If you would like additional recommendation for your specific situation, please let me know. I would be happy to setup a quick discovery call, so that I can better understand your unique situation and offer some next-step recommendations.
Tag Archives: transition
Perks you should hold out for as you’re negotiating a position with a company
Hello, this is Laura Lee Rose. I am a speaker and author. My background is in time and project management.
I help busy professionals and entrepreneurs create effective systems so that they can comfortably delegate to others, be more profitable and have time to enjoy life even if they don’t have time to learn new technology or train their staff. I have a knack for taking big ideas and converting them into smart, sound, and actionable ideas.
At the end of the day, I give people peace of mind.
Today’s question came from a reporter: What perks you should hold out for as you’re negotiating a position with a company? What perks do soon-to-be-hired people forget to ask for? What should they try to get?
My recommendation is to first understand what your wants and desires are, then use those as the starting point for your perks. Take everyone else out of the picture when deciding what you want.
Review this survey results on “what workers want” – and decide what you really want from your work experience. For example if you are want your “opinion and knowledge valued” – discuss opportunities to travel and speak at various conferences in the company’s industry. If you want to be properly recognized for work well done, discuss award schedules based on your performance. If you want the freedom to create and innovate, discuss their patent opportunities and compensations. If career advancement is important to you, discuss the possibility of reimbursement for success or career coach fees. If it’s important that you have the proper resources to do a better job, request administrative help to off-load so that you can focus on items only you can do. If continuous learning is important to you, negotiate appropriate training time and reimbursements.
Once again – go back to what is important to you and then be creative in your negotiation the essence of those goals.
I know your situation is different. Why don’t we schedule an appointment, where I get to know more about your unique situation? And then I will be happy to make recommendations on what your best steps are moving forward.
You can schedule a 30 minute complementary consult right HERE. Do it today, what do you have to lose?
With enough notice, it would be my honor to guest-speak at no cost to your group organization.
I have a monthly presentation on “How to say YES to everything but on your own terms”. To sign up for the complimentary course, go to www.lauraleerose.com/Say-Yes
This presentation isn’t for everyone. It’s for professionals that are ready to succeed. Since we use the time to do some real-time laser coaching around your unique situation, the seats are limited. Even though this presentation is complimentary, there is a $5.00 reserve your seat fee that is refunded when you after attend the presentation. If you register and do not attend, you forfeit the $5.00 and all materials covered in the presentation.
I also have several worksheets that help clarify your goals, your teams missions, and your performance expectations in the Professional Development Toolkit. The toolkit goes into the who, what, where, when, why and how of all of the above. It contains audios, videos, presentations, and worksheets for your use and growth. Take the next step and check the toolkit out <<HERE>>
How to Regain Credibility After a Mistake
- Take full responsibility for fixing it. Responsibility doesn’t mean “taking the blame”. Responsibility means being able to respond (response – able), to take action to fix the issue.
- Acknowledge that this situation is certainly frustrating and inconvenient to the client – and that you are going to do everything you can to eliminate as much inconvenience as you can.
- Note: If the correction takes awhile – don’t keep the client in the dark, while you are correcting the issue. If you don’t periodically update them on your progress, they will automatically assume you are doing “nothing” to help them – because they can see no evidence that you are doing “something”. This runs the risk of them telling ten of their friends of your lack of customer care – even if you have good intentions.
- If you don’t know how to fix the situation, ask the client how they would like you to fix the situation and how often they would like to be updated. Even if you can’t do exactly what they want, it will give you some insight and clues on what your next steps should be.
- The goal here is to make sure the client is delighted with the final outcome (not that you are happy with how you handled the event). And you can’t delight the client if you have no idea what will turn this around for the client. Therefore, don’t be afraid to include them in the process. People enjoy providing their opinion and advise to various situations. This will be no different.
- Go above and beyond expectations in fixing the issue. This would include (but not limited to) additional products and service; or even a full refund in addition to the product or service.
- Do a follow-up after the situation has been fixed, to make sure the client is fully satisfied. Thank the client for pointing out the problem and being so patient while you fixed it.
- Include a thank you note to the client summarizing the events, how you fixed it and procedure changes that you put into affect to assure no one else get puts into the same difficult situation that the client did.
At what point are you being too greedy in salary negotiation?
1) Understand the salary market of your current position and region
2) Understand how relevant your current skills, experience and background is to the current market
3) Understand what salary you desire to achieve the lifestyle that you currently want.
After you have done these steps, you can decide if your salary demands can be sustained by the current market demand.
Then have a transparent discussion with your manager on what your salary goals are. Provide him with a time line, and alternative compensation solutions.
I realize that your situation may be different. Why don’t we schedule an appointment, where I get to know more about your unique situation? And then I will be happy to make recommendations on what your best steps are moving forward.
With enough notice, it would be my honor to guest-speak at no cost to your group organization.
Contact LauraRose@RoseCoaching.info for additional information on these things.
I also have several worksheets that help clarify your goals, your teams missions, and your performance expectations in the Professional Development Toolkit. The toolkit goes into the who, what, where, when, why and how of all of the above. It contains audios, videos, presentations, and worksheets for your use and growth. Take the next step and check the toolkit out <<HERE>>
Or sign up for my weekly Time and Career Management Newsletter at: http://eepurl.com/cZ9_-/
Are Your Meeting a Waste of Time?
1) Have a specific purpose and goal for the meeting.
2) Only have agenda items that support and accomplish that goal. (If you have multiple goals for one meeting, then you run the chance of wasting valuable time for the people that are only interested/involved in one of the goals. Call different “shorter” meetings instead).
3) Only invite people that have the authority to “do something” to accomplish the meeting’s goal.
4) Setup and publish the meeting’s purpose, ground-rules, time-limits and explicit agenda-topics.
5) Have a note-taker that is not expected to actually participate in the meeting to take notes and publish the notes (you can now include video taping or audio taping of the meetings as well — but you still want someone to quickly summarize the results and action items)
6) Always do an end-game review:
- Review/Summarize the highlights and decision;
- Decide if the meeting’s purpose and goal was actually accomplished;
- Emphasize the “Call to Action” items;
- Identify the explicit owners for each Action Item;
- Assign a deadline or time-frame for the item;
- Clarify the success criteria for each Action item (make sure everyone in the room has the same understanding of what DONE really means in this specific issue – make sure everyone has the same expectations);
- if it was decided that the meeting was not successful in completing it’s goal – Outline any remaining Open Items,
- Specify the date/time for the next meeting if there are any Open Items and who is in charge of facilitating and who should be attending that next meeting.
Often times meetings are unsuccessful because they simply do not have the right people in the meeting to make the decisions. If you have a specific goal for each meeting, you can decide early on if the meeting has the right people to accomplish the goal. If the right people are not there – do not proceed with the meeting OR have the right meeting for the people that are there.
How Should Employed Candidates Job Search Secretly?
Hello, this is Laura Lee Rose – author of the business and time management books TimePeace: Making peace with time and The Book of Answers: 105 Career Critical Situations– and I am a business and efficiency coach that specializes in time management, project management and work-life balance strategies.
Today’s question is: How Should Employed Candidates Job Search Secretly?
The most effective way to job search secretly is to perfect your business networking skills.
1) Don’t overlook other positions within your company. Get to know co-workers in sibling departments and invite them for lunch to find out more about their department, positions, products, etc.
2) Offer your services to sibling departments, nonprofit organizations, friends and family – doing the things you want in your new job. Illustrate your skill and talent in this area to others.
3) Get an appointment with an external recruiter and just talk to them (in confidence) to find out the relevancy of your current skill set, if you need to master a different craft, or gain additional certification to make yourself more attractive to the outside work force.
If you are ready to take that step toward job interviewing, I have a list of good questions to ask at a job interview. To get your copy, please register <<HERE>>
If you need additional information, I am available for business and professional development coaching.
I also have several worksheets that help clarify your goals, your teams missions, and your performance expectations in the Professional Development Toolkit. The toolkit goes into the who, what, where, when, why and how of all of the above. It contains audios, videos, presentations, and worksheets for your use and growth. Take the next step and check the toolkit out <<HERE>>
How to be super productive when you only have five minutes
1) Learn to delegate. Be open to the concept that you have a talented staff around you. Just because you can do something doesn’t mean you should be doing it. If the item is something that others can handle satisfactorily, hand it off. Only keep the items that ONLY YOU can do. Only keep the items that are aligned with your pay-grade, and career goals. This allows you to use your five minutes to review several projects that other people are handling for you.
2) Set your timer. Often times it’s never a “all or nothing” type of thing. Set your timer for 5 minutes and chip away at some of your inventory and backlog of email, notes or clutter. When the timer goes off – so do you. Repeat this several times during the week until your inventory is eliminated.
3) Use the time to setup appointments that leads to high-income activities. Keep your phone conversations short, to the point, and use them to setup a longer meeting to fully discuss the issue. Keep the interactions to the point — i.e. decide on time, place, and reason for the meeting. Then hang-up and log it in your calendar. You can set several high-income generating appointments within 5 minutes.
4) Announce upfront that you only have 5 minutes to review their progress or listen to their issue. Use that time to properly delegate to the right group or agree to a longer meeting later to discuss. Hand-off the coordination of that meeting to the person that brought the issue to you. Tell them at that time, how much time you will have for that lengthier meeting. Leave in 5 minutes (use the timer method).
5) Always arrive at least 10 minutes early to a meeting or event. Carry a professional or personal development activity or your Individual Networking Strategy Workbook (discussed further in the Professional Development Toolkit) with you. When you arrive at a meeting early or the meeting is starting late — take out your professional or personal development activity and study it. OR use this 5 minutes to business network with those around you.
For more information, why don’t we schedule an appointment, where I get to know more about your unique situation? And then I will be happy to make recommendations on what your best steps are moving forward.
With enough notice, it would be my honor to guest speak at no cost to your group organization.
How to Prep for a Job Interview
Hello, this is Laura Lee Rose – speaker and author. I am a business and career management coach that specializes in time management, project management and work-life balance strategies. I help people create procedures and systems to save time and enable them to delegate to others. Simply put, I give people the peace of mind to know that everything is getting done the way they want.
Today’s question came from a reported regarding the best way to Prep for a Job Interview
Hi, Laura;
I’m looking for surprising, out-of-the-box ideas on how to best prepare for a big job interview.
Here are some proven, out-of-the-box tips (these tips also work in all types of business meetings):
1) Take on the persona of a talk show host or a guest of a talk show. Participate in the interview as if you are a talk show host or talk show guest. The talk show host or guest does the following:
a) Does his homework. Know everything about company, and the position as you can.
b) Craft up interesting information that you found out about the company, and share that tid-bit.
c) Is confident and relaxed. They know that they are the star of the show. You are there because they want to get to know you and you them.
d) Carries on a conversation and doesn’t wait until the other person asks all his questions, before they ask theirs. It’s a conversation – not an interrogation.
e) Has back-up props. Bring additional references, articles, demos, prototypes, letters of recommendations, videos, etc to your interview.
f) Treats the host or guest as a friend — even if it’s the first time they have met.
2) Ask for a tour. Nothing shows genuine interest in the job than to ask to be shown around. Depending upon the type of position, you can ask to see or be introduced to:
a) the facilities
b) the product
c) the test lab
d) the team that you may be working with
e) a demo of the product that you may be working on
3) Design your questions to lead you into the direction that you want the interview to go into. For instance, if you want to highlight a client advocacy program you developed at your last position, ask how they collect customer feedback, how often and what they do with the results. This then leads you into the discussion of how you designed your client advocacy program at the last job. Have these questions already designed before you go into the job.
I have a list of good questions to ask at a job interview. To get your copy, please register <<HERE>>
If you need additional information, I am available for business and professional development coaching.
I also have several worksheets that help clarify your goals, your teams missions, and your performance expectations in the Professional Development Toolkit. The toolkit goes into the who, what, where, when, why and how of all of the above. It contains audios, videos, presentations, and worksheets for your use and growth. Take the next step and check the toolkit out <<HERE>>
Tips to bring the best out of your team
Hi, This is Laura Rose and I am a speaker and author. I help busy professionals and entrepreneurs create effective systems so that they can comfortably delegate to others, be more profitable and have more time for themselves even if they don’t have the time to learn new technology or train their staff.
At the end of the day, I give people the peace of mind that everything is getting done exactly the way they want.
Today’s question came from a reporter. She asked “How to bring the best out of your team”
Number one tip to bring the best out of your team is to be an exemplary leader.
1) Clearly articulate the goals, mission, and vision for your company and your department.
2) Validate that your team understands how each of their roles and responsibilities support and contribute the those company and department goals.
3) Understand your employee’s individual development and career plans. Clearly outline the different career paths, promotions, and adjacent professional paths that each of your employees have that directly associate with their individual career goals and desires. (More information on your Personal Business Commitment Plans and your Individual Development Plans in the Professional Development Toolkit)
4) Align their assignments with their individual career plans, talents and passions.
5) Be a co-conspirator to your employees success and they will do the same for you
For a free checklist on “How to Hold an Effective One-on-One manager’s meeting”, request the checklist <<HERE>>
I also have several worksheets that help clarify your goals, your teams missions, and your performance expectations in the Professional Development Toolkit. The toolkit goes into the who, what, where, when, why and how of all of the above. It contains audios, videos, presentations, and worksheets for your use and growth. Take the next step and check the toolkit out <<HERE>>
MicroManagers – how do you deal/handle them?
Hello, this is Laura Lee Rose – author of the business and time management books TimePeace: Making peace with time and The Book of Answers: 105 Career Critical Situations– and I am a business and efficiency coach that specializes in time management, project management and work-life balance strategies.
Simply put, I give people the time to be, do and have whatever they want.
Today’s topic: Micro-managers – how do you deal/handle them?
I am sure many of us have come across micro managers; I have been told there isn’t the best way to tackle them. However, there are some effective approaches..
Do you handle them( micro-managers) from the top management level or through other workers who work under and around the micro manager. But more importantly what is a tactful strategy or a method you can take.
What are some tactile actions to dealing with them and how one can be brought into control.
How can they be avoided – Is the culture of the company to blame for their behavior?
The false premise in this question is the idea of “how to control your micro manager”. The idea of “control” is what started this discussion in the first place. Most micromanaging stems from an insecurity that things are not going to be handled the way that they should be. The manager doesn’t either truly trust his/her team OR his own management of his team. He wants to control everything to make sure it is a success (or match what he believes to be a success).
The next false premise is to spend time on finding someone to blame “Is the culture of the company to be blamed for their behavior?” While it may make us feel better to “pass the buck” – it doesn’t help us in our immediate situation. Cultural change in an organization takes time. But there are things we can immediately implement to get ahead.
As an individual and team contributor – one can 100% affect change in our own responses and reaction.(and not anyone else’s). So that is where I recommend my clients to start.
In my experience, the best way to work with a micro manager is to understand their fears and their department goals. Then do everything you can to illustrate that you are in their corner; that they can rely and depend upon you; that you are their right hand person. And I’m talking about action and deeds (not just lip service).
This is my same recommendation for working with any type manager or team. It’s just that with a micro-manager, you need to increase or heighten your awareness and steps. For instance:
1) I normally recommend employees take the initiative to schedule regular one-on-one meetings with their managers once a week or at least twice monthly. If you are working with a micro-manager, you may need to schedule a 15 minute daily meeting. If you don’t already have daily one-on-one meetings with your micro-manager to proactively review what’s been done, where you are now, and where you plan to be by the end of the day or week – start. If you schedule daily, regular check-ins – the manager will avoid interrupting you frequently because he knows he has a regular meeting already scheduled with you.
For a free checklist on “How to Hold an Effective One-on-One manager’s meeting”, request the checklist <<HERE>>
2) Be totally transparent with your manager (this is the same advice I would give working with any type of manager or team player). Since the micro management comes from insecurity and distrust, be an open book. Go out of your way to lay your cards on the table (using your frequently, scheduled one-on-one meetings) to discuss his expectations, the department goals, your goals. And explicitly discuss and show how you plan to achieve those goals. Illustrate that your goals and his goals are aligned. That when he does well, you know you will do well and vice-verse.
3) Ask him what you can do for him to achieve his business commitments and exactly what you need from him for you to help him meet his business commitments. (Once again – I would recommend this action with any type of manager).
4) Ask him how often he would like an update, how he would like it, when he would like it. If he is micromanaging and constantly asking for updates – it’s a sign that you are not giving him updates as frequently as he needs to feel comfortable. Create a Communication Plan and outline how you should communicate regular status, problem issues and solutions, Critical issues, etc. If you and he have an agreed upon communication method (like a fire escape plan) – he knows how (i.e. email on regular status, by phone on critical situations and your solution) and when (how frequently) he will be notified for different issues. [People often make the mistake of not reporting in when nothing has changed. The fact that nothing has changed is a status report and can be important information to your micro-manager ] Find out exactly what he needs from you to feel comfortable and safe. Then do it that way every time. This gives you the reputation of dependability and reliability. Attributes he needs to see to feel safe.
5) If your manager suddenly turns into a micro-manager (not his normal style); realize that he/she is probably getting some heat from his supervisors AND he is probably trying to shield you from the chaos from above (while at the same time get the executives the information that they need). Offer to attend and speak to the executives yourself (with your manager). This reduces some of the pressure, because you can answer the technical and day-to-day questions that the executives might have. You will also get some great high-level exposure as someone that really knows his stuff.
Once your manager realizes that he can count on you to deliver exactly what you say and when you said you would do it – he will be able to rely on not only your deliveries but your advice as well.
If you take on more of a leadership role in your relationship with your manager, he will feel more comfortable releasing his reigns. Sometimes people micro-manage because they can’t literally see anyone else stepping up to the plate. Sooooo, Step UP!
If you want more information on these techniques, just holler at me, LauraRose@RoseCoaching.info
In the Professional Development Toolkit, I go into the: who, what, where, when and how to accomplish all of the above.
For more about the toolkit and my other online courses, please visit www.lauraleerose.com/ecourses
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
- Leveraging Links – Use your current contacts to get that skip-level promotion
Or sign up for my weekly Time and Career Management Newsletter at: http://eepurl.com/cZ9_-/