also have to be receptive, listen and make the changes. Thanking the person for their suggestion is also a sign of professionalism and good manners.

What can they do for you?

Some positions are obvious in what they could do for you. These individuals may be involved in calibration discussions or succession planning meaning. They may be able to add insight or their impression of you as a candidate for a promotion. As I mentioned earlier be nice for the sake of being nice, knowledgeable and professional. The rewards will come later.

What will they do for you?

This is usually resolved by their response to a request for action. The skillful use of a “close” when appropriate can work in your favor. Will they accept your phone calls or e-mail messages with questions, comments or ideas? Will they be your mentor? Will they provide you with advice or counsel on key business matters? Will they write a letter of recommendation for an internal job interview? The power of your relationship or their sincere desire to be instrumental in career will pay dividends for you. When the time is right do not be afraid to ask for the strong appropriate action from them. People like to help people viewed as a person on the way up.

In today’s flatter organizations and leaner and meaner environments, we have to ensure that we accept the ultimatum to perform or perish. Our performance (true impact) should also resonate with key decision makers in the company. We must achieve our sales goals and exceed them where possible. Our clients must view us as indispensable. We should go the extra mile to ask your clients to write the company extolling your virtues and value to their offices. The market and our customers will pick the winners and losers and those who have not performed, will perish.

Perform or perish – Part 1

November 28, 2012 ~ Orlando Ceaser

I interviewed with a manager from a medium size pharmaceutical company. The DM spoke of sales success as a ruthless priority. There was an intolerance of mediocrity. If your performance was “subpar and under the bar” you were in trouble. He looked at me intently and uttered that familiar phrase, around here, “Money talks and BS walks.” I had heard the phrase many times before and being quick on my feet, I responded, “What’s the use, if you don’t produce.” I wanted him to know I could swim in shark infested waters and that I was the person for the job.

In research circles and the halls of academia, researchers and professors are told to publish or perish. In sales and marketing organizations all over the world, a variation of this battle cry can be heard. We are in a constant struggle to prove our value by selling our products and services and competing for our jobs. We “fight extinction with distinction.” Our existence or extinction is governed by our ability to meet or exceed the demands of the marketplace. If we are to be successful, we must accept the ultimatum to perform or perish.

Many companies are in a reduction mode; reducing the size of sales forces and other resources. Some good representatives are displaced in the process, but an effort is made to keep the top performers. Territory performance is evaluated and the under performing ones are eliminated, left vacant or absorbed into adjacent geographies. It is imperative to understand how performance is measured, exceed expectations and ensure that management is aware of your full contributions to the bottom line.

How is performance measured?

Everyone should understand how performance is measured in their organization. Sales teams rely heavily on objective factors such as, market share growth, new customers, satisfied clients, new prescriptions, total prescriptions, customer satisfaction or engagement scores, pieces sold, number of calls made, customer conversions and documents or people processed. There may also be subjective factors such as, behavioral traits, competencies or success factors which represent how the employee achieved their goals.

Performance is captured and referenced in performance reviews, (formally once or twice a year) and coaching discussions on work days and other interactions with the manager. Frequent performance discussions against objectives will eliminate surprises at the end of the year and ensure that the latest document accurately reflects your results. You may want to initiate these fireside chats if your manager does not do this routinely.

Understand the evaluation system

Many companies will force rank their employees based on their overall performance. If there are 10 people in a District, they are ranked from 1 – 10, with the top representative occupying the #1 position. This process is helpful in distributing performance ratings, merit increases and incentive compensation. This process may also be used to determine the lower 10% of performers. Some companies will remove the lower performers if they are at the bottom of the list two years in a row.

Companies may categorize employees as A, B or C players. Thomas DeLong and Vineeta Vijayaraghaven in their Harvard Business Review article defined A, B and C players as follows:

“A’s are star performers. They are employees who put their professional lives ahead of their families and personal lives because they are striving to accomplish more or move upward in the organization. They are the risk-takers, the “high potentials,” and employers enjoy finding and hiring them. They are also the players most likely to leave the organization for opportunities elsewhere.

B’s are competent, steady performers who balance their work and personal lives while still doing the bulk of the work of the company. They tend to stay put, don’t require a lot of attention, and they get the job done. Because they stay, they tend to carry the corporate history with them.

C’s are performers who are not achieving enough to satisfy their employers and are most likely to be asked to move along.” In hard times Companies try to keep their A & B performers.

There are other variables in assessing your performance and that includes comparing it to your peers who may work for other managers. Calibration is a process used to discuss employees in an effort to measure employees against their peers. There are some managers who are hard on their people and therefore distribute lower ratings and incentive payouts, but they have stuff standards. Other managers have been known to be easy on their people and rate them higher and reward them with higher incentives whether they earned them or not. To even the playing field a process of calibration was established. This is considered a more equitable system because it allows managers to discuss their ratings with the peers. In this scenario people of comparable performance are compared to ensure equity in the system.

Managers are challenged to evaluate performance in a pay for performance environment. Force ranking and calibrating are ways to ensure that people are reviewed, rated, rewarded and retained based on their performance. Your objective is to ensure that you are viewed near the top of the pack, as an A or B player which is validated by the calibration process. No system is perfect, but assessment is here to stay and necessary to provide data for promotions and when tough personnel decisions, such as staff reductions have to be made.

Tooting your own horn

In Philosophy 101 the professor asked, “If a tree falls in the forest, does it make a sound? In business if you are making a contribution, you want the world to know about it.

There is a feeling in our culture that you should not toot your own horn, let others do it for you. We label those that do, arrogant and braggarts. Ironically, some of these individuals get promoted, because management has a better assessment of their ability. We may become disillusioned and accuse management of favoritism.

Perish or Perform – Part 2 on December 3, 2012

8 Ways to Rebound and Get the Next Job

November 12, 2012 ~ Orlando Ceaser

You were just given the news. The boss called you into their office or you received a telephone call. Someone else was given the job you wanted. How will you handle the disappointment?

Much has been written about getting the right job. There are books, seminars and counselors who specialize in helping you attain the job of your dreams. This article will focus on what to do immediately after the event.

Your reaction to bad news may surprise you, especially if you did not consider not getting the job. This became clear in our Presidential elections. The objective is to prepare for getting the job, but you should have a Plan B or Plan C, just in case the unthinkable happens.

It is important to anticipate bad news and respond with professionalism. How you respond may put you in a better position to land the next job. Many times the way you handle disappointment will demonstrate your character and impress someone enough to keep you in mind for another assignment.

1. Ask for specific feedback

If you are to be more competitive in the next interview you need constructive feedback. This feedback should be able to be converted into goals. Ask for more tangible feedback than, “You did a good job.” “Just hang in there” and “Something will come your way, it is a matter of time.”

Many people are reluctant to give solid feedback because they are afraid of being sued or causing ill will by hurting someone’s feelings. They do a grave disservice to the applicant if they have specific information and decide not to give it. Additionally, some people may not have developed the expertise to give quality feedback. You will have to press them for specifics and guide them by asking for feedback is specific areas with specific examples.

2. Be open to the truth

If you ask a question you must be able to live with the answer. Feedback that is factual and delivered in a truthful and caring manner is invaluable to your growth and development. Jack Nicholson in the movie A Few Good Men hurls the phrase while under cross-examination that “you can’t handle the truth.” This must not apply to you. Self-examination and honest introspection may help you anticipate the words of the interviewer. Sincere feedback must be accepted graciously and implemented. It must not be viewed as vicious criticism given in a defensive environment.

3. Search for reasons you can control

Be careful not to rush to or land on a reason that you can’t control. There is nothing worse than being denied a job and feeling helpless to improve your chances. Be patient and don’t rush to play the age card, race card or the gender card or any other card that you can’t change. If you are denied a job because of discrimination you have a right to pursue legal recourse, but let’s not rush to that assumption when there are other reasons that may preclude you from getting the job.

4. Be open to growth assignments

Do not be so narrow in your perspectives that you eliminate other assignments that could strengthen your portfolio and therefore your chances of getting your desired job. Oftentimes, companies may not want to take a risk on a candidate, but if that person has a breadth of experience in other jobs, it minimizes the risk. Another advantage of additional assignments is that they increase your knowledge of the company and increases the number of people who can validate the quality of your work.

Analyze other assignments not from the viewpoint of can you do them, but what can they do for your future. It may be just the job you need to convince management that you have what it takes to get the job you want.

5. Increase your contacts through networking

People rise in their careers in part, due to the number of people familiar with my work. In many conference rooms across the nation succession planning committees gather to determine who will move up the corporate ladder. The more votes you have around the table, the better your chances for advancement. Contacts made at company functions or industry meetings may be invaluable. Inter – departmental teams are an excellent place to volunteer because in today’s matrix organization you need to learn to work with others who may not be reporting to you. There are networking events on social media sites and organizations you can join to help you meet people who may become helpful in your career.

6. Don’t make impulsive decisions and burn bridges

Control your emotions. Don’t make a hasty decision to quit or say something destructive. You must thoroughly analyze your situation. There is an abundance of quality talent on the open market. As with any relationship, take the time to reflect on what transpired.

A rash decision may hamper career development. If it doesn’t work out, rather than stay to work on their skills, people leave and go to another company. They may get more money, which makes their decision look good. However, if there is any area needing improvement, it really should be addressed as soon as possible or it will come back to haunt them, as history repeats itself.

The worst time to look for a job is when you are upset. Your judgment may be impaired. You may strike out with an I-will-show-them attitude and not evaluate all of the particulars of the new offer. As in a relationship, you should not evaluate options when you are angry or disappointed. You do not want to look back regretting an employment decision made without the benefit of a reasonable cooling-off period.

The corporate world is shrinking. One cannot afford to leave under bad conditions, because the bad blood shown to an employer can come back to haunt you.

7. Accept losing to a better candidate

Sometimes the level of competition is so steep that management is in the enviable position of having more talent than it can use. This is no consolation for someone who has worked hard for the job, but it is a fact of life. The timing may not have been right or someone had a better relationship with the decision maker, which served as the tiebreaker. There is also the possibility that you had a bad interview. An interview is like an audition. Academy Award winners and those possessing a Tony Award for the stage have lost out on key roles because they had a bad audition. You may do your best and still not get the job. The important take away is that you did your best. It is important to accumulate a variety of experiences and interests, because you never know what will be the tiebreaker in intense interviewing scenarios. You will be the better candidate in the next round of interviews.

8. Model the right behavior

Your employer is not the only person observing your behavior. Colleagues and others within the organization will want to know how you handle the pressure of not gaining an assignment. This is a perfect opportunity to model the characteristics of a team player and someone patiently awaiting an opportunity by striving to improve every aspect of their performance – a model not a martyr. If you are persistently passed over with little or no feedback or receive insincere contradictory commentary, you may have to make a decision to go where they may appreciate your talents.

Accepting bad news is never easy. We don’t like rejection. This fact is wired into our genes. There are factors in acquiring a job that may be beyond your control and the timing may not be right. You should, however, do everything within your power to ensure that you are ready for interviews, from the standpoint of skills and experience. If you do not get the job, the answer may not be “no,” it may be read as “not now.” The moments immediately after this discovery may lead you toward landing the job that you really want.

How badly do you want to keep them? (To counter or not)

October 23, 2012 ~ Orlando Ceaser

One of your top employees asks for some time to talk. They want to put a meeting on your calendar, preferably right now. They are solemn and serious and you instinctively know this cannot be good. You have played out this scene many times before. There is a sinking feeling in the pit of your stomach, as you walk back to your office. “They can’t possibly be leaving. Let’s find out what they want.”

They begin the conversation slowly like a funeral march. “This is the hardest decision of my life.” Why do they always have to begin this way? Get on with it,” you are thinking. “After much thought, deliberations and discussions with my family, I have decided to resign. Here is my two weeks’ notice.” You are surprised and you say words to that effect.

They continue, “It has nothing to do with you. You are a great manager.” You never thought it had anything to do with you. Although the Gallup research says people don’t leave companies they leave managers, you did not take the resignation personally. “It has nothing to do with the company. It is a great organization. It has taught me so much and the people are great.” You were not taking this as referendum on the company or its’ personnel. “But his company gave me an offer I could not refuse and I have to think of my family.” There it was the Godfather offer. The offer any reasonably intelligent person would be an idiot to turn down.

The next comment was your all time favorite. “I was not looking for a job. I did not contact them. They contacted me.” Yes, but you picked up the phone, returned their calls and showed up for the interviews. This is probably said in most resignation discussion. There must be a feeling that your leaving is easier to digest if you knew they did not make the first move. They are only leaving you because someone else made the first move. I guess that is supposed to ease the pain, replace the person and make up for the institution knowledge and time invested in them, which is now walking out the door.

Your mind wants to know so much. What company? How much was their Godfather Offer? Why did you answer the telephone? But you resist the temptation to ask these questions. You begin. “I am sorry to see you go. I know it was a hard decision to make. After all you have done so much for us and we have invested a lot in your development. We were looking forward to gaining more from this investment. You know we think very highly of you. I thank you for your time and wish you and the family the very best. I hope this works out well for you. I accept your resignation and we will follow through with the separation process.

What is the status of the projects you are working on? I assume everything is in order. Are there any pressing assignments you can complete in the next two weeks? Have you notified your team? Let’s do it now. You promise to make the internal announcement as you thank them for their service and arrange for the check-out, sign-out or whatever title your company gives to the separation process.

You notice a surprised look on his face when you accepted his resignation. It is as if he wanted you to say something different. Did he want or expect a counter offer. What should you do? Then he asks two questions. The first is a set up for his main questions. “Do you ever take people back when they leave the organization?” You answer this question by stating that rehiring is often counter-productive and not a good idea, but depending on the company needs it is always a possibility. Then came the real question. “Do you ever issue a counter offer to keep someone and stop them from leaving?”

There are a variety of opinions on this question. Your response should be woven into your corporate and personal philosophies. The Human Resources Department offer excellent guidance in this area. Ultimately Leadership makes the call because of the impact on the business. If the person returning or leaving has skills that are difficult to acquire or if they have skills you don’t want in the hands of the competition, you may match or counter the offer. Some people feel that it is difficult for someone to resign, but most of the angst comes in doing it the first time. If they left you once it is easier to leave you the second time. They would advise you to accept the offer and wish the person good-bye. Many advise you to accept the two-week notice, pay them for it and send them home immediately. They view the person as a traitor and a negative influence to have them walking around the office for two weeks on a farewell tour.

It is important to arrive at a philosophy on counter offers, realizing that any inconsistency in implementation may increase the conversations around the water coolers or on the company grapevine. What will you do?

5 Signs an Employee is Cheating on You

October 16, 2012 ~ Orlando Ceaser

The association between employer and employee is a relationship. Just as fidelity is crucial in a romantic endeavor, it is also expected in this kind of civil union. However, there are times when employees begin to stray. Their eyes look for a more desirable partner or greener pastures. They wonder if they are missing something by being tied to their company. Under these circumstances they listen to the siren songs of potential suitors. They hope to catch the glance of another company and may linger too long fantasizing about another organization.

Although most employers are at will, which means each party can terminate the arrangement at any time, they still become upset if their employees openly look for another job. Additionally, they are jealous if someone begins courting their employees. Look at the actions of management when they lose too many employees to the same organization. In one case a CEO called the CEO of the offending company and discussed ethical violations for raiding their top talent. They did very little to please their employees, yet became threatened and irritated when they started losing people. The offending CEO basically told him to look in the mirror. “If your people were happy and felt they had ample career opportunities they would not leave.”

When an employee tenders their resignation, employees are sometimes surprised. When they looked back over the past few months they admit there were signs that they did not take seriously. In retrospect they say, “I should have known or I should have seen it coming.”

How can you tell when an employee may resign?

If there is a new stud organization in town or on the market, expect midnight raids into your camp
If employee surveys indicate dissatisfaction among your team members, which is evident in low engagement scores, etc.
The industry is exploding and the number of qualified applicants is low
You have a plethora of top talent, and not enough promotions to please everyone

Some of the standard signs that your employees are mentally cheating on you or straying away from the company are listed below.

1. A break in their usual routine

They start taking long lunches out of the building when they always brought or purchased their meals on site. They dress up for work in business attire or look better than usual. You may even notice a new hair style or haircuts more than usual.

Interviewing takes time. Many employees will take vacation days to interview with other companies. However, some people take long lunches to achieve this objective. A tell-tale sign that someone is looking or considering leaving is using most of their vacation time in the early part of the year. Some workers clean up their office and their files. Their office looks like spring cleaning has arrived with the reduced number of pictures and artifacts.

2. Increase in telephone calls

They seem to have more personal telephone calls through their direct line or their cellular phone. The volume on these conversations is lower than their normal speaking voice.

Recruiters are aware of top talent and will flood their phones with telephone calls to assess a person’s interest in an alleged phenomenal job opportunity. They also follow-up the interviews with calls and e-mail messages to monitor progress. Periodically, it makes sense as a highly enlightened manager, to talk about your observations with the employee. Tell them about the calls you receive as a manager and ask how they handle the calls they get. Assume they are getting telephone calls. If they are worth their weight in gold, someone is talking to them. Discuss your philosophy about recruiter calls. Reassure the person of your interest in their career and your commitment to develop them. Let your employee know how you value them and their contributions. Remind them that recruiters are sales people and many are more committed to their own families. A recruiter may not be objective when they sell a certain opportunity as being the best thing in the world for their potential client.

3. Increase in the number of sick days

For a person who is really ill, they suddenly have a rash of colds or personal family emergencies. These illnesses do not take much time away from the office. They fall into the category of the 24 hour variety which brings them back to work quickly, so as to avoid suspicion.

Interviewing time causes people to take sanctioned sick days to look for a job. If the manager shows genuine concern for their health may shame some people into taking vacation days over sick days to interview. Technically speaking, taking sick days to interview is a violation of company policies and could place the employee at risk if they are discovered.

4. Discontent with company policies

The employee begins to challenge company policies and procedures or questions them more than in the past. They seem anxious and combative. They also may have problems with their peers which was seldom an issue.

Individuals may have a hard time leaving a company that has been good to them. People rationalize their actions / behavior by finding fault in their current organization. Policies and procedures that were never a problem become a major concern or nuisance. This may be indicative of their internal struggle. Immediately recognize the change in conduct and ask if everything is alright. You want to get to the bottom of any grievance.

5. Change in work performance

There is a change in the employees work performance. The quality may increase significantly or experience a precipitous drop. The increase can be used to throw you off the path that they are looking for another job. They may also use their best performance to show the company they are giving their best and not cheating them with substandard effort and results. A close evaluation would cause one to question why they were not giving this top flight performance all along.

Conversely, some people whip themselves into a frenzy of negative attitude. They feel as if the company has taken advantage of them. The recruiter convinced them they are underpaid and underappreciated and now they will underperform. The constant negative messages cause them to reduce their effort to what they perceive to be acceptable levels to match their pay scale.

There will always be employee turnover. There are benefits and down sides of every resignation. However, treating your employees properly and being aware of signs of discontent or outward mobility could make a difference in retaining the employees you want to keep. This could reduce employee cheating or make you aware of it, so you are not surprised by an unwanted resignation.