Protect Your Job by Raising Your Profile!
Competition in the work place is alarming! If you are not careful about protecting your job, you will loose it any moment. So I suggest that you take important steps to raise your.
What it is NOT.
• Bragging about your achiements to be noticed
• “Greasing” your boss with flattery and material gifts
• Going out with the boss to strengthen relationships
• Promotional savvy
All of these will certainly attract attention, but they will not raise profile.
Here are some good pointers.
Make your ideas known. Most companies are always in the lookout for bright ideas that could help the firm generate more revenues, cut expenses, or streamline work functions. If you have ant bright ideas don’t be afraid to boldly express them out. Don’t keep them to yourself. Be bold by pitching your solutions to management and speaking up in meetings and brainstorming sessions. Remember that when times are tough, confident communicators, innovative thinkers, and smart risk-takers are in demand; silent company decorations are not.
Keep your skills current. From attending rigorous training workshops to getting involved with your company’s mentoring programs, you must take the advantage of these professional development opportunities that the company offers. Furthermore, join the industry associations,e.g., firemen’s association, accountants association, industrial managers association, personnel management association, etc.. Attend conferences and seminars, seek relevant certifications, and read specialized publications to keep abreast with the latest developments in your field. The key is to leverage your knowledge by sharing information and insights with your boss and coworkers. Being regarded as a go-to expert will significantly raise your profile and visibility for job security.
Build on sound core values. If you work tirelessly behind the scenes but shy away from the spotlight, it's time to take center stage. The truth is that hunkering down and quietly doing quality work might not be enough in today's recessionary times. You need to promote yourself, too. Tactfully blow your own horn without bragging by periodically apprising your manager of your successes. You'll add punch to your status updates if you quantify your contributions, linking your efforts to any positive impact they've had on the bottom line.
Expand your reach within your own firm. Many professionals think of networking only in terms of developing outside connections. But expanding your reach within your own firm is just as critical. Strive to establish strong relationships with colleagues throughout your workplace. Sign up for cross- departmental initiatives, attend company-sponsored events, and generally endeavor to be an outgoing and helpful team player. As the saying goes, people like to work with people they like. The more allies you have in your corner, the better your chances of keeping your job.
Finally, Make a name for yourself. You make name for yourself by standing up when others step back. Be the first person to raise your hand when your manager needs someone to take the lead on a challenging new project -- even if the assignment falls outside the confines of your job description. It might require you to move beyond your comfort zone, but displaying drive and initiative can pay big dividends. You'll not only hone valuable leadership skills and discover untapped talents, but you'll also build a reputation as an indispensible employee.
Thursday, July 30, 2009
Sunday, July 19, 2009
Knowing Your Temperament Can Make You a Big Star
It does not matter what career you have chosen, at some point you are called on to make a presentation to "the your Boss."
Whether you're in a corporation, academic setting, non-profit, or government organization, you will be asked to make a presentation about your project, research, team, or class to the CEO, VP, Director, Principal, or Department Head -- and the results may have a great deal of impact on your future within the organization.
A Typical Scenario
Sometimes in the course of a project presentation like a new marketing approach for an old product, some disgruntled colleagues may question your proposal and challenge your new marketing approach because of allegely short of preliminary reaearc.
Even though obscure points have been taken considerably before the presentation and that answers are readily available and diplomatically presented, the aggressiveness of the antagonist may lead to an untamed deliberation, and eventually hurt the team. If the antagonist is “your BOSS”, all the it becomes a problem.
In this situation, the employee felt crushed because of the “BOSS” harsh treatment, and after a few months the employee left the company – a loss to the entire organization.
What happened? And how can you be prepared so that this type of disaster does not befall you?
Consider the Boss's Personality
The key is to know something about the Big Boss's personality, and just as importantly, about yourself. A prime cause of presentation meltdowns lies in the difference between the two: in key areas you may be speaking the equivalent of a foreign language -- without knowing it. Disaster looms when communication breaks down and misunderstanding occurs. Most often the presenter has no clue that it has happened, and keeps digging a deeper hole, unable to climb out.
Fortunately, Dr. David Keirsey, author of "Please Understand Me" and "The Keirsey Temperament Sorter," has performed more than 50 years of research into these differences in personality style (or temperament), and once you are aware of them, you are on your way to successful presentations to your current and future Big Bosses.
According to Keirsey, there are four basic temperament groups. Each of us falls into one of them. Each group has a specific set of traits that, when mismatched between "Big Boss" and employee, can result in the above type of disaster scenario.
How the Four Types Play Out
If you are a Guardian (about 45% of the population):
• You are respectful of authority. As a high ranking member of the organization Mr. Big deserves your esteem, and you will tend to defer to him when there are differences between you.
• You value established processes, proven methods, and proper channels. These keep order in the organization and avoid unnecessary risk that can cause chaos.
• You are loyal to the organization, and likely to put the needs of the organization ahead of the needs of individuals -- including your own.
Rationals (about 10% of the population):
• Respect competency above all else and are skeptical of hierarchy and positional authority.
• Question the status quo continuously and will discard any process or method if they find a new one that they believe to be more efficient or effective.
• Are loyal to finding a better way, and the needs of the organization or individuals take a back seat.
Artisans (about 30% of the population):
• Respect results and "getting things done." While they expect you to jump when they command, results are what counts, and they're open to challenge if you can back it up.
• Despise red-tape. Extremely utilitarian, the ends often justify the means, and Artisans have little patience for bureaucracy, hierarchy, or tradition that stand in the way of reaching a goal.
• Seek the thrill of competition. Winning is important, and teams and sides shift with the game at hand. Personal friendships and loyalties never disappear, but they are put aside during competition -- and reappear after the final gun.
Idealists (about 15% of the population):
• Respect cooperation and diplomacy. Idealists see the workplace as an arena for interdependent labor.
• Value harmony and individual growth. They abhor processes and organizational structures that disregard the value of people, or block harmonious relationships between people in different departments or job functions.
• Are loyal to the needs of the individuals within their sphere, and are likely to challenge organizational rules that they see as detrimental to the well-being of their people.
The Application: Adjusting Behaviors
Most of us have experienced similar situations at some point in our careers, and are likely to face them in the future. Armed with awareness of Keirsey Temperament Theory, these unfortunate results are both foreseeable and preventable. In fact, knowing how to best pitch the Big Boss based on their temperament can make you a star.
It does not matter what career you have chosen, at some point you are called on to make a presentation to "the your Boss."
Whether you're in a corporation, academic setting, non-profit, or government organization, you will be asked to make a presentation about your project, research, team, or class to the CEO, VP, Director, Principal, or Department Head -- and the results may have a great deal of impact on your future within the organization.
A Typical Scenario
Sometimes in the course of a project presentation like a new marketing approach for an old product, some disgruntled colleagues may question your proposal and challenge your new marketing approach because of allegely short of preliminary reaearc.
Even though obscure points have been taken considerably before the presentation and that answers are readily available and diplomatically presented, the aggressiveness of the antagonist may lead to an untamed deliberation, and eventually hurt the team. If the antagonist is “your BOSS”, all the it becomes a problem.
In this situation, the employee felt crushed because of the “BOSS” harsh treatment, and after a few months the employee left the company – a loss to the entire organization.
What happened? And how can you be prepared so that this type of disaster does not befall you?
Consider the Boss's Personality
The key is to know something about the Big Boss's personality, and just as importantly, about yourself. A prime cause of presentation meltdowns lies in the difference between the two: in key areas you may be speaking the equivalent of a foreign language -- without knowing it. Disaster looms when communication breaks down and misunderstanding occurs. Most often the presenter has no clue that it has happened, and keeps digging a deeper hole, unable to climb out.
Fortunately, Dr. David Keirsey, author of "Please Understand Me" and "The Keirsey Temperament Sorter," has performed more than 50 years of research into these differences in personality style (or temperament), and once you are aware of them, you are on your way to successful presentations to your current and future Big Bosses.
According to Keirsey, there are four basic temperament groups. Each of us falls into one of them. Each group has a specific set of traits that, when mismatched between "Big Boss" and employee, can result in the above type of disaster scenario.
How the Four Types Play Out
If you are a Guardian (about 45% of the population):
• You are respectful of authority. As a high ranking member of the organization Mr. Big deserves your esteem, and you will tend to defer to him when there are differences between you.
• You value established processes, proven methods, and proper channels. These keep order in the organization and avoid unnecessary risk that can cause chaos.
• You are loyal to the organization, and likely to put the needs of the organization ahead of the needs of individuals -- including your own.
Rationals (about 10% of the population):
• Respect competency above all else and are skeptical of hierarchy and positional authority.
• Question the status quo continuously and will discard any process or method if they find a new one that they believe to be more efficient or effective.
• Are loyal to finding a better way, and the needs of the organization or individuals take a back seat.
Artisans (about 30% of the population):
• Respect results and "getting things done." While they expect you to jump when they command, results are what counts, and they're open to challenge if you can back it up.
• Despise red-tape. Extremely utilitarian, the ends often justify the means, and Artisans have little patience for bureaucracy, hierarchy, or tradition that stand in the way of reaching a goal.
• Seek the thrill of competition. Winning is important, and teams and sides shift with the game at hand. Personal friendships and loyalties never disappear, but they are put aside during competition -- and reappear after the final gun.
Idealists (about 15% of the population):
• Respect cooperation and diplomacy. Idealists see the workplace as an arena for interdependent labor.
• Value harmony and individual growth. They abhor processes and organizational structures that disregard the value of people, or block harmonious relationships between people in different departments or job functions.
• Are loyal to the needs of the individuals within their sphere, and are likely to challenge organizational rules that they see as detrimental to the well-being of their people.
The Application: Adjusting Behaviors
Most of us have experienced similar situations at some point in our careers, and are likely to face them in the future. Armed with awareness of Keirsey Temperament Theory, these unfortunate results are both foreseeable and preventable. In fact, knowing how to best pitch the Big Boss based on their temperament can make you a star.
Subscribe to:
Posts (Atom)