By Annabelle Reitman
Problems are messages
Shakti Gawain
“Something is wrong” is the simplest definition of a problem. It is the point of becoming aware that we are “stuck”, have hit a stone wall, have taken the wrong action step, or we actually fear success.
A goal is a desired outcome toward which you direct time and energy. Setting goals is a basic element of problem solving. Goals are specific, measurable, realistic, and timed; they may also have cost factors and/also resource constraints. An easy immediate goal being accomplished in a small amount of time, e.g. make an appointment, write one email, return one phone call, allows you to check off one item on your “to-do” list. One action leads to another encouraging you to commit to a longer-term goal, thereby solving a problem, e.g. gain five new clients within 6 months or design a new global marketing campaign by September 1st.
Start first with making the problem a reality. A problem becomes concrete by:
· Describing the situation
· Defining the predicament
· Listing objectives to be accomplished
· Explaining impact of solution
· Implementing action
Now, establish your goals initiating a plan of action to resolve the problem. This will enable you to:
· Know where you are headed – your ultimate objective
· Be aware of your progress – monitor your activities/tasks at specific intervals
· Set the priority of your daily/weekly tasks
· Establish a timeline for each task
· Revise objectives and plan of action as necessary
· Feel a sense of accomplishment
Before implementing a project, determine obstacles that you may need to face and resolve before moving forward: physical, conditional, or psychological. The most common barriers to success include: cost/financial, time/deadline limitations, self-confidence/motivation, and/or non-productive behavior. By only seeing barriers in totality is self-defeating and leads to much pressure being felt.
Moving one step at a time is a major ingredient of success and allows you to break a major or overall large goal into a number of smaller goals. This lessens anxiety, stress, and allows you to face barriers bit by bit. For example, if your goal is to obtain an advanced degree and you are looking at the entire projected financial cost; it can be quite considerable and a major barrier. Instead, total the cost of taking one or two course for the first semester (including books and fees) and see if that is manageable. Or, research grants, scholarships, what types of courses will your employer pay for, etc.
In other words, look at the problem from a positive angle: “Is there some way I can make this work?” “What would it take to make it work?” By not accepting that problems exist without solutions, you will tear down or eliminate barriers and achieve your goals.
Monday, July 18, 2011
Monday, January 31, 2011
Your Mojo and The Workplace
By Annabelle Reitman
“Mojo” as defined by Wikipedia is ones self-confidence or self-esteem. It is really the level or strength of belief in oneself in a situation.
Do you radiate self-assuredness in the workplace as you interact with your colleagues, staff, and/or supervisor? What about your clients or customers? Without mojo or with a weak one, how can you expect someone else to have confidence in you or your capabilities to do your job?
With a strong mojo, you have a better chance to handle a work situation that maybe difficult or frustrating as well as dealing with any negative results. When you believe strongly in yourself and your abilities, you are able to manage yourself and future actions, change or influence what you can, and accept what is not in your control.
Think about work circumstances – In general, are you satisfied with the results? For example: How did your performance review go? Did you get the promotion or assignment that you wanted? Are you satisfied with your client or customer working relationships? How would you rate your standing with your boss, staff, or colleagues? What is the effect of your self-confidence upon influencing outcomes?
One basic question to ask your self is. “Does my mojo need strengthening or enhancement, and if so, how can I make this happen? Components that contribute to your mojo include:
·Identity: To create a strong, competent, individualized identity, you need to know yourself – your strengths, skills, knowledge, personal characteristics, work styles, communication styles, values, and priorities. Make a list of your perceptions of your self (NOT what other people think of you, but what you think of you). Share this list with family, friends and colleagues and ask them if this list is in sync with the image they have of you. How close is the match? Where differences exist, think of the reasons for them. How can you improve your ways of projecting your “brand” so that your authentic self is the one that people see and accept?
·Risk: Everyone wants to get more out of life that occurs only if you welcome growth and improvement. Changing and striving for self-actualization involves some risk – you may fail, you may not reach the heights you aim for, or you may be disappointed things do not turn out as expected. Willingness to risk is related to self-esteem – in that it is personal and subjective. The way you perceive your self determines level of risk-taking.
·Brag: Do you talk about your achievements? Do you take credit for what you have done? Bragging is a necessity – not a choice if you want to do more than just exist at work, that is, advance up a job ladder & arrive at the top. Bragging is not conceit; it is being forthcoming about who you are, what you have done, and what you are capable of doing. Given constant changes in the workplace – management reorganizations, retirements, mergers, downsizing – you need to keep people up-dated on who you are and what are your achievements.
Being aware of the components: identity, risk, and brag, you can strengthen your mojo leading to more positive reactions to you and your work.
Email comments to: Annabelle Reitman, Ed.D.
Career Management Strategist, Author
anreitman@verizon.net
“Mojo” as defined by Wikipedia is ones self-confidence or self-esteem. It is really the level or strength of belief in oneself in a situation.
Do you radiate self-assuredness in the workplace as you interact with your colleagues, staff, and/or supervisor? What about your clients or customers? Without mojo or with a weak one, how can you expect someone else to have confidence in you or your capabilities to do your job?
With a strong mojo, you have a better chance to handle a work situation that maybe difficult or frustrating as well as dealing with any negative results. When you believe strongly in yourself and your abilities, you are able to manage yourself and future actions, change or influence what you can, and accept what is not in your control.
Think about work circumstances – In general, are you satisfied with the results? For example: How did your performance review go? Did you get the promotion or assignment that you wanted? Are you satisfied with your client or customer working relationships? How would you rate your standing with your boss, staff, or colleagues? What is the effect of your self-confidence upon influencing outcomes?
One basic question to ask your self is. “Does my mojo need strengthening or enhancement, and if so, how can I make this happen? Components that contribute to your mojo include:
·Identity: To create a strong, competent, individualized identity, you need to know yourself – your strengths, skills, knowledge, personal characteristics, work styles, communication styles, values, and priorities. Make a list of your perceptions of your self (NOT what other people think of you, but what you think of you). Share this list with family, friends and colleagues and ask them if this list is in sync with the image they have of you. How close is the match? Where differences exist, think of the reasons for them. How can you improve your ways of projecting your “brand” so that your authentic self is the one that people see and accept?
·Risk: Everyone wants to get more out of life that occurs only if you welcome growth and improvement. Changing and striving for self-actualization involves some risk – you may fail, you may not reach the heights you aim for, or you may be disappointed things do not turn out as expected. Willingness to risk is related to self-esteem – in that it is personal and subjective. The way you perceive your self determines level of risk-taking.
·Brag: Do you talk about your achievements? Do you take credit for what you have done? Bragging is a necessity – not a choice if you want to do more than just exist at work, that is, advance up a job ladder & arrive at the top. Bragging is not conceit; it is being forthcoming about who you are, what you have done, and what you are capable of doing. Given constant changes in the workplace – management reorganizations, retirements, mergers, downsizing – you need to keep people up-dated on who you are and what are your achievements.
Being aware of the components: identity, risk, and brag, you can strengthen your mojo leading to more positive reactions to you and your work.
Email comments to: Annabelle Reitman, Ed.D.
Career Management Strategist, Author
anreitman@verizon.net
Tuesday, October 26, 2010
Your Work and LIfe: Is it a fit?
Start by asking yourself: “How would you like work to dovetail with the rest of your life? Of course, you know that improving the work/life balance would increase the sense of satisfaction with your job, feel less distracted, have more energy, and lower your threshold of stress. Can you increase your productivity by changing or revising your work tasks, responsibilities, and/or scheduling, bringing a better fit between these two parts of “you”? How about your personal life? Can you closer align the two parts of “you” by making changes or eliminating some of your stress factors?
Each person has a unique vision of his or her ideal work/life image. This image can help to decide efficiently and effectively whether or not a particular situation, choice, or opportunity will bring you closer to the desired balance. Furthermore, your vision strengthens your determination to move forward, navigate around roadblocks, and continue toward your goal. Having a work/life vision as a guide, gives you a solid base allowing you to make a realistic and rational compromise or adjustment that is acceptable for the short-term haul.
Tips for creating a unique work/life vision:· Leave all limitations at the door. Start with your ideal way of living your life – anything is possible.
· The vision doesn’t need to be fully developed all at once. Details can be filled in over time as you continue to clarify and complete the image.
· Develop on a separate list, barriers, e.g. financial considerations, family responsibilities, work load, etc. that could impede turning the vision into a reality
· When the mind, body, and spirit come together like a jigsaw puzzle, you have your “fit”.
· Imagine an environment that expresses your work/life vision: home space, workspace, geographic space, and etc. List the “must” haves and the “want” to haves.
· Share your vision. Describe it to the people who you trust, support you, and/or are part of your vision. Get their feedback.
· To prevent being overwhelmed, it may be helpful to divide your vision into: short term, medium term, and long term.
Changes to consider in your work portion of your vision:·
Why are you working
· What type of work you do
· Who is your employer
· When you do your work
· Where you work
· What is your work style
Changes to consider in your life portion of your vision:· Where you live, length of commute
· What you do for recreation, pleasure, relaxation
· What you do to keep yourself physically fit and healthy
· If you have family responsibilities, what do you do to manage them
· What you do to expand your mind
· What you do as an avocation
When you feel that it is time to have this work/life vision become a reality, set it in motion with a a six month review to assess what is working, not working, and where adjustments may have to made.
Email comments to: Annabelle Reitman, Ed.D.
Career Management Strategist, Author
anreitman@verizon.net
Each person has a unique vision of his or her ideal work/life image. This image can help to decide efficiently and effectively whether or not a particular situation, choice, or opportunity will bring you closer to the desired balance. Furthermore, your vision strengthens your determination to move forward, navigate around roadblocks, and continue toward your goal. Having a work/life vision as a guide, gives you a solid base allowing you to make a realistic and rational compromise or adjustment that is acceptable for the short-term haul.
Tips for creating a unique work/life vision:· Leave all limitations at the door. Start with your ideal way of living your life – anything is possible.
· The vision doesn’t need to be fully developed all at once. Details can be filled in over time as you continue to clarify and complete the image.
· Develop on a separate list, barriers, e.g. financial considerations, family responsibilities, work load, etc. that could impede turning the vision into a reality
· When the mind, body, and spirit come together like a jigsaw puzzle, you have your “fit”.
· Imagine an environment that expresses your work/life vision: home space, workspace, geographic space, and etc. List the “must” haves and the “want” to haves.
· Share your vision. Describe it to the people who you trust, support you, and/or are part of your vision. Get their feedback.
· To prevent being overwhelmed, it may be helpful to divide your vision into: short term, medium term, and long term.
Changes to consider in your work portion of your vision:·
Why are you working
· What type of work you do
· Who is your employer
· When you do your work
· Where you work
· What is your work style
Changes to consider in your life portion of your vision:· Where you live, length of commute
· What you do for recreation, pleasure, relaxation
· What you do to keep yourself physically fit and healthy
· If you have family responsibilities, what do you do to manage them
· What you do to expand your mind
· What you do as an avocation
When you feel that it is time to have this work/life vision become a reality, set it in motion with a a six month review to assess what is working, not working, and where adjustments may have to made.
Email comments to: Annabelle Reitman, Ed.D.
Career Management Strategist, Author
anreitman@verizon.net
Friday, September 17, 2010
Getting Ahead in Your Organization
MSN.com
How can you maintain movement in your career with keen competition from within and outside of the organization? In today’s economy affecting the workplace with uncertainties, downsizing, and reorganizations, you maybe spending your energy, effort, and time in just surviving. Little is left over to focus on your future with your present employer.
However, you cannot afford to neglect looking down the road and taking some actions. You need to take control of your career progress, its direction and pathway flow. Be proactive in determining your next move within the organization: Assess your future options with this employer. How familiar are you with its structure? Do you know the formal career paths? Are you aware of the organization’s growth and expansion plans? Your answers will help you to determine whether you want to remain and grow within your present workplace or seek other options. If you decide to stay and move up the ladder within your organization, consider these tips for successfully reaching your goals:
· If your employer conducts only annual performance reviews, don't wait for this yearly session to receive feedback. Schedule a meeting with your supervisor for an informal review discussion. Do this perhaps twice a year. Explain that you would like to review your present work projects and tasks with an update on the status of your professional action plan. Then, based on the outcomes of this discussion, make needed changes in completing your assignments or revisions in your developmental activities.
· Think about moving laterally. Sometimes to move up, you need to consider moving across to a different department or section to learn new skills, gain some needed experience, illustrate your flexibility and adaptability. First, determine the skills, competencies, or knowledge that would improve your chances for a promotion. Talk with your colleagues and research what your in-house alternatives are for obtaining your desired experiences.
· Conduct an in-house marketing campaign. The same marketing guidelines used when job searching can be applied to moving up to career ladder. Begin by creating a professional image that increases your visibility, your position, and your reputation. . You cannot talk in generalities, e.g. "I am a people person." or "I am industrious and motivated." Be specific about your competencies and achievements, e.g. "I have successfully led four major project teams within the last six months." Or, “I supervise a department of 35 people." Look for appropriate formal and informal activities to market your brand.
· Develop a strategy for marketing yourself on a day-to-day basis - when in session with your project team or task force, in meetings, and other work-related activities. Be sure that you receive credit for all your contributions, don't rely on another person to do this for you. Your supervisor, colleagues, and company CEOs should always see you at your best both during formal and informal times. If appropriate, integrate accomplishments into work anecdotes.
· Put together a success portfolio. A portfolio is a marketing tool illustrating your value and contributions to the organization. It can make your case regarding why you have earned a promotion and are ready for new and senior level responsibilities. To stand out from your competition for a desired position, a portfolio is the evidence that you have the needed background and experience. A success portfolio demonstrates your:
* Work's quality and depth
* Professional growth and development
* Specific skills, expertise, and knowledge
* Level of flexibility and adaptability
By taking this initiative to improve your chances of moving up the career ladder in your organization, you are taking control of your future.
Email comments to: Annabelle Reitman, Ed.D.
Career Management Strategist, Author
anreitman@verizon.net
How can you maintain movement in your career with keen competition from within and outside of the organization? In today’s economy affecting the workplace with uncertainties, downsizing, and reorganizations, you maybe spending your energy, effort, and time in just surviving. Little is left over to focus on your future with your present employer.
However, you cannot afford to neglect looking down the road and taking some actions. You need to take control of your career progress, its direction and pathway flow. Be proactive in determining your next move within the organization: Assess your future options with this employer. How familiar are you with its structure? Do you know the formal career paths? Are you aware of the organization’s growth and expansion plans? Your answers will help you to determine whether you want to remain and grow within your present workplace or seek other options. If you decide to stay and move up the ladder within your organization, consider these tips for successfully reaching your goals:
· If your employer conducts only annual performance reviews, don't wait for this yearly session to receive feedback. Schedule a meeting with your supervisor for an informal review discussion. Do this perhaps twice a year. Explain that you would like to review your present work projects and tasks with an update on the status of your professional action plan. Then, based on the outcomes of this discussion, make needed changes in completing your assignments or revisions in your developmental activities.
· Think about moving laterally. Sometimes to move up, you need to consider moving across to a different department or section to learn new skills, gain some needed experience, illustrate your flexibility and adaptability. First, determine the skills, competencies, or knowledge that would improve your chances for a promotion. Talk with your colleagues and research what your in-house alternatives are for obtaining your desired experiences.
· Conduct an in-house marketing campaign. The same marketing guidelines used when job searching can be applied to moving up to career ladder. Begin by creating a professional image that increases your visibility, your position, and your reputation. . You cannot talk in generalities, e.g. "I am a people person." or "I am industrious and motivated." Be specific about your competencies and achievements, e.g. "I have successfully led four major project teams within the last six months." Or, “I supervise a department of 35 people." Look for appropriate formal and informal activities to market your brand.
· Develop a strategy for marketing yourself on a day-to-day basis - when in session with your project team or task force, in meetings, and other work-related activities. Be sure that you receive credit for all your contributions, don't rely on another person to do this for you. Your supervisor, colleagues, and company CEOs should always see you at your best both during formal and informal times. If appropriate, integrate accomplishments into work anecdotes.
· Put together a success portfolio. A portfolio is a marketing tool illustrating your value and contributions to the organization. It can make your case regarding why you have earned a promotion and are ready for new and senior level responsibilities. To stand out from your competition for a desired position, a portfolio is the evidence that you have the needed background and experience. A success portfolio demonstrates your:
* Work's quality and depth
* Professional growth and development
* Specific skills, expertise, and knowledge
* Level of flexibility and adaptability
By taking this initiative to improve your chances of moving up the career ladder in your organization, you are taking control of your future.
Email comments to: Annabelle Reitman, Ed.D.
Career Management Strategist, Author
anreitman@verizon.net
Monday, July 5, 2010
Workplace Talent Starts With Good Hiring Tactics
My MSN
By Annabelle Reitman
Recruiting and retaining talent that is a good match between the employer’s needs and culture and the talent’s needs and values, starts with the recruiting practices that an organization has in place. What resources do you use to find and recruit qualified candidates? What is your process for selecting and employing the talent you want?
Hiring successfully saves time, energy, and money resulting in an organization being managed effectively and efficiently. The onset of a successful recruitment effort is the creation of a job description for the position that needs to be filled that should:
· Establish specific and realistic qualifications to attract candidates with the appropriate background and experience.
· Include key words to allow a web-based screening software program to select ideal candidates for the initial group.
· Attract a diverse group of candidates that will complement the characteristics of the present staff.
· Take into account not just factual data, but emotional intelligence characteristics that are in alignment with the organization culture and “ways of doing” business.
After creating the ideal job description, think about:
· Why you want or need to fill this opening
· How can a person not do well in this job
· What can a person accomplish if successful in fulfilling the tasks
· What attributes should a person have to be a good fit for the organization
· How the organization’s way of doing business/cultural atmosphere can cause obstacles to a person’s success or survival within the first year.
An essential element of the selection process that is often overlooked is preparation. All staff members participating in the selection process should receive, at least 24 hours in advance: a) A list of interview questions/topics identifying required/preferred qualities and competencies and b) A folder containing all candidates’ resumes. Frequently people do not know how to evaluate candidates during an interview. Everyone involved in the selection process, including senior-level staff, should be trained in how to: a) review resumes, b) interview effectively, and evaluate candidates.
The treatment of candidates during the recruitment and selection process is another important consideration to attracting the ideal candidate and hiring your first choice. Treat them with respect throughout the selection process. Keep your candidates up-dated on the current status; if there is going to be a delay in continuing to the next stage, send out a blast email. If you do not want phone calls or e-mails, tell them. When candidates are contacted to arrange for an interview, be it by phone or in-person, or 1st, 2nd, or 3rd round, let them know the interview length, how long this round may take and any documentation or materials they should have at hand. Candidates should be given the chance to tell their story and provide an image of whom they really are. Most importantly, communicate clearly what you are looking for and what the job involves. Answer their questions thoughtfully and honestly.
And finally, remember the right match between candidate and organization is one that both parties fully and enthusiastically agree that it is the best match that is possible for their goals and plans.
Email comments to: Annabelle Reitman, Ed.D.
Career Management Strategist, Author
anreitman@verizon.net
By Annabelle Reitman
Recruiting and retaining talent that is a good match between the employer’s needs and culture and the talent’s needs and values, starts with the recruiting practices that an organization has in place. What resources do you use to find and recruit qualified candidates? What is your process for selecting and employing the talent you want?
Hiring successfully saves time, energy, and money resulting in an organization being managed effectively and efficiently. The onset of a successful recruitment effort is the creation of a job description for the position that needs to be filled that should:
· Establish specific and realistic qualifications to attract candidates with the appropriate background and experience.
· Include key words to allow a web-based screening software program to select ideal candidates for the initial group.
· Attract a diverse group of candidates that will complement the characteristics of the present staff.
· Take into account not just factual data, but emotional intelligence characteristics that are in alignment with the organization culture and “ways of doing” business.
After creating the ideal job description, think about:
· Why you want or need to fill this opening
· How can a person not do well in this job
· What can a person accomplish if successful in fulfilling the tasks
· What attributes should a person have to be a good fit for the organization
· How the organization’s way of doing business/cultural atmosphere can cause obstacles to a person’s success or survival within the first year.
An essential element of the selection process that is often overlooked is preparation. All staff members participating in the selection process should receive, at least 24 hours in advance: a) A list of interview questions/topics identifying required/preferred qualities and competencies and b) A folder containing all candidates’ resumes. Frequently people do not know how to evaluate candidates during an interview. Everyone involved in the selection process, including senior-level staff, should be trained in how to: a) review resumes, b) interview effectively, and evaluate candidates.
The treatment of candidates during the recruitment and selection process is another important consideration to attracting the ideal candidate and hiring your first choice. Treat them with respect throughout the selection process. Keep your candidates up-dated on the current status; if there is going to be a delay in continuing to the next stage, send out a blast email. If you do not want phone calls or e-mails, tell them. When candidates are contacted to arrange for an interview, be it by phone or in-person, or 1st, 2nd, or 3rd round, let them know the interview length, how long this round may take and any documentation or materials they should have at hand. Candidates should be given the chance to tell their story and provide an image of whom they really are. Most importantly, communicate clearly what you are looking for and what the job involves. Answer their questions thoughtfully and honestly.
And finally, remember the right match between candidate and organization is one that both parties fully and enthusiastically agree that it is the best match that is possible for their goals and plans.
Email comments to: Annabelle Reitman, Ed.D.
Career Management Strategist, Author
anreitman@verizon.net
Tuesday, June 22, 2010
Tooting Your Horn In The Workplace
My MSN
By Annabelle Reitman
When is it proper and acceptable to toot your horn in your workplace? What is the difference between “tooting your horn” and bragging? ! Bragging is a form of exaggeration. It can be boasting and/or gloating. Tooting your own horn is letting people know about your actual accomplishments, expertise, experiences, and where and how you want to move along your career pathway.
Opportunities to move up the organizational ladder are opened up to those whose names are known to the decision makers. And sometimes you do not know when that next opportunity is just around the corner. Tooting your horn is all about getting your getting your name out front, becoming truly visible in a way that doesn’t come across boasting, being pushy, or aggressive.
However, you definitely want people with the authority, ability, where forth to influence and make a difference in your career movements, to know about your background, qualifications, and successes. You want to be impressive, memorable, and passionate. It is your name that you want on the tip of their tongues when new positions open up or replacements are needed. You need to pu together a stash of “tooting your horn” info bits.
With this stash, whether it is a planned or unplanned moment, you are prepared 24/7 to pull out the most appropriate success, experience, or idea to mention to the person you need or want to impress. You are ready to self-promote in any work-networking situation. However, you need to know when and how to toot. Are you joining a group or meeting in the middle of a serious conversation or hot debate? Has top management called everyone together because of a reorganization announcement? These are not the right times for talking about yourself. These are situations that call for careful listening and perhaps at a later, calmer time to suggest some ways you can contribute to the solution. If your gut level feeling is that it comfortable and appropriate, then go with it.
If you do not toot your own horn, no one else will, in fact another person may take the credit for something you suggested or developed. In fact, by being proactive about yourself, you project the image of an outstanding team player and a future leader, who can always be counted on to complete projects effectively and efficiently.
When tooting your horn, remember that the “toots” must be relevant to the listener – the person must be able to identify with the info, get the image you are projecting, and clearly see how you will meet his/her present or future needs. If you want to succeed in an organization, understand and accept that self-promoting is not a bad selfish action, but a survival and moving ahead technique. So go ahead and look for an opportunity to toot your horn this very day!
Email comments to: Annabelle Reitman, Ed.D.
Career Management Strategist, Author
anreitman@verizon.net
By Annabelle Reitman
When is it proper and acceptable to toot your horn in your workplace? What is the difference between “tooting your horn” and bragging? ! Bragging is a form of exaggeration. It can be boasting and/or gloating. Tooting your own horn is letting people know about your actual accomplishments, expertise, experiences, and where and how you want to move along your career pathway.
Opportunities to move up the organizational ladder are opened up to those whose names are known to the decision makers. And sometimes you do not know when that next opportunity is just around the corner. Tooting your horn is all about getting your getting your name out front, becoming truly visible in a way that doesn’t come across boasting, being pushy, or aggressive.
However, you definitely want people with the authority, ability, where forth to influence and make a difference in your career movements, to know about your background, qualifications, and successes. You want to be impressive, memorable, and passionate. It is your name that you want on the tip of their tongues when new positions open up or replacements are needed. You need to pu together a stash of “tooting your horn” info bits.
With this stash, whether it is a planned or unplanned moment, you are prepared 24/7 to pull out the most appropriate success, experience, or idea to mention to the person you need or want to impress. You are ready to self-promote in any work-networking situation. However, you need to know when and how to toot. Are you joining a group or meeting in the middle of a serious conversation or hot debate? Has top management called everyone together because of a reorganization announcement? These are not the right times for talking about yourself. These are situations that call for careful listening and perhaps at a later, calmer time to suggest some ways you can contribute to the solution. If your gut level feeling is that it comfortable and appropriate, then go with it.
If you do not toot your own horn, no one else will, in fact another person may take the credit for something you suggested or developed. In fact, by being proactive about yourself, you project the image of an outstanding team player and a future leader, who can always be counted on to complete projects effectively and efficiently.
When tooting your horn, remember that the “toots” must be relevant to the listener – the person must be able to identify with the info, get the image you are projecting, and clearly see how you will meet his/her present or future needs. If you want to succeed in an organization, understand and accept that self-promoting is not a bad selfish action, but a survival and moving ahead technique. So go ahead and look for an opportunity to toot your horn this very day!
Email comments to: Annabelle Reitman, Ed.D.
Career Management Strategist, Author
anreitman@verizon.net
Friday, May 7, 2010
Corporate Culture: Are employees a match or mismatch?
https://www.google.com/accounts/RP?c=CPve-cOp8q7BLxD50N_mofTWqoAB&hl=en
Corporate Culture: Are employees a match or mismatch?
Corporate culture plays a more essential role in retaining talent that it is given credit for by organizational leadership. Employees decide to remain in their present jobs based upon an organization’s characteristics, such as:
· A positive, future-oriented work environment
· Shared values and goals
· A feeling of trust among colleagues, managers, and peers
· Team members work together effectively to complete assignments
· Employees are given fair and respectful treatment
· Management shared information – good news or bad news
The match or mismatch between individual talent members and the organization’s reference points is a critical element of a person’s decision-making process regarding their future with this employer. When cultural and value boundaries do not extensively overlap, a mismatch exists.
New hires need to become oriented to basic behavior assumptions regarding preferences in work styles, dress codes, office procedures, workplace norms, rituals, and traditions as well as accepted ethics and ethics. To quickly and effectively become productive, they need to:
· Learn their organization’s fundamental, unique qualities
· Compare and establish a level of ease with their own behavioral and belief systems
· Feel comfortable working within the organization’s cultural standards and expectations
· Become a stakeholder and adopt the organization’s way of doing business
· Be accepted by their colleagues and peers as full integrated members of the team
Boundaries for individuals and organizations are those priority items that must be taken into account when making hiring and acceptance decisions, and once aboard, retaining or remaining decisions. Individuals will assess their family/personal demands/activities as well as their career plans, and the possible impact of a workplace on them. On the other hand, organizations will review their mission, purpose, and marketplace and whether potential talent can fulfill their needs.
For an individual, the greater the match or overlap of organization’s cultural boundaries and personal reference points, the more the employer fits their image of their ideal workplace. For an organization, the greater the match or overlap, the more the individual fits their picture of someone who will contribute to the efficiency and effectiveness of the workplace.
An organization that establishes:
· A set of guiding principles that are in sync with employees’ basic beliefs and standards,
· Commits to meeting their employees’ needs and providing the means to integrating them into the workplace, and
· Creates an image of the future where employers can see their role and contribution to “making it happen”,
is an organization that will attract and retain talent that is a great match leading to successful outcomes.
Email comments to: Annabelle Reitman, Ed.D. Career Management Strategist & Author anreitman@verizon.net
Corporate Culture: Are employees a match or mismatch?
Corporate culture plays a more essential role in retaining talent that it is given credit for by organizational leadership. Employees decide to remain in their present jobs based upon an organization’s characteristics, such as:
· A positive, future-oriented work environment
· Shared values and goals
· A feeling of trust among colleagues, managers, and peers
· Team members work together effectively to complete assignments
· Employees are given fair and respectful treatment
· Management shared information – good news or bad news
The match or mismatch between individual talent members and the organization’s reference points is a critical element of a person’s decision-making process regarding their future with this employer. When cultural and value boundaries do not extensively overlap, a mismatch exists.
New hires need to become oriented to basic behavior assumptions regarding preferences in work styles, dress codes, office procedures, workplace norms, rituals, and traditions as well as accepted ethics and ethics. To quickly and effectively become productive, they need to:
· Learn their organization’s fundamental, unique qualities
· Compare and establish a level of ease with their own behavioral and belief systems
· Feel comfortable working within the organization’s cultural standards and expectations
· Become a stakeholder and adopt the organization’s way of doing business
· Be accepted by their colleagues and peers as full integrated members of the team
Boundaries for individuals and organizations are those priority items that must be taken into account when making hiring and acceptance decisions, and once aboard, retaining or remaining decisions. Individuals will assess their family/personal demands/activities as well as their career plans, and the possible impact of a workplace on them. On the other hand, organizations will review their mission, purpose, and marketplace and whether potential talent can fulfill their needs.
For an individual, the greater the match or overlap of organization’s cultural boundaries and personal reference points, the more the employer fits their image of their ideal workplace. For an organization, the greater the match or overlap, the more the individual fits their picture of someone who will contribute to the efficiency and effectiveness of the workplace.
An organization that establishes:
· A set of guiding principles that are in sync with employees’ basic beliefs and standards,
· Commits to meeting their employees’ needs and providing the means to integrating them into the workplace, and
· Creates an image of the future where employers can see their role and contribution to “making it happen”,
is an organization that will attract and retain talent that is a great match leading to successful outcomes.
Email comments to: Annabelle Reitman, Ed.D. Career Management Strategist & Author anreitman@verizon.net
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