A Call to Decency & Integrity (D&I)

April 21, 2020 ~ Orlando Ceaser

The 4th Monkey (3)

Decency is not a trade he frequently discuss. Yet, people know what it is when they see it. We would agree that people who are decent are trustworthy, with strong character traits, such as integrity. They are respected and held in high esteem. Decency is an acquired state. It is a function of diligence, conditioning, and a propensity to do the right thing. It is combination of characteristics, attitudes, and positive personal values, which causes people to gravitate to the as a magnet.

You may not have it as a goal, nonetheless it is a byproduct of being a good person. Decency is a positive side effect of good behavior. The individuals possess high moral standards and a solid reputation and track record.

Google defines decency as “behavior that conforms to accepted standards of morality or respectability.” It is often used in the context of someone being modest.

Decency surfaced on my first interview trip as a district sales manager. I was sent to help a district manager fill vacant sales of territories. The company had a structured interview program based on behavioral questions. We looked for competencies or behaviors necessary to do the job. Past performance / behavior was a predictor of future performance. Whereas there were no questions related to decency, it was evident, among the candidates.

One candidate rose to the top of my list. He had the requisite potential to be an outstanding sales rep. This was during a time when we were hiring recent college graduates for sales positions. There was one sales territory that was hard to fill. My favorite candidate evoked the word decency. He had the requisite skills, but I kept thinking, he is a thoroughly decent individual.

Decency translated into a culmination of many positive character traits. His overall demeanor was supported by quantifiable, specific behavior related outcomes.

Our interviewing questions covered such areas as presentation skills, product knowledge, administrative abilities, persuasion, teamwork, tenacity, resilience, creativity, and organizational skills.

Sandwiched between his answers were examples of

Fairness, equality, and good judgment
A hard-working personality
Faith centered living
Integrity and moral behavior with clients and competitors

Decency is an attribute, we relish in people who lead us, serve us, and befriend us. They have integrity which is characterized by the 4th Monkey (Shizaru) which is “Do No Evil”. Decency is not something we feel we can teach, but believe it was necessary for longevity and success in the long term. It may be a function of upbringing, conditioning, modeling behavior, practice, and reinforcement. Decency is often described as; you know it when you see it, or you can feel its presence in your gut.

In a highly competitive marketplace, decency can be a tiebreaker in hiring employees and building relationships and collaborations. We should determine whether candidates can play well in the sandbox, are good listeners and strong team players. They could essentially play well with others, driven by a sense of fairness and purpose, emotional intelligence, likability, and a desire to excel and achieve their inner greatness.

When we visually survey our workers and coworkers, if we find they have a sense of decency we could probably see the following.

Authenticity
Integrity
Honesty
Strong work ethic, based on productivity, quality and execution
Treats people fairly, with dignity and respect
Moral character as reflected in the stories they tell
A sense of fair play

Answer the following question. Are you a decent human being? How do you know this to be true? Asked the coworker, relative or friend if they would consider you a decent person. Ask for examples.

The decent human being is the team player that people like to work with and want on their teams. Strong character individuals are sought after in every interaction that is important to us. It is advantageous to associate with decent people and hire, develop and promote in our organizations.

Secrets of Success in Sales and Leadership

July 15, 2014 ~ Orlando Ceaser

This interview was given to Pharmaceutical Sales Representative Magazine and contains information that is still current and vital for today’s professional in any field.
“How do you describe your job? Do you feel that you are simply a salesperson whose only real duty is to sell as much of your products as you can? If so, this month’s column is for you! The average rep might get away with this mindset, but the best reps in this industry see their jobs in terms of both sales and leadership.

This month we speak with Orlando Ceaser, author of Leadership Above the Rim: The Poetry of Possibility. He has authored numerous articles, books and CDs, and has a comic strip on leadership, motivation and personal development. Formerly the Senior Director of Diversity for AstraZeneca, he is now a motivational communicator for Watchwell Communications, Inc, We speak with him this month to tap into his over 30 years of experience to learn how the best reps use leadership skills to get to the top of their field.

Orlando, you have worked with reps from a variety of vantage points. Why don’t we start by giving us a definition of leadership as it pertains to a pharmaceutical sales representative?

Leadership is defined in the eyes of the customer. The pharmaceutical sales representative, who helps their clients reach their vision of quality patient care, will be perceived as a leader. They will lead by example and develop credibility through technical expertise and outstanding customer service. Their responses to questions will be in the best interest of the customer. Their objectivity will create meaningful trusting relationships. They will be in the upper echelon of sales reps by using their talent, skills and resources to provide value and exceed customer expectations.

How do you see the industry’s most successful representatives using their leadership skills to advance their careers?

These individuals are not afraid to take risks. They will openly ask questions in meetings, volunteer for special projects and coach and challenge their peers. They recognize that each interaction is an interview, so their time in front of senior leadership is used as an opportunity to demonstrate their talent and tactics. They realize that the first step to a promotion is doing their current job to the best of their ability. The most successful representatives know that advancing their careers does not necessarily require a promotion or relocation. They may accept a lateral move, as well as a higher rung on the career ladder.

The successful sales representative will use a mentor or coach to help them improve their performance and counsel them on their career. They will develop advocates who are aware of their track record. These representatives are continuously learning and looking for ways to excel among their peers, by being competitive, but not in a negative manner.

If a rep doesn’t have a lot of experience in leading other people, where can he or she begin to get that experience?

Experience leading people can be gained on the job by taking the lead on projects and volunteering to assist their manager on special teams and with field training new representatives. They will gain valuable experience leading a team and learn to influence without authority. Additionally, there are opportunities away from the job where they can hone leadership skills. Sales representatives may volunteer in local community, religious, social, military and sports programs.

Sales representatives should let management know the scope of these leadership opportunities and the skills being developed. It is a good idea to have leadership development as a career objective and read books, take classes, attend seminars to help fulfill the leadership objective.

What do you think are the top one or two qualities and/or habits that make a great leader in this field?

Great leaders have the ability to rally a team to a cause greater than themselves. Marcus Buckingham, the author of First break all the rules and The one thing you need to know, says, “Great leaders rally people to a better future.” This vision of the better future is passionately presented, designed and executed. People follow because they can see how it will benefit them. Clarity in defining the future and optimism as they alleviate the fears of their team is necessary to keep them focused on achieving corporate and personal objectives.

What one or two qualities or habits do you think are very destructive in people who are in leadership roles?

I have noticed a number of leaders lose control of their organizations lacking integrity and trustworthiness. These are more than moral failing; they strike to the core of motivating a team to strive for the future espoused by a leader. If people don’t trust the leader this will impact morale, levels of engagement, productivity and sales results. It will also prevent the leader from retaining their top talent.

Additionally, in a global economy, leaders who are not inclusive or culturally competent will be a liability to their organizations.

What would you tell a representative who feels that they don’t have the basic skills or characteristics to be a leader? Perhaps they don’t like to be in the spotlight, or lack confidence in speaking out and giving their opinions, for example.

I would suggest reading books on leadership and discussing leadership skills with their manager. They may be mistaken regarding their ability to lead. In these current economic times, it may be a competitive advantage to acquire leadership qualities. For example, speaking up at meetings is a skill set that can be developed. Some people are introverts who like to process information differently and may take time to think through a response before commenting. Participation strategies and tactics can be devised to increase confidence and engagement. I know people who write down questions before and during a meeting to structure their thoughts. Others role play their responses before a meeting through mentally rehearsing their questions or practicing out loud.

Senior leadership makes decisions about the value of sales representatives from their ability to sell and their ability to lead. Expertise in selling today will cause leadership to ask the question, “Do they have what it takes to lead, tomorrow?”

Strong Leaders: Strong Enough for Their Teams

February 17, 2014 ~ Orlando Ceaser

Strong enough could mean having sufficient energy, capacity and emotional and intellectual fortitude to challenge the status quo, as you look into the future with strategic vision. Strong enough for your team could mean you can be counted on to flex your leadership muscles to protect your team and get the most out of them. Strong enough for your team could describe the charisma and the tenacity exhibited as you demand the performance and execution required for success.

Boot camp for the military and training camp for athletic teams are conducted to ensure their members are mentally and physically fit; that they are strong enough to compete in battle or competition. We need a managerial or leadership equivalent of these events to ensure managers are strong enough for their teams. Are they strong enough to lead? Do they have what it takes to deliver what is required by their team to help them function at their highest level of performance? Are the managers the catalyst to continuously develop teams to deliver world class results?

Performance evaluation

Strong enough for their team is apparent during performance evaluations. Companies encourage employees to provide input which is included in the final written document. This input gives the manager insight into how workers see their performance. If the employee is candid, they outline their strengths and weaknesses, as they perform to reach or exceed their goals. The final document should be largely constructed using a perspective gathered from the boss’s observations. Otherwise, the employee will question the strength of their leader. Also, some people have an inaccurate view of their performance and strength is needed to deliver an unpopular message.

Organizations are concerned about inconsistencies in managerial judgment across their management teams. They want to guard against some managers being easier on their people than other managers. People have been known to receive an excellent rating from one manager which would not be excellent in the eyes of another manager. This disparity leads to some people being rated higher than they deserve. Organizations try to minimize this problem by a process known as calibration. These organizations have meetings with their managers and discuss their team and individual team members. Members of their peer management group will have an opportunity to question, challenge and give input into the performance of people on other teams. Each manager’s interpretation of their team performance is open for discussion and sometimes, a heated debate. Calibration is often a competitive event and the manager who is strong enough derives the appropriate benefits and impressions for his team.

A strong enough manager is required to competently represent their team in these calibration meetings; otherwise their team will suffer when challenges are made. These challenges have performance rating and financial implications. A manager who is strong enough supports their assessments with a strong written evaluation. They also have strong verbal communication skills to state their case and fend off any challenges. Timidity and poor verbal skills may stifle the growth of individual team members if the manager’s peers do not gain an accurate assessment of their abilities.

Additionally, managers also convene to discuss the talented individuals on their team in the succession planning meetings. These meetings are held to evaluate talent to fill vacancies and to ensure they have qualified candidates for promotions to build a pipeline of talent for the future. A manager must be strong enough with their communication and analytical skills to state a solid case for their top talent.

Strong enough to challenge

Managers have to be strong enough to stand up to their people for their own development; to ensure that they are giving their best efforts. They must be tough enough to make the hard calls and replace individuals who are a poor fit for the job and the organization. I heard one manager say, in frustration,” I should have fired him 15 years ago.” He was lamenting the fact that the current leadership would not be wrestling with this problem person if he had done his job many years earlier.

An employee from a major airline was distraught when they discovered that their manager was not strong enough for them during a major restructuring campaign. The team was decimated and many individuals were cut from the organization. A manager, who was strong enough, may not have prevented everyone from receiving a negative verdict, but the people would have received a fair trial.

A creative director was frustrated every time senior leadership disagreed with her when she pitched a new proposal. Her boss was always present and frequently left her on her own to defend her project. She knew she had his support outside of the meeting, but wanted him to come to her assistance when she was under fire. If he had been strong enough for his team, even though her programs were denied, she would’ve been motivated, knowing that he was in there fighting along with her.

Managers who are too strong

Some managers have a bully personality and are disliked and not trusted by their peers. Their reputation could work against anyone associated with them. These managers are viewed as tyrants and suffer from being too strong or too forceful in their business relationships. They make a lot of enemies and sometimes revenge is taken against anyone they support, especially anyone seen as their protégé.

Some managers are viewed as difficult to work with by outsiders. When asked about his leadership style, the employees gave favorable comments. The manager gave them exactly what they needed. He was matching toughness with the needs of his team. They said he was fair, disciplined and had their best interests at heart. The secret was to apply the right amount of strength to the right situation.

The objective of the strong leader is to be strong enough to be effective in every dimension of their job, to achieve the best results.

A leader should stand by, with and for their team

February 7, 2014 ~ Orlando Ceaser

Stand by your team

A manager felt his people would go through a brick wall for him. He based this on their belief that he would do anything for them. They knew he had their backs. This dedication and loyalty led to higher sales results and productivity. He created a culture of excellence, enthusiasm and trust.

The manager was known to stand by his team. When they are in need of guidance and resources to compete in difficult situations, he was known to stand by them. In today’s marketplace, there is a fair amount of angst about the future and employees role in it. Standing by your team allows you to detect any anxiety and address it with encouragement and skill development.
You can quickly squash rumors that are not true, before they become a morale problem. Immediately provide whatever information you can, within your leadership obligations, to ensure they are focused on the things they can control.

If the team misses the mark and fall short of achieving a goal, they are not thrown under the bus. They are held accountable, but you as their leader, takes them through a rational analysis of what went wrong. You are on the front line developing strategy and corrective measures. Your aim is to exceed the goal, so that the shortfall does not happen again.
You want your team to be a well performing unit, exceeding objectives. This is the best way you can diminish adverse situations. Being focused on excellence and driving productivity will build their confidence on the current job and prepare them to confidently answer interview questions for the next assignment.
Stand by your team as a strong role model who is authentic and committed to their development. This will enhance their performance loyalty and trust.
Stand with your team

It is critical to also stand with your team in skirmishes to drive market share. You have a history with them. Your relationships were strengthened in the trenches. You made sure they were informed about every major decision and the reasons for those decisions. You felt that if they were more informed about the intricacies involving the decisions, it would build trust in your leadership. Patrick Lynn Lencioni in his book, “Three signs of a miserable job,” speaks about each individual’s need to be known, to feel important and able to gauge their progress and level of contribution to the organization. When they feel connected, this has a positive influence on engagement and results.

If you stand with your team, your praise and proximity will indicate that you care about them and they are not just a means to an end. You value them as individuals and are committed to their success. You stand shoulder to shoulder with them in the day-to-day struggles in the marketplace. You are not afraid to roll up your sleeves and help them do the work. You are willing to ask them their opinions and implement their suggestions. Where there suggestions have merited, they are implemented and they are given the credit. They know that you are the boss, but you do not hesitate to show that you are so committed to getting the job done. This leading by example sends a powerful message.

When you stand with your team, you make sure that each individual knows their job and does their job. You are not a micro-manager. You are always open and committed to their development. You want them to be more efficient and effective and willing to offer suggestions to improve their performance while living up to their responsibilities.

Stand for your team

Thirdly, you should stand for your team. Be the proud representative or your team, department or organization. You are aware of the hard work they put into excelling on the job and you want to promote their excellence to anyone who will listen. You want to represent each member and the entire group to people who can have an influence on their career.
When you stand for your team, you openly and willingly engage in conversations about their talents, gifts and skills. You expose your team to knowledge, individuals and other resources that expand their experiences and expertise. Additionally, you are not timid about challenging them to higher levels of achievement. Your expectations are high, because you know they can do more.
There are times when your team will seem to take your performance personally. They want you to stand out among your peers when there is any competition. They watched with pride as you make a presentation on the agenda with other managers. You are their boss. You are representing the team and they are bursting with pride.

When you stand for your people you are loyal and not always looking to change teams for your personal benefit. You are committed to the productivity of the group. You select and develop a strong core of hard-working, ambitious people who crave recognition and rewards for their excellent performance. This strong core is being groomed to work as a team. They have the complementary skills necessary to exceed aggressive team objectives. They enjoy their jobs. They are fully engaged. They look forward to going into battle every day with everyone on their team. They are looking to you as their leader. They see you as their ally, an advocate against any adversary who stands in their path.
To maximize your effectiveness as a leader it is essential that you stand by your people, stand with your people and stand for your people. The results will be amazing and will enable everyone involved to reach levels of performance that are personally beneficial and a windfall to the team and the organization.

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.

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.

The Company is last – Sacrificed for personal gain – Part 1of 2

May 30, 2013 ~ Orlando Ceaser

Managers are hired to grow the organization, protect Company interests, steward its resources and provide value to share holders / stake holders. They achieve this by making decisions that benefit themselves personally, individuals they like, their team or the overall organization. When these decisions are made for the right reasons, everyone wins.

Some people treat Company interests as a latter option. They disregard their primary responsibility and make decisions that may harm the corporation in the long run. This mindset is present in people of power, whether serving as a manager, coach, or politician. My focus for this article will be on those serving as a manager or leader.

These individuals in question view resources, influence and assets as their private property. They selfishly make decisions to stroke their personal egos, enrich their bank accounts and advance their personal careers and the careers of their minions.

Let us discuss the decision making practices of many managers when selecting candidates for hire or promotion as an example of this behavior. There are four perspectives and the company may be last. The four perspectives are:

• Personal
• Protégé
• Team
• Organization

Personal

The personal perspective is highly visible in selecting talent. Manager’s with this dominant mode will hire and promote in their image. The candidate reminds them of themselves when they were that age. Also, they have attributes that remind them of someone they admire. Managers select people based on comfort, familiarity and personal identification. They can relate to the attributes shared in common. They feel the person has the potential to do well and they may personally receive accolades for hiring / promoting such a fine talent.

These opportunities are often blatant examples of nepotism because these individuals are in the same club, group, fraternity, sorority or ethnic or racial group. The person is elevated in stature due to an affiliation of some sorts. The candidate presumably has the qualifications, but affiliation or identification on some level compels them to advocate their candidacy.

The idea of reciprocity comes to mind. Someday the person may repay the favor and help them in some manner. The manager may offer the job to a friend of a friend or the referral of a very important person. The concept is to place the job in the hands of someone who owes them and may pay dividends in the future. There is hope that someone will be grateful for this act of generosity and show their gratitude at the appropriate moment with the appropriate stipend.

The personal focus of this perspective is also evident in their daily practices. A person gains accolades for developing a new program. Mind you, a recently introduced program was not given an adequate chance to work. They therefore, convinced the company to make a make a large financial investment in their new program. They do not want credit for implementing someone’s program, so they develop their own. If this happens frequently, it does not allow the company to establish their brand identity due to the revolving door of new managers with new programs to fit their personal agendas.

The perceived personal benefit is the driving force behind their actions. The manager in this mindset is hiring for personal gain, image and reputation. They are executing their job with a short term personal focus on their career. They will duplicate expenditures; make poor decisions and institute practices that may actually cost the company more money, time and resources.

Protégé

People immersed in the protégé mindset are influenced by what is best for the candidate, rather than the company. These candidates may be worthy people, with a compelling story. The manager feels an obligation to help them complete their story, by making the path easier or more open for them. The manager wants to accelerate the person’s learning curve, but the effect may be catastrophic for the corporate culture.

People are placed on a fast track program. They are placed on a short term basis in a series of departments to give them exposure to the company quickly. This allows the person to check off a box that they have experience in various disciplines. The concept makes sense, but they are never in one department long enough to fully understand how it works. Additionally, they are not there long enough to have an impact on the business and to make a significant contribution. They are viewed as lame ducks or worse, someone passing through on their way to the top with an opportunity reserved for a select few.

The protégé mindset espouses that potential will eventually lead to qualifications, but there is collateral damage when following this approach.

In this category, someone may get a job because of who they know, influence plays a role in their hiring or promotion. Patronage and favoritism are focused on the person who may become the protégé.

When there are problems with the protégé, the hiring managers becomes protective, since they are responsible for the hire. They take it personally and defend the new person. They are prone to ignore criticism, justify the poor performance by blaming others and circumstances. They will castigate the messengers who bring bad news about poor performance, regarding their hiring / promotional choice.

The protégé mindset is replete with hiring friends and family members. The CEO of a Charter School was reprimanded when they found many of his family members on the company payroll in key positions. City governments are notorious for this practice.