But don't drop your guard. There still remains a greater objective ahead. You want to ensure you will thrive in this job so you won't have to fight the job search battle again.
Estimates place about ten percent of a company's employees in the category of "gems." At the other extreme of the employee rating scale, about twenty percent of the employees probably should have been fired months ago. Unfortunately, (or fortunately, depending on your point of view) most managers resist and avoid the painful action of firing people. Thus, marginal employees are shunted into positions where their abilities are not taxed and where they can do as little damage as possible.
Between the extremes of the ten percent perceived as "jewels" and the twenty percent of little value, you will find the average worker. Some of these are well regarded and approach the "Jewel" category. Others, less talented or with poorer attitudes, are simply considered as lower quality contributors.
Where would you like to be on the management scale? Of course, you would like to be one of the "gems." These are the people who command the biggest raises, the promotions, the titles, the perks. Maybe you lack the talent to be one of those in the top ten percent. Then do the best you can to get into the second ten percent. If you can't achieve that, then make sure you fall into the top forty or fifty percent. This group also gets promotions and raises and, when the next layoff comes, they will be among those kept on the payroll. They will not be the ones out pounding the pavement, preparing resumes and answering ads.
Getting into the top half of the ratings isn't really too difficult because so many of the managers you compete with have poor attitudes. Many just don't understand the concept of free enterprise. They don't understand organizational structure and the factors making one corporation succeed while another fails. A significant number of employees could not care less about the company. They care only about their own selfish interests.
The key to getting into the top fifty percent among managers is: to paraphrase President Kennedy's famous quotation, "Ask not what your company can do for you. Ask what you can do for your company."
To start out on the right foot, take the following four actions when you start on your new job:
First, Send Thank You Letters
Before you become entangled in the problems and politics of your new work situation, be sure to write Thank You Letters to every person (within reason) who helped you during your job hunting campaign. This should be accomplished within two weeks of accepting or starting in your new position. Remember, you can never hurt yourself by saying "thanks". You may have reason to call upon some of those people again. Let everyone know the results of your search and where they can now reach you if they want to speak with you again.
Not long ago a client of mine suffered a disappointment when he came in second in a competition for a top position. He then accepted a job offer at less pay which promised less opportunity for career advancement. He wrote his Thank You Letters and was pleasantly surprised ninety days later when a call came from the president of the company where he had come in second-best. It seems the candidate who had been selected did not perform as had been expected and was not "fitting" with the management team. Would my client be interested in reopening talks? He sure was. They talked, and he wound up with a job offer much better than the one he had accepted.
Another fairly common occurrence is to receive a phone call from someone you met while networking. At the time you were interviewed you felt you made a good impression but there just wasn't an opening where you could fit it. A couple of months after the interview, a key manager quit or was promoted or was fired. After your original interview you sent a Thank You Letter which left a favorable impression. Your second follow-up letter, after you have found your job, serves as a further reminder of how wonderful you are, and also tells them that you are employed (which makes you more attractive) and where you can be reached.
Second, Determine Where You Stand in the Company
There may be an existing organizational chart of the company or of your division or department, showing where you fit into the total picture. If one isn't available, then draw one up yourself so you can see clearly how you relate to the people with whom you will interact most often. This information will help you to identify and respond to personal or organizational problems and will also give you a better understanding of the dynamics of the organization.
A company's organization is constantly changing. Keeping track of the changes will keep you abreast of the internal "political winds." This knowledge will be invaluable to you in enhancing your career for it will make you one of that select group of managers who understands what is going on.
Third, Keep a Journal
Set aside a time each week to record what happened and what you achieved during the week. The time you reserve for your weekly journal entries should be one convenient to your life style and one you can follow without fail. For some, a good time might be Friday before bedtime. For others, perhaps Sunday after breakfast. When is not as important as finding a regular time to devote a half hour or so to this important task.
In your career journal you should jot down the significant events of your business week, such as tasks you started, projects completed, decisions made, plans made, discussions with your boss, meetings attended, errors committed, important memos or letters you wrote, disagreements with other executives or subordinates. By documenting your activities, you will be able to monitor your own effectiveness and communicate your value to your employer at appropriate times.
It is important you make an entry each week. If an uneventful week goes by, don't leave a blank page. Just write, "Nothing of importance happened this week." If this kind of an entry occurs frequently, or if you find it hard to think of anything to write, it means YOU aren't making things happen. You are being too timid and placid on the job. If you don't make things happen, good things won't happen to you.
This weekly record is one of the disciplines that can place you in the ranks of the superior employees, the "gems." You will become a dynamic actor in the business place rather than someone who merely reacts to the thinking and decision making of others. Your Journal will also provide a continuing record of your latest accomplishments. If, at any time, a new career opportunity should present itself within or outside the company, you will always be ready to present your candidacy in its most favorable light.
Fourth, Maintain an Executive Analysis File
Now that you have joined a new company in a managerial position, you have become a member of a team. To be successful you must interact with numerous people at different levels in the organization. You must impress your superiors with your attitude and willingness to contribute. Your subordinates must learn to respect your integrity and accept your leadership. Your peers must see you as a team player, ready to handle an equitable share of the load.
One thing that will contribute toward your achieving the goals mentioned is to become oriented toward the feelings of the people around you. Don't always try to explain to others how you feel. Devote more of your energy to finding out how they feel. Subjugate your own ego and play up the egos of those in your business world and in your personal life. You will be amazed at the favorable reactions you experience.
It isn't easy to change. You may have spent most of your life wrapped up in your own ego and now you are being asked to start concentrating on the feelings of others.
Following is a simple form that will help. Type up a page and make 20 or 25 copies, one for each executive or subordinate with whom you interact personally.
Keep these forms confidential. This is another technique to get you to become "you oriented." You will find yourself developing the habit of inquiring about the people with whom you deal. Don't try to accumulate this information all at once. One day, inquire about their families. Another time, find out about their prior employment. This takes time and patience, but it will pay off. Sure, you will collect information but, more importantly, people will respond to you more favorably as you express continuing interest in their lives.
Remember, career success is not based upon how good a job you do. Success is based upon how good a job the key people THINK you do. Following are a few more suggestions to help you reach the goal of becoming one of those superior employees who will be rewarded with promotions, perks, and repeated pay increases.
Other Suggestions for Success on the Job
Play to The Key People: In addition to the managers directly above you on the organization chart, identify three to six other key people who might play a role in your future promotions. Remember, advancement is often a zigzag progression involving your getting better jobs in other departments within the company, rather than moving straight up the line into your boss's position. Don't be timid about advertising your successes with discretion and tact. Any structured organization has its political infrastructure, and the way to rise to the top is with the support of peers and superiors who recognize and appreciate your value.
Listen and Write: Try to listen more than you talk. One of the highest compliments you can pay other persons is to listen to their comments. Be conservative in dealing with your superiors. When you have ideas to contribute, let others speak first. When you are trying to reach consensus of opinion, express your disagreement in the form of "yes, and...," rather than "Yes, but..."
Document your successes. If you have a creative or valuable opinion, put it into written form. Spoken words are easily forgotten, but written words become a permanent record. Let your name be connected with "the action." This is what will generate the perception on the part of higher management that you are a shaker and a mover.
Be Visible: Don't hide your talent. Maintain daily contact with your boss. If you are in a large organization, try to cross paths with your boss's boss at least once a week. In addition, if possible, try to make your boss's boss's boss aware of your existence at least once a month. These key executives should be made aware of your presence and participation, and your contribution to the organization.
Keep Your Superiors Informed: When working on an assignment, there is always the temptation to tackle the job on your own and then present your boss with the completed work, neatly packaged and tied with a ribbon. You proved to your boss that you are capable of independent action, but then you wonder why you didn't get a pat on the head or other accolades. The problem is that you have also shown your boss that he or she is not needed. This is not wise politically.
In the course of working on a project, try soliciting your boss's advice. Certainly, before you complete the job and "wrap it up with a ribbon," you should give the boss a chance to comment and suggest changes. Make the boss part of the project. Don't be afraid to have the boss share credit for a project you have ably completed. Better still go out of your way to make sure your boss gets part of the credit. Your boss will remember and will develop the confidence to hand you more and more important projects in the future.
A sure way to make your boss nervous is not to keep him or her informed. Your boss has ultimate responsibility for your actions. Not knowing what you are working on or where you stand on a project forces any boss into the uncomfortable posture of having to look over your shoulder and to demand progress reports. The most horrible scenario occurs when your boss's boss finds out first what you are doing and then informs your boss during a meeting. You will not be forgiven.
Please Your Boss: Pleasing your boss should be your main objective in your business life. There are many ways to solve any problem, many ways to handle any task, so find out how your boss would like to have a task accomplished and do it that way, if possible. If you feel it would be more efficient to perform the task differently, try to bring your boss around to your way of thinking. If the boss won't compromise, don't fight it. You can't win by arguing with your boss. If your boss is repeatedly unreasonable and uncompromising, then obviously, you are in a "no win" situation. You might want to give serious consideration to changing jobs and finding a new boss.
The point is you must please your boss. Your boss will decide whether you will receive raises and promotions. It is essential that you "get into your boss's head" and find out how he or she thinks. There is no point in doing a superb job if your boss thinks the job should have been executed differently.
Become An Effective Problem Solver: Avoid instant emotional reactions to problems. Before taking action, make sure you have evaluated both the problem and its cause in a calm, rational manner. Take whatever time is needed before acting.
Never respond to a problem until you have thought of two or more possible solutions. Every time you present a problem to your superior, also suggest two or more ways of solving it. This will show your boss you have considered various alternative solutions. A dangerous person in any organization is the one who sees only a single solution to any problem.
When you discuss a problem with your boss you should always present it in this manner:
"Boss, here's the problem we are facing... (explain the problem)... I see three possible solutions:
Solution A ... (explain) Solution B ... (explain) Solution C ... (explain)
"I recommend solution B because... (explain why)."
Now you have set the stage for a comfortable and productive discussion with your boss. Your boss will be impressed with your analysis and will know you have looked at the problem from several angles. Your boss can respond in several ways, any of which should make you feel good.
Your boss may say, "I think your solution is fine, so go ahead." Wonderful! When this happens more and more frequently, you will know that your mind is working "in sync" with the thinking of your boss.
Your boss may also say, "I have some additional inputs which suggest your Solution C will work better for us." A comment like this is no reason for you to get defensive or feel rejected. After all, the boss has just selected one of your other solutions. You can learn a lot by having an open discussion with your boss to find out why the other solution was preferred. Store such information in your memory bank for future use.
Or, the boss might suggest, "We may be better off by taking parts of your three solutions and combining them into Solution D." Again, the boss is talking about your solutions. You are now on solid ground and you will be working toward the solution of the problem in a way that is sure to please your boss.
Ironically, the most valuable response from your boss might be the one you least want to hear. The boss could say, "I don't care for any of your solutions. Why don't you go back to your desk and think of other ways to tackle the problem?" The value of this response lies in realizing you failed to understand what was in your boss's mind. At this point you have an opportunity to discuss the problem further and to solicit your boss's help in analyzing the problem. Whatever business problem you were trying to solve is not as important as your discovery that your thinking is not in concert with the thinking of your boss.
Loose Cannon
In any case, you have demonstrated to your boss that you are not a manager with tunnel vision who can only see only one solution to a problem. That kind of manager is a "loose cannon" who can do grievous harm to an organization through low-caliber decision making. Any person able to see only one solution to a problem is usually also unable to admit a mistake and will defend poor decisions at great cost to the company. A closed mind is a dangerous thing, and if you are perceived to be that kind of manager, your future growth within the company will be limited.
Keep in mind that one possible solution to most problems is to do nothing. Many times problems solve them-selves if left alone. Many situations don't require an immediate solution, but should be kept under observation so that action can be taken if the problem escalates.
This problem solving process should also be followed in your dealings with subordinates. Never allow a subordinate to present you with a problem accompanied with just a single solution. Force your subordinates to think. This allows them the opportunity to express opinions in an atmosphere of an open forum. This process teaches the subordinate how to solve problems, and supports your own decision-making actions.
Develop Proper and Sound Relationships: Earlier in this article there is mention of the need to interact with fellow workers at different organizational levels. In the business world it is necessary to maintain relationships with three distinct groups: your subordinates, your peers, your superiors.
With your subordinates you want to be fair and supportive. You want to listen to their problems and help them learn and grow. Keep these relationships strictly businesslike and avoid fostering social relationships. It is difficult to socialize with a subordinate whom you may have to discipline or even discharge in the future.
Don't try to get your subordinates to love you and to do your bidding because of personal affection. Concentrate instead on earning their respect by dealing equitably and honestly with problems. You will often be faced with situations where your subordinates will present you with conflicting opinions on problems in the work place. You are the judge and usually you must come down on one side or the other. If you consistently set aside emotion and are able to decide conflicts in a fair manner, you will gain the respect of both sides. The losers may harbor temporary resentment but, in the long run, they will respect your ability to weigh the facts and determine what is best for the organization.
Your peers are your equals within the organization and it is imperative these relationships be carefully nurtured. One of your peers may someday be promoted to become your boss or, better still, you may be the one elevated to higher office. A sound relationship that has evolved with a peer should continue on a harmonious course if the relationship changes due to a promotion.
Share some of your problems with your peers. After all, you experience many of the same frustrations and often need each other's support to achieve your goals. But try to maintain a special identity separate from your peers. Avoid becoming part of a clique. Don't go to lunch with the same person or with the same group every day. Participate in a few social events with your peers, but try to develop a social life away from the office.
Good relationships with your peers and your subordinates are essential, but the most important relationship is upward. You want your superiors to regard you as "one of us," rather than "one of them." Most of this article is dedicated to achieving that goal. If you start thinking like a boss there is a good likelihood you will become one.
Act like a Manager
People at lower levels work from nine to five, forty hours a week. Managers put in extra time. Don't arrive promptly at 9 a.m. either get to work before the crowd at 8:45 or 8:50, or trail the mob and arrive at 9:10 or 9:15.
Don't leave with the crowd when the five o'clock bell goes off. Occasionally, leave a little before 5 p.m. but, most of the time, hang around a little after the staff has stampeded for the exits. Act like a chief and leave at 5:15 or later.
Remember, clerical workers are paid to work forty hours a week. Managers, executives, leaders - those on an upward course-work at least forty-five hours a week and often between fifty and sixty hours a week. The road to success is paved with extra effort.
If possible, avoid being the "Johnny True blood" or the "Mary Reliable" who is always there. As a manager, you will put in many extra hours, so find reasons to take off the equivalent of one day per month, or at the very least, a half day every three weeks. Be a little mysterious and don't apologize for the time off. That's the managerial way!
Conclusion
This article doesn't pretend to be a complete guide to managerial success. Many other factors play significant roles, such as sound judgment, technical proficiency, and such innate strengths as intelligence, personality, and creativity.
What has been suggested are general, common sense rules which can be followed by anyone wishing to improve on flaws that may have inhibited past performance. None of these suggestions can possibly hurt you. Observing these rules can only serve to enhance your career path and to move you up into that select group of employees deemed outstanding by their superiors.
