Tag Archives: next chapter

Use Change Management to create an impeccable reputation

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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 professional development and 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 are enjoying these tips, please refer and pass along to others.

My mother very much enjoys the daily judge programs. When I was growing up, soap operas was the prominent daytime TV.  Today, it seems to be the judge programs.  programs.  Majority of the conflicts stem from miscommunication or lack of communication.   Many times one person is suing the other for “not doing what they promised they would do”.  Other times, they are in court because one person doesn’t feel that the other is taking responsibility for their own actions.Most of these cases can be eliminated and avoided with some simple Change Management steps.
Although organizational change management processes can vary (and are often more extensive);  following these minimum steps in both your working and personal relationships, you will avoid much grief and regret.

1) Clearly state, document, and sign the agreement of action.  Have all stakeholders agree and sign the agreement.  Include communication plans in this agreement).
2) Verify that all parties understand the issues.  Get individuals to paraphrase the agreement in their own words, so that you can validate that they really understand the expectations on both sides.
3) Agree upon communication plan.  Define how parties are going to provide status, communicate problems, and discuss deviations/consequences from above agreement.
4) Immediate communicate any deviations from the signed agreement. Expect change and be totally transparent on the progress and status of the activities
5) Collaborate, document and sign the agreed change to the original plans.  Have all stakeholders agree and sign the agreement.

Taking the time to do these simple steps keeps everyone in the loop and protects both working and personal relationships.

Try it and let me know what you think.
In my GoTo Academy: Soft Skill Tools for the GoTo Professional continuous online coaching series, I go into this in detail.

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

On the Move? Things to Consider Before Relocating for Work

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Moving boxes in empty roomTraveling across the country for a new job may be just the adventure you’ve been waiting for. Like all adventures, relocating for work comes with its share of challenges. Being honest about the benefits and drawbacks of moving for work can save you time, money and family struggles down the road.

Show Me the Money

One big relocation incentive is a pay increase. But extra zeroes may not make much difference when the boxes are all unpacked. Ask yourself these questions regarding price vs. rewards before relocating:

  • Can I sell my home and break even or make a profit? If you can’t sell your house in a timely way and make enough from the sale for a down payment on another home in the new location, the difference in salary may not be worth the move.
  • Is the pay substantially better than where I am? Although the pay may look like enough to make moving worth the effort, some serious number crunching can help you get a clearer picture. Compare utility costs, fuel costs, taxes, as well as the cost of food in the new location. Are there added perks to the new job, like a car that could save you money? Take time to compare 401k plans, profit sharing and potential bonuses between your current job and the new offer. Adding everything together helps you get a clear picture of how much more you will make if you relocate.
  • Will the new company help with moving expenses? Moving across the country is expensive. Calculating how much the move will cost and whether your new job will to pay for it is an important part of your decision-making process.
  • Will the company cover temporary housing? If you are moving to a large city like, say, Phoenix, finding the right neighborhood for your family can take a lot of time. Many companies offer a short-term housing allowance to cover apartment rentals to give you and your family time to find the right house, neighborhood and school district.

The Relationship Factor

No matter how good the job offer, relocating can be difficult on relationships. Spouses, significant others, children and extended family are all part of the equation. Consider the impact your move will have on those you love by asking yourself these questions:

  • How will the move affect my spouse’s career? If your spouse has achieved certain career goals or is working toward them, relocating for your job may not be in her best interest. Be willing to say “no” to a new offer for the sake of your spouse.
  • What about the children? Moving can be harder on children than anyone in your family. Changing schools, making new friends, getting used to a new neighborhood can be devastating for children if not planned intentionally and strategically. Consider carefully how relocating will impact your children and, if they are old enough, get them involved in the conversation.
  • How will my extended family react? If you live near aging parents, consider how moving will impact them. Do they need help with their daily routine? Will moving mean multiple trips back and forth each year to meet their changing needs? Do your parents provide support like babysitting? How will your family replace this in a new town?

How do you handle a dishonest boss?

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A reader writes: As an employee, how do you handle a situation if you know your manager is being dishonest? A few employees have already approached HR, but they didn’t take the issue seriously. What do we do next?

There is normally a hierarchy for these things in most companies. And it would depend upon the severity of the accusations. Since the question said “A few employees have already approached HR”, I am assuming that it isn’t a single incident and it’s large enough issue that affects multiple people.

My first recommendation is to take a step back and recognize that you don’t exactly know what is going on.  What may seem to you as dishonest — may be something entirely different.  The face that your HR manager doesn’t see it the same way, illustrates that something else may be going on.  Focus on getting clarity (versus proving someone is being dishonest).   If you go in with the mindset that your boss is being dishonest, everything he does will look dishonest. And everyone that doesn’t see him as being “dishonest” will seem like the enemy.  Instead, focus on getting a better understanding of what exactly is going on.  Once you focus on getting clarity and more information, you will see several available options in front of you.
A few things to consider doing:
1)Revisit HR and ask them the status of this situation.  You may have misinterpreted HR’s interest in the matter at your first meeting. That you interpreted as “disinterest” could be HR ‘thinking’ about the appropriate next step.  HR probably could not promise you anything at that time because he/she wasn’t sure how to approach the topic.  Allow HR a few days to investigate on their own.   Then revisit HR after a few days to get status.   If you approach HR as a group (the group of employees that previously reported together), HR will recognize that this isn’t going away.
**Document this step with email to HR(and cc the employees that have already reported this to HR as well).  Keeping a log of your steps through email and email notification will give your situation more leverage and credibility.

2) If HR isn’t taking it seriously, it may be a sign that you and your co-workers may not know the entire situation. There may be extenuating circumstances or a gag-order in place or legal ramifications for the manager to tell his team what is actually going on. It could be that the HR manager understands this, but is under the same legal obligations to say and do nothing. That could be the reason HR seems to not be taking it seriously.  Call a meeting with the offending manager, the “few employees that have already approached HR”, and the HR manager.
Do not publish the meeting to people that are not already involved. Don’t make this a bigger deal than it should be. Limit this closed meeting to only those already talking about this.   The purpose of the meeting is to clarify any misunderstanding around this particular situation to stop the rumors and innuendos. Since the HR manager is already informed of the situation, having the HR manager present gives additional professionalism and balance to the meeting.  Allow the HR manager to invite and include anyone else he/she feels appropriate for this purpose.  Allow HR lead the meeting, and submit your own agenda and Q&A to be covered in the meeting (ahead of time).  If this is an honest misunderstanding, the manager, employees and HR (as a group) can quickly and openly clear up the issue.
**Document this step with email to HR(and cc the employees that have already reported this to HR as well).  Keeping a log of your steps (including phone and hallway conversations) through email and email notification will give your situation more leverage and credibility.Keep all your correspondence regarding this matter.

 

3) YOU calling the meeting and openly inviting the HR manager and manager — avoids HR inactivity. YOU providing the purpose, agenda and Q&A for the meeting (ahead of time), allows HR to meet the manager before the meeting to discuss the issue privately.  This illustrates that your only intention is to get clarification and not accuse or judge anyone.   Setting an meeting appointment is a reasonable forcing function  (for more information on Reasonable Forcing Functions, contact LauraRose@RoseCoaching.info

The item will be discussed — even if it’s to merely to say “We understand your confusing right now. There are some exciting things happening that we are not at liberty to discuss.” At this point, HR and your manager understands that by not attending the meeting and attending to this issue — only creates more confusion and a bigger problem.
**Document the fact that HR and manager refuses to meet with email to HR and manager (and cc the employees that have already reported this to HR as well).  Keeping a log of your steps through email and email notification will give your situation more leverage and credibility.

4) There is also a hierarchy in most organizations. If the HR and manager does not accept your invitation (document that), then tell them that you plan to take it to their managers or executive level — because it is affecting morale and productivity.  Being up-front with your next step plans allows HR to decide what to do next.  Having all your steps documented with the actual email dates and HR responses will be useful when approaching executive level.

5) Take it to the next line. If the HR manager is not providing the required service, then you request a meeting with the HR second-line manager and your manager’s second-line. Mention that there is an issue that is affecting morale on the office/production line that you would like to make the executive branch aware of. Mention that you require their consult on this issue.

Conclusion:   If your attitude is one of  “inquiry” versus an accusation, you will not need to take it past HR.  The only thing you are sure about is that ‘you don’t fully know what is going on’. The only thing you know for sure is that you are confused. Approach your talks to solve your confusion only. Don’t approach the situation as ‘trying to prove to people that your boss is dishonest’. When you approach it as your need to get clarity — people are more willing to meet with you. When you approach it with a chip on your shoulder, people are more likely to avoid you.

Giving everyone the benefit of the doubt is a diplomatic and honest way to approach many difficult issues.  Believing that everyone involved wants this issue resolved quickly and quietly will benefit you greatly.

For more information on Reasonable Forcing Functions and Handling Difficult Office Situations, sign up for my on-line laser coaching series: GoTo Academy: Soft Skills for the GoTo Professional.

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.

What we can learn from Judge Judy.

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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?

 

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Why Do Workers Keep Searching Out Jobs

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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,

Give Reasonable Directions

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Follow up instructions with reason.

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.

I experienced two very different situations that highlighted the need for explaining the reason for your instructions.

1)     A friend received instructions from her doctor to take the next few days off and away from work.  My friend agreed to take several days off – then proceeded to continue to read work emails and call into conference calls.

2)     A family member wanted to increase their protein intake and purchased some Whey powder to mix in with their coffee.  Since the canister’s instructions mentioned that 9 scoops will cover their daily protein requirements, she returned the product because she would not be using 9 scoops in her coffee.

As you can see from the above (very different) examples, different people interpret instructions differently.

But what if the instructions came with the following explanation or reasons?

What if the doctor said: “The reason I recommend taking several days off and away from work is to allow both your mind and body a break from work-related issues”?.  I want you to unplug completely for several days to recharge and get well.  This means no emails, no meetings, no nothing.  Hand off any immediate tasks to your manager and then completely unplug.”

What if my family member understood that the protein supplement is just that, a tool or supplement to add more protein to your current dietary program?  You wouldn’t necessarily need to use 9 scoops, if your current meal plan already included protein.  It is only meant as a tool to assist you in absorbing the right amount of daily required protein in a balanced plan.

If my friend and family member had understood the purpose behind the instructions, their response would have been more in lined with the intent of the instructions.  But by providing just the instructions, we have allowed room for error.

So – how can we, as team leaders and employers, avoid these pitfalls?  The first step is to avoid one-way instructions or directions.  Although email may be a convenient “instruction” media, it does not assure that the directions were interpreted correctly (or the way you had intended).

Here are some steps to assure that you will get what you want.

Understand the intent or goal of your instructions:

If you cannot articulate the reason for your request, it’s impossible for your employee or teammate to ‘hit it out of the park’ for you.

Verify that every step of your instructions support and are aligned with your goal.

Everything changes.  What worked last month may not be relevant today.  Verify that your current process is still aligned with your intentions.

For example: Requiring your salaried employees to submit time cards to verify that they are working the proper number of hours.

 This procedure may not be accomplishing your true goal.  Your goal is probably to make sure your salaried employees are performing and accomplishing the work they are committed to accomplish.  You may want to consider weekly one-on-one meetings to verify status on projects and tasks (versus keeping track of the hours they are logging).

Convey both the directions/instructions and reason to your staff/team.

To properly convey the instructions and reason, you need to also include active and empathic LISTENING skills.  Merely stating the instructions and reasons, only, do not assure that the message was received properly.  You need to also ask Open-ended questions to verify the message was received correctly.  This means sending an email-instruction is not sufficient.  You need an interactive face-to-face or phone meeting.  Some things to validate on that interactive meeting:

  1. Convey your instructions and reason
  2. Ask audience members to paraphrase your instructions and reason
  3. Ask audience members to share what these instructions mean to their current roles and responsibilities
  4. Ask audience members how these instructions will change the way they do their jobs (both positive and negatively)
  5. If any negative changes results, discuss/brainstorm on alternatives to accomplish your goal without negative impact to the team.

Conclusions:

Although these above steps take a little more time upfront (versus merely providing an email directive), it will avoid misinterpretations and some email-churn of Q&A after the project has started.     Being impatient or too concise with your direction may cost you in the long run (because your instructions can be misinterpreted and your project derailed). Allowing your team to play a co-creative role in this solution will lead to a more collaborative working relationship.

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

Your mission, if you choose to accept it….

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In my GoTo Academy: Tools for the GoTo Guy and Gal class exercises, I ask my students to do the following:

  • First week, I ask my students to list three heroes (dead or alive) that they would like to meet (and why).
  • Every week thereafter,  I give my students a problem or scenario to solve or improve.
  • I then ask them to pretend to be one of their previously listed heroes.  They are to redo the previous exercise with their new mindset.

They are often surprised how their answers differed — even though their knowledge set, their environment, and their resources did not change.  They only thing they changed was their mindset or perspective.

Putting on the robe or attributes of your favorite heroes makes it easier to take that leap.

Your homework, if you choose to accept it:  When faced with a challenge, pretend to be one of your most admired mentors or Brainiacs.  What would they do?  How would they react or respond?  Pretending to be someone else makes it easier to think out of our default ‘box’ and take that leap.  And since we gravitate toward heroes that exhibit more of who we really want to be — we can’t lose.

p.s.  The best part is that no one needs to know that you are doing it.

Let me know what you think.

What would you do with 10 minutes?

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If you were given an extra 10 minutes each day, what would you do with it?

Would you….

  • Fly a kite with the kids?
  • Help the needy?
  • Read an article?
  • Write a letter?
  • Ride a bike?
  • Kid a kidder?
  • Take a walk or swim?
  • Take a break?
  • Hug a friend?
  • Stretch?
  • Challenge yourself?
  • Laugh?
  • Organize your desk?
  • Sing?

 

Here’s your ten minutes. Do it NOW. Set your timer and indulge for 10 minutes in something that will propel you forward faster. 10 minutes a day can move mountains.

Questions to Ask Yourself After You Get Fired

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As a business and life coach who specializes in time management and work life balance strategies, I recommend clients to consistently look forward (not backwards).

Therefore, the question “why I got fired” is not as beneficial as “what do I want to do now“.

Although there are many symptoms — there are usually only a few underlying reasons that anyone gets fired (I am making a distinction between being “fired” and “getting laid off”):

1) The ‘real’ job did not match what the effort the employee wanted to submit.
2) The employee and employer’s expectations were not understood or did not match.
3) The job didn’t lead the employee’s career in a direction that the employee wanted to go.
Given the above, better questions to ask yourself after you get fired are:

How to Transition From a Consultant Job Back Into Corporate

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Laura Lee Rose is the Corporate Exiting Strategest for blooming entrepreneurs.
Laura helps others to easily transition into their next chapter whether it’s the next ladder of success within their corporate environment or into the entrepreneurial playground.

To sign-up for these tools, subscribe at  http://eepurl.com/gGZtP

 

 

Side note: When re-entering into the corporate environment from either a consultant or previous entrepreneurial position, I highly recommend targeting executive or skip-level positions. Do not focus on corporate positions that are merely lateral role to your previous corporate position. The experience that you gained as a consultant or entrepreneur is equivalent to executive, director or VP status. Please don’t sabotage yourself by aiming too low.