Tag Archives: Balance

Landing that position in a tough job market

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Hello, this is Laura Lee Rose – author of the business and time management book TimePeace: Making peace with time – and I am a business and efficiency coach that specializes in time management, project management and work-life balance strategies.  Stephen Wynkoop and I regularly meet on professional development topics. Our interviews can be found at Laura Rose Career Management Series

This week’s topic was “Advice for improving the odds of landing a position in a tough job market”

One of the best quotes to keep in mind is the “But what have you done for me lately”.  This is true in the job market.  Companies are in the business to make money.  If you can illustrate tangible evidence in both dollars and sense (common sense), how you have made money for your companies in the past and how you will do it in the future – you will stand out.

So – how do you do this when an employer has 600 resumes to review?

The first thing is to catch their attention upfront.  Acknowledge that they will probably only spend seconds on your resume.  If you don’t capture their attention in those first few seconds, your resume is tossed aside.  Therefore, highlight your professional skills that are directly relevant to the desired position right at the top of the resume; followed by the roles and positions that are significant to this current position.

Eliminate any tasks or duties that distract the reader from your applicable skill set. Don’t feel obligated to do a chronological or historically accurate list of all your employment.  Make sure you expand on the tasks that are in direct support to this new position.  Talk in dollars saved or made for the company.  Use numbers and percentages to illustrate how your contributions directly affected increased revenue or reduced costs.

Don’t be afraid to customize your resume to each application. Decades ago, we created one resume and sent 60 copies of the same resume out into the job market.  Today’s technology allows us to customize each resume to better fit and match the desired position.  Use the same terminology and descriptions in your resume as they posted in their job description. Using the same language allows your resume to pass through any automated resume scanner or filter.

 Include cover letters or hyperlinks in your online applications.  Many companies have online applications as their first-line screening.  One way to set you apart from the competition is to include a cover letter or a hyperlink to your YouTube video resume.  Many online applications will allow you to attach a resume and/or cover letter.  Take advantage of these attachments to show more of your individual and team contributor.

Set yourself apart by including YouTube, presentations, and article links. Go out of your way to illustrate your expertise.  With today’s technology, there is no limit to creating your own presentations, webinars, videos, articles, demos, prototypes or eBooks to tangibly show your skill set and expertise.

You have passed that gate and at the interview stage.  How do you continue to set yourself apart?

Much in the same way as you illustrated your value to the company in the resume; you continue to showcase any revenue generating scenarios in your interview.  Continue to highlight stories and examples of how your dedication and contributions affected the company’s bottom line.

 

Avoid highlighting the skills that you do not have. Even if you don’t have the exact requirements for this new job, you have worked in a similar environment, with a similar tool or have the appropriate transferable skills.  Highlight the skill set and experience that you do have and extrapolate how those skills and experience relate and support this new position.  Focus on the transferable skill set that will set you apart from the other candidates.

 

Conduct the interview as a conversation.  Don’t wait until the end of the interview to ask your questions.  Comment and query throughout the interview like a real conversation.  Learn as much about them as they are finding out about you.  This is a two way street.  Use your questions to illustrate that you have done your homework on their company and position.

 

Collect contact information.  One of the mistakes that people make is not to collect contact information from everyone they interviewed with.  Even if you are going through a recruiter, take it upon yourself to contact everyone that you interviewed with.  Although your recruiter is helpful in setting these meetings up – it’s to your advantage to take charge of the follow-up.  After all, your recruiter works for many job candidates.   YOU only have one job candidate to work for:  YOU.

 

Use your follow-up emails and thank you notes to close the skills gap. When you have identified a gap in your skill set during the interview, use the follow-up notes to close that gap.  For instance, if during the interview you realized that they are not only looking for someone with manual test experience, but with automated test experience (even though the original job description did not include it).  Take this opportunity to download one of the many free automated test tools and craft an automated test on their website or product.  Then include this update in your follow-up email to them.

 

Use the phone.  Many candidates will use email and thank you notes as a follow-up.  I agree with the thank you notes.  To set yourself apart, use the phone as well.

 

Add them to your Linkedin.com.  Stay on their radar.  Just because this position doesn’t pan out, make sure you are on their minds for the next opportunity.

 

What about college graduates?  How do they differentiate themselves?

 

As for college graduates, creating a portfolio of your transferable skills and illustrating how that will increase revenue or reduce costs will help.  A graduate that handled both school and the job market will outshine someone who just attended classes.  A graduate that received glowing recommendations from both the job market and professors will outshine one who doesn’t.  A graduate that has a portfolio of presentations, published articles, or a how-to video about that particular job role or industry will outshine one who doesn’t.  In today’s market, the average will not get noticed.   Decades ago, companies were willing to hire graduates with the knowledge that the candidate will not know much and there will be a long learning curve.   In today’s market, you need to show that you already have the talent and discipline for that particular job.  If more you can show that you will be able to hit the ground running (minimum learning curve and self-motivated), the better you will outshine those that don’t do that.  We are talking about tangible evidence (not just lip service).
In the IT Professional Development Toolkit, I go into the: who, what, where, when and how to accomplish all of the above. I also have a transferable skill worksheet.

 

Also following online courses:

12 Tips for Realistic Scheduling
10 Tips for Telecommuters
 10 Career Boosting Resolution Laser Lesson

10 Hidden Time Waster Laser Lesson

Get That Well-Deserved Raise Laser Lesson
Professional Development Toolkit
It’s a SNAP – Social Networking Accelerated Process for business networking

Or sign up for my weekly Time and Career Management Newsletter at: http://eepurl.com/cZ9_-/

 

Employers that interview but never hires.

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This is Laura Lee Rose, a business and efficiency coach that specializes in professional development, time management, project management and work-life balance strategies.  In my Professional Development Toolkit package , I go into professional development and real-world IT topics in detail. If you are interested in more training in these areas, get signed up

 I know the usual reasons for not hiring a particular individual, such as under-qualification or just-not-a-fit; but what are the reasons employers interview and then decide not to hire anyone?

There are often different reasons why employers interview and then don’t hire.  Because reasons are normally asynchronous to the hiring process, they are less evident.

Since the interview process takes time and money (from advertizing for the position, filtering and sorting incoming resumes, initial candidate screening and the interview meeting),no company goes into this process with the idea that “they do not intend to really hire anyone”.  They enter this process with the full intention of finding good candidates and eventually a good employee.

But because this process takes time, things can change during the interview process itself.  The longer it takes to find someone, the higher the risk of something changing.
Some things that they may realize during the interview process are:

1) The longer it takes to find the right person, the higher the risk that they realize that this position isn’t as critical as first thought.  They may feel that they are doing fine without the extra hand.  After viewing several candidates, they realize that they rather train and promote from within. Or they find that they have actually completed the project that they were trying to hire.
2) The position disappears because of an re-organization or business strategy change. It could be combined with some other role or eliminated altogether.
3) A new project management strategy is instituted such that either the schedule is extended to allow the current resources to handle the added tasks; or the project scope is diminished such that the current resources are satisfactory.
4) A hiring freeze was just initiated.
5) A different way of subsidizing the resources is implemented instead. This could be a short-term contractor, an affiliated partner is providing the service (outsourcing), the company decides to eliminate that service altogether (and refer clients to their referral partners)

It’s important for job seekers to not take it personally, and work hard to stay on these potential employer’s radar.  Things change – which means things will change again.  If you stay on their radar (through continued business networking techniques), when things change back again, you are on the top of their Rolodex.

In the Professional Toolkit, I provide worksheet, templates and guidance on how to accomplish these things.    The Book of Answers: 105 Career Critical Situations  contains 105 work-life scenarios like the above.  The scenarios show how to accomplish your goals in similar situation.

For more information on how to get this toolkit or the “Book of Answers” email LauraRose@RoseCoaching.info

Do’s and Don’ts tips for turning intern or temporary positions into a permanent position

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Tis the season for intern and part-time positions.  It’s a great time to get some extra cash but how do you turn these short-term positions into long-term gains?  Here are some quick tips for workers who hold a seasonal position, and are interested in turning it into a permanent gig.

 

Do’s and Don’ts tips for turning intern or temporary positions into a permanent position:

1) Don’t dedicate all your time and effort into “doing your assigned job well” — Do illustrate your value throughout the organization, not just at your assigned task.
2) Don’t continue to remind them of your end-date – Do talk about what you can do for the New Year, Spring and Summer projects.
3) Don’t act as if this is a temporary job – Do act as if this is your company by implementing process improvements, creating reducing cost utilites, increasing sale and sending referral/leads to marketing

 

The holiday season is a great time to focus on career management and professional development.  Think of it:

  • The workload is slowing down
  • Executives are preparing New Year strategies.
  • Performance evaluations are just around the corner
  • You have some time away from the office

Check out the new online and free course 10 Career Boosing Resolutions at https://www.udemy.com/10-career-boosting-resolutions/

Or How to Get that Well-Deserved Raise at https://www.udemy.com/how-to-get-that-well-deserved-raise/

How to keep that new employee

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This is Laura Lee Rose, a business and efficiency coach that specializes in professional development, time management, project management and work-life balance strategies.  The Professional Development Toolkit package covers professional development and real-world IT topics in detail. If you are interested in inexpensive training in these areas,get signed up

I received the following questions about why new employees leave a job:

  • Why do new employees leave?
  • How can a company on-board them immediately and create an environment that makes new employees want to invest in their future with the company?

 

Most new employees leave because of just a few reasons:
  • they are frustrated with the work that they are assigned;
  • they are offered a better job;
  • they are the wrong fit for this company/job.

To avoid some of these issues, do your homework:

1) Make sure you do your due-diligence in the interview process.  Understand their motives and career goals.  As best as you can, make sure their career goals, personalities and work ethic meets and matches your needs.

      This reduces incidents of  “they are the wrong fit for the job”

2) Have copies of your company policies, orientation materials and task procedures (that they will be responsible for) for them.  Make sure your training and procedures are well documented with steps, the reason for doing it this way, and your success criteria (how they know it’s completed correctly).

     This reduces the incidents of “they are frustrated with the tasks they are assigned”

3) Provide career support.  Partner the new employee with a buddy and a mentor.  The buddy system gives the new employee someone to go-to to ask daily questions.  The mentor (which is a different, higher-level person) helps them stay future career focused.  Also, setup regular one-on-one meetings with the manager.  The meetings can be as frequent as once a week but no less than once every two weeks.  The meetings can be as short as 15 minutes but schedule at least 30 minutes in the calendar.  This gives them a known and regular time to meet with their manager.  This support encourages transparency and open communication.

This reduces the incidents of “they are frustrated with the tasks they are assigned”.  Also – by building a good working relationship with their managers and co-workers, they will see this as “the better job” – reducing the ” they are offered a better job”.

In the Professional Toolkit, I provide worksheet, templates and guidance on how to accomplish these things.    In my Book of Answers: 105 Career Critical Situations, I have 105 work-life scenarios like the above.  The scenarios show how to accomplish your goals in similar situation.
For more information on how to get this toolkit or the “Book of Answers“, please contact LauraRose@RoseCoaching.info

Advice for Managing Mediocre Employees

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Advice for Managing Mediocre Employees

This is Laura Lee Rose, a business and efficiency coach that specializes in professional development, time management, project management and work-life balance strategies.  In my Professional Development Toolkit package , I go into professional development and real-world IT topics in detail. If you are interested in more training in these areas, get signed up

Mediocre employees are the most frustrating because they’re the ones who aren’t bad enough to reprimand, but they’re far from
being superstars either.  What are some tips for motivating the mediocre?

Well – my recommendation is to simply eliminate “Mediocre Employees”.
Step 1: The most efficient method is to set your job performance criteria such that you are pleased with everyone that meets those criteria. The performance criteria need to be directly tied to the company’s vision, mission, and goals. Those that fall below those performance criteria are ‘below expectations’ and are eventually placed on a PIP (performance improvement plan).
Clearly outline the company’s business goals. Then each department executives clearly outline their individual performance business commitments (PBC – or things they are responsible for doing) to meet the company’s business goals (which are appropriate and directly connected to their department). Then each manager below each department outlines their PBC for their role/responsibilities/department — what will achieve and accomplish their upper managements’ business goal. Then each employee writes their PBC that supports and accomplish their manager’s PBC. These PBC’s are then detailed into SMART goals (Specific, Measurable, Achievable, Realistic, and Time-bound goals). SMART goals have very tangibly and visible results (either your passed or failed on your goals).
If you and your team have done your job in clearly articulating and supporting your quality objectives and performance business expectations, then even those that merely meet your expectations (average employees) – are still doing acceptable work in helping the company reach it’s goal — because – after all — you have defined your quality standards and business commitments. If you are not satisfied with their work – then chances are that you have not clearly or effectively conveyed your expectations and business goals. Remember – if you are ‘wishy-washy’ on your expectations, you will get ‘wishy-washy’ performances.
My Professional Development Toolkit DVD discusses all of this in more detail. Contact LauraRose@RoseCoaching.info for more information on how to get this kit.
Step 2: Make an effort to match the employee’s career goals, skills and passions with the right job or role. If the role/responsibilities are aligned with what the employee wants to accomplish in the long run, the employee will be inspired and can’t help themselves from doing a terrific job. It’s more of a calling for them than a job.
Conduct frequent one-on-one meetings with your employees to discover their career goals, skills and passions. Direct them to roles and responsibilities that align the employee with both their goals and your company’s business goals. Show them the career path and required skill-set that they need to acquire to achieve their career goals. This might mean a change of departments. This might mean some additional certification and training. But this might also mean that they end up leaving the company because (through these one-on-one meetings) the employee realizes that their career goals do not match the company’s path.
My Professional Development Toolkit DVD discusses all of this in more detail. Contact LauraRose@RoseCoaching.info for more information on how to get this kit.
Step 3) Make the employee fully responsible for their own career. It’s not the manager or company’s responsibility that the employee has a satisfying work-life balance. It’s not the manager or company’s responsibility that the employee is happy at their job. It’s not the manager or company’s responsibility that the employee gets along with his/her coworkers or managers. It’s the employee’s profession; it’s the employee’s career. The manager or company can do is to support the employee in their career goals (through frequent one-on-one meetings with their employees). But the manager or company isn’t responsible for the employee’s career. The employee needs to take full ownership of designing their own career and life.
My Professional Development Toolkit DVD discusses all of this in more detail. Contact LauraRose@RoseCoaching.info for more information on how to get this kit.

 

In my Professional Toolkit, I provide worksheet, templates and guidance on how to accomplish these things.    In my Book of Answers: Companion piece to the Professional Toolkit, I have 100 work-life scenarios like the above.  The scenarios show how to accomplish your goals in similar situation.
For more information on how to get this toolkit or the “Book of Answers”, please contact:

vConferenceOnline.com/Bits on the Wire, Inc.
6420 E. Broadway, Suite A300
Tucson, AZ 85710
520-760-2400 or (877) 853-9158
info@vconferenceonline.com

Try it and let me know what you think.

Radio interview with Kevin Price and the Price of Business

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In a recent Price of Business radio show interview (http://youtu.be/xmeP6m0dfnY) Kevin Price asked me a few questions regarding “What’s going on with communication?” This is a quick follow-up to that segment.  We didn’t really get into how change our behavior when met with difficult clients that fail to return calls or essentially “drop out of sight”.
If the seller is getting frustrated on how people are just leaving them hanging — it’s easier to change your (the seller in this example) MO than the buyer’s MO.
Some quick things the seller can do:
1) Write up a binder (a promise to sign a contract) before the buyer stops communicating.
Having the buyers signature and contact information on something – often pressures them to call you back to tell you that you are no longer interested.
2) Set timelines and deadlines on when the this particular deal will expire. Request a small deposit to hold this particular deal for a certain length of time. After that time, the price would go to the regular rate. This adds a level of urgency in the buyer’s mind.
3) Give them a free 14-day trial – using their credit card or payment information. If they like the product or service, the credit card gets charged after 14 days. But the buyer needs to contact them in some way to discontinue the service.
4) Follow-up and call them back after a few days of “no communication”. The seller takes on the responsibility for the follow-up. It takes two to “stop communicating”. But this means that the seller needs to consistently collect contact information during their initial conversation. If the seller allows the buyer to walk off without giving them any contact information – the seller didn’t do their job properly. Consistently gathering contact information allows the seller to not only follow-up with the buyer, but present them with other offers, newsletters, coupons, and other announcements.
5) Before you leave your client, realize that they will probably be shopping around for a better deal. That’s the arena that we are now living in – with the overabundance of internet and e-commerce sales. Buyers have the global market at their finger tips. So, simply state: “Hey, buddy. I realize that you will probably be shopping around for other deals. If you find a better offer, please give me the opportunity to match or better it. Please call me back and allow me to try to match or better it.
In general – if you are frustrated with someone else’s behavior, there are often things you can change in your behavior to offset their behavior.

Video of the previous interview:

How do Companies prevent remote workers from feeling “left out”?

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  • Have that one project that you have been stalled on?
  • Need  objective eyes on your problem?
  • Need just a different way to look at the solutions?

I have helped people on a per project basis.  For example: mapping out the pros and cons of two job offers; revamping their resume to attract more corporate interest; managing their boss; and narrowing the direction of their next steps.  I have reasonable rates for per project consulting.  No long contracts and discounts for continued enrollment.

If you haven’t taken advantage of your introductory career and time management coaching session, please contact LauraRose@RoseCoaching.info   You’ll be surprised how one conversation can change your life.

How do Companies prevent remote workers from feeling “left out”?

I recently received the following question:

How do companies prevent remote workers from feeling “left out”?
Incentives, such as bringing in lunch to headquarters staff and allowing casual attire in the office after employees meet certain goals, do nothing for those who work from home. What techniques improve or solve this issue?

I’m not a fan of handing off the responsibility of our own career and growth to someone else.

  • It is not the companies’ responsibility to make their telecommuters to ‘feel included’.
  • It is not the companies’ responsibility to make sure their employees network and build the proper working relationships with the right co-workers, sibling departments, other managers and executives.
  • It is not the companies’ responsibility to make sure their employees keep their jobs.
Career management and business networking is each individual professional’s responsibility. By placing the ownership of making the employee “feel included’ into someone else’s hands is a loosing proposition, because everyone is different. What works for one telecommuter will fail on the other. And then the company will resent the employee for not fully appreciating the efforts that the company made in the wrong direction. It is best if each individual takes full responsibility for their own career.
The very best way to “feel involved” is to simply to “get involved”. Some things that the telecommuter can do to “feel more included”:

1) Conduct and facilitate Brown Bag Lunch professional development series on new technology or operational procedures. Teleconference technology like Skype allows remote employees to both attend and present. Take the initiate to present on high-profile, company driven topics. Arrange for guest speakers that are expert in these areas. Request that the company cater in lunch for these special training and educational events.

2) Go into the office for face-to-face business networking. Even though you have the benefit of telecommuting, this does not relinquish your responsibility in your own business networking goals. Schedule monthly or bi-monthly visits into the office. Line up the important meetings with co-workers, managers, executives and mentors that are beneficial to your career growth and professional advancement. Your career is your responsibility – and the adage “out of sight, out of mind” is very relevant to telecommuters.

3) Schedule weekly or bi-monthly one-on-one meetings with your managers and mentors. Stay on your manager’s and mentors radar by scheduling frequent and regular one-on-one meetings. Have agendas and meeting goals/purpose identified in advance, so that you are not wasting these important people’s times. YOU facilitate and conduct these meetings to show your intentions and initiative. Ask about your performance and share the type of projects that you would like to be assigned to. Review the gaps in your skill set that you need to accomplish to gain those desired positions. YOU suggest/ask for things that you would like as rewards for meeting certain goals.
These are only three things the employee can do to take charge and ownership of their own professional advancement and career management.

Bottom line: If you leave it up to the manager to guess about your own desires, they will guess wrong. You will be unhappy and they will resent you for not being appreciative for their attempts to make you happy. Take ownership of your own happiness.
In my Professional Toolkit, I provide worksheet, templates and guidance on how to accomplish these things.    In my Book of Answers: Companion piece to the Professional Toolkit, I have 100 work-life scenarios like the above.  The scenarios show how to accomplish your goals in similar situation.
For more information on how to get this toolkit or the “Book of Answers”, please contact:

vConferenceOnline.com/Bits on the Wire, Inc.
6420 E. Broadway, Suite A300
Tucson, AZ 85710
520-760-2400 or (877) 853-9158
info@vconferenceonline.com

Try it and let me know what you think.

To experience the entire SSWUG TV career management series, <<click here>>


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

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Should I Give Discounts?

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Should I Give Discounts?

IT Professional Development Series

By Laura Lee Rose

 

Hello, this is Laura Lee Rose – author of TimePeace: Making peace with time – and I am a business and efficiency coach that specializes in time management, project management and work-life balance strategies.  Steve Wynkoop and I talk a lot about designing and managing our professional careers on a weekly interview on SSWUG TV. One recent question popped up last week, regarding providing discounts for start-up companies and nonprofits.

 

A student asked:

I have been approached by non-profits as well as other small start-up companies to give them a discount on my products and services. Should I give them a discount?

I am not a big fan of devaluing your worth. Your time and effort is very valuable. And a non-profit or small business is not that different from any other business. They are still in the business to generate money. Non-profits may not focus on making a profit but they still have to budget for working expenses, they still pay their employees, still generate income (through sponsors and donations). Your service becomes a necessary expense for their company.

Having said that — I do see value in trade or bartering. For instance, you can give a discount in trade for advertisement in their newsletters, websites, and programs. If they provide a service that you can take advantage of – you can discount in trade for XX hours of their service.  If their client base matches your target market, you may have other opportunities for additional promotional opportunities.  For instance, you can arrange to become their sole vendor to their clients in your chosen product or service.

Example: Restaurant may want you to create a website for them. They are just starting out and are asking for a discount on your webdesign service. You have your own bills to pay and you want to attract clients that really value your time and expertise. You want to attract clients that are willing to pay you what you are really worth. On the other hand, you would like to see these people succeed. You can offer them a discount in exchange for:

1) A mention in their menu

2) A mention on their website (Website designed by: signature)

3) XX number of complimentary meals

If they want you on a retainer to maintain their website – you can include XX number of comp meals a month in addition to your discount price.

 

One warning: Do not accept barter for something that is not of value to you.  That’s comparable to giving your services away for free.  Make sure you continue to feel that your worth is being appreciated, by investigating alternative solutions that better meet your goals and success.

 

For example:  A business and success coach asks you to redesign and develop her new website at a discounted rate.  You don’t really need her coaching services and don’t see a fit at first.   But instead of dismissing it right away or giving the discount for free – you investigate a little more.  Asking the important who, what, where, when and how – about her business; you discover that her client base is other entrepreneurs in various fields.  Her primary focus is providing training to other start-ups and new business owners.  With this information, you design a barter, vendor and affiliation program with the following goals:

1)     Be the exclusive web-design vendor for her training classes, training DVDs, and promotions trade shows.

2)     Be prominently displayed and recommended on her website

3)     Be recommended to her clients as their website designer as they get started on their new business

4)     Be one of her speakers at her various trade shows, seminars and retreats

5)     Become an integral part of her support team and staff when guiding her clients through the deployment of their brand and websites.

If the above was not the case, it is recommended that you direct the life coach to someone else that could make use of her services.  This way, you will get the advantage of providing referrals and assistance to others (which puts you in good standing with both businesses).

 

In my IT Professional Development Toolkit, I go into the: who, what, where, when and how to accomplish all of the above. I also have a transferrable skill worksheet.  For more information about the toolkit, please contact

 

vConferenceOnline.com/Bits on the Wire, Inc.
6420 E. Broadway, Suite A300
Tucson, AZ 85710
520-760-2400 or (877) 853-9158
info@vconferenceonline.com

 

 

Or sign up for my weekly Time and Career Management Newsletter at: http://eepurl.com/cZ9_-/

3 Sure-fire Ways to Screw Up a Project

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This is Laura Lee Rose, a business and efficiency coach that specializes in professional development, time management, project management and work-life balance strategies.  In my Professional Development Toolkit package , I go into professional development and real-world IT topics in detail. If you are interested in more training in these areas, get signed up

There are several ways to fall behind in a project.  Most times we can rebound from them  But these three mistakes are very hard to recover from.  Please keep an eye out for them:

1) Not verifying that everyone understands the success criteria.
For example: Make sure everyone has the same definition of DONE and the quality criteria. A developer may feel that “done” means that he has completed his section of code. But the project definition of ‘done’ means design spec written, reviewed, approved; code developed, reviewed, tested, unit tests done and automated, all Severity 1 defects fixed and retested on that section of code.
Make sure the entire team (business analyst, developer, tester, technical writer, technical support, managers etc )  is using the same definitions.
2) Not sharing the reason behind the quality metrics.
For example: The quality metric goal is to fix, retest and clear all high-level, Severity 1 defects by 6 weeks before code-freeze. In other words, the team’s goal is to have the count of  0 (none) High-level, Severity 1 defects at the 6 week milestone before code-freeze. This is because with every code change, there is a 10% chance of introducing new defects or uncovering hidden defects. In this example: Retesting 100 fixed defects has the possibility of finding another 10 new defects. By finding these new defects 6 weeks before the code-freeze allows you to fix and retest those 10 fixed defects before code freeze. If people do not understand the purpose of retesting the logged fixes that many weeks before code-freeze – they may decide to just close the fixed defects (to meet the 0 Severity 1 defect goal) without retesting them. This meets the 0 Severity 1 Defect metric criteria – but bypasses the intent or reason for the quality metric. If you just close the fixed defects without retesting – you have released with an additional (potential) 11 defects that would have been found/fixed if you had retested prior to the 6-week milestone.
Make sure everyone fully understands the reason behind the procedures and not just number goals.
3) Not selecting and reporting meaningful metrics.
Every project’s quality, forecasting, and progress metrics should be re-evaluated for each project. While past project report templates may be relevant – it should not be assumed that they are relevant. You still need to re-evaluate for each new project. Every project should have a mission and goal. Every metric that you report needs to support the mission and project goal. If you can not align the project mission and the metrics you are reporting, you are not emphasizing the meaningful targets.
In my Professional Toolkit, I provide worksheet, templates and guidance on how to accomplish these things.    In my Book of Answers: Companion piece to the Professional Toolkit, I have 100 work-life scenarios like the above.  The scenarios show how to accomplish your goals in similar situation.
For more information on how to get this toolkit or the “Book of Answers”, please contact:

vConferenceOnline.com/Bits on the Wire, Inc.
6420 E. Broadway, Suite A300
Tucson, AZ 85710
520-760-2400 or (877) 853-9158
info@vconferenceonline.com

Try it and let me know what you think.

Avoid the ‘Let’s do lunch’ dance

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This is Laura Lee Rose, a business and efficiency coach that specializes in professional development, time management, project management and work-life balance strategies.  In my Professional Development Toolkit package , I go into professional development and real-world IT topics in detail. If you are interested in more training in these areas, get signed up

Take this scenario:

  • Co-worker emails you: “Can we meet at the end of this week on this topic?”
  •         But in the email, the person does not suggest any date or time for this important meeting.  It’s just a quick one-liner with the above message.
  • You quickly email back:  “Of course”
  • You and your co-workers emails only took 10 seconds to initiate and respond, but nothing was really accomplished.  And no one took the responsibility for actually setting up the meeting.  Nothing really got accomplished here.  You are very busy and you feel that if he was the one requesting the meeting, he should be the one championing it.  He feels he is very busy and if it was important to you, you would push it.  Weeks go by without any progress and you both loose out.

2nd scenario:

  •  You get into the following email on Monday:
  • Co-worker: “Can we meet at the end of this week on this topic?”
  •         But in the email, the person does not suggest any date or time for this important meeting.  It’s just a quick one-liner with the above message.
  • You email back:  “Of course.  I am available this week on Wednesday, Thursday and Friday between 9:00am and 11:30am.  Please pick a 30 minute slot that fits your schedule.  If none of those time slots are convenient, please send me 3 alternative dates and times – so that we can get this on our calendars.”
  •          Even though he is asking for the meeting, you are taking responsibility (able to respond to complete the task of setting up the meeting) for getting this in the calendar.  He had the opportunity to provide a handful of dates/times for the meeting that was convenient for him – but he didn’t do it.   Therefore, you provide various time blocks (that is convenient to you) to give your co-worker an opportunity to pick a time that fits in his schedule.  While you are waiting for his response, you feel somewhat restricted or in a holding pattern because you have essentially promised all those time slots for now.  But it also gives you some freedom  to schedule things around those time slots.
  • You get no response for two days.  Since you are very busy, you feel that you are in a holding pattern on this (because you could really use some of those time slots that you temporarily promised your co-worker).  You don’t want to resent your co-workers for not responding to you and you want to feel free to do what you want to do with your own time.  Therefore, you resend your previous response and also call him.   By calling him, you are escalating the request.  Because they are not at their desk, you leave a voice mail requesting them to respond to the email meeting request.
  • An hour later, you get an email from him stating: “I apologize I am so far behind this week. Can we perhaps shoot for next week? “
  •            The email still has no specific date or time for the meeting. There is still no closure to this. He did not match the urgency level of the communication.  This means, if someone calls you because you have not responded to them — you should match their urgency by calling them back.  Emailing back may be quicker for you – but it does very little to build that working relationship in a positive direction.  Emailing may be easier for you to send an excuse for not responding – but it does very little to build that working relationship in a positive direction.   Even though his email took him 10 seconds to write, it will doesn’t accomplish the goal of setting up a meeting and hurt his business reputation.
  • You respond: “Certainly.  Let’s meet on Monday, June 10 at 11:00am for 30 minutes.  The agenda will include: ……”
  •             At this point, you have given him ample opportunity to select a specific date/time of his convenience – and he continues to elect to leave it up to you.  You have given him ample opportunity to pick up the phone to rectify his delay in setting the meeting.  After all, he was the one that requested the meeting; he was the one that asked for it to be conducted ‘later this week’; he was the one that failed to respond with an explicit date/time and he was the one that postponed it to the following week.  Regardless of his professionalism, you need to keep a professional demeanor.  You are still working toward building a positive working relationship.  So, you take the responsibility (able to respond and complete the task) to set the meeting date,  the pace and agenda of the meeting.
  • Even though you did all you could do to help move this forward, it took 3 days of back-and-forth emails to accomplish this.

3rd scenario:

  • You need to setup a meeting with a co-worker
  • You email:  “I am excited about this upcoming project and really want to hear your thoughts on this topic.  Can we meet at the end of this week on this topic?  I am interested in discussing the following XYZ to accomplish <goal A> .  I know we both are very busy and expect this talk to take only 20-30 minutes.  I am available this week on Wednesday, Thursday and Friday between 9:00am and 11:30am.  Please pick a 30 minute slot that fits your schedule.  If none of those time slots are convenient, please send me 3 alternative dates and times – so that we can get this on our calendars.”
  •         You also call and leave a voice message that summarizes what you sent in an email.  In the voice message, you include the reason for the call, call back information, and your availability.  In the phone message, you show your personality and enthusiasm for this topic.  You emphasize that you are really looking forward to working with him on this.  You are friendly and enthusiastic.
  •         The email and the phone call took you about 5 minutes to do.
  • Your co-worker calls back relatively quickly: “Hey.  Thanks for your voice and email.  I was thinking the exact same thing. Great minds think alike. My boss it out of town this week, so I am pretty swamped.  But this is very important and I don’t want it to sit too long.  Are you available on Monday, June 10 at 11:00?
  •            You say, “Yes.  That’s a great time.  Do you think we can cover those topics in 30 minutes?”
  •             Your co-worker:  “Absolutely.  I’ve looked over the agenda and it looks like you have covered all the important highlights.  If we can’t fit them in, we can schedule another meeting before we exit that meeting.”
  •             You: “Sounds like a plan.  Talk to you Monday at 11:00am.  And thanks for taking your time on this.  I really appreciate it. “
  •             Your co-worker:  “Heck, no.  I appreciate you including me in this project.  It’s really the direction that I want to go.”
  •             This telephone conversation takes less than 5 minutes and builds rapport and a collaborative atmosphere. Within 30 minutes you and your co-worker have the meeting, the pace, the agenda all ironed out (versus the 3 days just doing it by email) and so much more.

This email dance happens quite often between busy people.  Even though email seems a quick way to communicate – it’s often not the most efficient way of communicating and completing tasks.  Email often takes people days to accomplish the same thing that a phone call could accomplish it in 5 minutes.   Just because email seems convenient, it’s not always a productive way of communication.  Before you send an email, consider the following:

1) Have you included everything that the receiver  (not you, but the audience of your email) needs to accomplish your request.
Sending a quick one-liner:  “We should meet something this week”  is not providing all the necessary information for your audience to accomplish your request.

Leaving a voice mail: “Call me” is not providing all the necessary information for your audience to accomplish your request.
2) Have you emphasized the proper importance by your method of communication.
If someone is calling you because you failed to respond to their email – you need to match their level of urgency.  Do not disrespect them by quickly emailing a one-line excuse like “I am very busy.  Can we do this next week.”  Take the hit in person.  Call or even drop by their office (if you are located in the same place), to apologize for the mix-up.  People don’t normally loose their reputation on a mistake.  They loose their reputation on how they react or respond to their mistakes.  If you go out of  your way to take responsibility for your actions and go beyond expectations on making amends – you actually will improve your professional reputation.

3) Combining communication methods is often the most efficient way to accomplish a task between team members.
Combining email and phone calls is a good combination to accomplish tasks.
Combining phone calls (with an email summary of what occurred on the phone) and face-to-face meetings (with email summary of the meeting minutes) is a good combination when possible.
Combining email, phone calls, face-to-face meetings is a great combination when possible.

Bottom line: Combining communication methods and providing enough information in your communication saves time.

In my Professional Toolkit, I provide worksheet, templates and guidance on how to accomplish these things.    In my Book of Answers: Companion piece to the Professional Toolkit, I have 100 work-life scenarios like the above.  The scenarios show how to accomplish your goals in similar situation.
For more information on how to get this toolkit or the “Book of Answers”, please contact:

vConferenceOnline.com/Bits on the Wire, Inc.
6420 E. Broadway, Suite A300
Tucson, AZ 85710
520-760-2400 or (877) 853-9158
info@vconferenceonline.com

Try it and let me know what you think.