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Your #Career : 5 Things You Need to Do to Set Yourself Up for a Promotion…Identify the Skills you Need to Make yourself Stand Out from the Competition.

November 7, 2016/in First Sun Blog/by First Sun Team

Everyone wants a promotion, but it’s not as simple as waiting a year or two to “get” one. That’s because promotions are earned, not given. This is especially true at the leadership level; professionals need to prove their worth and show that they’re ready for career advancement.

Demonstrating value isn’t making a one-time presentation to senior leadership about why a promotion is deserved. It requires a conscious effort to improve and grow as a leader and simultaneously position yourself as a high-performing professional. Here’s how:

1.Demonstrate a track record of delivering.

The first, basic step to any kind of career advancement is competence. It sounds really simple, but it’s something that many professionals just assume. After a certain amount of time, employees just expect a promotion, but they don’t stop to think if they really are effective.

In fact, a September study from Leadership IQ found that fewer than half of employees know if they’re doing a good job.

Prepare for a promotion by reviewing past performance evaluations. Are there any gaps in performance? Talk with managers, supervisors, and co-workers. What needs to be improved? What can be done better?

Look at strengths, too. Gather data, records and any other evidence of a solid track record for delivering. Look for goals that have been met, successful completed projects, and other accomplishments that show effectiveness. Then, use these examples in performance talks with senior leadership.

Finally, look at which skills fall between strengths and weaknesses. Identify the middle skills that, with a little bit of effort, can show a visible increase in performance.

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2. Delegate strategically.

Professionals can’t take on more responsibility if they’re always swamped with work — especially leaders. Great leaders delegate tasks and lead employees through them, freeing up their time to focus on strategy and other high-level tasks.

Leaders ready for career advancement should take a look at what they spend the majority of their time at work doing. Is there room for more responsibility? Can certain tasks be delegated to the team? Can their time be better spent on strategic initiatives and guiding the team as opposed to actually doing the groundwork?

Once tasks are appropriately delegated to the team, ask senior leadership for more responsibility at the strategic level. Ask for challenges and demonstrate the capability to take on more.

3. Gain a bird’s eye view of the organization.

To be competent in their current position, leaders need to understand their team and their department, and find ways to improve processes, employee satisfaction, and success in that silo. But for career advancement, leaders need to have that same ability across the organization.

Having a broad view and understanding of the organization is a sign that leaders are ready for the next step. As professionals move up in the company, they need to be ready to bring innovation and make changes across the business.

Promotions bring new opportunities to lead, implement changes, and make decisions that will have a positive impact. But to launch new ideas and initiatives, leaders need to know the business inside and out. They need to understand the company vision, mission and strategy and with this broader picture in mind identify what the company is doing well and what can be improved. They need to know what has and hasn’t worked in the past, the role of different departments and leaders within the organization, and the overall guiding mission and vision.

To prepare for this change, take a step back from daily responsibilities and look at the organization as a whole. Are there any gaps in knowledge? Talk to senior leaders, different teams, and others within the company to fill these gaps and learn as much as possible. To make the most of these conversations and leave a good impression, understand the company’s competition, market and goals.

4. Effectively communicate.

Communication is a huge part of effective leadership, and the best communicators know that it comes down to context. After all, research conducted by our company, Skyline Group International, Inc., found that leadership exists on a spectrum. In other words, leaders are seen as effective depending on the situation and their audience.

For example, our research found that men in leadership tend to listen to understand the main points of what the speaker is saying while women in leadership tend to want to understand what the speaker is feeling. Both of these strategies can be effective, depending on the situation and the audience.

To reach the next level of their career, leaders need to understand this and develop different communication tactics. That way, they can be effective whether they’re communicating with clients, team members or the CEO.

5. Establish an executive presence.

For leaders, part of career success comes down to how they represent themselves. Leaders need to have a certain level of executive presence for career advancement. What exactly does that mean?

Executive presence refers to how leaders conduct themselves in the workplace and how they are seen by their colleagues and employees. Our research suggests that men in leadership are seen as more effective when they command respect, while women who present themselves with poise and authenticity are seen as more effective.

However, great leadership comes down to balance. Find a middle ground between these two gendered extremes to be respected by peers and viewed as senior leadership material. Behave in a way fitting with company values and demonstrate a personality and professionalism expected from an executive.

Entrepreneur.com | November 17, 2016 | Thuy Sindell and Milo Sindell

Your #Career : How Getting a Promotion at Work Can Be a Bad Thing…Before Gunning for, or Accepting a Promotion, take Some Time to Consider the Trade-Offs.

July 5, 2016/in First Sun Blog/by First Sun Team

Earning a promotion can be (and usually is) a huge undertaking, and is a step forward that most people only make a handful of times during their career. In some cases, it means you actually have to switch jobs or work for a new company in order to earn another title. Or, you may just have to play the part of the corporate ‘yes man’ for enough years to finally get noticed. No matter how you do it, getting a promotion is usually a big deal.

Dwight Schrute after a promotion to regional manager in 'The Office' | NBC

But a big deal doesn’t always equal a good deal.

Promotions are typically sought-after feats because they come with additional responsibilities. When we’re given more responsibility, it usually means that we’re earning more money. Increasing your earning power, and stepping into a new role that offers a whole new range of possibilities and opportunities (perhaps you’ll finally get to work on a project you’ve been putting off, for example) are the chief reasons that most workers make the push.

So, how can that be a bad thing? Everyone wants to make more money, after all. But the responsibility part? Well, we may not want that. But if the money is good enough, most workers are happy to take it on. Where things get squirrely, and when a promotion can ultimately end up being a net negative, is where those two things don’t exactly line up.

A promotion and work-life balance

When we work, we are essentially selling our labor — or our time — to the highest bidder. With that said, the question becomes this: How much is your time worth? If you at least have an idea, then you’re on the right track.

Now, when we earn a promotion and have to start shouldering new responsibilities, we need to recalculate what our time is worth. The real trick here is to figure out what, exactly, is expected of you in your new role, and how that actually impacts your life. If you’re a salaried manager now, for instance, whereas before you were an hourly drone, you may actually end up making less money per hour than you did before. It completely depends on your individual circumstances.

Perhaps you actively despise managing people and making tough decisions? Were you happier in a production role, where you were performing the tasks and completing projects that you’re now only seeing on a spreadsheet from a manager’s perspective? That’s going to differ from individual to individual, but the key question to ask yourself is whether or not you’re happier post-promotion than you were before.

The pay raise that came along with the promotion and the additional elements of respect and clout that came with your new title likely helped. But in each individual circumstance, you’ll need to ask yourself whether or not you’re actually in a better place.

For some people, they may have been better off earning less money, but being happier in a non-managerial role.

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Time and money

As mentioned, time is money. You need to realize that in managerial roles — or at least positions higher up the chain — responsibilities compound, and you’re more likely to be spending more hours on the job. Your time is more valuable in these positions, but the stakes are higher. People (be it shareholders, board members, etc.) expect you to get things done, and not just shrug off your responsibilities and let your boss take the heat.

Again, for a lot of people, the pay raise that comes along with a promotion in these instances simply isn’t worth the additional stress that comes with these new responsibilities. That’s what you need to ask yourself before taking a promotion: How is this going to impact my health and happiness, not merely my paycheck?

If you work at a fast food restaurant, to use another example, and earn $10 per hour, would you be willing to accept a role as an assistant manager or manager, for a $2 per hour pay raise (or something similar), but with much greater responsibilities and longer hours? In that case, you may be better off staying in your current role, and keeping your sanity in check. Especially if you plan on using the extra time away from work to go to school or explore other career areas.

Before gunning for, or accepting a promotion, take some time to consider the trade-offs. Longer hours, more responsibility, and more money versus less stress and a lighter paycheck — depending on your personal preference, one may be a better fit for you. That doesn’t mean you shouldn’t push for higher pay or a better deal with your employer (or a different employer), but giving the endgame some consideration before jumping into a new role should be the first thing you do when charting your career trajectory.

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CheatSheet.com | July 4, 2016 | Sam Becker

Your #Career : Millennials, This Is Why You Haven’t Been Promoted…Maybe we’re Entitled & Delusional. But, If you’re Ambitious but Stuck on Level 1, Below are 6 Possible Reasons. (Warning, Tough Love ahead.)

May 13, 2016/in First Sun Blog/by First Sun Team

According to a recent millennial leadership survey from The Hartford, 80% of millennials see themselves as leaders today. Yet only 12% of Gen Y held management roles in 2013; and less than a third of The Hartford’s sample reported that they’re currently business leaders.

Maybe we’re entitled and delusional. Or maybe, explained millennial expert and author of Becoming the Boss, Lindsey Pollak, we have a progressive understanding of what it means to be a leader. “Millennials believe they can lead from whatever position they’re in,” she said. We know we don’t need an official title to impact our organization.

But if millennials really are leading from behind, why aren’t we getting promoted? If you’re ambitious but stuck on Level 1, below are six possible reasons. (Warning, tough love ahead.)

1. You overwork.

Slade Sundar, COO of Forte Interactive, Inc., observed that working 60-80 workweeks actually “devalues the work an employee does, because it shifts the measurement from results and quality to time and quantity.” When an employee’s work is measured simply by how much time she puts in, she seems cheaper and more expendable—“someone who is willing to do twice the work for half the salary.” Promoting her would thus ironically oppose the best interests of the company. As a result, over-dedicated employees are “rewarded” not with a promotion but with more work at the same pay.

On the other hand, one survey revealed that 71% of managers didn’t promote employees because they were unwilling to take on additional responsibilities. Jennifer Dulski, president and COO of Change.org, speculated that employees who volunteer to do work outside the scope of their roles are “the most likely to be promoted.”

When you’re considering how to balance managing your time with new responsibilities, ask yourself where you’ll be most able to demonstrate leadership and problem solving abilities. Sundar explained, “We don’t hire people to create widgets anymore, we hire people to solve problems. Widget Makers are expendable, Problem Solvers are not.” To get promoted, wrote Sundar, “you’ll need to prove you’re more than just a nose-to-the-grindstone type.”

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2. You’re incurious.

The least attractive quality in an employee—or anyone, really—is thinking you know everything.

If you’re prone to being a know-it-all, start asking questions. Famed Silicon Valley executive Guy Kawasaki blogged that the key to great schmoozing is to “Ask good questions, then shut up.” If you get others to talk instead, “Ironically, you’ll be remembered as an interesting person.”

Then do your homework—over and over again. Leadership is the “10,000 hours thing,” said Pollak. It requires “wanting to read and learn and be curious about the topic, loving what you’re talking about.” If you don’t know where to start, Pollak suggests, “Learn from watching people who are good at it. Take classes, learn public speaking, observe difficult conversations.” Curiosity is, at its core, a product of engagement.

If you start to feel bored by your investigation, that’s a sign you should pick another reign.

3. You’re agreeable.

I once had a boss whose confrontational communication style led several employees to leave the company. Noticing that these employees tended to be soft-spoken and acquiescent, I resolved to stand my ground in my new role. My boss admired that I (respectfully) challenged him, and he quickly identified me as “leadership potential”.

Statistics support my story: Researchers at the University of Notre Dame found that less agreeable employees earned an average of 18% more annuallythan their agreeable coworkers. Those who demonstrated more agreeable traits, by contrast, were less likely to receive promotions. Research also showsthat we tend to think agreeable men will make worse leaders.

Why?

Art Markman, Founding Director of the Program in the Human Dimensions of Organizations at the University of Texas at Austin, explains that “While some managers may want to surround themselves with people who obediently agree, most want those who will find the flaws in a plan before it is implemented.” Less agreeable people offer this needed skepticism.

If you tend toward people pleasing, Markman suggests considering potential flaws in ideas that come your way at work. Or internalize this: always agreeing doesn’t make you a good employee, or a good person for that matter.

4. You’re untrained.

Many millennials fail to advance because we don’t know what skills we lack. In The Hartford’s study, millennials least desired written and oral communications training—but employers consistently rank these skills as the ones millennials most need.

Determine what skills you need for the leadership role you seek. Then find a way to acquire them. David Goldin, the founder and CEO of Capify, toldBusiness Insider that millennials who want to be promoted should proactively seek assistance. “Show that you want to learn.”

Of course, employers also play a critical role in training their workforce. Markman said, “The most successful organizations are ones that promote learning throughout a career.” If you repeatedly request training and your organization doesn’t deliver, it may be time to let them go.

5. You’re clingy.

Employees often think that checking in with their supervisors constantly is conscientious (a skill paramount to success). In fact, it’s a sign of neuroticism, which is associated with compromised career success, emotional instabilityand lack of leadership potential. More immediately, incessantly checking in reflects insecurity and lack of self-sufficiency.

Some anxious employees, one study noted, use work to satisfy “unmet needs for love”. Managers can, in turn, find this clinginess “aversive and seek to distance themselves from the instigator.” In short, it’s the last thing you should do if you want to be promoted.

You might recognize this scenario: your boss hates when you don’t check in—“touch and go”, as some call it—but then complains that you can’t think for yourself. The solution is to outline exactly what you’re going to do. This requires preparation. Even if it’s a small task, think of it as a presentation. Schedule one meeting with your managers, present how you’re going to tackle this specific project/assignment, and get their approval on every bullet. Follow up explicitly confirming that you’ll do xyz. Then here’s the key part: don’t check in again until it’s done the way you agreed.

6. You’re alone.

If you’re not dying for your boss’s attention, you may suffer from the opposite problem. As an introvert, I convinced myself for years that I could manage my entire career alone. I eventually learned that lone wolfing isn’t sustainable. As Markman explained, “we are a fundamentally social species. We succeed primarily because of our ability to learn from others.”

I hesitated to get outside help because I was intimidated by the elusive “mentor” concept. I didn’t know how to get one, and I felt like I couldn’t request mentorship outright without spending money.

Pollak conceded that having one mentor is often unrealistic. “I think it’s too much pressure to ask someone to be my mentor,” she said. Markman, likewise, is wary of assigned mentors. “Mentorship is much more effective when it grows organically.”

Instead, Pollak prefers having a board of advisors and a collection of people who inspire her. “There are so many options to connect with people,” Pollak said. Markman advised, “Find time to go out for coffee… Ask questions. Find out what books they are reading. Get advice on how to handle difficult situations.” Many people can act as mentors without even knowing they serve that purpose for you.

Put concisely, here are some immediate actions you can take to advance your career:

Seek to understand and master your field and your role.
Stop punching the clock and start solving problems.
Evaluate the facts and defend your informed opinion.
Seek guidance and then demonstrate self-sufficiency.
Surround yourself with and learn from inspiring people.

“Believing you’re a leader is one thing,” said Pollak. “Acting like a leader is another.”

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Forbes.com | May 13, 2016 | Caroline Beaton

Your #Career: Passed Over for a Promotion? Your Next Steps…Turn a Rejection into Bigger & Better Future Jobs With these Strategies to Make Yourself a Stronger Candidate

May 2, 2016/in First Sun Blog/by First Sun Team

Nobody likes being passed over for a promotion, but it can be a defining moment in a career. Individuals willing to stay put and strengthen their skills often find that such rejection can lead to bigger and better things, several leadership specialists say.

Few people avoid this common setback. Fred Hassan, a former chief executive of Schering-Plough Corp. and Pharmacia Corp., was rejected for a senior corporate strategy job at another pharma company early in his career.

Mr. Hassan says he kept his cool and instead accepted a less prestigious promotion that required him to relocate. It’s important “to carefully evaluate options outside that department or even outside the company,” he says.

It is tempting to quit after losing out on a plum job. Since November 2014, executives at big businesses such as Wal-Mart Stores Inc. , Pfizer Inc., Procter & Gamble Co. andAbercrombie & Fitch Co., have walked away after failing to win a top executive role. Tom Staggs, Walt Disney Co.’s second in command, decided to step down this spring after learning he wasn’t likely to succeed CEO Robert Iger.

For most of us, it’s smarter to stay on, experts say.

“A promotion turndown initially feels like the end of your career, but could propel you further if you take time to reflect,’’ saidHeather Vough, an assistant management professor at University of Cincinnati’s business school. She recommends using the rejection to review career goals and decide whether you still yearn to fill the position.
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Ms. Vough co-authored a recent paper about finding success after denied promotions. One tip for explaining a rejection to others: come up with a “growth-based” narrative that attributes the setback to internal and controllable causes, such as inexperience, organizational politics or budgetary issues.

Employers are often willing to help. Amid a stronger economy, more companies are giving frank feedback to runners-up because they “realize they need to do a better job of retaining their top performers,’’ says John Beeson, author of “The Unwritten Rules: The Six Skills You Need to Get Promoted to the Executive Level.”

In turn, those denied a promotion should “show a mature desire to learn from the experience,’’ advises Mr. Beeson, who has an executive-development consultancy. Don’t ask why you didn’t get the job. Instead, ask what specific things you could do to be a strong candidate for a similar job in the future, he says.

TO RECOVER FROM A DENIED PROMOTION

Do:

1. Review your career goals.
2. Ask your boss how to become a stronger candidate in the future.
3. Expand your leadership skills and critical work experiences.
4. Find ways to showcase your talents inside and outside the workplace.

Don’t:

1. Lose your cool and act angry
2. Ask why you didn’t get the desired job.
3. Hesitate to put your hand up again for a promotion.
4. Stay with your current employer if you’ve been passed over several times.

Kenneth Miller, a vice president of the diabetes-care unit at Becton, Dickinson & Co., told his boss that he felt honored to have been a contender for world-wide president of his unit after the Franklin Lakes, N.J., medical-technology company picked another executive for that post in the fall of 2013.

The winner had stronger operational capabilities than Mr. Miller, the unit’s exiting president told him, adding that if he continued to develop, he would someday land the role. Becton arranged leadership training for Mr. Miller and retained Mr. Beeson as his executive coach.

During the yearlong training program, Mr. Miller says he discovered that “I could be tough on standards and tenderhearted with people.” Mr. Beeson taught the Becton executive how to delegate responsibility better.

Mr. Miller enhanced his operational acumen by managing his unit’s financial forecasting and budget-setting process. He soon became a vice president of a larger unit. In February 2015, he rejoined the diabetes-care business as president.

“I had grown a lot over the past year and a half,” Mr. Miller recalls. “I was much better prepared than in 2013.”

Other executives flourish after the denial of a promotion because they conceal their bruised ego and find smart ways to showcase their talents. “Make yourself mandatory for your company,’’ suggests Alexandre Wentzo, a French-born executive.

Several years ago, Mr. Wentzo was running operations in France for Casewise Ltd., a small British software vendor. When the CEO departed in late 2009, the executive chairman of the firm took command temporarily.

Mr. Wentzo expected the chairman would choose a global chief operating officer. Instead, he named Mr. Wentzo and an American new hire as regional COOs, launching a horse race for the top job. “The best guy will win,” the chairman told the two.

Mr. Wentzo says he felt somewhat offended that he wasn’t selected for a global role. “I was thinking, ‘Why? Am I not good enough?’ ” He nevertheless pretended to support his boss’s decision, while aiming to prove “I was better than the other guy.”

Mr. Wentzo thrived in his new job. Financial results for Europe, one of his regions, beat internal growth targets and overtook those for the U.S. within six months, he says. Casewise fired his American counterpart and in 2012 elevated Mr. Wentzo to chief executive, Mr. Wentzo says.

At General Electric Co., an ambitious executive used a different strategy after a promotion turndown, involving associates at a variety of levels to help improve her leadership abilities.

‘Show a mature desire to learn from the experience.’ —John Beeson, author of “The Unwritten Rules: The Six Skills You Need to Get Promoted to the Executive Level.”

The GE vice president had pursued a senior vice presidency within her unit during summer 2011. “One of her identified strengths was her aggressiveness,’’ recalls Adam Holton, who then was human-resources manager for the unit. (He now is chief human resources officer at CHS Inc., the biggest U.S. farmer cooperative.)

“She drove her people too hard,’’ Mr. Holton says of the executive, who did not want her name used in this article. The promotion went to a male peer whom managers viewed as a more inclusive leader. The woman immediately asked Mr. Holton how she should change. He advised her to build more trust among her subordinates. In response, she prepared a detailed developmental plan that she regularly reviewed with Mr. Holton and her boss.

She also solicited—and acted on—feedback from colleagues above and below her about her relationship-building skills. For instance, she began to give her lieutenants “the freedom and latitude to fail on things,’’ according to Mr. Holton.

The GE executive finally became a senior vice president in July 2012. And in October 2014, she landed a fresh senior spot with even bigger responsibilities.

Write to Joann S. Lublin at joann.lublin@wsj.com

WSJ.com | April 19, 2016 | Joann S. Lublin

Your #Career : The 5 Questions Everyone Should Ask Before Accepting a Promotion…The Fatter Paycheck. The Bigger Office. The Increased Authority to Make Decisions . Note: 2015 Gallup poll, Only 35% of U.S. Managers actually Feel Engaged in their Jobs.

April 15, 2016/in First Sun Blog/by First Sun Team

To most people, moving into a management role seems like a natural rite of passage when climbing the career ladder. But for all its impressive-sounding perks, joining those ranks may not necessarily upgrade your job satisfaction: According to a 2015 Gallup poll, only 35% of U.S. managers actually feel engaged in their jobs.

As the numbers attest, not everyone is cut out for management, or will actually enjoy having the increased responsibilities that come with a more impressive title. So how can you tell whether you’ll love being a manager — or want to go scrambling back down the ranks as fast as possible?

For starters, you need to decipher what your job will really entail; opportunities that sound impressive on paper may end up not being all they’re cracked up to be.

So we rounded up five big questions you should be asking your HR rep or hiring managerbefore you say yes to the new job — because a move up the corporate ladder won’t always be the step forward you want it to be.

1. Will I actually be managing people?

Many people may assume that a management title means you’ll be, well, managing others. But sometimes a role will be more about managing processes than managing actual direct reports.

“It could be thought leadership or team leadership or people management or project management,” says Leigh Steere, co-founder of human-resources research company Managing People Better. “Ask questions to understand the scope of the proposed role so that you have an accurate, comprehensive picture and realistic expectations.”

If you discover that you’ll have more responsibility but few (or no) direct reports, Steere says, you’ll need to probe further to discover how your time will be spent.

“Ask about the types of decisions you’ll be involved in as a manager, which meetings you’ll attend, if you’ll be involved in the budget,” she says. Steere even suggests asking if you’ll stay in your current work space, lest you assume being a manager means moving into a cushy office — or even one with a door.

Trivial as some of these details may seem, they can help you determine whether the management role is superior to a non-management title based on what you value professionally. If you’ve loved your job as a hands-on graphic designer for years, for example, but would now have to spend most of your time on conference calls or doing client pitches, your job satisfaction may suffer.

If the role does manage employees, Steere says to ask more specifically about how much autonomy you’ll have leading the team, and what kind of training and development you’ll be given to hone your management skills.

And if your proposed role is in a start-up with a fluid organizational chart or your company adheres to matrix management (meaning there are dual reporting structures within cross-functional teams), be clear on how the responsibility over your reports will be divided.

“I recently worked with a company where two or three different people were managing each employee. The employees didn’t know how to prioritize, and each manager assumed the other(s) took care of the management tasks. There needs to be clarity on who is responsible for pay decisions, performance coaching and setting performance expectations,” Steere says.

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2. What will my typical day look like?

Whether you’re managing budgets, presenting to the C-suite, networking or maneuvering office politics, there’s likely to be one constant across any management position: Your schedule will be a lot more packed.

That being the case, you have to know what your average day will look like. Will you be in meetings nonstop? Will you be asked to make on-the-spot decisions all day long? How many fires or urgent requests will fall into your lap each day?

“There is a premium on my time and where my attention goes in terms of real dollars and opportunity costs … and it’s fantastic for someone like me who likes formulating the big picture and directing the moving pieces,” says Chad Modad, a managing director at a Houston–based software consulting firm. “[fusion_builder_container hundred_percent=”yes” overflow=”visible”][fusion_builder_row][fusion_builder_column type=”1_1″ background_position=”left top” background_color=”” border_size=”” border_color=”” border_style=”solid” spacing=”yes” background_image=”” background_repeat=”no-repeat” padding=”” margin_top=”0px” margin_bottom=”0px” class=”” id=”” animation_type=”” animation_speed=”0.3″ animation_direction=”left” hide_on_mobile=”no” center_content=”no” min_height=”none”][But] sometimes I really miss just sitting down and building something from beginning to end.”

Indeed, Modad says, it’s often hard to block off more than an hour at a time to focus on things like presentations, strategic planning or employee development plans. If that sounds more nerve-racking than exciting, you may want to reconsider that future management role, suggests Steere.

“If interruptions bother you, that’s a signal you may prefer individual contributor work and may find people management stressful and/or distasteful,” adds Steere.

3. How will my performance be measured?

Speaking of individual contributors, one big change that may take some getting used to is the shift from being measured by your solo efforts to being measured by your team’s output or productivity.

Kathleen Steffey, CEO of Tampa, Florida–based Naviga Recruiting & Executive Search, says you should ask detailed questions about exactly what metrics you’ll be measured on, such as your department’s revenue or profitability.

“There isn’t a right answer, but it’s an important one. [For example,] revenue is the top-line number, which means it’s greater than the margin,” Steffey says. “If you’re only being measured on profitability, which would be a lower number, then you need to make sure your compensation program is designed to meet your needs.”

You’ll also want to be clear on departmental profit expectations as well as budget-trimming requirements before you take the job, says Modad. If expectations are too high or performance timelines too tight, you may want to pass on the promotion.

Steere says you should also ask whether employee feedback is used to assess a manager’s performance — if it is, you have to be ready to inspire your team, give them the coaching they need, provide adequate direction and be able to monitor without micromanaging.

If the thought of potentially basing your raise, your bonus or even your whole job on your team’s performance sounds scary, take heed before accepting that manager role. “To succeed as a manager, you need to care about getting great work done through others, as opposed to focusing on your own personal output,” Steere says.

4. How much say will I have in personnel decisions?

Not having control over who is on your team, or the amount of training and development you can offer them, can be a source of frustration to a manager.

So it’s important to “ask whether you have the authority to place an employee who is underperforming on a performance improvement plan, to move an employee into a role for which you think they’d be better suited, or to promote a top performer — and [be sure to understand] how those processes work,” says Steere.

For instance, forced rating systems to determine things like bonuses or compensation may limit how much you can reward someone.

Also, remember that control over hiring likely means control over firing — a difficult decision you may find yourself making as a manager. Modad says the ability to develop a hard-working employee still makes him feel elated after four years in the executive ranks, but he feels it in the pit of his stomach when he has to fire or lay off someone. In fact, he says staying positive in tough times is one of the most difficult aspects of being a manager.

Ultimately, what you want is to be able to agree with the company’s approach to leadership. “Does the organization feel that people inherently want to do a good job — or [does it believe] that they are lazy and need to be managed as such?” says Modad.

Based on what you hear, consider how confident you will feel in going to bat for your staff with other leaders, or in communicating the corporate mission to your employees — even if raises aren’t granted or jobs are eliminated.

5. Why did the previous manager leave?

A company is only as good as its executive leadership, so it behooves you to figure out if you’ll be supported by your higher-ups. One way to do some detective work is to inquire about why your predecessor headed for the exit, and how long it took them to do so.

If, for instance, their departure was swift, it could be a sign that the C-suite had an unrealistic timeline for results.

“Does the employer understand [you’ll need to] ramp up and learn about the business, or do they expect someone to jump right in and impact revenue immediately?” Steffey says. Asking what your 30-, 60- and 90-day goals are can also provide more insight on this.

Another telltale sign a management role isn’t all it’s cracked up to be? High turnover.

Steffey even suggests checking out the LinkedIn profile of a predecessor to see if they had a good tenure and track record previously. If they did, that raises the question of whether the company will really be supportive of you.

“[That can be] a discerning moment for the candidate to determine if the company knows what it’s doing, or if it’s just too hard on an executive,” she says. “Do they give a person the right tools to be successful?”

Businessinsider.com | April 14, 2016 | Stephanie Taylor Christensen, LearnVest

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#Leadership : 5 Surefire Signs That You’re #Promotable … When it Comes to Getting #Promoted, you Want to Present yourself in a Way that Feeds into the Biases that #Bosses ’ have about What Makes someone Promotable.

December 28, 2015/in First Sun Blog/by First Sun Team

It’s the end of the year already, and it isn’t too late to show your boss that you’re worthy of a promotion. Maybe you’ve been holding down the same position for a few years and are ready to move up. Maybe your company is going through some internal shuffling and you’re expecting your dream job to open up. Or, maybe you’ve been disappointed a few too many times by other people getting promoted ahead of you.

Whatever the reason, you want to make certain now that you’re ready to move up. In other words, you need to make certain that your boss sees it that way.

“Be so good they can’t ignore you.” –Steve Martin

Anthony Greenwald at the University of Washington has studied bias more than just about anyone, and his research findings have major implications for your ability to get promoted. His recent studies showed that unconscious workplace biases tend to stay constant, and bosses follow these biases, whether they are aware of them or not.

“People are claiming that they can train away biases,” Greenwald says, “[fusion_builder_container hundred_percent=”yes” overflow=”visible”][fusion_builder_row][fusion_builder_column type=”1_1″ background_position=”left top” background_color=”” border_size=”” border_color=”” border_style=”solid” spacing=”yes” background_image=”” background_repeat=”no-repeat” padding=”” margin_top=”0px” margin_bottom=”0px” class=”” id=”” animation_type=”” animation_speed=”0.3″ animation_direction=”left” hide_on_mobile=”no” center_content=”no” min_height=”none”][They’re] making those claims without evidence.”

When it comes to getting promoted, you want to present yourself in a way that feeds into the biases that bosses’ have about what makes someone promotable. You’re already doing the hard work, so why not frame your effort in such a way that it increases your chances of obtaining the position you want?

While this probably sounds a bit manipulative, there are several straightforward things that you can do to showcase your work and make certain that you’re promotable. The following five actions will appeal to your boss’s inherent biases about promotability, without you being disingenuous.

1. You stretch your boundaries

Anybody (well, almost anybody) can do what they’re told. To get promoted, you have to go above and beyond. Taking on additional responsibilities without being asked is not only a great way to demonstrate your work ethic, energy, and skills, but it also lets your boss know that you’re ready (and able) to expand your scope. When you take on more than the norm, your boss can’t help but think that you’re capable of a bigger role. This includes showing that you’re willing to take risks by making innovative suggestions.

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2. You aren’t too irreplaceable

Most people fail at this. Of course, performing at your highest level regardless of the position you’re in is always the best idea. The key here is not to be seen as the onlyperson capable of performing the necessary duties in the position that you want to move on from. If you do, your boss will conclude that promoting you isn’t worth the trouble (and risk) of finding someone to replace you.

The best way to find a balance between doing your best and showing that you’re ready for more is by developing other people. As tempting as it is to hoard knowledge, don’t. Instead, make certain that there are others who know how to do important aspects of your job. Plus, teaching is a critical leadership skill. So, in addition to alleviating concerns about finding your replacement, you’ll demonstrate that you can handle the responsibility that comes with a more advanced position.

3. You demonstrate emotional intelligence (EQ)

You might be able to get away with being a temperamental genius in entry-level positions, but you’ll never move past that without emotional intelligence. If you’re the type who’s prone to temper tantrums when things don’t go your way; losing your cool when people cross you; storming out of rooms, yelling; or going silent during conflict, you’re signaling to your boss that you don’t want a promotion.

No boss wants to be known as the guy or gal who promoted a short-fused person. Once you’re promoted, your behavior is a reflection of the judgment of the person who promoted you. Show your boss that you have enough self-awareness to acknowledge your weaknesses and to work to improve them. This will prove you’re capable. Emotional self-control is the result of hard work, not an inherent skill.

4. You speak the company’s language

Bosses appreciate vision more than anything. They love it when you see what could be useful to the company over the long term and tell them about it in language they understand. As you move up in any company, your choice of language becomes increasingly important. It’s no longer enough to simply be an expert at what you do; you have to demonstrate that you understand how the work you do serves the business.

That means learning the vocabulary of the executive team and your boss. Whether that’s KPIs, EBITA, profit margin, market share, failure rate, or what have you, know what the terms mean and why they’re important so that you can use them correctly when speaking with upper management. Speaking the right language will not only show that you’re interested in more than your current role, but it will also demonstrate your intelligence and fit within the company.

5. You aren’t afraid to ask for it

Not everybody wants to be promoted; some people are perfectly happy doing the same job for years on end. If you don’t tell your boss otherwise, he or she may assume that you’re one of them. When the time comes to show up in your boss’s office and say, “I’m interested in a promotion,” it’s important that you have something specific in mind—if not a specific job title, then at least a clear idea of what the responsibilities might include and how this ties in to your career goals. And, if the job requires skills you don’t have yet, outline your plan for acquiring them.

Bringing It All Together

You may not get the promotion you’re aiming for. If that happens, ask for feedback, but stay away from sour-grapes questions like “Why did you pick him and not me?” In fact, don’t speak about the person who got the promotion at all. Instead, ask which of the critical skills you lack and what you need to do to be ready for the next opportunity. Don’t argue; just listen, and ask thoughtful follow-up questions. Just make certain you follow through on the suggestions you’re given. If your boss suggests some things you can do to become more promotable and you don’t follow through, don’t expect to be considered the next time around.

Promotions don’t just happen, and they’re not a guaranteed result of high performance. That’s because you don’t get promoted as a reward for what you’ve already done. You get promoted because your boss thinks you have the potential to add more value in a larger role.

Forbes.com | December 28, 2015 | Travis Bradberry

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Your #Career : 5 Strategies to get Constant #Promotions …What’s the Secret to Getting to the #C-Suite? Being Self-Critical, Self-Aware, & Keeping your Ego in Check.

December 20, 2015/in First Sun Blog/by First Sun Team

Climbing the career ladder doesn’t happen though hard work alone. But the skills it takes to reach the C-suite might not always be that clear.

Krisi Rossi O’Donnell, chief recruiting officer for the staffing and recruiting firm LaSalle Network, has cracked the code. She started at LaSalle 11 years ago as a temporary office assistant and has been promoted 10 times.

Over the course of her momentous climb to the C-Suite, she has developed five strategies, including self-criticism and self-awareness, that have worked well for her and that she now shares with fellow employees (she currently manages about 60 people across multiple offices) as well as with job candidates who use the Network’s career counseling services.

1. ELIMINATE MICROMANAGEMENT THROUGH SELF-CRITICISM

O’Donnell explains that “in order to make sure you are doing your job as best you can, without being constantly supervised, you need to have some checks and balances to ensure you are not only doing your best at the moment, but that you continue moving forward and do it better the next time.”

Ask yourself how you can contribute. “What do you know?” O’Donnell asks. “How can you position yourself to have value? It is not how can I be important.” An offshoot of consistent self-criticism—in addition to helping to enhance your capabilities over time—is that you will experience less micromanagement from your boss(es).

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2. BE SELF-AWARE

Knowing where you need to improve is vitally important to continued growth and further steps up the career ladder. In other words, being self-critical does not work unless you are also self-aware. Being self-aware is a process, she adds.

THE MINUTE PEOPLE THINK THEY NO LONGER NEED DIRECTION OR FEEDBACK BECAUSE THEY DO THEIR JOB PERFECTLY IS THE MINUTE THEY SLIP AND FALL BEHIND.

“It is not a single moment in time. You have to think through things entirely by looking at the beginning, middle, end, outcomes, relationships, and interactions. People who are more self-aware, who can read across the table and know when somebody is not paying attention, or when what they are saying is not hitting the right spot, these people are more capable and take full advantage of being self-aware and self-critical.”

3. SEEK NEGATIVE FEEDBACK

How do you know more precisely where you need to improve when you are already fully cognizant and dedicated to high levels of work fortitude through self-criticism and self-awareness? “Encourage and gather feedback,” O’Donnell says. This means, in addition to frequently evaluating yourself, actively seek out ways to improve through other peoples’ suggestions.

For example, if you make a presentation at a meeting, don’t wait for one of your colleagues to offer a reaction to how well you did. “People intuitively want to be nice to each other, so when you are in a meeting in which you messed up, the person you are with may not tell you. They may tell other people,” however. So don’t be afraid to sincerely ask for substantial feedback. “You would rather know the truth and be able to overcome it instead of living a lie and never being able to max yourself out.”

4. THINK OF MULTIPLE SOLUTIONS TO EVERYTHING

An outgrowth of being self-critical and self-aware is that you start paying closer attention and gain a better understanding of how to be prepared for any given situation. “Even when you win, look back and say is this the only way I could have played it, are there other ways that I may be less comfortable with that I could have played,” O’Donnell explains.

YOUR FIRST INCLINATION TO DO A JOB RIGHT IS MORE THAN LIKELY COMING FROM YOUR COMFORT ZONE.

Understand that perhaps your first inclination to do a job right is more than likely coming from your comfort zone, says O’Donnell. But, simply executing instead of thinking a bit more out of the box and even taking some risks to come up with alternative (and possibly more creative and interesting) solutions, can hold you back. “Speak to your manager about multiple options,” she says. “Your career will change if you are bringing in solutions as opposed to just executing.”

5. KEEP YOUR EGO IN CHECK

“The minute people think they no longer need direction or feedback because they do their job perfectly is the minute they slip and fall behind,” O’Donnell says. “Continuously questioning your process keeps you from developing an ego.” Always be receptive, and if you don’t agree with what some of your colleagues might have to say, “learn from it and recognize that, while you don’t agree, somebody else in the room felt that way and perception matters.”

FastCompany.com | December 11, 2015 | GEORGE LORENZO

Your #Career : 4 Tricks You Can Use to Get Ahead & Be Successful at #Work … Are you Waiting for the Day when a Stroke of Genius Leads to your Company’s Greatest #Success? Or, at the Very Least, a #Raise or #JobPromotion ?

December 11, 2015/in First Sun Blog/by First Sun Team

In order to get there, you need to work on your brainstorming skills. Whether you’re known as an “ideas man” in the office or not, you have the ability to come up with solutions that will help you and your company succeed.

“The fact is, almost all of the research in this field shows that anyone with normal intelligence is capable of doing some degree of creative work,” Teresa Amabile, professor of business administration at Harvard Business School and author of The Progress Principle: Using Small Wins to Ignite Joy, Engagement, and Creativity at Work, toldFast Company.

In other words, anyone can bring ideas to the table, and you’ll need to in order to so you can advance your career. The number one way to do this? Figure out how to organize your ideas. Otherwise, you risk sitting in a meeting a few years down the road and hearing someone present a solution that you thought of months ago, but never acted upon. Don’t be the guy who claims “I thought of that first!” Instead, be the guy who actually does something about it.

If you have a method in place for brainstorming, it will start to come more naturally, even if it’s not your strength. You won’t have to pull out a Venn diagram or those bubble flow charts from elementary school to do it, either. (Although if words in triangles, circles, and squares are your thing, go for it.) Want to start bringing better ideas to the table, or learning how to turn those ideas into action? Start with these four tips.

1. Know your goals

Whether you’re trying to map out your future career steps or you’re trying to come up with new ideas for a marketing campaign, this first step will always be vital. Before you even think about coming up with solutions, you need to clearly identify the problem or issue at hand and focus on your objectives, says Ralph Keeny, anemeritus professor at Duke’s Fuqua School of Business and a consultant for several entities including the Department of Energy.

“When most people do brainstorming, they run all over the place and think outside the box,” he told Forbes. “I think they should think inside the box— the right-sided box.”

In other words, Keeny suggests that to be effective, you should focus on how to achieve the smaller objectives, instead of trying to throw ideas at broad problems that probably won’t work when they’re implemented.

If you’re typically good at coming up with ideas, it can be hard to know which ones are worth pursuing. In those cases, it’s vital to stay focused on the end goals. Staying objective is critical here, says Anne Raimondi, the senior vice president of operations at Zendesk. Constantly asking “What problem am I trying to solve?” is helpful so that she avoids getting stuck on one idea that won’t actually be all that helpful.

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2. Start from scratch

Though it’s sometimes frowned upon, there are moments when it can actually be a good thing to reinvent the wheel. Sometimes, the brainstorming process is one of them. To create something new, or fully improve a process or design, start from square one, not from the current model or product.

“If you improve something, then you only make it better,” says Sooshin Choi, provost at the College for Creative Studies in Detroit. “If you want to make something different, you have to behave as if there is no such thing.”

There are some projects where minor tweaks will do the job. But if you’re looking to make a big impact and have the flexibility to think big, start at the beginning of a problem and work up — even if at first you feel like you’re regurgitating old ideas. You might come up with solutions that otherwise would have been too constrained in an old model.

3. Avoid snap decisions

You might not always have the luxury of multiple days to come up with a solution or think up new ideas. But know what your deadlines are, and don’t rush them when you have extra time to use.

Intelligence increases when you think less and focus on key ideas, says Guy Claxton in his book Hare Brain, Tortoise Mind. “Whenever there’s a decision that needs to be made, the first thing you ask yourself is, ‘When does this decision need to be made?’” he says. “And you don’t make it until then.”

The reason is because your mind processes new ideas in the margins — what Claxton calls the hazy, poetic, or uncontrolled. When you give your brain as much time as possible to come up with ideas, you might surprise yourself with what you come up with.

In addition to this, be patient with good ideas that will take time to bring to fruition. “When you know you have a big idea worth holding on to, don’t forget to take the time to revisit it every once in awhile,” Fast Company advises. It may take a few years to move on it, and you might need to take mini steps toward those big ideas. But if you keep it in mind, you’ll be prepared for when you are able to act.

4. Have a pen ready

And a notebook, for that matter. Keep a journal or notebook somewhere that’s always accessible — it might require keeping a few in your office and a few more at home for when inspiration strikes. “I have a seven-second rule in my home,” says Scott Adams, the creator of the Dilbert comic strip. “I have to be able to reach a working pen and notepad or I risk being distracted and forgetting.”

Adams prefers notepads and pre-21st century technology to record his ideas — he says digital notepad apps load too slowly, though he does transfer the pen-and-paper ideas to the computer later. If you’re more comfortable using apps or cloud documents, go for it. Either way, have a consistent system so you know how to track your ideas later on.

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CheatSheet.com | December 11, 2015 | Nikelle Murphy

#Strategy : 7 Ways To Blow Your Boss’s Mind…You’re Putting the Work In, So Why Aren’t you Getting Rewarded? The Answer is Simple: You Don’t Get Promoted for Fulfilling your #Boss’s Expectations.

September 30, 2015/in First Sun Blog/by First Sun Team

We all want to get ahead. Still, even when it seems you’re doing everything right—you’re never late to work, rarely take a sick day, and always meet deadlines—promotions can be few and far between.

You’re putting the work in, so why aren’t you getting rewarded? The answer is simple: you don’t get promoted for fulfilling your boss’s expectations.

Your boss’s expectations are the price of entry. Even if you’re making a great effort and doing all that’s asked of you, you won’t stand out. You’ll be seen as someone who completes the minimum requirements, and no one who builds a great career is seen this way.

The trick to advancing your career and getting paid more is to add value by making certain your contributions are worth more than you’re paid. You want to go above and beyond so that you’re seen as someone highly valuable—someone the organization can’t live without.

You should aim to exceed your boss’s expectations so much that he feels like he’sthe smartest guy in the world for hiring you.

This isn’t as hard as it sounds. In fact, you can blow your boss’s mind in seven easy steps.

Step 1: Beyond developing the skills you need for your job, learn about your company’s industry, competitors, latest developments, and challenges.

Professional development is important, but why stop there? If you really want to blow your boss’s mind, soak up everything you can about your company and your industry. For example, if you’re an IT developer, instead of simply learning the current best practices in coding, learn how those practices are being applied throughout your industry.

Transferring your knowledge to the real-world context of your organization is a great way to add value. On top of knowing how to do your job, it shows that you know why you’re doing it and why it matters.

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Step 2: Instead of always having the answer, pre-empt the question.

It’s a good feeling when you can answer your boss’s questions on the spot, without shuffling through piles of paper or telling her that you’ll have to get back to her. But if you really want to blow her mind, pre-empt the question. Anticipate what she wants to stay on top of, and send her regular updates. You’ll save her time and energy, and she’ll appreciate that just as much as your enthusiasm.

Step 3: Instead of owning up to mistakes once they’re discovered, bring them to light yourself.

Accountability is a lost art. Too many people try to cover up their mistakes, fearing the repercussions of admitting fault. Show your boss that you’re not afraid to own up to your mistakes, and he’ll be amazed. When you make a mistake, just give your boss a simple heads-up, and have a solution ready. Even better, tell him the steps you’ve already taken to mitigate the problem.

Everyone makes mistakes. You’ll stand out by showing your boss that you’re accountable, creative, and proactive when you inevitably make them.

Step 4: Instead of asking for training, do it on your own.

Typical career advice is to ask your boss to send you to classes and workshops to improve your skills. But we’re not talking about what’s typical; we’re talking about blowing your boss’s mind. Pursue training yourself, on your own time. It doesn’t have to be expensive; there are plenty of online courses available free or close to free. While everybody else is asking the boss to send them to training, you can tell her what you’ve already done, and your initiative will be rewarded. You’ll save the company money and get ahead, and expand your skillset at the same time.

Step 5: Instead of doing what you’re told, be proactive.

Anybody (well, almost anybody) can do what they’re told. To blow your boss’s mind, you have to be proactive. If you see a problem, fix it. If you see something that needs doing, do it. Put together a how-to guide for new hires, document your processes and figure out where you can streamline them, or do whatever else you can think of to make a difference.

Bosses appreciate vision more than anything. They love it when you see what could be useful to the company over the long term—and don’t forget to tell your boss about it. It’s only “kissing up” if you do it manipulatively or with the intention of making your co-workers look bad. There’s absolutely nothing wrong with owning your accomplishments.

Step 6: Build relationships with other departments.

It’s practically guaranteed that, at some point, your department will need help or input from another area. An excellent way to blow your boss’s mind is to build relationships throughout the company. Person-to-person interactions are almost always more effective than department-to-department exchanges. You can make your boss’s day by saying, “Why don’t I take care of that for you? I know someone who can get that done for us right away.”

Step 7: Be the calm one in a crisis.

Few things get your boss’s attention like your ability to weather a storm. Whether it’s conflict between people, everyone freaking out over a rule change, or what have you, make certain that you’re the one who remains calm, composed, and in control of your emotions. Your composure and ability to think clearly during a crisis demonstrates leadership potential, and leaders get promoted.

Bringing It All Together

The people who achieve the most are those who add the most value. Business is, after all, about making a profit. You want your boss and the company to know that they’re getting a great return on the time and money they’re investing in you.

What are some other great ways to blow your boss’s mind? Please share your thoughts in the comments section below as I learn just as much from you as you do from me.

Forbes.com | September 29, 2015 | Travis Bradberry

#Leadership : Avoiding A Career Killer: Subordinates Who Don’t Deliver Results…Great #Careers are Not made by Keeping Busy. They’re Made by Tackling the Most Important Tasks & De-Emphasizing Everything Else.

July 21, 2015/in First Sun Blog/by First Sun Team

Leaders & Managers Kill their Careers Because they Tolerate Direct Reports Who Can’t Step Up & Take Work Off their Plate. They’re stuck doing lower level work and never have time to tackle higher level projects. This signals their boss that they are not ready to move up. No promotion.

Consider the conversation I just had with the CEO of a fast growing manufacturing company. She was overloaded and looking to adjust her organizational chart in the year ahead. As we discussed each of her direct reports, she contrasted one VP who dodged responsibility for projects the she had delegated, versus another who actually told the CEO, “I’ve got this [fusion_builder_container hundred_percent=”yes” overflow=”visible”][fusion_builder_row][fusion_builder_column type=”1_1″ background_position=”left top” background_color=”” border_size=”” border_color=”” border_style=”solid” spacing=”yes” background_image=”” background_repeat=”no-repeat” padding=”” margin_top=”0px” margin_bottom=”0px” class=”” id=”” animation_type=”” animation_speed=”0.3″ animation_direction=”left” hide_on_mobile=”no” center_content=”no” min_height=”none”][project] and will report back if I run into any obstacles,” and delivered results. What a stark contrast. One will move up, the other will not.

Direct Reports Make The Difference
Is one VP lazy and the other industrious? No. Both are hard working. The difference is that one VP has direct reports who are growing in their roles and support the VP by doing parts of his job for him, freeing him up to take tasks from the CEO. As the business grows, this VP will gain a c-suite title and his team will follow him, staying near the top of the organizational chart. The other VP will move down a layer (at best) with a new executive placed above him.

Most of the time, executives & managers assume their direct reports have clarity on priorities and possess the skills and experience to tackle the important tasks, not just the urgent ones. They check in with subordinates on an ad-hoc basis and hear about “what’s going on” and “how busy things are.” The assumptions are wrong, and ad-hoc conversations won’t cut it.

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Great careers are not made by keeping busy. They’re made by tackling the most important tasks and de-emphasizing everything else. It’s the leader’s job to help their subordinates to do just that. They must require clear, written milestones for any projects in the hands of a subordinate and have weekly one-on-one meetings to examine how time will be invested in key priorities plus reviewing anticipated and realized progress. Most 1:1 meetings miss the mark and waste time. Here’s how to make them powerful.

Making Weekly 1:1s Powerful

For each subordinate:

1. Have them choose the five most important priorities/initiatives in the month ahead. Limit them to about five. Starting with a list of 20 important things on their plate is useless; even harmful. If they struggle to pick five, then you are getting your first lesson about why they’ve struggled to produce important results. Help them as needed to pick the five. Try not to do it for them.

2. Ask them for simple project plans for each priority. This is a chronological list of five to 10 key steps for the project, with a starting and ending date for each step, along with a guess on how many hours they are budgeting to complete the step. Many managers do not know how to do this. You may need to teach them how, doing it with them a few times. Part of your job as a leader is mentoring. Save a copy of these project plans in a shared drive.

3. Ask them how much of the week will be devoted to these five priorities. Assuming they are an exempt, salaried manager, I’d expect them to work around 50 hours per week total. Perhaps 25 hours goes to the priorities, with the rest going to “day to day” tasks. (Some line managers spend most of their time on day-to-day, so they might only have five hours for priorities.)

4. Ask them to allocate those 25 hours to certain steps of the five priorities. In writing. For example, five hours for each priority, with the specific step identified.

5. Meet weekly. The first few times you take a subordinate through the weekly meeting additional time may be required for mentoring. But by the third week, the weekly meetings should be held to 30 minutes or less. It begins with the subordinate producing last week’s plan (with their brief notes as to how their time was spent versus plan and what was accomplished) and their proposed plan for the week ahead (following the guidelines above).

Reviewing the prior week lets the subordinate know you’re looking and will call out any loss of focus. This visibility will help them stay focused amidst all their distractions (i.e. e-mails, lunch, meetings, travel). For the week ahead, you may modify the plan or adjust priorities. For any new priorities, you will review the step-by-step project plan briefly. An excellent subordinate working in a well-led environment will get their priorities right 95% of the time.

The meeting will be very fast. Your subordinate will exit the meeting feeling good that they know exactly what you want and have a plan for the week that they helped construct. And they’ll feel a bit of pressure that they’ve committed to focusing on specific priorities with certain accomplishments expected. That pressure is exactly what they’ll need all week long to resist interruptions, avoid attending worthless meetings, shorten long lunches and minimize time spent on “nice to have” projects. They’ll exhibit a more disciplined use of time.

Discipline Is Unnatural
For most humans, discipline is unnatural. Many executives start off this process well, then allow their subordinates to become undisciplined, and weekly 1:1s turn back into formless conversations that don’t produce results. Be rigid in what you require from each subordinate at the start of each meeting. Stick to the process.

Sometimes you’ll have to skip your 1:1 due to travel or vacations. I understand. But the subordinate should still turn in their weekly plan, and you should still look it over and respond by e-mail. Their simple act of writing and reviewing their own weekly plan has tremendous value. Your subordinate’s productivity is too important to your career to allow a full week without a plan and your brief review.

Sometimes a week seems too frequent, especially for subordinates who are supervisors, with a majority of their work falling into the day-to-day category. While in some cases a every other week interval can work, I instead recommend shortening the weekly 1:1 to a five or ten minute meeting. A weekly cadence is powerful in helping keep focus on priorities, which can sometimes include managing key performance indicators along with initiatives.

In all of the companies I’ve consulted for, great leadership is sought after and rewarded. Far and away, promoting from within is the preferred approach, but only if there are executives who are signaling that they are able and willing to step up. Managers and executives who help their boss win by taking tasks off their plate are positioned as ideal candidates for promotion. Companies benefit through accelerated growth when the entire leadership team is stretching and growing; tackling new challenges. Make implementing this management discipline a priority throughout your leadership ranks.

Also on Forbes:

Follow me @RobertSher and check out my new book, Mighty Midsized Companies; How Leaders Overcome 7 Silent Growth Killers.

Forbes.com | July 21, 2015 | Robert Sher

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