Tag Archives: transition

When your peer is now your boss (or visa-versa)…

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As a business and success coach, I help people manage their career development. There will be times when someone is promoted from within their team or department.  At these times, there may be some initial strain when a fellow peer is now your boss (or visa-versa).  I find that appreciation in the workplace goes a long way in eliminating the awkwardness of these dynamics.

Teams work because of the diversity and skill set of each individual in the group. Whichever received the promotion, they received it because of the previous team dynamics. Therefore, every member of that team was somewhat responsible for that person’s promotion. The team will continue to succeed as long as they see themselves as a team.

With that in mind, consider these tips:

 When your peer becomes your boss:

1) Show appreciation for the individual talent and skill that got them promoted. AND acknowledge your strengths and your part in this promotion.

2) Congratulate them on their promotion and assure them that you will continue to support them and the team.

3) Share with them your understanding that they are now in a position to network and influence a higher level of management and oversee an expanded level of projects. With this in mind, outline your strengths and your career goals to your new boss. Your new boss has seen you in action (which is a positive), but possibly does not know your individual career and development plans. Share these with your new manager, so that they can continue to forward opportunities that match your desires as well as your abilities..

When you become the boss to your peers.

1) Show appreciation for their individual talent and skills. AND acknowledge that they were a large part of your promotion.

2) Ask for their help and support to continue to have the strongest team in their division.

3) Clarify your vision and mission for the team and ask for their ideas on how to accomplish these goals. Be clear in your direction, but continue to work as a team to accomplish the goals.

4) Share that this new opportunity for you also means new opportunities for them. Because of this promotion, you have access to departments and contacts that you didn’t have before. Convey that your goal is to appropriately share these contacts and opportunities with them. Invite them to share their career aspirations and goals — so that you can introduce and connect them with projects and teams that will get them to their goals..

As a success coach, I find this type of mindset deflects any awkwardness that people may anticipate.

If you need some one-on-one consult, please consider taking advantage of your free introductory coaching session.

 

Why put off until tomorrow, if you don’t have to?

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I just had a glorious conversation with a great friend.  We were chatting about sales and marketing opportunities that would benefit both our business goals.  We were using Skype.com to video chat via iphone and computer.  She was in Rhode Island on vacation and I in North Carolina.  It was amazing.

At the end of the conversation, I asked permission to call her next week to get status on some of these action items we had been discussing.  Her response was, “Absolutely, but can you email me instead?”

My response, “Absolutely.”

When I hung up, I immediately brought up my email, itemized our action items and wrote my “next-week’s Check-up” email requesting status.   I then hit my “send-later” button and scheduled the delivery for next week (cc-ing myself in the process).

Conclusion:  I certainly could have opened my calendar and noted a reminder to  “email Jane Doe about status” on the proper day.  But then there would still be something left for me to do on that action item.   This way, it’s off my plate and my mind.

Check into the tools that you are already using.  See if there are any features that you can take advantage of like:

  • scheduled reminders;
  • send later;
  • auto-responders;
  • auto-filing
  • and auto-deleting.

Taking advantage of some of these features will save you time and give you peace of mind.

If you need help in deciding how to best handle some of these issues, please consider using your free introductory success coaching session.

Multi-tasking or “allowing interruptions”?

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To me, multitasking is merely a euphemism to “allowing interruptions”.

One technique I use is the Sprints and Buffer technique.

  1. Divide your tasks into smaller mini-tasks with scheduled buffer time between the tasks.   This way you can make forward progress on a multiple of things — without churning from task to task.
  2. When an interruption enters the queue, simply schedule that interruption at the next available “buffer time”.  This allows you to complete several different categories of tasks AND handle the unexpected interruption.
  3. If you are a valuable component of your company or business, then you will be interrupted…you will be in demand. That’s the definition of an MVP.

The trick isn’t to turn-off that flow of influence and appreciation; the skill is to merely manage your time better. Planning for the unexpected is the key. We don’t know what will show up — but we do know something will show up. Therefore, it makes sense to actually schedule for those inevitable interruptions.

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.

Thinking Like the Owner: Using Speaking Engagements

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This is part 3 in a 3-part series.

Laura Lee Rose, who is a business coach and corporate exit strategist, shares how testers, developers and project managers can think like an entrepreneur in their current corporate position. She explains how “thinking like the owner” paves the way for advancement within the company and beyond.

 

In my recent interview with SSWUG.ORG’s Stephen Wynkoop regarding ‘thinking like an entrepreneur, in any position’, I had several viewers ask me for additional examples to illustrate points that were made.

Let’s play with these three typical development scenarios.
1) There is an unhappy client that you are working with in regards to a reported defect in your code area.
2) There is a happy client after you have delivered a fix in a quick and professional manner.
3) You have been using speaking engagements to gather sales leads.

Previously we explored scenario #1: Unhappy Client and scenario #2:  Happy Client.   Today we will explore scenario #3: Using Speaking Engagements. Continue reading →

Thinking Like the Owner Sets You Apart: Part 2

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This is part 2 in a 3-part series.

Laura Lee Rose, who is a business coach and corporate exit strategist, shares how testers, developers and project managers can think like an entrepreneur in their current corporate position.  She explains how “thinking like the owner” paves the way for advancement within the company and beyond.

In my recent interview with SSWUG.ORG’s Stephen Wynkoop regarding ‘thinking like an entrepreneur, in any position’, I had several viewers ask me for additional examples to illustrate points that were made.

Let’s play with these three typical development scenarios.
1)    There is an unhappy client that you are working with in regards to a reported defect in your code area.
2)    There is a happy client after you have delivered a fix in a quick and professional manner.
3)    You have been using speaking engagements to gather sales leads.

 

Last week we explored scenario #1:  Unhappy Client.  Today we will explore scenario #2:  Happy Client.

Happy client

Every one encounters enthusiastic and happy clients from time to time.  We could meet them at a beta release, trade show, technical expo and speaking engagements.  We could meet them simply on the phone while we are downloading a “just in time” customized enhancement for them.  Whenever we meet them, take that extra step to think like the owner.

Taking that extra step and thinking like an entrepreneur: At this point, share information that your marketing team is looking for client stories on how our product was able to solve their issues.  Ask your happy client if they would be interested in sharing their story, advice or comments.  Most happy clients are open to sharing their success stories with others.  It’s just that it never occurs to them to offer.“What if they say ‘NO’?”  So what?  You are no worse off than if you didn’t ask.  And allowing them to give an anonymous testimonial or success story often resolves any official objections.

Next time we’ll explore scenario #3.

Defragmentation Isn’t Just for Computers

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The video below is part of the Professional Development Series by Laura Lee Rose.

 

 

If you are interested in more detailed professional coaching or a professional coach to help you stay on target with those goals, please consider one-on-one coaching sessions to propel you forward faster.   Simply send an email indicating your interest to: LauraRose@RoseCoaching.info

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Corporate Exiting Strategies for blooming entrepreneurs.
Helping 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.

Thinking Like the Owner Sets You Apart

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By Laura Rose

Laura Lee Rose, who is a business coach and corporate exit strategist, shares how testers, developers and project managers can think like an entrepreneur in their current corporate position.  She explains how “thinking like the owner” paves the way for advancement within the company and beyond.

 

In my recent interview with SSWUG.ORG’s Stephen Wynkoop regarding ‘thinking like an entrepreneur, in any position’, I had several viewers ask me for additional examples to illustrate points that were made.

Over the course of the next week, we’re going to explore three typical development scenarios:

1)    There is an unhappy client that you are working with in regards to a reported defect in your code area.
2)    There is a happy client after you have delivered a fix in a quick and professional manner.
3)    You have been using speaking engagements to gather sales leads.

 

In today’s post we’ll play with scenario #1:  Unhappy Client

The primary goal of our clients is to “get their job done” accurately, efficiently and effectively.  Toward that goal, the customer isn’t necessarily to use our product the way it was designed to be used; but to use it as they see fit to accomplish their task.  So, sometimes the way our product was designed and the way the client chooses to use it do not match.  When this happens, defects are logged and unhappy customers are created.  This is the nature of our industry.  It’s not a big deal.

Normally when we meet with an unhappy client, we thank them for pointing out the hole in our design.  We acknowledge upfront that we didn’t foresee that the product could be used in this fashion.  And we compliment them on their ability to see beyond the conventional use.

Taking that extra step and thinking like an entrepreneur:  At this point, share with your client the opportunity for them to be a part of an elite group of design partners.  This is a group of hand-picked, insightful individuals that has access to early prototypes and requirement reviews.  This group is considered part of your design group.  As such, they have access to early releases of your alpha and beta releases.  They are part of regular focus groups, usability studies and have regular meetings with your business analysts and marketing teams.

 

Ask this client if they would like more information about this elite group.  Your “unhappy client” will be thrilled to be considered an expert in this field and a candidate for this program.

“But we don’t have a Design Partner Program!”   So what?  When you pitch the idea to your manager and executives, you will have several clients already to participate.

Next time we’ll take a look at scenario #2.