Tag Archives: culture

25 tips for professionals under age 25

27 Apr 406295610_6ac305b653_z

As a big sister, I’ve had the privilege of mentoring my 10-years-younger little brother as he went through high school, college, several internships with my company, and eventually joined my company. He is now on a full-ride scholarship in grad school at Notre Dame. I couldn’t be prouder.

I’ve also worked with a number of younger professionals throughout my career, and I remember keenly being one of those young professionals—as a journalist, I was usually the youngest person in my newsroom (by far). There was so much I didn’t know, and wasn’t taught to me in college, about how to succeed in the business world.

Lately, I’ve been thinking a lot about the advice that I, at 35, would give to my 25-year-old self or other young professionals in their first few years of post-college employment. I don’t always follow this advice, but the results are infinitely better when I do. Here are 25 tips for success for young professionals under age 25:

  1. Take initiative. This is the most important thing you can do in any job, in any role—in life. Don’t wait for permission or a request, just see a need and propose a solution…better yet, start working on the solution!
  2. Dress for success. Senior professionals want to see you as an up-and-coming professional, not stuck in your college gear (and they’ll assume, your college mindset). Invest in a wardrobe that mirrors the executives (and by shopping sale racks and seconds stores like Nordstrom Rack and TJ Maxx, you can do this on your current salary). Don’t imagine “casual Friday” equals jeans and sneakers—choose better-than-casual shoes, slacks and a casual jacket to demonstrate your professionalism.
  3. Be polished. A dry cleaner and tailor will help—and don’t wear anything that is revealing, too tight/ill-fitting, or dirty/stained/torn. Iron your shirts, shine your shoes, file and polish your nails, get a good haircut. Carry a high-quality bag. Each small detail adds up. Look like the kind of person an executive would be proud to introduce to a client.
  4. Be polite. Manners count in business lunches, in thank-you notes and in small interactions. Read a book on modern manners—seriously! When flustered, keep your cool and be nicer than necessary.
  5. Polish your communications. Send emails that are properly capitalized, spelled and signed. (Don’t lower-case your name or the letter i—this reads a juvenile chat-room behavior.) Double-check documents and communications before sending—a small grammatical error or typo will make you look less smart than you really are, especially if you know better. Continue reading →

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Just say No? It’s not that simple: your work style’s blind spots

18 Jan Birds on wire

In today’s Harvard Business Review blog, Tony Schwartz has a great post about “No is the new Yes: Four practices to reprioritize your life.” In it, he describes a typical executive workday filled with meetings, email and hair-on-fire requests that keep their wheels spinning endlessly.

The tyranny of the urgent over the important seems like an unchangeable force, as if we are constantly running on a hamster wheel. But doing so will leave us tired—or fired—unless we can find a way to hop off the wheel.

I observe that for some executives, the hamster wheel bleeds into relationships with colleagues and subordinates: they never seem to be present for the people they are leading. That’s why I wanted to offer five lessons I’ve learned about managing time, work, people and priorities that embraces Schwartz’s fundamental argument about saying no more often … but does so with finesse based on the styles of people you’re working with.

You might be familiar with a work style framework from DiSC, Meyers-Briggs, Kolbe, or others—my personal favorite is Market Force, taught by the folks at aPriori International. I’ll explain each type of style and their blind spots related to saying no.

Lesson one: Balance time discussing what you’re working on with a healthy debate on why. Continue reading →

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Getting lucky (The best job interview question, ever.)

16 Jan Clover

There’s a killer question one of my senior executives likes to ask of new people who are interviewing for a role at my company: “Do you think of yourself as a lucky person?”

This is a trick question, because there is a right (and a wrong) answer.

If you answer “No,” you will not be hired.

Let me explain. The executive asks this because he’s interested in whether interviewees have an optimistic view of life. He wonders if people feel they “get what they deserve” or if the universe does them one better, blessing them with great opportunities and people in their lives.

When we look for new employees at my company, we want a few essential ingredients, what we call SOAP: People who are Smart, Optimistic, Ambitious and Passionate. Some of my colleagues take this object lesson to its logical extreme and hand out bars of soap at our corporate training camps, reminding attendees (who are our rising stars) that we’re investing in them because Continue reading →

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Key question for innovators: How can we make this more fun?

30 Nov Fun paint

As part of my social media experimentation and engagement strategy (that’s code for “learning it by doing it”), I sometimes participate in one of Harvard Business Review’s #HBRchat sessions on Twitter about leadership.

These can be a great—if chaotic—place to discuss business and management issues with other leaders on Twitter. Even if you miss the weekly chat sessions, the posted recaps always include a few insightful zingers, in tidy 140-character bites.

One of the questions I recently answered was “What are the qualities of a great leader?” My immediate tweet back? “A sense of fun.”

Leaders generate better ideas (and greater innovation) when people are willing to take a chance in proposing a wacky idea. Fun breaks down the barriers and fear of failure.

During the chat, I went on to argue that the most effective leaders make a conscious effort to build a sense of fun in their teams. They are intentionally approachable, which in turn encourages people to go out on a limb, look silly and even fail.

Let me put it another way: I strongly believe that leaders with a sense of fun will get better ideas from their team, because their team members will be less afraid to propose or pursue them.

I can tell you this: I can offer up the most hair-brained idea to my CEO fearlessly. While I typically put serious effort and thought into honing things before they get in front of him, I still feel the sense of fun, the permission to be foolish that makes innovation possible.

For example, at Pixar, mistakes are celebrated along with successes—the nothing-ventured, nothing-gained mantra is “He who fails the most wins.” Pixar’s appetite for risk has removed layers of fear that stifle creativity and limit an individual’s willingness to go out on a limb with a crazy idea.

What I love is that Pixar hired top-notch creatives who were considered “unmanageable” and gave this group free reign to do their best work. Result? Their film, The Incredibles, won Academy Awards and became a best-selling DVD, even though its budget per minute was lower than any previous Pixar film.

I have to imagine that fun was more than just a movie goal. It was an essential mandate for being part of the team.

Google tells a similar success story; it enables its engineers to spend one day per week or up to 20% of their time working on anything that interests them. Here, I see fun at work as a product of autonomy—getting to choose to do what you love.

Both Google News and Google Product Search were spawned by this permission to innovate. Pulitzer-winning author David Vise explained, “Google … technologists think first of ways to solve problems; only later, if ever, do they worry about how to ‘monetize’ them.”

For an extra helping of fun, take your meeting outside, or somewhere more interesting than your office.

One of my most successful projects was proposed twice, dismissed twice, and finally left for dead by a boss that fostered a sense of fear, not fun, in the workplace. It’s hard to keep pushing your idea at what feels like a brick wall.

But, when things changed and I had a new opportunity to pitch my idea, the project was resurrected (and we had a lot of fun doing it).

Fun beat fear, and the results speak for themselves.

What’s getting in the way of your ability to innovate? Maybe it’s a lack of fun, or the presence of fear of failure. So instead of tackling the innovation problem, consider taking a step back and asking a simpler question: How can we make this more fun?

GO.

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You know you’re rich when…

29 Nov Are you wealthy? How do you define prosperity?

I watched with morbid fascination this past weekend as news reporters relayed the following Black Friday-related stories.

  • Stores including Target, Toys R Us and Wal-Mart opened on Thanksgiving night, further stretching the shopping marathon.
  • A couple camped outside of an electronics store from Monday through Friday morning (yep, they spent their Thanksgiving on the sidewalk) to be first in line to get $199 42-inch TVs and $299 laptops.
  • A dozen people were sent to a hospital after a woman pepper-sprayed a crowd during a scuffle involving sought-after items in a large retail store.

Do any of these stories bother you? At some level, each put me on edge.

The name Black Friday originated in Philadelphia, where it was originally used to describe the heavy, disruptive traffic on the day after Thanksgiving, according to Wikipedia. Later, an alternative explanation suggested that “Black Friday” is the point at which retailers begin to turn a profit, or are “in the black”.

That’s really what Black Friday is about—retailers making a profit. But at what expense? This year many national retailers set a new precedent by opening on Thanksgiving. It makes me sad, thinking of my best friend (a longtime retail manager) and how she was never able to spend Thanksgiving with her family 250 miles away because trying to get Black Friday off work was impossible.

The Macy’s CEO tried to spin it another way, saying that seasonal workers don’t mind the extra hours, but I still find it sad that many retail workers have to choose between being employed or being with family.

I also find the decision to camp out for bargains quite sad. Just how much money are they “saving,” anyway? I put a pretty high premium on the opportunity to sleep in (or even just be at home, not away on business), so the idea of spending several windy, rainy nights in a tent on a sidewalk does not appeal to me.

I do this mental arithmetic: How much is my time worth? How much money am I actually saving? The answer to this question informs lots of my choices about money, including whether to hire a housekeeper (it creates time I can spend with my family instead) and myriad other conveniences.

By the same token, when I don’t choose convenience, such as when I choose to make my kid’s birthday cupcakes instead of buying them at a store, it shows how much I value what I am creating.

My core reaction to all of the shopping lust that crops up during this so-called giving season is a real assessment of what wealth is.

Are you wealthy? How do you define prosperity?

Are you rich? Are you wealthy? Are you prosperous? By almost any measure, I am.

I should clarify. Before you imagine me in a totally different tax bracket, I’m not among those with elite wealth, what I’ve heard described as “jet money.” At that level, you aren’t just going on fancy vacations … you’re flying there in your own jet.

Sure, that’s wealth. But I think too many people see that as the only definition of wealth, and fail to appreciate the prosperity in their here and now.

One way I used to describe prosperity post-college was “you don’t have to balance your checkbook before ordering a pizza.” It’s great to be able to splurge—even on pizza—without second-guessing your financial means.

By far, my favorite description of wealth is from my mom. My folks married early, lived frugally and worked tirelessly for years to build a small business and raise two little girls. After more than a decade of work, my folks finally “made it,” which (to me, in middle school) meant the ability to buy clothes at the mall, not just at Goodwill and garage sales.

“I felt like we were rich when I could go to the grocery store and buy anything I wanted,” my mom said.

And isn’t that a great measure of wealth? Consider how few people in the world have access to a wealth of choices in a grocery store, much less the means to buy whatever they want?

So, throughout this holiday season as you enjoy giving and receiving, consider your own definition of wealth. Do you have enough? Plenty? Prosperity? Wealth?

I believe I do, and that alone frees me from the compulsion to shop at 4 a.m. or grapple with other shoppers over some discounted item. I have everything I need.

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You are not air-dropped into corporate culture

11 Nov Culture

Hi there. What’s your day been like? Meetings? Deadlines? Buzzwords?

Oh yeah, I hear that. In my newsroom, back when I was a journalist, we used to make fun of the worst corporate-speak press releases that came in. They were chock-full of business clichés like “leveraging synergies” and “thinking outside the box” and “win-win situation.”

But the most frustrating one for me was “corporate culture.” It was as if culture were an immovable force, a wilderness that you’re air-dropped into. Somehow, as the employee, you’ve got to survive it.

But I don’t buy it.

I see corporate culture not as something that comes at you, like a ball thrown for you to catch, but as something you constantly create and affect, like being in a swimming pool, making ripples of your own.

You heard me: you are responsible for your corporate culture. Not leadership. Not your manager. You.

I told you a while ago in Guiding by Goals that I developed a list of three business goals in response to a challenging colleague. Last on the list was “Thrive in a positive and professional work environment.”

But when that colleague was finally out of the picture, I realized I was wrong.

My goal assumed culture was something thrust upon me, something I had to react to. But it didn’t credit my ability to change things, to make the company I’m in become the company I intend. So I changed my goal. My new goal is this: Lead culture and best practices.

Let me give you an example of leading culture. This summer, I partnered with our Chief Information Officer to present a fun lunch-and-learn to our corporate team called “Apps & Apps.” I demonstrated six appetizers (I adore cooking), and the CIO demonstrated a bunch of cool apps for iPad and iPhone.

It was a hit! So many colleagues said it was the most fun program they’d seen. More importantly, I think it shifted the company culture just a little bit further toward what I intend—a place where everyone has something interesting to contribute, where we enjoy each other and have fun learning together.

I’m sure you feel like sometimes your corporate culture is lacking. Maybe your sense is that everyone’s got their head down, grinding under project deadlines, budget cutbacks and political wrangling that can truly take your eye off the ball of what’s important.

Out for drinks with colleagues one night, someone asked me how I’d handle a particularly cranky set of folks who never seemed like they enjoyed work or each other. What would I do?

“Forget ‘em,” I said (or another word starting with F), speaking from my gut and shocking myself as much as I did them. And then, I added this quote from another colleague: “You can’t get blood from a rock.”

My point is this: you can spin your wheels forever trying to “get everyone on the same page,” “achieve buy-in” or any number of other business clichés. Or you can just be who you were meant to be: a positive, dynamic, inspiring influence on the culture of your company.

I love the quote, “Don’t try to win over the haters. You are not the jerk whisperer.” (Another good blog on this here.) So that’s where I draw the line on creating culture—be the influence, but be OK with the fact that not everyone will follow.

That’s because some people show up for work and are unprepared to participate in culture. They see it as happening to them, and if they don’t like it, chances are they’re living in resignation and resentment, a hole they’re not likely to climb out of.

Take a risk. Throw ‘em a rope, be your authentic self, live the culture and values you intend to spread throughout the organization. You’ll surprise yourself with followers. And who knows? The haters might just come around, too. (I keep talking to those cranky people, thinking, Someday….)

Take 15 minutes to go affect your corporate culture by being the kind of person you want your whole company to be—inspiring, polite, thankful, collaborative, fun, engaging, risk-taking, authentic. Don’t wait for someone else to take the cultural reins. GO.

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One way to get un-stuck: Use ‘extreme questioning.’

7 Nov Extreme questioning feat

I’m back, and I’ve got 15 minutes to tell you the rest of the story.

Last post, we were talking about Lord Voldemort—a painfully challenging colleague who made coming to work every day feel like torture.

The first step was realizing I couldn’t change her.

The second step was realizing I could change my situation. I realized my options were good, they were exciting, and that all I needed was to take the third step—to decide.

I made the choice one March day in San Francisco. I was participating in a business coaching training session and the leader of the session stopped me cold: “When will it change?” he asked.

“I don’t know,” I mumbled.

Extreme questioning. Photos by Epredator (above) and Qthomasbower (top).

“Closer to now or 2011?” This was March of 2009, and the thought of spending two more years in close proximity to Voldemort sucked all of the joy out of me (which, if you know me, is nearly impossible to do).

“Closer to now,” I answered.

“Closer to now or 2010?” the coach pressed.

“2010,” I said. It was only nine months away.

“Closer to now or September?” he asked again.

Let me give you some context. What the coach is doing is a technique is known as “extreme questioning,” starting with a very broad range and whittling it down, bit by bit, to help the person being coached decide for themselves. It’s not up to the coach—it’s up to you. You know in your gut when the time is right.

“September,” I answered, still wanting to avoid the harsh reality that I would have to make the change from the best job I’d ever had.

“Closer to now or August?” he asked.

“August 18,” I finally answered. There. I’d done it. I made the decision.

It was the date of my wedding anniversary, and the first day of our planned Business Pursuit Conference, which I was responsible for running. Given the tyranny of Voldemort from the prior year’s conference, I figured planning the conference would be the pressure cooker I’d need to really push me over the edge.

“There’s you answer,” the coach said quietly. And he was right. It was time to let myself be guided by my goals, rather than dying a death of a thousand cuts by Voldemort.

Making the choice made me lighter. It enabled me to focus more on doing my job than on keeping it. I did good work. I delivered great projects. I developed a successful conference.

And before I had a chance to make the final choice of leaving the career I’d chosen and cherished for more than four years—poof—she was gone. It was because her attitudes and actions were inconsistent with the culture we intend.

So, rewind a bit (just a little, I only have two minutes left!). Remember how I told you in the last post about my three key business goals? That one was to thrive in a positive and professional environment? I’d love to tell you more next time about how that goal has evolved since her departure.

But in the meantime, consider this—where are you stuck, in life or in work? What needs to change for you to move forward? What action would you need to take to make that change? When?

You know the answer, it’s just easier to find it by giving yourself the full spectrum of possibilities. Use extreme questions. GO.

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