Developing clarity and focus is the key to becoming a kick-butt warrior for your career. Stop waiting or relying on your boss or company to pay for workshops, seminars, or one-on-one coaching. Take matters into your own hands and pay for them. The return-on-investment will be significant — these activities have consistently helped others land on the career path of their choosing.
(c)Jeannette L. Seibly, 2013
Having fear-based beliefs that you can’t afford something important can create a lot of mischief in your enterprise. Although budgets, monetary controls, and other financial considerations must be handled in a fiscally responsible manner, doing so in a Scrooge-like way usually takes its toll on the company–particularly when it’s self-serving.
Teach yourself and others to become resourceful, honor budgets, and learn how to become fiscally responsible. Many employees have not had responsibilities in costing, pricing, or creating profit margins for products and/or services in a competitive manner. Don’t make it difficult to achieve intended results; simply be responsible for the financial outcomes of how and where you spend the company’s money.
(c)Jeannette L. Seibly, 2013
Too often, we don’t pay attention to what we are saying to others, or ourselves. We make promises and don’t keep them. We forget or don’t hear our own words, get too busy or change our minds. When making promises, be conscious to what you are saying and say it in a clear and concise manner. When someone is making a request of you, agree, say no, or counteroffer. Then repeat the agreed-upon promise before fulfilling it. Write it down and take focused action.
(c)Jeannette L. Seibly, 2013
Many executives and C-Suites have lost jobs, careers, and well-deserved recognition by not handling setbacks well.
Anytime someone has a major experience he or she was not anticipating (e.g., anticipated a different outcome from a result, promotion, evaluation, or award), it can create a shock—particularly if their EQ, or emotional resilience, is low. Although you may not immediately notice the shock, inevitably there will be a meltdown that cannot be ignored. It will usually occur within the next couple of hours or days. Take time to talk with the person before the major announcement or interaction. This will help prepare them. Limit their interactions with projects, key players, or clients until after the shock has worn off. If a meltdown does occur, have them work on a low-priority issue, or take a couple of days off.
(c)Jeannette L. Seibly, 2013
Many times we don’t listen and ask good business questions. We fear others will become upset, and many times they do. Their emotion signals their attachment to what they’ve already spent time working on and how they think about it. However, not asking the “What if …?” questions can prevent an adequate project from becoming great, a poor ROI from being wildly successful, or an OK employee from becoming a top performer.
(c)Jeannette L. Seibly, 2013
Being a leader requires that others follow you. Making promises that you don’t keep ensures career derailment. Be clear regarding what you are promising and the deadline you are willing to abide by. Then, make it happen. This will be inspiring, since many leaders don’t honor their word!
(c)Jeannette L. Seibly, 2013
These five words can make a big difference when meeting with a client, employee, or prospective vendor. As business owners and executives, we usually think others should be focused on helping us! Take a step back, become humble, and use these five words to create better relationships with others. They will be more willing to help you if you’ve taken the time to help them!
(c)Jeannette L. Seibly, 2013
Everyone needs help to build a company, create unprecedented results, and work with and through others to complete a successful project on time and within budget. Make sure your coach has the experience and ability to help create new ideas or methods that will help you. Simply following a standardized program is usually not the answer for most successful business owners, executives, or highly mobile professionals. Make it personal in order to achieve your intended professional results.
(c)Jeannette L. Seibly, 2013
Many business professionals today aspire to become a boss. Many want this type of recognition for the increase in pay, status, or a better office. Unfortunately, these objectives will not make anyone a great leader. In fact, many bosses are fired within their first six months in their new job, and many others fail because their employees resent their lack of management finesse. Poor leadership abilities make it difficult for new bosses to get the job done.
Being the boss requires you have very good people and project management skills. Many business professionals don’t want to work that hard! Or, they’re fearful they may lose friends who were formerly co-workers. Alternatively, your new employees may veto your style when comparing you to their last boss. In those cases, it may be better for you to be a leader without the boss title.
Should you become a boss? It requires a new level of responsibilities, skills, and attitudes. If you are willing to make unpopular decisions, develop a commitment to all of your employees without bias, learn how to create and manage budgets, and facilitate projects in a global market with rigor while paying attention to details and motivating your team, then, yes, you should. (Remember, this list is not exhaustive!) Being a boss can have many rewards and is often required on your way up the ladder to the C-Suite.
Here are some prerequisites:
First, become clear if being a boss is the right career path for you. Career derailment can be hard to overcome in an interview, either for a different management job or as an independent contributor, after having been deemed a poor manager.
Second, hire a coach who has strengths in the specific areas where you need help. Take a qualified assessment to help you better understand your inherent strengths and weaknesses as a potential boss. A qualified 360-degree feedback tool can also enlighten the process of improving your skills.
Third, be willing to do the work in a manner that bodes well for your current employer, as well as your future opportunities. Remember, successful bosses put the success of the company and its employees first!
©Jeannette L. Seibly, 2013
Many goals today are meaningless. They are simply something written down on paper (if they’ve made it that far) to look good or appease the boss. Usually these are not true goals; they are simply tasks or improvements that need to be made (e.g., “Respond within 24 hours to all phone calls”).
If you really want your goals make a positive difference, supersize them. Make them larger than you know how to get them done. This will provide you with room to create new methods and opportunities for yourself, your team, and the company. It will inspire to you and your team to go for it!
(c)Jeannette L. Seibly, 2013