New World of Work

Is your ethical compass spinning?

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When ethical issues get overlooked during the design and implementation of a project, everyone blames somebody else. It’s very easy to succumb to the strongest advocate’s point of view that ethical issues won’t matter. But the problems created by lies or by dismissing the truth won’t resolve themselves. As the leader, you need to guide your team on how to proceed. Make it easy for your employees and peers to bring these types of concerns to your attention—discovering ethical issues down the road usually makes them more costly, if not impossible, to fix. Don’t shoot the messenger! Don’t blame the informer for someone else’s theft or violation of company policy. Is your ethical compass still spinning? Now is the time to call a highly experienced business advisor, someone who can confidentially bring clarity on how to resolve ethical issues. Remember, ethical doesn’t always mean easy!  http://SeibCo.com/contact

(c)Jeannette L. Seibly, 2013

How do you handle the company bully?

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People can be difficult to converse with when they are being bullies constantly in search of special favors. As an executive, you don’t have the luxury of avoiding them. However, you can minimize and structure your interactions to be effective. First, listen to their request. Don’t dismiss it simply based on who’s asking. Second, ask what the return on investment is. Third, have them put it in writing. Fourth, make a decision that works best for the company. For additional insights on how to handle difficult interactions, get your copy of Most Discussions Require More Than 140 Characters! https://seibco.com/books/eguides/

(c)Jeannette L. Seibly, 2013

What do you do when your boss keeps making the same mistakes?

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This can happen for a variety of reasons. One is that bosses don’t recognize their errors—they miscalculate the impact of their decisions because they are focused on the big picture and overlook the details, or vice versa. Or, they rely upon their financial, technical, and system interests while failing to include the human aspects required for a successful outcome. When bosses are clueless about their oversights and fail to ask the right questions, they normally blame others for not providing the whole picture. Don’t be passive. Become effective in recommending solutions. Take time to research and provide two or three alternatives, along with details for the execution of each proposed solution. Present these ideas both from a factual and a human perspective by introducing information that is the boss’s primary interest first, and then share the other important pros and cons.

(c)Jeannette L. Seibly, 2013

What process do you use to effectively work with your boss?

Impatience stymies the best of plans.

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Many gung-ho executives and entrepreneurs have one thing in common: They can be in denial about how fast they can achieve their vision or idea. Although failure is not an option for these dynamic leaders, their impatience stymies the best of plans.  While being confident and persistent are important, so is the ability to work with and through others to make the plan a reality. Emotions, office politics, wanting to be the best at the expense of others, or being focused on a personal million-dollar payout will cloud logic, ethics, good business practices, and common sense. Impatience diminishes the effectiveness of your team! Learn how to tame your impatience and use perseverance and dedication effectively to propel your team forward.

(c)Jeannette L. Seibly, 2013

Are you running away from your employer?

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When you leave a job, company, or department, are you running away from coworkers or bosses you don’t like or respect? Or are you moving forward toward a goal? Many times people make job and career transitions for more money, but they are not any happier. Or, they switch jobs to find a better boss, only to find the new bosses have issues too.  Or, they falsely believed bigger is better. Remember, the grass isn’t necessarily greener at another company—it simply looks different from the outside looking in, but there will be similar problems. Take time to clarify your goals and life needs: it will make a difference in selecting the right employer for you. (http://TimeToBrag.com).

(c)Jeannette L. Seibly, 2013

New executives are wrongly focused.

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Recently I was talking with an executive who was having a difficult time working with another executive inside his company. When I said, “Sounds like she’s in denial,” he responded, “She’s in denial about a lot of things.” Many times new executives are focused on the wrong things. Either the company did not take time to effectively onboard them, or the new hire wasn’t listening and had his or her own agenda.  Making changes and taking unfocused action steps without buy-in from the executive team and employees can get anyone into immediate trouble. The higher up you are on the organizational ladder, the fewer places there are to hide out—the responsibility and accountability solely rests on you.  If you’re one of these struggling leaders, immediately find yourself a mentor and business advisor. It’s important that you quickly rectify bad decisions with guided expertise and correct the old methodology of your work habits.

(c)Jeannette L. Seibly, 2013

Sticky fingers

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Yup. We hire them. They come in all ages, both genders, and every ethnic and professional status. It could be taking pens, stacks of paper or toner, sharing proprietary information, or reselling larger items from the company stockroom. Use a qualified core value assessment tool coupled with a thorough background check to look for people with a history of sticky fingers. Remember, many thieves haven’t been caught—yet. Or, they were caught and the company didn’t file a police report. Safeguard your company and employees and inventory by being thorough during the selection process.

(c)Jeannette L. Seibly, 2013

How do you implement practical, cost-effective due diligence measures? Get your copy of “Hire Amazing Employees, Second Edition: Improve Your Profits (and Your Work Life)!”

Being righteous is a career saboteur.

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Leaders may win the battle but lose the war with their need to be right. Relying on a management style of browbeating employees or being condescending to clients is a lonely fight. Disheartened employees will find a way to invalidate your directives, and your clients will find another resource.  As a leader, it’s your job to learn how to listen to others’ ideas, even if they don’t appear to have merit, and build upon them for solutions. Being righteous is a career saboteur! Creating win-win outcomes is one of your most important jobs.

Where have you won the battle but lost the war in your career?

(c)Jeannette L. Seibly, 2013

Do you hold your hiring managers accountable?

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Very few companies manage their hiring processes by holding their hiring managers accountable. Instead, they experience high levels of turnover and increased difficulty finding qualified candidates because managers reliance on gut reactions or play the blame game.  Neither will resolve systems or bias issues when new employees fail. What would happen if instead your hiring manager’s compensation was tied to employee turnover and performance? A bad manager would either step aside or improve in order to create an environment for employee success. (http://ow.ly/mL7n0 (Bad Managers eGuide)) They would improve their use of qualified hiring tools to ensure the best objective information is being utilized and reviewed to ensure laser-like coaching for employee success. (http://BizSavvyHire.com)

(c)Jeannette L. Seibly, 2013

Are you really ready?

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You, like many employees today, may believe you are ready to move forward in your company to take on more responsibility. The bigger questions to first ask yourself: Do my customers, co-workers, partners, and management agree? It’s not enough for you to believe you can do it. Others need to have faith that you can and will deliver the intended results. A qualified 360-degree assessment can help you clarify what you need to do to advance. Hiring an executive coach can help you close the gap from where you are now to where you need to be in the near future. (http://SeibCo.com)

(c)Jeannette L. Seibly