Your Career: How To Survive Your New Boss…One of the Biggest Risks to your #Career is When you Get a New Boss

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One of the biggest risks to your career is when you get a new boss. Gone is the understanding of your performance and contribution and the good working relationship you had with your previous manager.

Now you have to start all over again.

woman holding small man

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Even worse, sometimes that new boss was hired to make changes or they simply want to put their own stamp on the organization. Sometimes that change ends up being you.

During this critical change, you must be proactive and strategic. Here are some survival tips you can use to break in your new boss and keep your job:

Start Before You Get a New Boss

If most of your interactions at the level above you are solely with your old boss, and his or her peers don’t know you or value your contributions, you are at a major disadvantage when your boss leaves.

To prevent this, extend your interactions and work to build relationships within the company beyond your manager so other people can become part of your support network. This takes time and effort and sometimes a very light step depending on your current supervisor’s approach, but you will be rewarded when he or she leaves. It is also one way to get considered for replacing your boss. If the decision makers don’t know enough about you, it’s hard for them to consider you for the role.

Learn All You Can About Your New Boss
If you know in advance, do some research on your new manager. If not, you’ll have to wait until the person is announced or, sometimes, after they show up.

This research is crucial to understanding what makes the new person tick, what is important to them, how they have handled or managed staff before, and what issues or risks you need to look out for.

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Start with a LinkedIn search. If they are in your network, you can find out where they came from and what companies they have worked for. Find common connections or check your own connections to see if someone worked in their previous company, and ask your contact what they know. Do some legwork and try to learn as much as you can about your new boss, preferably before you first meet.

Beyond LinkedIn, you can do a simple Google search. That may reveal associations they are involved with, past initiatives, presentations or talks they have given, or other background information that can help you understand them better.

Even more important, when you finally do meet the person, ask what their preferred approach is when it comes to meetings, status reports, workplace communication, or anything else related to your position. Instead of assuming they will operate like your old boss or they will immediately like how you operate, you should ask. If it is different from your approach, you have an opportunity to sell them on your way of doing things—or at least know you will have to work with it until you can convince them to change.

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Pass the Interview

Often, the new boss will meet with their new direct reports to learn as much as they can about you, your department, and issues or opportunities. Don’t look at this as a simple meeting where you are sharing information and “bringing them up to speed.” This is a job interview and you need to sell yourself.

If you managed to learn more about your boss before this meeting happens, you’ll be better equipped to sell yourself because you will know your audience. If not, you still need to consider what a new boss would need, what to share, what to hold back (at least for now), and how to best position yourself and what you do.

Understand What Others Will Say

Your new boss will be in a learning mode, particularly if they are new to your company or your division. They will talk to and listen to many others, including their new direct reports, their peers, and their own manager or other senior management they interact with.

You need to have a good idea of what others may say about you, your department, or your staff so you can provide a counterpoint to misinformation or misunderstandings in a proactive manner. Do this carefully; don’t just say, “So and so will tell you this, but they are wrong.”

Instead, knowing what might be said to your new boss, simply share background information and the facts so that, when they are told something, they will be better able to understand the issues in context.

Don’t Badmouth Your Colleagues

It’s tempting to tell your boss that your underperforming colleague isn’t doing a very good job, or point fingers at others around you to make your new boss think you are the high achiever on the team.

That would be a mistake. What you can do is arm him or her with information and even questions to ask so they discover for themselves what you already know. This is a much more powerful approach than saying bad things about others—even when they are true.

Evolve Your Style

Let’s face it: you may have to change to fit your new supervisor’s style or expectations. If you want to stay and thrive, you must be flexible enough to make any changes needed to satisfy your boss and develop the understanding and trust necessary to move forward together.

Read all of Michel Theriault’s articles on AllBusiness.com.

 

Forbes.com | April 27, 2015 |  Michel Theriault

 

Strategy: Why this Google Exec would Always Keeps 200 Random Resumes Lying around his Office…Former Exec used to Keep the resumes of 200 Current Googlers Lying around his Office

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Google values and invests in its employees.  It provides resources like free meals and in-house dry cleaning to save their time and improve their health and productivity.

Jonathan Rosenberg

Jonathan Rosenberg.

It “defaults to open,” to prove it trusts employees, and encourages them to work on projects they feel passionate about.

By investing in employees and giving them mission-driven things to do, Google attracts great people.

In fact, its employees can be one of the company’s best recruiting tools.

Former VP of product Jonathan Rosenberg used to keep the resumes of 200 current Googlers lying around his office.

“If a candidate was on the fence about joining Google, Jonathan would simply give them the stack and say: ‘You get to work with these people,'” Google HR boss Laszlo Bock writes in his new book “Work Rules!”

The candidate could then thumb through the pile, seeing that he or she would get the chance to work next to “Olympic athletes, Turing Award and Academy Award winner, Cirque du Soleil performers, cup stackers, Rubik’s Cube champions, magicians, triathletes, volunteers, veterans,” and people who had worked at some of the most revolutionary companies, developing landmark products.

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Rosenberg swears he didn’t select certain resumes to keep around — it was truly a random selection. But according to Bock, Rosenberg never lost a candidate.

Which isn’t to say that Google has an ideal work force. Last year, Google published its diversity statistics, revealing that it employs mostly white and Asian men.

Businessinsider.com | April 23, 2015 | 

http://www.businessinsider.com/google-employees-2015-4#ixzz3YQ0ebyW9

Your Career: 7 Dangerous Assumptions That Derail The Older #Job Seeker…Job Search is Different for the Older Job Seeker, & Stereotypes do Exist.

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Donna asks: How do you get taken seriously when you’re job hunting in your mid-60’s?

Calita asks: How do I find a fulfilling job? I am 53.

Nancy asks: How does one find work/jobs for people over 40 who are labeled overqualified but under-experienced in their field? 

OlderWorker

I host a monthly radio show to answer career questions, and these are just a few recent ones from older job seekers. More than any other demographic, when I get a question from an older job seeker, it often includes a mention of their age or something age-specific in their question.

Many older job seekers I encounter feel stereotyped due to age – not taken seriously as Donna mentioned; or overqualified yet under-experienced as Nancy mentioned; or needing to do something different than the typical job search, as Carlita implies by adding her age to qualify her question.

Job search is different for the older job seeker, and stereotypes do exist. Here are seven assumptions that I’ve heard firsthand as a recruiter trying to fill positions and presenting older candidates. The seventh assumption is one I hear from older candidates themselves (and it’s the most detrimental one):

1- You’re too expensive
If I present an older candidate and don’t have the compensation numbers right at my fingertips, the prospective employer will automatically assume the person is out of budget. Most of the time, once I explain the compensation history and why this role makes sense (whether from a compensation perspective or for other reasons, and ideally both), the prospective employer stops to listen and we can rationally review the candidate on his/her merits.

Job seekers: You want to present your background in a situation where there is dialogue and not just a gut reaction. This means someone needs to refer you — a recruiter, an existing employee, or you refer yourself by directly contacting the employer. If you just forward a resume, you’ll get the adverse reaction with no one to represent the other side. Are you networking enough to get to decision-makers who can pass you onto the interview rounds?

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2- You’re not tech savvy

I was recently hiring for a marketing position, and the hiring group kept dismissing my older candidates for limited digital, social media, and video skills. Of course, the older candidates would have less digital in proportion to their overall experience because they had so much more overall experience! These skills would only have been in demand within the last few years so they are relatively underweighted overall. Once I reframed the experience, the group was more open to all candidates. As it turns out, the hire was a younger job seeker, but an earlier hire for this same group in the same role was an older candidate. This group was not deciding based on age though they had initial reactions based on overall experience.

Job seekers: This type of gut reaction about technology savvy is very similar to the compensation issue. You need to present a broader picture, and ideally you make your case in a back-and-forth dialogue, not just the resume. Are you marketing a complete picture to the decision-makers so they can make informed judgement calls?

 

3- You’re out of date

It’s not just technology tools that need to stay updated but communication styles, presentation styles, and how business gets done. I worked on a President search for a non-profit, where key hiring criteria were innovation and visionary thinking. Older candidates were absolutely considered for this role because its executive nature required a track record and years of experience. However, the hiring team didn’t want to see resumes written in last decade’s aesthetic. They also didn’t want to hear stodgy language. (One candidate used the phrase, “Back in the day…” This did not go over well.) When I think of three recent hires in executive roles who were older (late 50’s and early 60’s), they were all dynamos – incredibly energetic, incredibly well-networked, incredibly current on news and trends. Stodgy or out of date would never cross your mind with any of these three.
Job seekers: Up-to-date is about attitude and presence, as well as knowledge. You do need to stay current in skills, network and expertise. But you also need to appear current. This doesn’t mean you need to run out and translate your marketing material and interview responses into slang. There is never a good reason for someone over 40 to use the word, “cray.” But take a hard look at your marketing material, live communication and presence. Are you too stiff and formal in your language, dress, and energy you exude?

 

4- You’re inflexible

When I hired for a marketing analytics job, one of the hesitations about the older candidates was whether they would adapt to how much analytics had changed in this era of Big Data. The employer was a legacy institution in a traditional industry, so you could find people who had done this job for decades. But the role was changing. There was definitely the initial assumption (that gut reaction again) that older candidates would be inflexible and not adapt to these new changes. As it turns out, the candidate who was hired was an older candidate over 40 – she had a track record of implementing new solutions at her earlier company so inflexibility didn’t become an issue.

Job seekers: There might be an initial assumption that doesn’t go in your favor, but it can be overcome. Are you taking an objective look at your resume, social profile, networking pitch and interview responses against possible objections, such as being inflexible, out-of-date, or behind on technology? Are you providing compelling evidence that points otherwise?

 

5- You won’t respect a younger manager

I heard this assumption from one of the most progressive, forward-thinking people I know. If he has this stereotype, there are other young managers who think managing an older hire will be tougher. Interviews are already anxiety-provoking situations, what if the older job seeker’s regular case of nerves is interpreted as discomfort with the younger manager?

Job seeker: You have to put your younger hiring managers at ease, which means you have to be at ease interacting with them. Work on your nervousness — for any reason. If interacting with a younger manager is at all an issue for you, start working on this now, well before you get to the interview part of your search. Spend time with younger professionals, and not in a mentor/ mentee relationship, but in a social, peer-to-peer relationship. You should be doing this anyway because interacting with people at all levels provides the strongest networking opportunities and the broadest information pool. Do you have multiple, substantive relationships with younger professionals?
6- You don’t really want to be here

I hear this one almost as frequently as the compensation objective: why does this person want this job? Desire for the role is very important to the prospective employer. They want to know that you 100% want to do this job, in this company, in this industry, right now. If you don’t know enough about the job, company, and industry and don’t have a genuine reason why you’re making a move now, then they may assume it’s for a secondary reason – e.g., you need the money (your 401k hasn’t recovered from the recession), or you want a job where you can coast till retirement.

Job seekers: How excited are you about the jobs you are interviewing for?

 

7- If I don’t get the meeting, interview, callback, or offer, it’s because of my age

This last assumption is not from the employers but from the job seekers, and it’s the most dangerous of them all. You aren’t getting interviews and assume it’s an age issue. It might also be that your search is too passive and reliant on resumes! You aren’t landing networking meetings and assume ageism rather than that you’re not contacting the appropriate people or you don’t have a compelling enough approach or you are not following up enough. You get interviews but no callbacks and blame ageism rather than work on your interview technique. You get callbacks but no offers and blame ageism rather than practice your negotiation skills.
Job seekers: You do have to approach your job search differently when you’re older. You have to get past some of the gut reactions listed above which means more networking and active looking over passive techniques like resume submissions. You need to build into your marketing, interview responses and presentation contrasting evidence to counter negative assumptions.

This means taking an objective look at your marketing, interview technique and presentation, and proactively figuring out what to highlight and what to refine. But all of this hard work will be meaningless if you feel the goal of getting hired is unreachable so you exhibit low confidence or carry a chip on your shoulder or seethe with anger and frustration. Simultaneously, you need to both address the possible age issue in your preparation but then drop age as an issue in your attitude and demeanor.

For more career advice (for all ages of job seeker), check out SixFigureStart® free toolkits on Negotiation, Networking, and Personal Branding, including a free download for entrepreneurs.

 

Forbes.com | April 20, 2015 | Caroline Ceniza-Levine

Strategy: 3 Smart Ways To Regain Your Focus…When do you Tend to get Distracted? Ever Notice when you End up Browsing the Internet with No Particular Purpose in Mind?

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Working in a focused way can greatly boost our productivity.  It also helps us stay calm, as we tackle tasks with our full attention rather than flitting from thing to thing.

Cross Training

Here are some ways to regain your focus and combat distractions.
1- List it

Lists help because we don’t have to keep everything in our memory. That frees up space for us to focus on the task we’re doing in the present moment. If, instead, you try and keep a running To Do list in your memory, your mind will turn again and again to those things you need to remember to do. If you’re feeling overwhelmed about everything you have to do, try writing a list of all the tasks. This simple step can make a difference to feeling you are in control of the tasks – before you’ve even done any of them! Then, you can focus on doing one thing on the list at once (don’t try and multitask).

There’s no need to think or worry about the next thing on the list until you get to it – the list is doing that job for you. A list can also help direct your focus for making good use of your free time. This is a way to guard against a week or a month going by without getting round to anything you really wanted to do.

At the start of each month, think about what you want to get out of your free time in the month ahead. Set some intentions (big or small) and note them down. They might be as simple as meeting a friend for coffee or going for a run each Tuesday. You could also give each month a theme, if you wanted to concentrate, for example, on health one month, or creativity the next. Make sure the list is not so long it’s unachievable or overwhelming – remember there’s always next month.

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2- Monitor distractions

The first step in tackling distractions is to assess your level of distraction. Sometimes we don’t even notice that we’re repeatedly breaking off from our work and losing focus every time our smartphone beeps. Start to become aware, not just of your own distraction, but of the distraction of people around you. Look at how often people reach to respond to their phones. Notice when you switch to check email. Notice when you end up browsing the Internet with no particular purpose in mind.

When do you tend to get distracted? Is it always at the same time of day or when faced with a certain task? How long do you get distracted for? Start to time how long each distraction is taking up. Perhaps decide to have five minutes of deliberate distraction before you get on with a task (time it). How does that feel? Notice who is distracting you today.

Other people can be a major cause of distraction. Try saying you’ll get back to them later and write yourself a note (so you don’t have to remember). See what you can find out about what distracts you and when you get distracted. Try changing one thing about your behaviour so you begin to take control of distractions.

3- The feeling of focus

Most people enjoy the feeling of focusing on a task. Remind yourself what it feels like to concentrate fully on something. Turn off distractions or potential distractions, such as your smartphone and your email. Then sit down – for an hour if you can – and get on with something that really needs your attention. Enjoy the feeling of not being interrupted and of being able to give your 100% attention to this task.

If you feel tempted by distractions, or an urge to “just check” your messages, try getting up and walking around for five minutes instead of checking, then return to your task. One clear benefit to focused work is the boost in productivity it creates. Measure your output in your hour of focused work. How much did you get done? Is that more than usual? Choose times that suit you to work in a focused way like this.

Most of us work better at certain points in the day – so work with these productive times if you can. Make sure you take regular breaks and don’t expect yourself to sustain this level of focus for hours on end.

Frances Booth is author of The Distraction Trap: How to Focus in a Digital World. To get your free first chapter of The Distraction Trap, and for more productivity tips, join her mailing list here.

 

Forbes.com | April 22, 2015 | Frances Booth

#Leadership: 3 Success Traits Women Can Learn from Men…Men Brush off Criticism more Easily than Women — & We can Learn from Them by Doing the Same.

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Women are still not equally represented in the most senior leadership and executive roles in business. And one key question remains: Why?

resume-mistakes-11

First, consider the facts, provided by Judith Warner, a senior fellow at the Center for American Progress, contributing writer for The New York Times Magazine and a columnist for Time.com. Although they hold more than half of all professional-level jobs, American women represent:

  • Only 14.6 percent of executive officers, 8.1 percent of top earners, and 4.6 percent of Fortune 500 CEOs.
  • Just 16.9 percent of Fortune 500 board seats.
  • 54.2 percent of the labor force in the financial-services industry, but only 12.4 percent of executive officers and 18.3 percent of board directors. None are CEOs.

The data speaks for itself — women are still struggling to get equal representation in top positions in the business world. The feminist movement did a lot for building awareness around the pay and power gap, but didn’t solve the problem.

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Today, the same challenges remain, but the solutions are evolving. Sheryl Sandberg, Facebook’s COO and author of Lean In, and Katty Kay and Claire Shipman, longtime journalists and authors of The Confidence Code, identify a new, more relevant reason for the inequality in the numbers above: A confidence gap.

The good news? Confidence can be built. The bad news? According the to research cited in The Confidence Code, men are innately more confident than women in these three particular areas. But if women can work to overcome the three common confidence-killers below, then watch out, men — these statistics are going to change, and change fast.

Killer No. 1: Waiting to seize new opportunities. AHewlett-Packard study to identify ways to get more women into top management positions revealed that the women working at HP applied for promotions only when they believed they met 100 percent of the qualifications necessary for the job. Conversely, the men were happy to apply when they thought they could meet just 60 percent. Essentially, women wait until they are perfect candidates before reaching for new opportunities.

The takeaway: Women can learn from men to jump for opportunities that excite them and feel like a perfect fit with their strengths — no matter what the exact qualifications are.

Killer No. 2: Internalizing failure or dwelling on negative feedback. Legendary WNBA coach Mike Thibaulthas had the unique position of training both men and women (as an NBA coach and scout, he helped recruit Michael Jordan) and has been coaching women for 10 years. He had this to say the authors of The Confidence Code, about the difference in how his male and female players differed when it came to handling failure: “The propensity to dwell on failure and mistakes, and an inability to shut out the outside world are the biggest psychological impediments for my female players, and they directly affect performance and confidence on the court.

There’s probably a distinction between being tough on themselves and too judgmental” he said. “The best males players I’ve coached, whether it’s Jordan or people like that, they are tough on themselves. They push themselves. But they also have an ability to get restarted more quickly. They don’t let setbacks linger as long. And the women can.”

The takeaway: Men brush off criticism more easily than women — and we can learn from them by doing the same. Internalizing failure slows down the process of innovation and the ability to be your best self for the next opportunity that may be right around the corner.

Killer No. 3: Being held at the mercy of what others think. Other studies, according to The Confidence Code,suggest that men rely less on praise to feel confident than women do. I have seen this in my client work — men brush off criticism with ease, while women hold on it and spend way too much time wondering why it happened, what they can do to fix it, or beat themselves up for not being what those have criticized them for.

The takeaway: Women need to take a note from men on this one. The key to success is to not care what others think. While not an easy challenge to overcome, start noticing when you are making decisions or initiating action: Why are you doing this? Is this coming from your own truth or based on what others think? Once you notice how often you care what others think, you can begin to reverse the behavior. The more you can stay true to yourself in the face of opposition, the better.

While men certainly aren’t perfect, there are some key lessons in confidence and creativeness that they can teach women. While you can’t gain confidence with a snap of your fingers, it’s something that every woman can work on. My take? Once women start overcoming these confidence barriers, we will finally have a world that all women have strived for — one with balance and equal representation of the genders in all fields and levels of authority.

Forbes.com | April 21, 2015 | Laura Garnett

#Strategy: Here’s How to Win Any Argument…Attacking Someone’s Idea Puts them into a Fight-or-Flight Mode. Once on the Edge, there is No Way Getting Through to Them

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It’s easy for a calm debate to turn ugly. When this happens, it’s almost impossible to persuade your opponent. We created an infographic  of the most successful tactics to help you get your point across in a courteous and educated way.

argue-conflict-workplace

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How To Win Any Argument Graphic

Businessinsider.com | April 20, 2015 | 

#Strategy:10 Ways Mobility Is Revolutionizing Manufacturing…The Net Result is Greater Communication, Collaboration & Responsiveness to Customer-Driven Deadlines & Delivery Dates than has been Possible Before.

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81% of CEOs see mobile technologies as being strategically important for their enterprises.  The top three technology priorities of industrial manufacturing CEOs are mobility (73%), cybersecurity (72%) and data mining and analysis (70%).

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86% of CEOs say a clear vision of how digital technologies including mobile can create competitive advantage is key to the success of their investments.

These and many other insights are from PwC’s 18th Annual Global CEO Survey (free, no opt in). The report provides insights into the priorities, plans and technology adoption trends of CEOs for 2015. Based on interviews with 1,322 CEOs located in 77 countries, the survey provides valuable insights into the strategic direction enterprises are taking with technology investments. The following two graphics from the report illustrate the strategic importance CEOs are placing on mobile technologies in 2015:

combined mobility graphic

Exploring How Mobility Is Revolutionizing Manufacturing

CEOs prioritizing the strategic importance of mobile technologies are driving a revolution in manufacturing today. Designing mobility into new production strategies, processes and procedures is bringing greater accuracy & speed to production centers. Augmenting existing processes with mobility is delivering solid efficiency gains.

The net result is greater communication, collaboration and responsiveness to customer-driven deadlines and delivery dates than has been possible before. Manufacturers are staying away from BYOD on the shop floor due to security, scalability and support challenges. Instead, the focus is on how to standardize on industrial-grade mobile devices including tablets designed for manufacturing environments.

Based on my visits with manufacturers, here are the ten ways they are using mobility to revolutionize manufacturing:
1- Integrating mobile CRM systems with distributed order management, pricing and fulfillment to improve customer responsiveness. Providing information to sales teams, prospects and customers when, where and how they need it is driving greater mobile CRM adoption. Respecting prospects’ time and delivering a real-time response can make the difference between making a sale or not.

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2- Generating quotes for build-to-order products that reflect the latest pricing and delivery dates available. A VP of Sales at a local manufacturer told me that when his team delivers the first complete quote immediately following in-depth discussions with a prospect, they win 70% of the time. Mobile integration of their configure, price and quote (CPQ) system to pricing and inventory systems makes it possible for a sales rep to get a complete quote done and delivered within hours of leaving a prospect.
3- Making distributed order management more transparent to sales while increasing order fulfillment accuracy. The more complex the product being built, the more the purchasing and procurement teams on the customer side want updates. One global leader in high tech distribution created a series of mobile applications their sales reps give to customers so they can request order status, delivery dates and configure order alerts that are delivered 24/7, anywhere in the world. The result: 76% reduction in order status calls to the enterprise sales teams and 13% increase in sales the first six months these apps were available.
4- Improving supplier traceability and quality levels using real-time analysis and reporting. Too often quality systems and processes are manually integrated or isolated from manufacturing systems. Mobility is starting to have an impact here, making it possible for supplier traceability, quality, non-conformance & corrective action (NC/CA CA +1.73%), corrective and preventative action (CAPA), Statistical Process Control (SPC) and genealogy traceability data to be immediately made available plant-wide. Forward-thinking manufacturers are using this data to benchmark suppliers in real-time, all over mobile devices.
5- Replacing manually-intensive inventory management systems with enterprise-wide mobile inventory tracking, traceability and reporting systems. An aerospace manufacturer producing mid-range personal and commercial aircraft is using an enterprise-wide mobile inventory tracking, traceability and reporting system. This manufacturer has worked so closely with the Federal Aviation Administration (FAA) they can now report production status to the work instruction level electronically, saving thousands of hours a year in government-mandated reporting paperwork. Mobility is saving this manufacturer thousands of hours and dollars a year.
6- Monitoring production workflow performance using dashboards accessible from mobile devices. A build-to-order engine manufacturers in the rust belt of the United States found that to complete just one customized engine, the entire order traveled six miles inside the building. By integrating mobile-based systems to provide real-time updates and propagate data through the production center, four miles was trimmed off the typical order workflow, saving two weeks of production time.
7- Tracking machine-level compliance and providing alerts to production engineering when maintenance is required. In highly regulated manufacturing industries including medical products, production machinery and systems need to be regularly calibrated to stay in compliance. Manufacturers are starting to use mobile-based sensors to capture this data and report it in real time. Production and quality engineering teams get the alerts immediately and can plan on how to keep an entire shop floor continuously in compliance.
8- Reducing Field Service call cancellations and delays by accurately communicating parts and staffing requirements. There is nothing more frustrating from a customer’s perspective than waiting for a field service technician to show up, only to find they don’t have the necessary parts or were told the problem was completely different than the one that needs to be solved. Cloud-based mobile platforms show significant potential here. Combining emerging mobile platforms with service optimization apps, manufacturers can get the right technician to the right customer problem with the right parts the first time.
9- Improving logistics and supply chain coordination with suppliers using mobile technologies. Manufacturers whose business models rely on rapid inventory turns, tight production schedules and thin margins are the leading early adopters of mobile technologies for logistics and supply chain coordination. High tech hardware manufacturers are a case in point, as are many distributors whose business models are shifting to value-added services over pick, pack and ship operations.

10- Making Manufacturing Intelligence the new normal in production operations. The CFO at a well-known auto parts manufacturer told me recently that her greatest challenge is taking shop floor data and interpolating it to financial results fast. Mobility is helping with the data collection, and this manufacturer is using advanced pattern detection and predictive analytics to get in front of production cost trends. Their financial models also include cost analysis, cost formulation tools, cost and defective monitoring analysis and comparative financial analysis tools. All of these can be accessed from a secured tablet by her and her staff anytime.
Bottom line: Mobility is forcing manufacturers to compete in their prospects’ and customers’ timeframes while delivering greater value in less time than before.

 

Forbes.com | April 20, 2015 | Louis Columbus 

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#Leadership: 5 Ways To Make Your Teams More Engaged & Productive…By Following the Jeff Bezos “Two Pizza Rule” Organizations are Able to make Sure that Bureaucracy is Kept to a Minimum.

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This is part 2 of a post I wrote last week called “Why Smaller Teams Are Better Than Larges Ones.” In the first post I explored several concepts and research studies which all point to why smaller teams are more effective than larger ones.

interview-meeting-7

 

I touched on the Ringelmann Effect, Social Loafing, and Relational Loss; all theories that help explain why people don’t perform as well when their team size increases. Today I want to explore some things that organizations can actually do to help make sure their teams are more engaged and productive while countering some of the above. This is by no means an exhaustive list.

1- Invest in collaboration technologies

Internal social networks, video conferencing solutions and the like are a great way for employees to stay connected anywhere, anytime, and on any device. As a result employees will get a better sense of how their individual contributions are impacting their teams and the organization as a whole.

 Companies investing in these technologies are also much more likely to offer flexible work environments which helps with employee engagement. These technologies also make it increasingly easy for managers and leaders to “listen” the pulse of the organization to better understand what employees value and care about. Finally, as a result of collaboration platforms employees can start to reduce their reliance on email which can be a massive time-suck.

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2- Provide visibility into goals and objectives

At Morningstar Farms (who I will be writing about more in the future), employees create Colleague Letters of Understanding (CLOU) which is a personal mission statement for how the employee will help the organization including performance metrics. This CLOU is how employees hold each other accountable for various projects since they have complete visibility into each others goals, objectives, and performance metrics.

As a result employees are not able to hide behind ambiguity which makes “social loafing” much harder. Morningstar Farms is also unique because they don’t have any managers but that’s another story. Technologies such as BetterWorks are also making goal setting transparent and scalable across the entire company.

3- Keep teams small(er)

By following the Jeff Bezos “two pizza rule” organizations are able to make sure that bureaucracy is kept to a minimum. This also prevents group-think from happening as employees are forced to share their own individual ideas instead of just blindly agreeing with others.

While communication and collaboration are indeed good things it is certainly possibly to have too much of a good thing! As mentioned in part 1 of this post smaller teams are indeed more effective, productive, and engaged. If your team can’t be fed by two pizzas then it might be time to rethink the current structure or perhaps split them up into smaller teams.

4- Provide autonomy 

One of the things I have learned from interviewing, working, and speaking with many organizations of the past few years (some of whom I have interviewed on my future of work podcast series) is that autonomy is a crucial factor for productivity and engagement. Nobody wants or likes to be micro-management.

Instead of tracking hours organizations should focus on outcomes and outputs. As many organizations have told me, the role of managers is simply to help employees understand where the company needs to go, but how the company gets there is up to the employees. F5 Networks does an excellent job of this and they recently won a Glassdoor award for being one of the best companies in America to work for.

5- Challenge outdated management practices

Do annual reviews still make sense? What about strict hierarchy, centralized decision making, and constant expenses approvals? As the world of work continues to evolve and change organizations struggle to adapt. As the gap between the evolving workplace and our organizations grows, so do the disengagement rates. In fact, I believe this to be the single greatest cause for employee disengagement.

The best thing that organizations can do to continuously improve engagement and productivity is to evaluate and test common assumptions around how work is currently being done. Adobe recently got rid of all annual employee reviews in favor of more regular “check-ins,” Automatic- the company behind WordPress (on which this blog is powered) operates a distributed team around the world, Buffer- the social media scheduling platform recentlypublished their employee salaries for the world to see, Linkedin gives people a budget to take an “interesting person” out for coffee, Whirlpool abolished their managerial roles in favor of making everyone a “leader,” and the list goes on an on. All of these organizations are doing these things not just for fun, but to help improve engagement and productivity across the company. All of these organizations are challenging convention and thinking differently about work and so should you.

Jacob Morgan is a keynote speaker, author (most recently of The Future of Work), and futurist. You can get the first 30 pages of his book for free as well as weekly content on the future of work by subscribing to his newsletter.

Fores.com | April 20, 2015 | Jacob Morgan 

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#Leadership: The 3 People that Stand in the Way of a Productive Meeting…From the Person who Kills Every Idea to the One that won’t Stop Talking, here’s How to Keep People from Standing in the Way of Progress.

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It’s 7 a.m. and you see a 10 a.m. meeting on your schedule. Are you excited? Annoyed? Dreading it already?

BusinessChange

If you’re like 46% of Americans, you’d probably rather have any other unpleasant activity in that time slot according to a survey by project management software company Clarizen. But why? Is it because meetings are a time-suck or do certain personality types on your team make them more difficult?

For many managers, it’s the latter. Here are three personality types that destroy meeting morale and a few strategies for keeping them from causing too much damage:

1. THE IDEA KILLERS

Who She Is: Karen is an idea killer. She likes to be the center of attention and loves to make sure you and her teammates know why any idea won’t work. It’s not that she doesn’t want the meeting to go smoothly, she just likes to play devil’s advocate…a little too much. While hearing pros and cons for any idea can be productive during a meeting, Idea Killers often focus on the cons of an idea, which may discourage other employees’ creative impulses.

How To Fix The Problem: The best way to keep Idea Killers from destroying your meetings is to institute a two-for-one rule. When an employee wants to discuss the negatives about an idea or strategy, ask them to share two positives first. This may seem basic, but it will make Idea Killers like Karen consider every angle of an idea before trying to shoot it down. Karen will have less negative things to say, and the creative ideas at your meeting will flow.

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2. CHATTY CATHYS

Who He Is: Every office has a Chatty Cathy. They are the employees who try to chat with other employees while you are talking or while one of your employees is presenting. They like to make side comments and jokes that can often affect your employees’ focus and destroy the agenda for your meeting. They need structure.

How To Fix The Problem: Create a detailed meeting agenda, assigning a certain amount of time to every item you have to discuss. Be sure to let your team know that everyone will have time to speak, but that you need them to stay on-topic to help get everyone out the door on time. If you already prepare a meeting agenda, try handing it out as your employees walk through the door to give Chatty Cathys less time to think about what topics might be fodder for jokes and side comments.

If Chatty Cathy still tries to start side conversations, pause the meeting and ask your team to get back on track. Taking the time to build some structure into your meetings—and enforcing it—will help keep Chatty Cathys on task and make your meetings run smoother.

3. REPEATERS, REPEATERS, REPEATERS

Who He Is: Raymond is a repeater. Even though he is intelligent and creative, he often feels self-conscious about how his ideas are different from the rest of the team’s. So, he repeats ideas from earlier in the meeting, sometimes adding his own little twist at the end. This kind of idea repetition can kill the creative flow of a meeting and put you behind schedule.

Repeaters want the group to like their ideas, so they repeat ideas the group has come up with and try to add their personality to them. What they are really looking for is validation. Create a culture of praising original ideas to help encourage Repeaters to come up with creative ideas of their own.

How To Fix The Problem: In brainstorming sessions, use a whiteboard to record ideas and strike them off the list once a conversation is over. By providing a visual list you are helping Repeaters move on from old ideas and encouraging them to add to the discussion. Focusing Repeaters on adding original ideas to the discussion will help keep the conversation moving and the meeting on schedule.

Great ideas can happen at meetings, but not without strong leadership. It’s a manager’s job to make sure their team stays on task, encourages one another, and respects everyone’s creative impulses. As you prepare for your next meeting, think about the Idea Killers, Chatty Cathys, and Repeaters on your team and how you can apply these strategies to keep them from destroying your team’s creative flow.

—Molly Owens is the CEO of Truity, a California-based provider of online personalityand career assessments and developer of the TypeFinder® personality type assessment. Learn more about personality type and career achievement and connect with Molly and Truity on Twitter and Facebook.

 

Fastcompany.com | April 15, 2015 |  Molly Owens 

 

#Leadership: 18 Reasons Why You Need Every Employee Using #LinkedIn Every Day…What Does this Add up to? The Organizations that Build Comprehensive LinkedIn Programs, Engaging all their People in the Platform, Will have a Tremendous Competitive Advantage.

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Corporations are finally waking up to the fact that they need to engage all their people in social media. The impact of social media on a company’s brand is monumental, and it affects everyone throughout your organization – from the entry-level millennials you just hired to your CEO.

Attentive people

But where do you start? I say with LinkedIn. Why?

  • It’s the world’s largest professional network – growing with over 330+ million members
  • It’s the place where people go when they want to learn about your people. This includes customers or clients, business partners, employees, and potential hires. They can get information about your company on your website, but LinkedIn gives them a personal tour.
  • It’s an unbeatably efficient place to start. Not all social media have the influence that LinkedIn has. Those who aren’t actively engaged feel that they should be.
  • It has an unparalleled impact on your corporate brand, employer brand and the brand of your people. Let’s look at these benefits in-depth.

Senior management often balks at the need to be social savvy, but according to a study by BrandFog, “CEOs are better leaders who can strengthen brands, build trust in products and services, demonstrate brand values, and communicate accountability – all by simply being on a social network.”

 

Corporate Branding

1. Make your business more human. When your leaders and people throughout the organization are on LinkedIn, they increase the authenticity, transparency and humanity of your organization. People want to work with and buy from other human beings.

2. Increase the visibility of your communications. A SlideShare from LinkedIn CEO Reid Hoffman shows that HubSpot employees have twice the average number of LinkedIn connections. And that translates into eight times the average numbers of shares, likes and comments of company content.

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3. Grow sales and revenue. According to Weber Shandwick, employees with socially encouraging employers are significantly more likely to help boost sales than employees who don’t have that support – 72% vs. 48%.

4. Increase media mentions. When your people are using social media and are on LinkedIn, they become sources for journalists. ING’s Social Media Impact survey showed that dialogue on social media is gaining importance in the world of press coverage. In fact, 50% of the surveyed journalists say social media is their main source of information.

5. Express thought leadership. LinkedIn is one of the best places to share thought-leadership content. Why? Because there are 330+ million sets of eyes to potentially view and share the content. It’s the ideal place for sharing professional ideas and demonstrating your company’s expertise.

6. Turn employees into brand ambassadors. According to the Organization Communication Research Center, “Brand-centered human resources and corporate communications management positively affect brand psychological ownership of employees, which can ultimately lead to their constructive brand citizenship behavior.” Engaging your people in LinkedIn for their benefit and the benefit of the organization via talent development programs is a great way to demonstrate brand-centric HR.

7. Help your company stand out from the competition. A study conducted last year by CEO.com and DOMO revealed that 68% of Fortune 500 CEOs had no social presence whatsoever – not even on LinkedIn. Getting your CEO – in addition to all your people, whether they’re in leadership positions or not – on LinkedIn will help differentiate your company while making a statement about innovation.

Employer Branding

8. Make your company a more attractive employer. Today’s employees prefer to work in a socially savvy organization, and they use the web to determine social-savvy levels. According to Spherion Staffing, 47 percent of Millennials now say a prospective employer’s online reputation matters as much as the job it offers. And a study from Altimeter showed that 76% of executives say they would rather work for a social CEO.

9. Make your people talent magnets. One of the first places professionals go when they are looking for a job is LinkedIn. When your people are using LinkedIn regularly, they become visible to those who are seeking employment, attracting talent to your company.
10. Source staff. You don’t need to wait for people to find you. By being active in LinkedIn groups, with your connections and those who follow your long-form posts, you can directly identify and source staff as needed – without the cost or delay involved in hiring a recruiter. You build your own relationships with the future employees of your company.

11. Become visible to their fellow alumni. One of the most popular and valuable features of LinkedIn is the Alumni search. Finding others who share your alma mater is a powerful tool for recruiting and being visible to ideal potential candidates. It’s like a college campus recruiting campaign without having to be on campus.

Personal Branding

12. Open the door to clients and business partners. LinkedIn helps your people make special connections that are valuable to business development. Simply by having a stellar profile, they are more likely to get in to see a potential partner or client. Why? Because people are using LinkedIn as a filter to determine who’s worth their time – and who’s not.

13. Enable them to benchmark. LinkedIn is the best place to benchmark your organization against competitors inside and outside your industry. Through groups, your people can connect with others who can help you identify best practices, evaluate your systems and processes, and spur innovation.

14. Improve performance and productivity. Your people are looking for ways to streamline. According to a Microsoft survey of 9,000 workers across 32 countries, 31 percent would be willing to spend their own money on a new social tool if it made them more efficient at work. LinkedIn helps them compare systems and processes to enhance efficiency.

15. Learn and grow. According to PwC’s Global CEO Study, 66 percent of CEOs say that the absence of necessary skills is their biggest talent challenge. LinkedIn is on-the-job training. When your people engage in it fully, they stay on top of thought leadership and develop skills that are essential to remaining relevant.

16. Solve problems. Often the challenges your people are experiencing aren’t easily solved by their colleagues inside your organization. By building a solid network via LinkedIn, they’re able to reach out to experts who can help them push through challenges faster and more effectively.

17. Introduce them to social media. I consider LinkedIn to be the gateway drug when it comes to social media. It is the most straightforward social tool and comes with less resistance than, say, Twitter or Google+. But once in LinkedIn, people are hooked, and they’re open to trying other social media. It’s the foundation to building a truly socially savvy organization.

18. Expand their network. According to a studyfeatured in this post by Michael Simmons, the number one predictor of success is simply being in an open network instead of a closed one. LinkedIn is vast and provides the opportunity to connect with people in different functions, industries and geographies.

What does this add up to?

The organizations that build comprehensive LinkedIn programs, engaging all their people in the platform, will have a tremendous competitive advantage.

Are you ready to make this happen for your company?

Join me for a complimentary live webinar on May 5th, 2015 to learn how to engage your team or entire organization with LinkedIn. Register here.

Forbes.com | April 19, 2015 | William Arruda