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Jan 13

How To Be Your Company’s Next Rising Star

You may often have asked yourself, “How do I get on my company’s rising star list?”. This article gives you practical tips to navigate your rise to the top.

How To Be Your Company's Next Rising Star 1Most organizations don’t have a very scientific process for grooming the next generation of top talent. It is largely a matter of perception. However, you can highlight your potential for a top management career by following certain guidelines:

Take on additional responsibility in your current role

Volunteer for projects in which you can showcase your talent. Take on additional assignments in areas that are important for both your current performance and long-term development. There is no substitute for hard work.

Understand the power structure of your organization

Your manager can help you better understand the company hierarchy and its power dynamics. It is a hard fact of life that pawns get crushed when the royalty moves, so it pays to know which side to be on.

Blow your own trumpet (but do it in a harmony)

If you don’t value and highlight your achievements, others will hijack them as their own. Take credit when it is due – don’t be humble about your genuine victories. Humility is only admirable when you are already the top. Keep your manager and key leaders apprised of your biggest achievements. They can help others in the organization see your potential for leadership positions.

Be good with your manager

As much as possible, strive to be on good terms with your manager. Respect their decisions and help them improve their own functional/technical knowledge, but do it subtly.

Scout for opportunities to build your long-term capabilities

Discuss with your manager the training landmarks and experience you need to progress in your career. Request your manager’s help in getting exposure to those experiences. If possible, put these requests on record.

Establish relationships with other leaders

Ensure that your career development plan includes steps you will take to build quality relationships with other leaders within your organization. Don’t remain at the mercy of your manager only; most of the larger organizations have a consensus vote whilst selecting future leaders. The last thing you want is for people not to know who you are when your name is proposed for a high-flying role.

Exhibit openness to development

Show that you are receptive to your manager’s coaching and feedback by being open to new ideas and suggestions. Regularly ask for feedback and demonstrate your responsiveness to it. Your positive follow-through is key to encouraging your manager to continue to invest in your development.

Reflect on What you Have Learned from key experiences

Before you begin a new project or assignment, discuss with your manager the key capabilities you should expect to develop from the experience. During and after the assignment, schedule time with your manager to discuss the important insights you gleaned from the assignment.

As long as you keep the above pointers firmly in mind, you should find no obstacles on the path of your rise to the top.

Keep the faith!

Jappreet Sethi

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Dec 23

5 Tips From Richard Branson On Starting A Successful Business

Richard BransonAs LinkedIn is a business that started in a living room, much like Virgin began in a basement, I thought my first blog on the site should be about how to simply start a successful business. Here are five top tips I’ve picked up over the years

1. Listen more than you talk

We have two ears and one mouth, using them in proportion is not a bad idea! To be a good leader you have to be a great listener. Brilliant ideas can spring from the most unlikely places, so you should always keep your ears open for some shrewd advice. This can mean following online comments as closely as board meeting notes, or asking the front-line staff for their opinions as often as the CEOs. Get out there, listen to people, draw people out and learn from them.

2. Keep it simple

You have to do something radically different to stand out in business. But nobody ever said different has to be complex. There are thousands of simple business solutions to problems out there, just waiting to be solved by the next big thing in business. Maintain a focus upon innovation, but don’t try to reinvent the wheel. A simple change for the better is far more effective than five complicated changes for the worse.

3. Take pride in your work

Last week I enjoyed my favorite night of the year, the Virgin Stars of the Year Awards, where we celebrated some of those people who have gone the extra mile for us around the Virgin world. With so many different companies, nationalities and personalities represented under one roof, it was interesting to see what qualities they all have in common. One was pride in their work, and in the company they represent. Remember your staff are your biggest brand advocates, and focusing on helping them take pride will shine through in how they treat your customers.

4. Have fun, success will follow

If you aren’t having fun, you are doing it wrong. If you feel like getting up in the morning to work on your business is a chore, then it’s time to try something else. If you are having a good time, there is a far greater chance a positive, innovative atmosphere will be nurtured and your business will flourish  A smile and a joke can go a long way, so be quick to see the lighter side of life.

5. Rip it up and start again

If you are an entrepreneur and your first venture isn’t a success, welcome to the club! Every successful businessperson has experienced a few failures along the way – the important thing is how you learn from them. Don’t allow yourself to get disheartened by a setback or two, instead dust yourself off and work out what went wrong. Then you can find the positives, analyse where you can improve, rip it up and start again.

This post is written by Richard Branson and appears on his LinkedIn page. Richard Branson founded Virgin in 1970 at the age of 20, and he hasn’t looked back. He’s the only entrepreneur to have built eight separate billion-dollar companies in eight different industries — and he did it all without a degree in business.

Thanks

Jappreet Sethi

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Jun 13

Will blasting your resume Help or Hurt your job search?

When you first start looking for a job you’re excited … you jump online and blast your resume off to anything that looks remotely interesting. You are thinking about you … “Hmm, that sounds good, I might like to work in that role …”, hit Send and away it goes!

Perhaps you’ve lost your job and suddenly, with no warning, you’re staring down the barrel of financial struggles and stress. You desperately scour job sites and papers and apply for anything. This seems like a great idea – surely the more applications you send, the greater chance you have of getting another job and putting this stress behind you!

Others adopt a first-in, best-dressed theory – job markets are competitive and you believe that getting in quickly will give you an edge over the competition.

I know of candidates who sit at work, miserable in their job, and in reaction to something that has happened in the workplace, spend a few minutes online frantically applying for anything remotely possible.After a resume-blasting session you feel better … “Well that was a good effort” you think, “I’ve put myself in front of plenty of employers. Surely I will get a job from one of these.”

Did you know that, within minutes of a new job being posted on job search sites, employers and recruiters start receiving applications in their inbox? The problem is however, that most of those applications will be from people who don’t meet the criteria.

Job-searching is a numbers game and the more applications you get out there, the more likely you are to find a position. But your applications must be targeted.

Nobody is impressed by the number of applications you submit, nobody will pat your back at the end of a resume-blasting session and say “Well done Johnny, 30 applications sent”.

Employers want substance. Facts. Figures. Results. They’ve got a problem and they want you to solve it. Employers want to know what you’ve done, how you’ve done it well and the value you can offer them. Generic applications don’t address those needs.

Using a one-size-fits-all resume and generic cover letter will not make an impact with employers. You are wasting not only your time, but the employers’ time as well and ultimately lengthening your job search.

Stop and think about recruitment databases for a moment. Records are kept of positions you apply for: have you ever considered that in 3 months from now if you are still looking for work, people will see not only that you’ve been searching for a while but also that you’re a ‘serial applicant’?

Candidates who take the time to tailor their application to the role have far more chance of being considered as a serious applicant.

“But I need a job,” you cry, “I haven’t got time to be selective and tailor my application.” Understandably you need to secure work and have to be proactively applying for roles, but proceeding in a job search with a generic resume and cover letter is ineffective.Take the time now to work on an interview-winning resume and cover letter. You can use these as your base, so that you don’t have to reinvent the wheel each time you apply.

When you see a job of interest read the criteria carefully – do you meet it? If you do then it’s time to customise your application.

  • Start with your resume – make sure your profile and areas of expertise (core competencies/skills) are tailored to the role – does it contain keywords from the advert?
  • How have the company written the qualifications – are yours listed this way in your resume?
  • Look at the order of information in the advert (usually the order of importance for the employer) – does your application cover these points early in the resume?

Sometimes your resume will only require minor editing – perhaps changing the order of achievements to highlight key areas of importance for this role.

  • Treat your cover letter as an opportunity to talk about your ‘fit’ for the position.
  • Tell the employer how you will meet their needs.
  • Discuss other information that might not be contained in your resume but is relevant to the role.
  • Talk about the company: a candidate who has clearly done their research is impressive.
  • Address your letter to a person rather than Dear Sir or Dear Hiring Manager. You can call the receptionist or search online for this information.

Every time you tailor an application save a copy: if you come across a similar role you’ll only need to make minor adjustments.Taking the time to customise your application is well worth the effort. Employers can see that you’ve invested time in the application and you stand out from other applicants. You have the opportunity to highlight points from your past that speak directly to this position.

Don’t be reactive – stop and think about your application and take the time to get it right before pressing Send!

This article is contributed by Michelle Lopez of One2One Resumes.

E: [email protected]

W: www.one2oneresumes.com.au

© Michelle Lopez, Owner/Career Consultant

Thanks
Jappreet Sethi

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Nov 22

How To Do A Good Performance Review

The ingredients of a bad performance review are haste, lack of focus, a non-empathic attitude and a mechanical approach to the process. A good performance review obviously calls for a diametrically opposite approach. Here are some tips for managers whose duties include conducting performance reviews of their team members.

Be Prepared: The intention behind a performance appraisal is to have a fruitful discussion based on previous findings. Meaningful preparation for a team member’s annual appraisal includes referring to old emails, memos and other communications as well as mental notes pertaining to his or her performance. This is, in fact, a two-way process. The employee should be asked to complete a self-appraisal against the previously set goals, backing this up with all possible documentation. This reduces potential fireworks and enhances the quality of the discussion.

Set A Positive Tone: A manager should keep in mind that most employees tend to be anxious about their annual performance appraisals. After all, a lot of things that affect them directly depend on it. Reaffirm that the purpose of the meeting is to help both the employee and the organization to benefit from his or her work. The last thing that a manager should do is allow the employee to feel trapped or confronted. The best way to begin is by asking the employee to present his or her self-appraisal. During this, the manager should pay careful and courteous attention while the employee relates key achievements during the year.

Identify Performance Gaps: After the self-appraisal, the manager can proceed with his or her own appraisal of the employee‘s performance. This should focus on whether the employee‘s perceived accomplishments are in line with the performance goals set in the previous year. The purpose here is to identify gaps between the actual and expected performance. The employees should be made aware of how a particular performance deficit or achievement/goal imbalance impacts the organization. Employees tend to agree if they see how their work fits into the larger picture. The manager needs to watch out for signs of defensiveness or any kind of negative reaction, keeping in mind that the objective is not to confront but to find solutions.

The manager should:

  • Allow the employee to articulate disagreement
  • Not pass judgments or make depreciating personal comments
  • Stick to areas that matter
  • Use praise as well as criticism

Agree On An Action Plan: The employee should be allowed to suggest an action plan first. There should be no spoon-feeding from the manager at this stage. The manager should, however, ensure that the plan is smart, doable and addresses the established performance deficits.

Summarize And Set New Goals: The performance review discussion should lead to the establishment of new goals, or amendments to the previous goals. Again, this is a two-way process which should take into account the employee‘s skills and capabilities. The manager should explain how these goals relate and lead to organizational success, and how business would suffer if the mutually agreed goals are not achieved.

Set A Follow-Up Plan: Even if the conversation has been tense, the manager should ensure that the final summary includes performance strengths. The final task is to set up monthly meetings for following up on the mutually agreed plan.

Annual performance appraisals have their place as a formal system. They serve as a discussion forum that allows all concerned to examine an employee’s performance over the bygone year. However, this process must always be balanced and complemented with abundant recognition and real-time feedback throughout the year.

 

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Oct 01

How To Tackle A Difficult Boss

It’s a vexing problem for many – they like their job but just don’t seem to be able to get along with their boss.  Obviously, the first impulse of many who have a difficult boss is to hand in their papers and search for another job. Is this always the best decision to take? One of the things you like about your job may be the financial security it brings with it. Is scuttling this security worth it just because of a difficult boss?

There are other ways to handle such a situation. Here are some tips on handling a difficult boss. These tips will not work in all situations. Your boss may be a genuinely unreasonable man, in which case it may be prudent to look elsewhere. However, we often perceive our bosses as difficult only because we are scared of them. Fear closes down communication, which means that resolution of the problem is impossible.

  • Stop gossiping about your boss. The spoken word has immense power – over you, over those you work with and over the general office atmosphere.

If you have been unable to communicate your grievances directly to your boss, you may have fallen in the habit of bad-mouthing him or her to all who will listen. This creates two problems – firstly, it reinforces your own negative feelings about your boss, making the problem worse. Secondly, it can strain your relations with your boss further because word travels quickly in an office setting. The more you complain to those who cannot make a difference in your problem, and the more slander against your boss you indulge in, the worse the situation becomes.

  • Communication is the key to resolving most problems in life. If you do not communicate your issues to your difficult boss, he can hardly be blamed for not being part of the solution.

The intangible concept of ‘relationship’ comes into play here. You need to build a better relationship with your boss, and this involves communication. How many times have you approached him or her personally? Muster up the courage to approach your boss and outline your problems diplomatically. Be sure to mention that you are happy with your job, but that you would like to enjoy better professional comfort levels. Be specific about the nature of your problem and ask if there is any way you could help in resolving it. You may be surprised at how open people can be if they are approached properly and sincerely.

  • If you feel or have been told that your boss has a negative impression about you, strive to change that opinion.

Your boss’ antipathy toward you may be well-founded. You may be under-performing, gossiping about the management or be fraternizing too much with other negative people. Make efforts to correct this course. Drop out of office gossip and groups that indulge in it. Offer to work over-time on a crucial project, and ask your boss if there any areas he or she wishes you to improve upon.

We tend to look at our bosses as super-human people who do not think, feel and react like we do. This is a mistake. In any given situation involving your boss, ask yourself if you would not have reacted in the same manner if the shoe were on the other foot.  Once you are able to see your boss as just another human being, you may begin to understand where the problem lies and what you can do about it.

Jappreet Sethi

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