executive job search

Your job may be ending soon.

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Is your employer is in the red? If yes, it does mean your job may be ending soon if you don’t get in action now. As a leader, it’s important that you network to determine what can be done to change the organization’s financial situation before sending out your resume. (You’re right: This process should have started prior to now.) Are there new markets to pursue? Tweaks required to keep current customers? Additional training of staff? Get busy … urgency is the key! Waiting only encourages more procrastination.

A confidence builder for employees is to put together brag statements for the business—i.e., what you’ve achieved as a group—and share them with your network. Second, put together brag statements outlining what you’ve done for each customer and share those statements with them. Most customers stray because they don’t know what you’ve done for them lately. (http://TimeToBrag.com) If you have been ignoring customer demands, immediate and progressive changes are required, but first you need to ask your customers what those changes should be. Be responsive and make it happen. Along the way, it may be time to network for your next position, send out resumes, and learn how to brag about your own achievements in a business-savvy manner. (http://TimeToBrag.com)

(c)Jeannette L. Seibly, 2013

 

Culture is the fall guy

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Why do so many executives fail in new jobs? While many blame company culture, I would suggest that culture is the scapegoat. Poor cultural fit simply amplifies or points out what the C-suite or board members on the hiring committee failed to uncover during the vetting or onboarding process!

Instead of blaming culture, management teams should take the time to think through and write out a strategic hiring process that works, and design it to ensure that each party explores and investigates the other. They should use qualified systems and tools, trust the process, and follow it. Remember, more conversations will be required when hiring an executive to ensure consistency of philosophy and provide deeper exploration of issues and potential solutions. If you follow a well-designed system and use it in the spirit in which it was intended, you will know that you’ve done your best to ensure a positive partnership—even though there are never any guarantees. Excerpt from Companies and Executives Need to Vet and Onboard Each Other! http://SeibCo.com/books/eguides   

(c)Jeannette L. Seibly, 2013

Attitude Transformation Brings Satisfaction

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Do you hear an internal mantra, “I should not have to do this!” over and over?

Unfortunately, there will always be job duties or activities that must be accomplished for your continued employment or to run your business successfully. If these hated tasks constitute more than 20% of your job, you are probably in the wrong line of work.

Truly successful people learn how to get the hated job activities over and done with minimal stress. They are good at delegating to others who are competent to do them. Yes – there are people who actually enjoy doing the work you hate to do!

There are certain business practices and standards must be adhered to, no excuses are acceptable. Customers, employees, the IRS, a judge or plaintiff attorney are not interested in excuses; they do not care “why.”

We all must follow the laws and common expected business practices (e.g., following standard accounting practices, refunds, EEO/Equal Employment Opportunity, DOL/Department of Labor, etc.) Failure to follow your own business policies and practices can provide irreversible consequences, personally and professionally.

Swish. When there is something you hate doing, create a new attitude or visual picture. For example, if you work in retail and hate it when people walk in the door, “swish” to see the people walking in the door as “new money.” Or, if you hate working with accounting details, “swish” and see QuickBooks as the pathway to your million dollar success.

Be selective when saying “yes.” Learn to say “no” instead of taking on job duties or activities that are not your forte.

  • If there is a legal issue, give it to the attorney.
  • If you have an accounts issue, delegate it to your customer service rep.
  • If you have a sales or customer service person who won’t return calls, replace them!

Realize you are setting the tone for your future. Then you are free to say “yes” to legitimate requests from your customers, boss, Board of Directors, or business partners.

Create your future. You were hired, and you accepted the job. Now you need to adhere to getting the job done in a manner that positively supports the company. Customers truly don’t care how you feel about your job duties. As the business owner or executive, you created the current business model. Even though it may have worked well at one time, if it no longer meets your business goals, it’s time to strategically create the future. If you are no longer energized in your business or job, hire a coach and find a job or business the “fits” your thinking style, core behaviors and occupational interests. Set yourself up for satisfaction and success.

(c)Jeannette Seibly, 2010

When employees make costly mistakes ….

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As bosses and executives, we do our best to ensure our employees are given the tools they need to do their job well (e.g., computer, desk, policy manuals, etc.).  However, non-tangible aspects of a job can be roadblocks to their successes (e.g., limited people skills, lack of discretion or business savvy, inability to work well with boss and co-workers, inability to plan properly or make decisions within appropriate timeframe, etc.). These aspects of poor job fit can devastate profitability. Moreover, how you handle these occurrences may help your employees learn from their mistakes and ultimately make or break your own career.

First and foremost, use scientifically validated assessment tools for hiring, coaching and managing your employees for success. Good job fit most often reduces the chance of costly mistakes on the job. [Contact JLSeibly@gmail.com for further details.]

Gossip. Everyone does it, but unfortunately, there is no way to know who else is listening. The people seated at the next table in the coffee shop may learn invaluable information that they can use to get a competitive lead with a prospective client, or even proprietary information for product development.  It is imperative to periodically remind employees of their confidentiality agreements and advise them of the sensitivity of the information they may possess.

Zero tolerance. When major errors in judgment happen, it’s best for all employees to know proper protocols and be empowered to implement them immediately, such as contacting the boss, the appropriate human resources executive and/or company attorney.  Do not be fooled into assuming theft, harassment or safety violations won’t happen on your watch.  If the unthinkable does happen and someone is killed or hurt on the job, damage control will fall to you.  What if key employees leave due to a perceived hostility in their work environment, or your company files for bankruptcy? These unfortunate occurrences quickly and irrevocably change your daily reality and do not bode well for your career or the company’s reputation. 

Finesse is necessary.  Handling delicate issues can be a challenge for everyone. Every company has a client or vendor, business associate, or business partnership that didn’t work out due to ethical reasons. Unfortunately, some employees may not understand the significance of these unwritten no-no’s (e.g., don’t do business with, etc.). Empower your employees to navigate these no-win issues knowledgeably and work with them to minimize the impact and fall-out.

©Jeannette Seibly, 2010

Do your clients think you are inaccessible?

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Ridiculous you say?  Hhhmmm…

  • Does it take several phone calls to get in touch with you? 
  • Does it take longer than 24 to 48 hours to respond to your voice mail messages or emails?
  • Do you normally use the excuses “I’m too busy.” OR “I don’t have the time?”
  • If so, you probably do not know this Law of poor customer service:
    The longer it takes for you to return a call or respond to an email, the more the issue will grow exponentially larger.

 Try this instead:

Treat your phone and email with reverence. Phone messages and email messages from clients and prospective clients are the life blood of your business. Prompt responses are a good opportunity to enhance the value you provide to your clients. It’s also a great way to up-sell and cross-sell any additional products and services that they may need, but do not realize you offer.

All clients are important. Rank ordering clients as to whom you will contact based upon revenues will work only until you lose the BIG client. Then, you’ll need to re-group and try to re-capture smaller clients who found excellent customer service with your competition while you focused on the BIG client.

Keep meetings. Continually canceling, not being prepared, and not taking responsibility for ensuring the client feels valued are good excuses for your clients to seek out other vendors. It’s easier and less expensive to keep good clients, then to go and find new ones.

Blitz them with customer service. We falsely assume, with devastating results, that everyone knows how to be a good representative of the company. Train all employees to be on the same page, and work together for the benefit of the client. Contact me for details … it will save you many clients! JLSeibly@gmail.com

©Jeannette Seibly, 2010

Bosses! Come down to reality!

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Are you a business owner, executive or the boss?  We all need a reality check from time-to-time. Do you believe projects could be completed quicker if only they would do it your way? Do you expect more from others than you do from yourself?  Are you intolerant of others’ mistakes? Yet, harder on yourself?

Here are three easy ways to get real and get results:

Come into alignment.  Get on the same page with your employees regarding the expected results. This is critical for ensuring agreement. Then, have them put together an action plan and review it with you before they start!

Be the coach.  Don’t micro-manage the process. If the process is not moving forward as discussed, or it has hit more than one bump, you may need to step in. Review the thought and action processes. Correct inaccurate assumptions and negative attitudes. Be aware that many people have a hard time addressing the details of a project, particularly if the process is not working the way they envisioned it would.

Manage results.  Have short weekly reviews. What worked? What didn’t?  Be specific and stay away from the why’s. Create a plan to address issues and acknowledge successes. The key is to fine-tune and move forward. Above all, do not let set-backs stop you.

As the boss, your job is two-fold:

  • To manage major blunders and the hiccups that occur along the way.
  • To recognize and reward great progress.

(c)Jeannette Seibly, 2010

Confidence vs. Bravado

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Strong leaders recognize that their self-belief starts from within. They are responsible for their actions and words.  They develop a natural and positive self expression, a genuine confidence that is not false bravado.  They meet challenges by sharing their ideas and solutions without blame, judgment or criticism.  Others are comfortable following their lead, and wish to follow the leader’s example of developing a clear compass for achieving great results.

1)Leaders make mistakes. When they do, they quickly apologize and don’t nitpick the facts. Then, they simply follow through and deliver the newly negotiated agreement on time.

2)Experience is the key to understanding. Everyone has thoughts, opinions and feelings about a situation or person — normally a reflection of their unconscious biases. Conscious recognition and experience require taking responsibility of one’s own perception, and developing compassion for others. Compassion does not imply agreement, but it does develop the depth of soul needed in a true leader.

3)Leaders are able to work with a wide variety of people and situations by relying upon their strengths, and managing their own weaknesses. Leaders who stay focused on the human and material sides of a project are able to elicit the best in others.  They are developing breadth in their own skills and the skills of others at the same time. Their success is repeatable.  They enjoy celebrating their successes, and the outstanding results of others.

©Jeannette Seibly, 2010

Break ‘Through’ Performance

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  • Do you make changes due to boredom?
  • Out-talk others to get your own way?
  • Focus solely on the facts or your feelings to make decisions? 

Many will say, “Of course, everybody does.” These are the normal methods to handle people, systems and issues.  But the same old habits limit your job satisfaction and your ability to achieve outstanding business results.

The world of work is changing.  It requires a new level of performance to recognize new opportunities that meet the needs and business goals of your customers. 

Recognize old habits. They have become your blind spots and are getting in your way.  When you move out of your comfort zone and take the appropriate action(s), new habits will be formed.  Work with a coach to customize solutions that work for you!

Take focused action now.  Busy work is simply your excuse to avoid doing what you know you need to do to achieve the results you say you want.  Work your plan.  Include others and their ideas. Handle the details and make those hard decisions.  Want results? Take focused action.  Now.

Hire a coach.  Many business professionals want to be top performers and enjoy peak performance.  Yet, they hit a wall and slug it out alone. A coach helps you recognize blind spots and stop recycling the same old information in a mental monologue. These insights, when put into action, make you easier to work with, keep you in focused action and have you elicit the best in others.

Break through performance requires out-of-the-box thinking via the synergy of you and your coach.  Recommit to your own success.  Hire a coach and enjoy your new results.

©Jeannette Seibly, 2010

#1 Energy Zapper!

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Our excuses!  It takes the same amount of energy to entertain the chatter about why you shouldn’t need to do something, as it does to simply get it done.  It’s amazing how much time we waste looking for excuses.

Want to be more effective?

  • Schedule
     Use a calendar or Outlook, schedule time to get the task done, and honor it as an appointment with someone important. 
  • Do or Delegate
    Just because you don’t want to do it, doesn’t mean others may not welcome the opportunity.
  • 20 minutes
    If you’re still finding excuses, set a timer for 20 minutes. Focus on the task during that time and see how far you progress.

 © Jeannette L. Seibly, 2010

Does perfectionism get in the way of results?

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Perfectionism is a relative term depending upon your viewpoint. Innovative types don’t like to follow the rules. They view others as perfectionists when they ask too many questions or are unable to see the potential success of the venture in the same way they see it. Conversely, the “dot every I and cross every T” type of person looks at others as being irresponsible and unable to plan appropriately — not perfect enough in their thought processes. They simply squash any ideas that don’t match their stringent point of view.

We are all perfectionists at some level! We love to make things harder than they are. We wait for the perfect time in our lives when the economy is good, life circumstances are stable. We wait to be working for the right company, with the right boss and co-workers. In the meantime, we postpone fulfilling our goals and dreams. People stop listening to our ideas. We are upset when others “take our ideas” and are successful!

Attitude The “perfect time” is an attitude. Fulfillment of any business venture or project requires that we focus and follow through. Declare goals. Write-down specific action steps. There is no perfect plan that will prevent inevitable challenges.  Many of us love to make systems harder than they are.  We, make working with others more difficult than it needs to be.  Hiring a coach will provide invaluable simple and strategic insights.

Integrity and ethical behaviors required.  Breakdowns are to be expected, regardless of the “perfect” plan design.  Short-cuts will normally get you in trouble in the long run. Ignoring key issues now may hurt your future reputation, financial solvency, and the ability to attract and retain top performers.  Instead of relying upon your own internal monologue of what is right or wrong, talk through challenges with your business mentor.  Use the opportunity to clarify your perspective and the required action needed to avoid further pitfalls.

Learn when to quickly move forward, and when to strategically wait.  Many people self-sabotage when the results don’t fit their “perfect” view of how they should look. Instead of dealing with the facts, they play spider-solitaire or spend a lot of time surfing the Internet. They blame their lack of focused action upon not having enough: information, time, money, or opportunities. Honor your plan, even if it seems like you’re taking baby-steps. You’ll get there!

Enjoy your achievements and the accomplishments of others, now.  Too often we excuse the importance of acknowledgement due to our ambivalent feelings about being in the spot-light, even for a moment. Appreciate others’ successes and accept their congratulatory wishes. Building upon success keeps you moving forward, and encourages the right people to work with you.

 ©Jeannette Seibly, 2010