Category Archives: Taking the Leap

Do you risk hiring someone that is under-qualified?

Posted on by

Professional development series

This is Laura Lee Rose, a business and life coach that specializes in professional development, time management, project management and work-life balance strategies.  In my GoTo Academy: Soft Skill Tools for the GoTo Professional continuous online coaching series, I go into office etiquette on various real-world IT topics in detail.
If you are interested in more training in these areas, please sign-up for the continuing online coaching series.
In the recent interview with Steve Wynkoop (founder of SSWUG.org) we covered the “hiring” topic (don’t miss another professional newsletter tip—signup for the free newsletter here). This article covers the topic in more detail.
In today’s tight economy, many employers contemplate hiring under-qualified candidates at a lower rate.  Should you take on a promising employee that you know you’ll have to spend substantial time training, but could pay off? And if so, how do you identify such a candidate?

There’s a risk whenever you are hiring.  Even a very experienced employee can turn out to be a dud.  Most of us depend upon our gut feel and use your best judgment on any new hire.   There are a couple of things we can do to reduce our risk.

 Understand why you are hiring:

  • If you are hiring because you are having a spike in client requests and sales, then hiring someone that is not qualified is not the best solution.  The new person is not only unable to assist with the client requests right away – but other employees will be diverted from the client requests while they are training the new person.
  • When hiring someone under-qualified to save money and reduce your budget, you should also consider the salary/time of the other employees that are training the new person and the length of the learning curve.  Figure out the money you are losing during that learning curve.  If you can accommodate the temporary loss of production, than go for it.
  • If you are hiring the under-qualified person because they seem like a diamond in the rough, do not place them on a critical path role or project.  Do not create a bottleneck in your important project schedules.

 During the interview:

  • Ask Scenario-based, trouble-shooting questions like:  “You are given a task in an area that you are unfamiliar with – where would you start?”
  • Ask them to tell a story about how they actually accomplished a task in an area that they weren’t very accomplished in.
  • Ask them their career goals and professional development plans.
  • Discuss a probation period.  Outline expectations that within 3 months they will be doing xyz on their own, –outline performance expectations.  Agree to hire them at a lower rate, and increase after the probation period if you deem appropriate.
  • Make sure they have some secondary skills that you can take advantage of while they are training in their primary skills.  This way they are producing in an area – while they are learning another.

After hire:

  • Allocate a mentor or someone responsible for overseeing the new-hires progress.
  • Give the new-hire frequent feedback at your one-on-one manager meetings.
  • Make them responsible for the orientation and training materials during their training.  They learn better if they are the one documenting and keeping the training materials up to date.  Make the trainee responsible for the orientation and training materials during their training.  They learn better if they are the one documenting and augmenting the training materials.  Reduce the occurrence of them asking the same question twice.

 

Conclusions:

Don’t wait until the last minute to hire a candidate that requires training.  The delay caused by the inevitable learning curve places additional financial and morale strain at the workplace. Consider your natural business cycle with hiring.  Don’t place an unqualified trainee in the middle of the critical path. If you are hiring in a spike consider more qualified candidates.  If you are hiring during the slow season and are ramping up for your next  spike, then you have time to train someone less experienced.

If you liked this tips, more can be found at www.lauraleerose.com/blog or subscribe to my weekly professional tips newsletter at http://eepurl.com/cZ9_-/

The weekly newsletter contains tips on:
1)      Time management
2)      Career maintenance
3)      Business networking
4)      Work life balance strategies

If you haven’t taken advantage of your introductory time management coaching session, please contact LauraRose@RoseCoaching.info

 

 

Modifying the Pro and Con list to make better decisions.

Posted on by

Most everyone is familiar with Pro and Con lists to help make a decision.  Often times the Pro and Con List does very little to clarify the decision – because – well – the reason you are creating the Pro/Con list is because it is a ‘close call’ to begin with.  We don’t go to the trouble of making a Pro and Con list on ‘no-brainers’.  Often times the pro and cons are pretty equal – making the decision still difficult.  Our mistake is that we stop at this point.  We don’t take the next step to reduce the impact of the “Cons”.

 

Use the Pro/Con/What if table instead.  List your Pros and Cons (like you would normally), then add a “What if” or “What needs to happen to reduce your discomfort of the Con”.   Once you have your matrix filled out, and then determine the probability and impact of each.  If you can’t think of any way to reduce the impact of the ‘Con’ – that adds clarity.  But most of the time we don’t take that step to think of things to improve your position.

Take the below example between a current job and a new job.  Once you have identified the “What Needs To Happen” – have a transparent and collaborative discussion with the hiring managers to see what is possible.

 

Pros Cons What needs to happen to  reduce discomfort of the Con

Job 1 – current
Enjoy the people and type of work $45/hr – underpaid Request $60-65/hour raise
Analytical, model and mathematical work that I enjoy Don’t have enough money to do much. Ask if there’s an opportunity to get paid for your articles, inventions and publications on your findings (in addition to the hourly rate)
Opportunity to set a standard and make a name for myself in this area Can’t enjoy my free time very much. Ask if there are any other things you can do for separate and added pay (i.e. referrals, sales leads, promote at trade shows, explicit things that will make the business money)
Opportunity to present papers on discoveries Can’t comfortably support my family obligations Find an alternative/added revenue stream (in addition to this hourly rate) external to this company.
Opportunity to define processes and lead policies
     

Job 2 – new opportunity
$85/hour Don’t know the folks. Will be working in isolation (not in a team). I work well both in a team and in isolation.   I can create opportunities to share my knowledge with co-workers through group discussions, lunch meetings, etc.  I can build working relationships outside of my specific task.
Easy work Have to accept without reading/signing a contract.  They want to know if I will accept before going to the trouble of a contract.  After I accept, I get a written contract to review and sign.  My fear is that after I accept and resign from other job—I find something in the contract that is not acceptable. If I want, I can accept job ‘now’, with the understanding that I still need to review and accept the written contract.  And you agree to start 2-weeks after you sign the contract. Then don’t you’re your resignation on old job until you have read the new job contract.
Will have enough money to do a few more things (including supporting my family). Not very exciting or challenging work. Ask if there are presentation opportunities within the company.
Will have some funds to enjoy my free time.  Will have some free time to enjoy. Ask if there are any opportunities (in this company) to set standards or procedures in the area that you are interested in.
Not a high pressure job.  No stress.  Have free time. Is there an outside activity that can fill the presentation, publication, and setting standards gap?  Is there another thing that gives me the same fulfillment or feeling?
Learn more about company and its other departments.  There may be other, more exciting project that you can get involved in as well.

 

Bottom line:  Taking the time to do a Pro and Con is critical; but sometimes it’s not enough.  Taking that extra step to find a solution to the Cons helps you better understand your next steps.

 

In my GoTo Academy: Tools for the GoTo Guy and Gal continuous online coaching series, I go into Time-boxing and the use of Parking Lot methods in detail.
If you are interested in more training in these areas, please signup for the continuing online coaching series.

 Subscribe to my weekly newsletter at http://eepurl.com/cZ9_-/

The weekly newsletter contains tips on:
1)      Time management
2)      Career maintenance
3)      Business networking
4)      Work life balance strategies

If you haven’t taken advantage of your introductory time management coaching session, please contact LauraRose@RoseCoaching.info

Difference between managing and harassing behavior

Posted on by
There is a fine line between behavior by a manager that is legitimately harsh and within normal management
practices and behavior that could be considered harassment. For example:
  • How do you determine whether reprimanding an employee in front of his or her peers is harassment?
  • Are there certain criteria that apply to conduct that is considered to be harassment?
  • Can yelling at an employee in front of his or her peers be harassment?
  • What determines whether or not it is?
  • How likely is it that an employee who is disciplined under legitimate circumstances will complain of harassment?
  • How does an employer deal with this situation?
While there may be a fine line between management and harassing, this issue can be greatly simplified by simply focusing on ‘appropriate behavior’.
Instead of trying to define the line between managing and harassing behavior — corporations should focus simply on appropriate behavior. Something can be deemed ‘inappropriate’ more easily than the legal definition of ‘harassing’.
If the company’s only goal is to avoid legal ramifications, then that is one thing. But if the company’s goal is to provide an appropriate atmosphere for employees to be productive and inspired — then focusing on ‘appropriate’ behavior will be more beneficial to both management and employee.
Appropriate behavior supports and encourages calm, confident, and flexible leadership.
If management is confident that he/she can handle any situation that comes their way,  then there is no need to yell, scream or curse at any time.  Overreaction in this way tells more about employer’s ability then about the employee.
Inappropriate actions would include:
  • reprimanding an employee in front of his or her peers
  • blaming individuals or external environment for project status
  • requiring employees to consistently stay late to compensate for poor project management skills
  • defending one’s position on a particular solution against all other solutions
  • demanding that there is only one way to accomplish a shared goal.
If you focus on high-level appropriate reactions, then the legal line of harassment rarely comes into play.

This is Laura Lee Rose, a business and life coach that specializes in professional development, time management, project management and work-life balance strategies.  In my GoTo Academy: Soft Skill Tools for the GoTo Professional continuous online coaching series, I go into office etiquette on various real-world IT topics in detail.
If you are interested in more training in these areas, please sign-up for the continuing online coaching series.

If you haven’t taken advantage of your introductory time management coaching session, please contact LauraRose@RoseCoaching.info

If you can drive, you can understand project managing.

Posted on by

If you can drive, you can understand project managing.

This is Laura Lee Rose, a business and life coach that specializes in professional development, time management, project management and work-life balance strategies.  In my GoTo Academy: Soft Skill Tools for the GoTo Professional continuous online coaching series, I go into office etiquette on various real-world IT topics in detail.
If you are interested in more training in these areas, please sign-up for the continuing online coaching series.
If you know how to drive, you already understand project management.  You may still not want to be a project manager, but at least you understand better their function and value.  In fact, project management and defensive driving have much in common.  Let’s look:

Road Expectations Project Management Equivalent
Traffic patterns and traffic rules Project ground rules, schedules, resources, budgets, etc
You cannot safely go faster than the car in front of your Critical path analysis and task dependencies
Everyone in your lane (even though they have a variety of destinations) really needs to be heading in the same direction Everyone on your team (even though they may have different motives) need to be heading in the same direction.
Car’s break lights are RED for a reason RED FLAGS on a project mean slow down; stop; and re-evaluate.
Motorist pull over for emergency vehicles Projects have recovery protocol charts and plans
Motorists merge temporarily into another lane to get around an accident. Project resources are temporarily redirected to past a blocking issue.
Traffic lights and signs are placed to control the traffic patterns and keep everyone in-synch and on time. Status reports and quality metrics are placed to keep everyone in-synch with the delivery schedule.
Motorists risk lives when they speed and ignore traffic rules. Employees risk the project schedule and create hostility in the team when they ignore the project rules.
Accidents and traffic tickets delay time to destination Defects and morale issues delay project delivery schedules
Optimal routes change depending upon road conditions, weather, traffic patterns, time of day traffic loads, and construction schedules. Projects often deviate from the original route because of various contributing factors such as: resource allocations, equipment failure, outsource/contract disputes, defects in components, scheduled maintenance and security upgrades, etc.
General motorist courtesy: slower traffic stays right, left lane reserved for passing only, leave enough space when you change lanes (no cutting off people), allow people to merge into your lane, etc. Project meetings have certain courtesy ground rules: No interruptions, allow everyone to speak their opinions, no arguing, allow the option to change direction (as long as the destination stays the same).
Yield the right of way Abide by the priority of the team goals (not just your own agenda).
Pedestrians have the right of way Keep the client perspective in mind at all times.  Project Managers need to also be a client advocate
Motorists encounter detours because of unexpected road constructions – but their final destination is the same. The natural flow of a project will have some detours – but the final destination always stays the same.
Getting angry at the non-moving traffic doesn’t make the traffic move any faster. Getting upset at the lack of visible project progress isn’t helping.  Either take constructive action or be confident that things will eventually move along.
Road rage Sometimes there is road rage in the boardroom or office meeting.  It’s as dangerous in the office as it is on the streets.
Texting while driving may cause something to be missed and end up in a fatality. Texting and multitasking in a project meeting will cause something to be missed and end in a delay in schedule.
Bridges ice first Project pieces not well grounded or rooted, are risky.  That is why you have Risk Analysis and Risk Management as part of the project manager’s toolbox.
Different cars handle differently on the road. All employees and resources are not the same.  You need to handle them individually.
Want more help?   Setup a one-on-one chat session or email consult with LauraRose@RoseCoaching.info

Do you have what it takes to be a good project driver? 

Take this online project driver test to find out….

What we can learn from Judge Judy.

Posted on by

Back in the old days (when I was growing up), daytime television was composed of soap operas.  Today it’s slightly different.  Today there are a plethora of judge TV shows.

Is there anything we learn professionally from Judy Judy that we can use in our career advancement?

      ABSOLUTELY!

 

 

 

Some of the things are:

  • Most disputes stem from miscommunications
  • Document expectations to reduce miscommunication
  • Answer the questions being asked
  • People get pissed-off when they think you are hiding something

To avoid miscommunication:  Paraphrase everything you think they are saying back to them. This gives them the opportunity to correct you or agree with you. Ask them to repeat what you say to them. This gives you the opportunity to see if they heard what you meant to say.

Document expectations:  Write down your agreement to include measurable criteria , who is responsible for what, and reasonable time line. Also include consequences on any missed goals and deadlines.  Sign and date.  If you verbally alter agreement, then document the changes, sign and date.  (For more information on Change Management Strategies, contact LauraRose@RoseCoaching.info)

Answer the questions being asked: I recently asked a vendor about their status on my project XYZ. They quickly told me the status of their project ABC.  That was nice, but I was interested and asked about my project.    The deflection frustrated me and I had to ask again.

People get pissed-off when they think you are hiding something:  The above Q&A repeated once again, until I lost patience.  I imagined that they had not spent any time on my project; and didn’t have any status to report.  Since I had a signed contract that identified expectations, time frames and consequences,  I was able to discontinued their service without payment and found a better fit.

How can you re-use these lessons in your profession?

 

Don’t miss another professional tip — sign up for the weekly professional tip newsletter at

Using Game Theory to Navigate Business Obstacles

Posted on by

Many of the strategies used in games can be effectively translated to business and professional navigation.  Find out how….

Notice the similarities between game play and office strategies:

  • Play by the rules of the game
  • Familiarize yourself with your opponents strengths and weaknesses
  • Understand the stats on your teammates
  • Accommodate for any handicaps on your team, and defend against the strength on the other team
  • Keep your ‘tells’ in check (Be aware of what your nonverbal cues and reactions are expressing)
  • Understand your options.  (You have more than one game piece on the board)
  • Continue to increase your skills and focusing on gaining additional game pieces
  • Take advantage that you have three lives.  (Be willing to take risks to learn how to get to the next level)

If you were to take advantage of just one idea — I recommend the multiple lives rules.

Most games give you multiple chances to advance. In baseball you get three strikes before you are out.   Even then you have more than one inning at bat.  In video adventure games, you have 3 virtual lives.  We grew up with the idea of multiple changes and taking gaming risks (gambling with our game pieces), but most of us are too timid to do this in the office.  Avoiding risks at the office translate into never going to bat (which means removing any opportunity for a home run).

Take the HOME RUN TEST to learn want steps to take to win at the office.

In my GoTo Academy: Tools for the GoTo Guy and Gal continuous online coaching series, I go into Time-boxing and the use of Parking Lot methods in detail.
If you are interested in more training in these areas, please signup for the continuing online coaching series.

Subscribe to my weekly newsletter

The weekly newsletter contains tips on:
1)      Time management
2)      Career maintenance
3)      Business networking
4)      Work life balance strategies

If you haven’t taken advantage of your introductory time management coaching session, please contact LauraRose@RoseCoaching.info

Whose job is it to take out the trash?

Posted on by

Now a days both husband & wife go for work to run the house.They are unable to balance the work/life properly.  Below are some suggestions to balance work/life at home.

There are several techniques. I agree that a life coach (like myself) can help with work/life strategies. There isn’t a single ‘silver bullet’. And if the couple is open and willing to try different things and appreciate each other — things will smooth out.

Some things that work:
1) Take time to discuss your individual imperatives with each other (If you want a worksheet on how to create your non-negotiables or imperatives, email LauraRose@RoseCoaching.info)
2) Create a calendar that accommodates your imperatives. (If you would like more information on this, email LauraRose@RoseCoaching.info)
3) Agree not to worry if things are not perfect or don’t get done. The MUST DOs will always get completed. If the item doesn’t get done — it was incorrectly categorized as a MUST DO. So relax.
4) All chores can be written on index cards. Family members select the chores that they enjoy (or don’t mind) doing. The remaining chores, consider paying or bartering outside help. Just because something needs to be done — doesn’t mean that you have to do it.  If an item consistently doesn’t get done, move it to the ‘barter/pay for service’ area.  The paid service will do it faster and better than you can do it, anyways.
5) Schedule weekly date nights in your calendar. If it’s important to you, you should block the time off on your calendar. Even if you don’t know exactly what you are going to do — block the time in your calendar to make sure you make time for it. (Similar for vacation and family time).

Bottom line:  Consider your ROI  (return on investment) on these things.  Just because you can do it doesn’t always mean you should be doing it.  For example, if your salary is $60/hr and it takes you 3 hours/wk  to clean your house or handle your social media campaigns — then you have actually spent $180/wk on house cleaning or your social media campaigns.  Perhaps your time is better spent by hiring someone at $150/month.  It will get done faster, better and cheaper.

For more information on how to reduce your time and increase your results with social media campaigns, watch the “It’s a SNAP” video.

Take a deep breath and relax….everything is unfolding perfectly.

.

In my GoTo Academy: Soft Skill Tools for the GoTo Professional continuous online coaching series, I go into these things in detail.
If you are interested in more training in these areas, please sign-up for the continuing online coaching series.

How a diet tip helped me get a work-related request accomplished.

Posted on by

I know this sounds strange, but I used a diet tip that I read from Micheal Thurmond’s “6 Day Body Makeover”  – to accomplish career critical tasks.

The diet tip is about  ‘how you stay on your meal plan when you go out to eat’.  The tip suggest that if you want substitutions (for instance a healthier vegetable as opposed to a high-caloric side dish) – then peruse the menu for vegetables.  If the kitchen is already offering broccoli on a different menu entree, then it is more likely that they will not have a problem substituting broccoli for your side dish.  If you don’t see that vegetable on any of the menu’s entrees, it’s less likely that your request will be granted.

Yes — that’s a great diet tip, but what does that have to do with collaborating with others in the work environment?

Well — take this example:

I am a vendor for an organization.  This organization has not been proactive in promoting our series (of which they get a revenue share).  Since it’s to both of our advantage that this series is successful, I searched for low-hanging fruit items for them to implement to increase our exposure and promotion opportunities.  So — I did the following:

  1. Investigated what they are already doing for other vendors in regards to promotions.
  2. Mocked up similar buttons and video clips for our series.
  3. Proposed integrating these things along with the other things they are already doing.

Since they already had the mechanism in place for the other vendors, they had no problem slipping my things in that same mechanism.

How about this example:

You want to attend an out-of-town conference.  Your company has  a tight budget.  Although they will give you paid-time-off (without the cost of a vacation day), they didn’t initially approve the cost of the conference or travel expenses.  What if you did the following?

  1. Investigated which of your high-profile clients are also attending this conference.
  2. Contacted the sales/marketing person associated with those specific clients to catch up on any current issues and promotion opportunities.  Ask their opinion if their client would be interested in meeting the actual developer of their product (to discuss future and current feature lists)?  [Most clients jump at the chance to talk to a developer]
  3. Propose a technical support/sales event, such that with one trip (to this conference)– you can visit this specific list of high-profile clients.

What if you designed the proposal like that above?  Would you have improved your changes?

What to find out about a handful of professional tools and cheat sheet for your use?  Check out the  10 Tools in 10 Minutes video at:

 

Why Do Workers Keep Searching Out Jobs

Posted on by
Two recent surveys found that a majority of full-time workers continue searching out job opportunities, usually online and often through social media. What are the pluses and potential pitfalls of being on the search continually.
There are often many reasons for job-window-shopping:
1) If workers are not satisfied with their current work environment, they will continually look elsewhere.
The advantage to this is that many people can handle a ‘bad working environment’ as long as they see a light at the end of the tunnel (a potential new position in the horizon).
2) People are always curious. We window-shop. We want to see what is out there. Like window-shopping, people like to compare their current wardrobe to see if anything is missing, etc. It doesn’t necessarily mean that they are wanting to ‘jump ship’. This is an advantage to everyone if you take this new desire and new knowledge to your manager to see if there are appropriate jobs opportunities in your current company that fits what is attracting you out there. Management would be prudent to hold frequent career development one-on-one meetings, so that they understand what their talented employees are looking forward to doing. It the employee sees that there is no ‘next step’ within their current company, they should feel allowed to look more seriously at their next step outside of their current company.
3) People need to feel valued and want to be continually challenged in their area of passion.  At a certain professional level, it is not ‘money’ that satisfies.  It is more likely to be a combination of money, autonomy and mastery opportunities that are more aligned with the individual’s passion and talent.  If management isn’t listening, they are likely to loose their most valuable employees — because it is the talented that walk and the weak that stay.
4) If management uses this opportunity to negatively affect the employee’s advancement opportunities, then management is short-sighted. The employee is doing what they need to do to create the most effective and efficient match between what they want to do with their careers and what they are actually doing with their careers. The employee is acting responsibly. Management would be acting responsibly by listening and reviewing current company opportunities that better match their employee’s talents and passion.
Do you have a ‘ready-to-use’ resume or press kit?  To get a sample Professional Press Kit worksheet,

How to judge appropriately

Posted on by

The most misquoted verse in the Bible is probably Matthew 7:1, “Judge not that ye be not judged.”
It’s impossible not to judge.  Telling someone else  “not to judge” — shows you have made the judgment that they are judging.  Most opinions, descriptions, decisions, views, rulings, and critiques are judgments.
In the workplace, performance review and evaluations are judgments on both subjective and objective criteria.  Business decisions are based on market comparisons and our judgment on ROI (Return On Investments).  Project management schedules and delivery schedules are based on group opinions and past performance trends.

I’m not sure when ‘judging’ attracted such a negative connotation.  But we can’t take inspired action without allowing some level of judgment within us and others.

The key is to judge righteously and appropriately.

“Great!  So how does one go about judging appropriately?”

In my GoTo Academy: Soft Skill Tools for the GoTo Professional continuous online coaching series, I go into these things in detail.
If you are interested in more training in these areas, please sign-up for the continuing online coaching series.

Here are a few things to consider, when making a ruling (or judgment):

  • Be self-aware of any hidden agenda or expectations.
  • Use accurate data from multiple sources
  • Be wary of ambiguous and vague descriptions (indicators of innuendos, rumors and assumptions).
  • Disengage from the results (have no hidden agenda or expectations)
  • Don’t take anything personally
  • Give everyone the benefit of the doubt

The above steps seem simple enough, but how would we incorporate in the real-world?  Below are some common professional situations:

In my on-line coaching series, we use some typical employee complaints and frustrations.  Please add your frustrations to this list for practice.

  • My manager is not a people person.
  • My manager has never learned people skills.
  • My manager avoids confrontation at all costs.
  • My manager is showing favoritism.
  • My manager doesn’t like me.
  • My coworker is a racist and is lying about me.
  • My coworker is getting paid more than I am, and I’m doing more work than he/she.
  • My coworker is always submitting buggy code and it the reason my piece is late.
  • This company expects me to work 24/7.
  • This company won’t give promotions or any type of recognition.

Be self-aware of any hidden agenda or expectations.
Most of the above examples have a hidden agenda.  The ‘finger’ is consistently pointing to someone else. Maybe you know the saying, “When you point one finger, there are three fingers pointing back.   And this is the case in these examples. We create our own situations (good and bad).
Regardless of the specific incident, you have contributed to your current situation.  While blaming someone else provides some limited relief, it doesn’t really release you from your responsibility (your ability to respond).
Review your higher-level mission and what you can do to set things right.

“How could I have handled this differently? What can I do right now that illustrates my expert people-skills, my social skills, and my ease in handling conflicts and confrontations? This incident doesn’t depend on my manager’s people and social skills. This incident depends upon my expert people and social skills. My professional reputation is my responsibility, not my manager’s responsibility.”

Be wary of ambiguous and vague descriptions (indicators of innuendos, rumors and assumptions).
Ambiguity leaves the door open for innuendos, imagination and assumptions.  When you are use words like: never, always, mostly, chances are that you don’t really have your facts together.

Use accurate data from multiple sources
As you gather your accurate data, validate it across multiple sources.  Remember that each source may have their own agenda or personal perspective.  Relying on one or two sources with the same personal agenda

Disengage from the results (have no hidden agenda or expectations)

When you are collecting the data, disengage from the results.  When you have an idea of what you want the answer to be, you will often collect data that supports your expectations.  If you enter into the discovery phase with no expectations and an open mind, you are more likely to make appropriate judgments.

In my GoTo Academy: Soft Skill Tools for the GoTo Professional continuous online coaching series, I go into these things in detail.
If you are interested in more training in these areas, please sign-up for the continuing online coaching series.