Mulling at Work by Emory Mulling

Non-Verbal Communication: Dress Your Way to the Top

2010-02-22T12:47:00.001-08:00

Are there any clothes that are always inappropriate or any rules that always apply to dressing for work?

Do not wear clothing that you would wear on social occasions. Be careful of low necklines and unbuttoned shirts. Clothes that are too tight or too fitting are inappropriate – especially if you are not in shape. Keep your wardrobe updated, even if it is just with accessories. No themed clothing (i.e., Western/cowboy). Don’t be too monochromatic… add some color. No overly expensive clothing or designer bags, and definitely don’t brag about what labels you are wearing. Not only is this good manners, but you don’t want your boss to think you have so much disposable income that you don’t need a raise or promotion.

What are some good sources for advice about work clothes? What are some sources to avoid?

Books: Beyond Business Casual: What to Wear to Work if you Want to Get Ahead –Ann Sabath & What Not to Wear for Work! Dressing for Failure – John Carter. Also, it never hurts to ask your boss or mentor. Don’t get advice from the sales person at your favorite boutique!

When is it dangerous to be too conservative in what you wear at work?

If you are working in a creative environment, you don’t want to be overly conservative. (PR firms, marketing companies, dotcoms). Also, if you are usually a casual dresser and come in wearing a suit, your boss and co-workers will probably think you are interviewing for a new job.

Should the workplace be allowed to dictate that women wear makeup or men have certain types of facial hair? When does dress code cross the line?

This issue has gone to court several times. Companies have a right to dictate the appearance of those individuals meeting the public on behalf of a company. For instance, airline ticket counter employees, customer service representatives, people in outside sales are all subject to a company standard. Disney is one company who regulates the appearance of all employees from those sweeping the park to sitting in the corporate offices.

How do you handle an employee who walks the line – i.e., is technically within dress code but looks terrible or too sexy?

Talk to the employee. Let him or her know that wardrobe choices are important to both career and company image. As far as I can tell, far fewer people are held back in their careers for being conservative dressers than for being wacky dressers. If you aren’t sure that your outfit would be allowed under the dress code, don’t wear it. Work isn’t the place to experiment.

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Love in the Workplace

2010-02-12T10:24:00.000-08:00

Business people spend the majority of their waking hours at work, so it’s not surprising when romance is sparked at the office. Sometimes the couple does a good job of keeping the relationship low-key; but other times, sparks of another type can fly if the romance hits a rocky point or if it starts to affect performance. It may become necessary for management to intervene in order to prevent widespread damage. Office relationships can take several forms, and each has different implications for the company as a whole.

Relationships affect others

Take the case of an extramarital affair. It doesn’t matter if one or both parties are married, but assume the relationship is consensual.

Sally is a vice president of sales with the company, and she has been involved with Paul, who is a sales representative working on her team. They tried to keep the affair secret, but rumors have started to fly. Some sales representatives on Sally’s team have suggested that Paul is getting preferential treatment. Others have implied that Paul is not pulling his weight on the team, yet he is in line for a promotion.

Because the relationship is affecting others in the company, it’s time to step in. The boss should confront Sally first, because she holds the senior position. If the two are peers, the boss should talk to them together.

This is not to imply that only Sally is to blame, but as a supervisor in the company, she has more potential to have a negative impact on others, especially those under her management.

Don’t rely on rumors

Before the confrontation, assemble all your facts. You should be able to cite specific ways in which the affair has affected performance; don’t just repeat rumors. Sometimes an affair between a boss and a subordinate leads to favoritism. But, often just as damaging, the perception of preferential treatment can hurt the morale of the team.

Make it clear that if performance between the two or those under Sally’s supervision continues to slip because of the affair, someone may be terminated. In a case where extreme damage already has been done, termination may be your only choice. If, for example, Sally overlooked Paul’s mistakes on an account because of their relationship, which in turn cost the company a customer, it may be too late to repair the damage. During your meeting with one or both parties, discuss only the specific work performance issues – you should not make any judgments about the relationship.

If romance blossoms between two single people in the office, it tends not to have as broad an impact as a hidden affair. But that’s just a generalization. There still can be challenges. For example, Fred and Ginger meet at work, start dating and enter into a serious relationship. If they work in the same department, or one is the other’s superior, you can have the same accusations of favoritism as discussed before. If so, you need to address it with the couple to be sure performance isn’t affected.

Make the policy clear

In this litigious society, some companies are instituting what’s known as a “consensual relationship agreement.” This is signed by both parties and put on file to show that both entered into the relationship willingly. The signed agreement can protect the individuals and the company from later charges of harassing activity.

If Fred and Ginger decide to get married, the company may face another dilemma. If the company has a policy against nepotism, one of the two may have to find another job. If a reporting relationship is involved, the company may choose to transfer either Fred or Ginger to another department. The company’s role is to make the policies clear to all employees so there is no surprise when a decision must be made. That is to say, you need a written policy in effect long before you ever need to implement it.

Regardless of the type of romance, there cannot be inappropriate behavior in the workplace. This is especially true if one employee is making unwanted advances on another. Sexual harassment is a serious issue, and one that must be dealt with using a pre-established policy. It is the company’s responsibility to educate employees on whom to notify in the event of harassment.

What do you think about love in the workplace? Have you ever been involved in an office romance? How did you handle it?

Photo by Tobyotter

Groundhog Day at the Office

2010-02-02T11:56:00.000-08:00

Punxsutawney Phil, the famous shadow-seeking groundhog in Pennsylvania, came out of his hole today and saw his shadow. While tradition dictates that this means six more weeks of winter, there are a lot of lessons for the workplace on Groundhog Day that have nothing to do with the weather.

Being Afraid of Your Shadow: The Risks of Not Taking Action at Work

The groundhog steps into the spotlight once a year, but real life doesn’t usually follow a schedule. Everyone can be in the spotlight in their jobs, but you may never know when that spotlight is going to shine on you. If you do excellent work every day, you are always ready when the light hits you.

When the groundhog comes out of his hole, he takes a big risk. He never knows what to expect waiting for him, but he still comes out of his house. We all have opportunities to take risks in our career. And, just as Mr. Groundhog doesn’t always see his shadow, you may not be successful when you take a risk. The key to making risk work for you is how you handle the situation when you don’t meet expectations. Keep your boss informed appropriately, and you’ll be able to get extra support. Most importantly, if you are not successful, don’t let it destroy your self-confidence.

Repeating Your Mistakes: How to Stop Making the Same Mistakes Over and Over Again

Everyone makes mistakes. Making one mistake is not a career-buster. Making the same mistake multiple times can be bad. To prevent this from tanking your career, evaluate why you made the mistake. If it was for a technical reason, ask for training and study on your own. Ask a friend for help. If your mistake was for another reason, be honest with yourself and don’t blame others. Ask yourself objectively if you are capable of doing this kind of work and if you have enough motivation to learn the skills needed for the job.

Outcomes You Can’t Control: How to Handle Things You Can’t Impact at Work

While most of your work is predictable, there are always situations you cannot control. How you prepare for and handle these situations is the key to your success.

Try to be proactive. If possible, forecast situations you can’t control, like sabotage, office politics, or economic conditions in your industry. Always keep your antenna up if someone is out to get you. Usually this person has a reputation of doing this to others. If it is politics, make sure you are being protected by your boss and have friends that have input on how to handle the situation.

If economic conditions in your industry are bad, assess whether your job is at risk in the event of a company layoff. It may be time for you to look in another industry – who needs your skills?

When something happens at work that you can’t impact, how you respond is critical. Make sure your boss is informed and knows why you think it happened. Get advice on how to handle the situation; you will find out quickly if your boss is supporting you.

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Dealing with Conflict at Work

2010-01-25T13:39:00.000-08:00

The workplace is often the greatest source of conflict in our lives. While confrontation can be scary (and risky) sometimes you just have to face a situation head-on. Here are some of the most common questions about conflict and confrontation at work.

Dealing with Office Gossip

1. What are some ways employees can manage/interact with the office grapevine successfully?

Have your ear to the ground because you need to know what’s being said, whether it’s true or untrue. The fastest mode of communication is inner-offer gossip, and a company’s intra-net (email, chat, etc.) enhances the speed. Know who the biggest gossipers are, who has the biggest mouths, and use that knowledge to your advantage. For example, use the grapevine to get the message out that someone was fired for stealing, and you’ll notice a decrease in theft.

2. What should an employee do if he or she is the victim of untrue gossip or speculation?

If you know the source, you have two options. First, you could go to the source, play dumb/naïve, and say, “Did you know there’s a rumor that I…? Can you believe it? Here’s the proof it’s not true.” OR, you can confront the issue with the source, as in, “I know you’ve been saying X about me, and these people can testify that you said it. Do we need to go see the boss about this, or will you stop saying it?” In either case, be brave enough to confront the issue immediately, and you will nip it in the bud.

3. What are some tips for avoiding office gossip?

Know who the bad-mouthers are and be friendly to them. Be careful what you say, but make sure they think that you’re friends. If you’re in management, you have a responsibility to try to eliminate as much gossip as you can. If someone is a frequent offender, discipline them. Have a policy about gossip, and outline the repercussions.

When Your Boss Steals Your Idea

1. What should an employee do if her boss steals an idea she came up with? Does this change if the idea thief is a co-worker? If so, why?

If it’s a co-worker, deal with it the same as a gossiper – confront them with proof that it was your idea. Say, “I’m going to my boss to prove this was my idea. Do you want to go with me?”

If it is your boss, hopefully you have proactively emailed your boss’s boss. Go to the boss (with a different tone of voice) and say, “I’m confused and wondering why people don’t know I initiated the idea. Can you help me understand?” Another good approach is to play dumb and say, “I’m afraid if I don’t get credit for this work it will hold me back. Can you help me?”

Whatever the case: BE PROACTIVE. DON’T BE NAÏVE. The most frequent area that we executive coach is conflict avoidance. When people are mistreated, they often won’t have the conflict necessary to protect themselves. Immediately go to the person – don’t wait! HAVE GUTS.

2. Describe a few strategies employees can use to avoid having their ideas stolen.

Prevent it by passwording all information you’re working on for a project. When you have an idea that could be stolen, email the information out and copy your boss, a peer, or your boss’s boss to document that it’s your idea. Also talk about it in meetings proactively. Most idea-thieves will go steal from someone else if you are known to document everything.

When You are Fast-Tracked and Your Boss is Not

1. What behaviors should employees engage in when they are considered "fast-tracked" and their boss is not?

Avoid bragging or sharing information that makes you look good, don’t name drop, and compliment your boss. Give your boss one or two ideas that will make her look good (not the plum ideas, but something that will help). Ask to help out when needed (stay late), thank him for his support, and introduce her to other people in the company that might help her.

If your boss accuses you of sabotaging him, immediately deny it and say you will help in any way you can. But, at the same time, go to your sponsor/mentor, HR, or your boss’s boss and explain what happened.

2. What behavior should employees avoid? Why?

Don’t avoid conflict but don’t lose your temper. If you lose your temper and are accused of being unprofessional, you will never be able to prove otherwise or get out of it.

Photo by markusthorsen

Haiti: Lessons for Charity at Work

2010-01-20T11:56:00.000-08:00

The devastation in Haiti as a result of a massive 7.0 earthquake has resulted in a death toll that is 70,000 and counting. When disasters happen, we often feel powerless to help. And in a struggling economy, charities have fewer resources than ever. There are several reputable organizations doing work in Haiti, and I encourage you to help however you can.

Many businesses take pride in the volunteer work of their employees, and others participate in fundraising drives for non-profits. However your company prefers to get involved, here are some Dos and Don’ts to consider.

Do:

- Get involved to show team spirit.

- Get involved with causes you are interested in so you will enjoy it more.

- Support the company effort as you would other company goals.

- Be careful in turning down an opportunity to support a charity if you feel it is not in line with your beliefs/interest or if it is too controversial.

Don’t:

- Over commit yourself – you will resent it.

- Appear that you are doing this for office politics only.

- Overly brag like you are the reason the project is successful.

- Require your employees to participate in a charity if they do not want to.

Organizations working to help in Haiti:

Partners in Health

Red Cross

Doctors Without Borders

Preparing for Your Annual Review

2010-01-18T09:57:00.000-08:00

Everyone wants to earn more money. If you work hard all year and meet the performance goals that your boss has set for you, you deserve a higher salary. But when the moment of reckoning arrives – the annual performance and compensation review – many employees approach it with a sense of dread and fear.

Few people are comfortable talking about their compensation. Even the best negotiators may handle reviews poorly and sell themselves short. Keep these tactics in mind and your annual review can be a lot easier, and – hopefully – more rewarding:

Practice negotiating your review with a friend or in front of a mirror. Even better, record yourself on audio tape or videotape so you can review yourself and polish the presentation.

Match your boss’s communications style. How does your boss usually communicate with you? Does he like to put things in writing or does he tend to communicate verbally? Make your boss comfortable by utilizing the style he prefers.

Use the sandwich technique if you feel you deserve a pay increase. State your accomplishments for the year. State your salary request. Then close out quickly summarizing what you’ve done, followed by what you plan to do in the year ahead.

State accomplishments by quantifying them. Use concrete figures: percentages, dollars, numbers or time frames. Most people don’t like to brag, but your review is not the time for humility. Take credit for what you’ve worked hard to achieve.

Keep a list or a drop file of your accomplishments. Few people do this during the year; if you haven’t, then this actually is a step for next year. Many people only think of what they’ve done one or two months before their review. A year is a long time and it’s only natural that the things you accomplished nine or 10 months ago won’t be remembered as well by your boss. It’s up to you to keep the kind of detailed record that will allow you to gently jog her memory.

What if you have a marginal year? You’ve stayed out of trouble, but you haven’t exactly been your company’s star. Stress what you did accomplish and discuss unfinished business as if it is something firmly under control and that will be completed. Certainly, don’t whine, but if there were reasons you didn’t accomplish as much as you would have liked, bring that into the discussion. Really, the tone should be that despite extenuating circumstances, you were still able to do so much.

If you don’t have good explanations for you lackluster year, however, don’t harangue your boss with weak arguments for a raise. You may already be on thin ice, don’t make the situation worse.

Whatever your negotiating position, prepare carefully. Remember, a poor review can do more than limit your raise – it can damage your career.

Photo by laverrue

How to Ask for a Raise

2010-01-15T13:05:00.000-08:00

This economy has been tough. Not only have record numbers of employees lost their jobs, but annual merit and cost of living increases have been frozen in many industries. At the same time, companies are squeezing as much profit as they can out of products, offering fewer diapers per pack for the same price, or increasing the cost per pound of apples. Working Americans are stuck in the middle, and even the hardest-working, most talented employees may feel underpaid while at the same time thankful for their jobs. It’s a hard place to be.

So, how do you decide to ask for a raise? First, determine whether or not the raise is justified. Second, think about what’s causing you to ask.

Is a Raise in Order?

Make a list of reasons why you think it is justified. Document your long-term accomplishments and goals. You won’t get a raise just because you recently brought in one big sale or finished one significant project. The burden is on you to show an increase is in order.

Also, do some research. Consult salary surveys for your industry, both nationally and regionally. The labor market is changes quickly, so it’s important the data you pull is up to date. Furthermore, certain disciplines are especially in demand right now and therefore can demand higher compensation. Your industry trade association probably keeps salary data.

Why Are You Asking?

If you have recently taken on new debt (like a bigger house or boat) or had a child, you may be feeling the financial pinch. However, you can’t expect your company to finance your choices. Even if those are the real reasons why you’re asking, be sure that you can justify your request with performance-based data and salary comparisons.

Why You Might Get Turned Down

First, your employer will also do the research, and it may show that your current salary is fair and in line with your industry. Simple as that. So be sure you know.

Second, your accomplishments may not warrant it. One or two successes, no matter how significant, shouldn’t necessarily result in a raise. Your boss expects that level of performance consistently to justify increased compensation.

Third, your company may be willing to lose you. That’s hard to hear, but be sure that your boss isn’t going to call your bluff. Even if you have offers from other companies for more money, the boss won’t want to start a bidding war every time this happens, especially if you aren’t considered key to your company. Your loyalty may also be called into question based on your willingness to pursue outside opportunities. Only play that card if you really want to stay where you are but can’t afford to turn someone else down.

Fourth, your company may be hurting financially in ways you don’t realize. If you are aware of financial troubles, you’ll want to craft your pitch accordingly. Don’t give up a great raise in the long-term for a pittance right now.

What to Ask for if the Answer is No

If your boss says no, swallow your hurt and frustration before you respond. While you might feel angry in the moment, taking some time to carefully think through your response is the best way to maintain your professional image.

Ask your boss to clearly outline what expectations will result in a raise. Develop a three- or six- month plan that includes specific goals that must be met. In addition, have your boss talk you through your career path and future opportunities at that company. (Hint: if your boss can’t do that, it’s time to quietly start looking elsewhere.) Set a time to re-evaluate the situation in six months.

Photo by AMagill

Snow Day?

2010-01-07T12:13:00.000-08:00

With a major winter storm moving its way across Atlanta this afternoon, it seemed an appropriate time to remind both businesses and employees of their responsibilities in bad weather.

For Businesses:

1. Create an emergency hotline. If you don't have one, add this to your action plan for the coming year. Create one place that every level of employee can go to find out if work will be canceled or impacted by inclement weather and other emergencies.

2. Be flexible. Give as much leeway as you can to allow your staff to work from home. While telecommuting may not be ideal in all situations for your business, you might be better off allowing it when schools are canceled and travel conditions are bad.

3. Plan ahead. If your business needs to operate regardless of the weather, put plans in place to manage for all types of conditions or to run on a skeleton crew if you can.

For Employees:

1. Be proactive. Make sure you know what your company's emergency plan is and what number to call to find out the latest news. Take the initiative to find out the information yourself, rather than relying on your boss to seek you out.

2. Plan for kids. Schools often close when businesses stay open. Establish a back-up plan for childcare and ask your boss about telecommuting when schools are closed. Don't assume that your workplace will give you the day off if your kids are out.

3. Be prepared. If you do have to work, make sure that your tools (ice scraper, umbrella, etc.) are at the ready. Set out everything you need the night before, and set your alarm early. Bad weather always equals a bad commute, so look like a rock star by still making it to work on time.

Whether you are a business-owner or an employee, take inclement weather seriously by preparing for it.

Photo by jpctalbot

Resolve to Be a Better Boss

2009-12-27T12:54:00.000-08:00

The calendar says it’s time for the annual tradition of making New Year’s resolutions. Gyms will be full of people (at least for a couple of weeks) trying to get in shape. Offices might empty earlier as people resolve to spend more time with family and live a balanced life. Others may resolve to buckle down on the job with a promotion or a raise in mind.

The turn of the year is a good time to do a gut check to see if you’re being a good leader for your team. How about making ten resolutions to be a better boss?

· Resolve to delegate. Delegation is one of the most critical developmental needs I see in my executive coaching business. Surround yourself with people whose skills complement yours, and delegate tasks that will allow you to focus on the big picture. Holding things too close to the vest can slow growth for your company. It can also slow the development of your people if you do not allow them to take responsibility.

· Resolve not to abdicate. At the other end of the spectrum from delegation is abdication – the boss who doesn’t take responsibility for anything. As a boss, you have to direct the team and provide leadership. It’s a delicate balance between too much and too little leadership, and one that requires constant attention and adjustment.

· Resolve to give credit. Too many bosses shine in the spotlight and take credit for team efforts. This year, give credit where it’s due and highlight the people who help make you look good. Remember that when the team succeeds, it reflects positively on everyone.

· Resolve to solve conflicts. Do you avoid conflict like the plague because you simply don’t know how to handle it? Know when to get involved with disputes and when to allow co-workers to resolve issues on their own. A good boss is both coach and mediator, helping the team through the rough times as well as the good times.

· Resolve to listen more. Don’t be the boss who talks too much, shouting orders and pushing your opinion through. Step back and listen once in a while. Be receptive to other people’s ideas. You might be pleasantly surprised by what you hear.

· Resolve to share information. There are times to listen and there are times to talk. Don’t fall prey to the notion that you can move ahead quicker by retaining critical information just for yourself. Too many bosses hold back information, particularly when it’s bad news, thinking they will resolve the situation themselves. The team will operate more effectively under a practice of full disclosure.

· Resolve to treat everyone equally. Many bosses have a “teacher’s pet” that seems to get his or her way more than others. This can be especially true in a family-run company where perhaps one sibling is shown favor. You can raise your credibility with subordinates by not playing favorites and treating everyone fairly and equitably.

· Resolve to give constructive feedback. Some managers are bullies, embarrassing people in public by pointing out their mistakes. They think it makes them look like a stronger leader when, in fact, it makes them look weak. More effective leaders know how to give constructive criticism that will allow people to learn and grow. Being a bully only creates tension and “yes people” around you who will bring down the team as a whole.

· Resolve to stay connected. The corporate grapevine is one of the best sources of information for bosses. It’s amazing what you can learn by staying connected to everyone in the office. One way to do that is by what I call “walking-around management.” Simply walking the halls and talking to people casually can bring you up to speed on current corporate initiatives, what people are concerned about and who’s coming and going. Try to have a few advisers who will keep you up to speed and be honest with you, not filter the information and tell you only what you want to hear.

· Resolve to say thank you. We’re just coming off the holidays, when everyone was filled with goodwill. Retain that spirit throughout the year by showing appreciation for those around you. Stop occasionally to say thank you to people on your team for a job well done. Try not to work people too hard, and if you have to ask people to go the extra mile, occasionally, acknowledge their efforts. Your appreciation will be returned.

Walking the Talk and Other Business Resolutions for 2010

2009-12-15T10:33:00.000-08:00

Have a hiring strategy.
Be sure your managers know the company’s short-and-long-term goals so they can hire accordingly. Whether you have ambitious plans for growth or just want to stay the course, each department should have a hiring plan that supports the company’s objectives.

Recruit all year long.
Most companies don’t recruit until there is a specific job opening. More typically, they stretch the limits of their existing staff to the breaking point until increased revenues justify an addition. But think back to the last time you had to fill a key position and the amount of time it took to find the best candidate. Even with a higher unemployment rate, finding the right candidate takes time.

Commit to training.
Just as your hiring strategy should mirror the company plan, so should training. Often, you can prevent adding a staff position by enhancing the skills of an existing employee. Monitor changes in your industry to determine whether your staff is keeping up with the technology.

Stay competitive.
Keep salaries current with industry standards so employees don’t seek other jobs just to make more money. Consider changes in your benefits package that will address the needs of your staff and their families more fully now and into the future. Accordingly, look into a retirement plan if none currently exists for your company.

Trim the fat.
Look at last year’s overhead and determine where cuts can be made, then get the whole company on board to support the effort. For example, if ordering office supplies is centralized through one person, duplication can be avoided and you can save on bulk purchases. Set limits and procedures for expense reports so they don’t get out of hand. Give each department a budget and make the manager responsible for its implementation, so each department head feels accountable for keeping expenses on track.

Face reality.
Are you in denial about things that are bringing the company down? Do you have poor performers who need to improve or move on? Are employee disputes getting out of hand without resolution? Does your company continue to offer unprofitable products or services just because no one ever questioned their viability? Do you maintain relationships with customers who aren’t profitable because you’re too afraid to drop them? Just as you would resolve to do away with bad habits in your personal life, you should resolve to eliminate things that are damaging your business’s performance.

Motivate your staff.
Don’t get so focused on your business goals that you lose sight of the people helping you get there. It’s amazing how much a little positive feedback can do toward motivating someone. You don’t need a formalized employee-of-the-month program to recognize your staff. Start by acknowledging good work in staff meetings, or sending personal notes to employees thanking them for a job well done. Encourage your managers to do the same. Employees often hear when their work is not up to par, so let them know you appreciate it when they’ve hit a home run.

Set a good example.
The company owner sets the tone for the workplace. Have you created an atmosphere and company culture that will enable the business to succeed, or are office politics and unhealthy competition the norm? This is an ideal time to reinvent yourself and, as a result, your company

Signs Your Job is in Danger

2009-10-19T07:55:00.000-07:00

Often there are clear signs that your career is in danger well before the ax falls.

Correctly reading the signs, however, is only half the battle.

Many people make the situation worse by sticking their head in the sand and hoping a problem will resolve itself. Most often it won’t. Whether you are afraid of what may be coming, or you simply aren’t sure what to do, inaction is not the answer. Instead, recognize the problem and address it before the situation is irreparable.

For example, say you’ve had a good relationship with your boss. Suddenly, though, he or she interacts with you less often, or stops giving you information you should have. This is the type of problem you should address early in order to minimize damage.

Most people are willing to discuss a situation if you take the initiative. Ask to meet with your boss. Raise the subject politely, without making any demands or showing anger.

Tell your boss: “There seems to be some strain on our relationship. Am I imagining this, or is there something I’ve done to create a problem?” If your boss is unwilling to discuss the matter, there may be a greater issue, such as whether you’d be better off working for someone else.

Another sign of trouble is when your co-workers begin to avoid you. It could be because your reputation has been damaged by gossip, or perhaps others sense that your star is falling and don’t want to be associated with you. If the problem is gossip, try to get to the source of the talk and correct it.

Sometimes the source of a problem may not lie with your boss, but with a co-worker or your boss’s boss. For example, you aren’t invited to planning meetings that you should be involved in, or confidential information no longer comes your way. Go to the meeting planner or the information source and try to work your way back in.

If your company is developing a new product, go to the project’s key people and casually ask, “What is this I hear about a new product?” See what information is divulged. If you are stonewalled, or you can’t work your way back into the circle, it’s time to speak with your boss again.

Talking about a situation will not always resolve it. You have to be realistic – if the situation is unmendable or beyond your control, recognize that it’s time to move on. This is a hard thing to accept, but denial will only make the problem worse.

photo by Internets_Dairy

Job Sharing Helps Work/Life Balance

2009-10-13T07:40:00.000-07:00

Job sharing and part-time employment can help you divide your time between work and family, educational or entrepreneurial goals. It may be a challenge to sell this concept to your company, but some organizations are open to the idea. Consider the following scenarios on who is appropriate for it and some strategies on how to convince your company that it will work.

Working Parents: New parents, or parents who wish to spend more time with their children, may want more time at home but are unwilling to give up all of their income. If you’re in this situation, try to find a co-worker who is willing to split the workload and hours with you. Formulate a plan that includes a complete schedule of your proposed arrangement before you open discussions with your boss. Stress how you and your co-worker will communicate to ensure a smooth work flow for fellow employees or customers and to prevent duplication of work.

Professionals returning to school: In this competitive market, some professionals hope to gain job security and advancement by earning a master’s degree or Ph.D. Some find it easier to cut back on work hours and attend school full time. Present the idea based on the long-term benefit of your degree to the company.

People not yet ready for retirement: Some people nearing retirement age are willing to cut back, but they don’t want to give up their present position. You may be able to sell the arrangement as a financial advantage to your employer because the company can save money of benefits and salary if you work part time. Your boss may agree that your years of experience are too valuable to lose. Stress your role as a mentor to less experienced co-workers.

Professionals launching a business: Job sharing offers a practical solution for professionals who want to start their own business part time with their company’s knowledge. You still have a secure income while your entrepreneurial venture gets off the ground, and the company maintains a dedicated employee. Some entrepreneurs even find that their company becomes their first client. Reassure your boss that you will not work on your outside venture on company time.

To sell job sharing to your boss, convince him or her that the quality of your work will not suffer. You must sell the company on the idea that it will benefit. Develop a complete plan that outlines specific terms such as hours, pay and benefits. Think about the pros and cons of the situation and role play answering questions. Present results-oriented goals that illustrate your commitment to the job, such as sales goals for the first three months of the new arrangement. Remember that you’ll face close scrutiny until the concept is comfortable to everyone.

photo by clairity

A $2 Million Affair?

2009-10-08T07:10:00.000-07:00

David Letterman's been getting a lot of news coverage lately. The talk show host was being blackmailed for having an affair with an employee on his show, and he came clean about being unfaithful to his wife on national television.

While you may never face the cameras for an indiscretion, you would be smart to think very carefully about love in the workplace. Here's an edition of AT WORK from February with tips on workplace relationships and sexual harassment.

Love in the Workplace

Adapting to a Corporate Culture

2009-10-07T08:30:00.000-07:00

Corporations are like people, they all have idiosyncrasies to which you must adapt if you want a successful relationship.

You don’t behave with your parents the same way you do with your friends. Similarly, what is acceptable in one corporation is taboo in another.

The corporate culture defines a business environment and makes it unique. To succeed, you must quickly learn the do’s and don’ts, which vary from company to company. For example, if you are aggressive at one office, you are considered a troublemaker. If you’re aggressive at another office, you are considered a strong manager.

Performance is the critical factor in moving your career forward, as it should be. But other considerations apply as well. Often, people who get ahead intuitively understand what is expected of their relationships, work habits and demeanor.

Here are a few examples:

Work habits. Standards of timeliness vary from company to company. Be sensitive about when your associates arrive for work and when they leave. Arriving at 9 am when everyone else arrives at 8:30 am gives the impression that you are on your own schedule – not the team’s.

It also can give the appearance that you are not working hard enough, even if you are still able to do the job. This relates not only to hourly employees, but to management as well.

Written communications. Every corporate culture has an accepted format for communicating, from internal memos to business development proposals. Again, disregarding the company’s style in favor of your own sends the signal that, in your mind, what’s good for you is more important than what’s good for the company.

Presentation. How you present yourself at work says more about you than just your appearance. Your choices telegraph what is more important to you – the company’s standards or your own. Maybe a man wants a moustache or beard in a company that frowns on facial hair. If he challenges the status quo, he sends the message that he is rejecting the corporate image.

The immediate issue is not whether the rules and guidelines are good; rather, it is whether you want to be regarded as a team player. Once you have established yourself as part of the team, you can come forward with new ideas and approaches. In fact, if you suppress your creativity, you deny the firm the opportunity to benefit from fresh insights and grow in new directions. The key is to choose the right manner and the right time in which to offer your input.

If you pit your own agenda against the company’s your reputation and career will suffer. Work within the corporate culture to simultaneously advance your own career and the company’s future.

photo by Ell Brown

Starting a New Job

2009-10-05T11:13:00.000-07:00

We often associate fall with new beginnings, probably because the kids go back to school, and we shake off our slower summer routines. Whether you've taken a job at a new company or transferred to a new department, your work life can feel just as uneasy as a kid's first day at a new school. Here are some tips to help you cope.

Be an observer. Watch the players. Is the communication open or closed? Do they accept new ideas or are they fixed to the status quo? What are the rules – spoken or unspoken?

Learn the organizational structure. Taking the formal power structure at face value is a mistake. An admin may actually be a power-wielding gatekeeper for your supervisor. Her power to filter most communication to the department head may make her the second-most powerful person in the department. Be observant, and discretely learn the informal hierarchy.

Don’t sprint right out of the gate. A career is a marathon, not a dash. If you suggest changes too quickly – even if your ideas are good ones – you can alienate your co-workers and make it difficult to gain their support. Begin by making small suggestions to see how they are received before you make sweeping modifications.

Identify the change agents in the department. Size up the mind-set of the power brokers. You want to make suggestions to those who are most receptive to new ideas. Select your audience wisely. Remember that the real decision makers may not be the people with fancy titles.

Watch what you say, and to whom you say it. If the department is tight-knit, what you say to one employee may reach the entire group within one trip to the water cooler. Determine the real lines of communication.

Don’t force your way in. If the group is tight, establishing yourself will take time and patience. Be kind and friendly, and let the group come to you. If there is a clique, you need to decide whether you want to become a part of it. Sometimes you find opposing cliques and you are placed in the uncomfortable position of having to cast your lot with one or the other.

You can also follow on Twitter or become a fan on Facebook for additional content, including a short version of the work style assessment The Mulling Factor.

photo by House of Sims

What Kanye West Can Teach Job Seekers

2009-09-16T15:30:00.000-07:00

Mulling at Work brings you a special series on interviewing for a job. Nothing is more important, or more nerve-wracking, than a job interview. This week’s articles will help you prepare. The third article in the series is about watching what you say when you're being interviewed.

Over the last few days, we’ve watched as three well-known celebrities let their mouths get them in trouble. First, Representative Joe Wilson shouted out in the middle of President Obama’s speech on healthcare. Next, at the US Open, tennis superstar Serena Williams cursed at a line judge. And finally, in a headline-making and head-shaking move, music celebrity Kanye West rushed the stage at MTV’s Video Music Awards, grabbed the mike from award-winner Taylor Swift, and announced that someone else should have won.

While all of these outbursts were certainly memorable, the backlash and negative publicity has been tremendous, and you can bet that all three of them wish they had taken a minute to think before they spoke. The lesson for job-seekers? Don’t allow your desire to stand out overwhelm your good sense about appropriate behavior.

The following anecdotes are all true stories gathered through personal experience and discussions with human resource professionals. While some may seem far-fetched, there’s a lesson in each horror story.

Going for the gusto: One candidate was escorted into the interviewer’s office and asked to sit wherever he wished. He proceeded to sit at the interviewer’s desk, much to the surprise of his host! Career advancement experts often say to dress like the position you desire, but sitting in the seat of your potential boss is a premature expression of your ambition.

Here’s the pitch: Another candidate was interviewing for a sales management position in a Fortune 500 corporation. In the middle of relaying a success story, he asked for a flip chart and marker. He then spent 15 minutes drawing charts and pacing the room. Yes, the goal is to sell yourself and your skills, but it’s best to remain seated throughout the interview.

Something smells fishy: A colleague once interviewed a candidate whose cologne was distinctive and overly apparent. Unfortunately; the interviewer was allergic to the cologne and she had to cut the conversation short. Looking back, she could remember nothing of the candidate but the smell.

A resume celebration: Not only are candidates creative with the look of a resume, they are often creative in its presentation. One young woman applied for a job in a marketing department of a large corporation. Her resume was delivered in a tube filled with confetti that spilled all over the HR Director’s desk. The candidate clearly had not researched the company or she would have known its conservative culture. The resume went directly to the trash without even a quick glance.

Casual day: A marketing company was hiring under a tight deadline, so interviews were held on the weekend and candidates were told to dress informally. However, one candidate showed up in jeans and a t-shirt. Even if told to dress casually, a candidate should wear something that presents a professional appearance. You want to be sure that your physical appearance sends the same message as your qualifications.

There’s a moral in these anecdotes. As a job candidate, you should do everything possible to stand out from the crowd. But in general, you should let your experience, skills and personal aptitude – not a flashy presentation or gimmick – be the factors that set you apart. Can someone tell that to Kanye West?

photo by Pyrator

It’s More Than What You Say

2009-09-13T18:11:00.000-07:00

Over the next two weeks, Mulling at Work brings you a special series on interviewing for a job. Nothing is more important, or more nerve-wracking, than a job interview. This week’s articles will help you prepare. The second article in our interview series discusses the non-verbal part of interviewing.

It's more than what you say.

Giving all the right answers in an interview is only one element of how you’ll be evaluated. Even before you sit down for a discussion, your interviewer likely has formed his or her opinion of you. Presenting a positive impression from the first to the last moment of the interview is the key to landing the job you want. There are several things you can do to project the right image without saying a word.

Appearance. Your outward appearance is the first clue a prospective employer has to your overall persona. If you are unsure of the dress standards at a company, it’s best to go conservative. A dark suit is a safe bet for both men and women. Keep jewelry and distracting accessories to a minimum. Don’t carry too much with you because you’ll look sloppy. Bring only a neat binder holding a note pad and a clean copy of your resume.

Before the interview. You never know who might be watching, so remember that your interview starts when you arrive in the parking lot. Don’t fix your hair or makeup in the car, or sit in the car to kill time if you’re early. It’s also advisable to make a trial run to the office a day or two before your interview so that you’re familiar with parking and other intricacies of the property that could cause you to be late for your meeting.

Meeting and greeting. Introduce yourself to the receptionist clearly, especially if you have a difficult name. Either sit or stand in the lobby, but don’t pace. Make eye contact with and smile to all who pass you so that you appear friendly and approachable. When your contact comes out, greet him or her with a firm handshake and energetic smile.

Small talk. Become familiar with buzz words in your industry. Stay current with news so that you can respond intelligently if the interviewer asks your opinion about a specific topic.

Body language. Keep good eye contact at all times to show that you are honest and interested. Smile during the interview to calm your nerves and show enthusiasm. Sit forward in your chair and maintain good posture; poor posture comes across as a lack of energy. It’s acceptable to “talk with your hands,” but movements should be natural and focused in front of your body. Keep your feet planted on the ground or crossed at the ankles.

Closing the interview. Be alert for hints from your interviewer that the meeting is coming to a close. Some interviewers give obvious clues such as standing or thanking you for coming while others may seem to get distracted. It is important to end the interview just as you began it, with energy, a handshake and a smile.

Practice these physical elements of the situation so that you appear natural, confident and in control. You’ll encounter enough stress responding to questions; don’t let an unpolished image destroy your chances before you open your mouth.

Tell Me about Yourself

2009-09-10T10:49:00.000-07:00

Tell me about yourself.

90% of all interviews begin with this question, but it’s one of the most overlooked when it comes to interview preparation. Many candidates talk for five or ten minutes, boring the interviewer and failing to communicate any key points that sell themselves.

What’s the solution? The Two-Minute Drill.

Make bullet points for the different phases of your life, and touch on each area in the following order:

· 10-15 seconds on your formative years. If you are over 35, the first 22 years of your life are of little importance. This should be covered in 10 seconds by saying: “I grew up in _____ then went to college/trade school and majored in ___. I then began my career in ___.”

· 10-15 seconds on your educational credentials. If you are a recent graduate, you should emphasize your coursework, extracurricular activities and part-time jobs.

· 30-45 seconds on the progression of your career, highlighting one or two major accomplishments.

· 10-15 seconds on why you are in transition (your “parting line”).

· 10-15 seconds on what you want to do next.

· 10-15 seconds to wrap up with a comment on family status if appropriate.

You must practice in advance to make answer concise. Practice ten or 15 times out loud; maybe call yourself and record it on your voicemail so you can hear how it sounds. You should sound comfortable and clear, without babbling. If you practice your Two-Minute Drill, you’ll save yourself the awkwardness of struggling to think of what to say.

Managing Your Boss

2009-08-31T12:11:00.000-07:00

The idea of managing your boss may seem like an odd concept, but, if done tactfully and with good judgment, it will help the boss, you, and your company. One of the keys to boss management is knowing how to say no.

People won’t say no for different reasons. They may dislike confrontation, or they may like their boss so much that they don’t want to hurt his feelings. In some cases, they may actually be afraid of the repercussions of disagreeing. Whatever the reason, they’re on a path to a dead-end career – appropriate assertiveness is a requirement to move up the ladder. The key to saying no is choosing the right time, the right place and the right way.

The right time. It is best to determine how your boss responds to no early in the relationship. Test the water. When you disagree on a minor issue, see how the boss handles it. If the boss seems receptive, your next challenge can be on a larger issue.

You should also know your boss’s mood swings. For example, if your boss is not a morning person, don’t start the day with a disagreement. State your case when your boss is most relaxed and receptive.

Be sensitive to your boss’s needs, and know when to be diplomatic. There will be times when you could say no, but saying yes does no harm and will avoid needless dispute. Other times you may say not but the boss reacts emotionally or is adamant. Know when to back off; don’t force your view when her mind is made up.

The right place. Just as a boss should never correct a subordinate in public, don’t embarrass your boss by saying no in front of the wrong people, especially a client or the boss’s boss or peers. In those instances, reserve your disagreement for a time when you can have a private discussion.

The right way. Justify your no. Be sure your objection is based on logic, rather than emotion. Your boss will not come around to your viewpoint if you do not support it with facts.

Be tactful. How you present yourself is critical. Rather than disagreeing outright with the boss, present your opinion as “a concern,” or say “have you considered …” Present your side as an advantage rather than a negative. In any situation, the number one rule is to be tactful. Preserving the boss’s dignity will go a long way in getting your message heard. And don’t say no just to disagree; save your disagreement for when it really counts.

It’s All About You

2009-08-28T07:46:00.000-07:00

Work is personal. Your self-worth often extremely intertwined with your career achievements. A job loss, whether it’s called a lay-off, a RIF, or an involuntary separation, can take an enormous toll on your emotional well-being (in addition to your finances). As such, it’s incredibly important that outplacement companies remain committed to individualized counseling that is tailored to the candidate’s unique needs.

The Wall Street Journal recently reported that outplacement firms are “struggling to do their job," favoring a one-size-fits-all approach that dehumanizes the recently laid off workers they claim to serve. The very companies that exist to help workers transition out of one job and into another are doing things like sending out inaccurate, typo-filled resumes and offering cookie-cutter information that can be found online.

Because career transition is so personal, every candidate has their own individual needs. At Mulling Corporation, a consultant has no more than 20-25 candidates assigned to him or her at any given time. This allows individual programs and time to discuss very important, sometimes private, issues in their career search.

Here are Mulling Corporation’s Top Tips for Choosing Career Consultants:

1. Look for experience. Your consultant should have experience in the career transition industry, but he or she should also have experienced outplacement themselves. All of our consultants at Mulling Corporation have held senior level corporate positions and have been through outplacement at some point in their careers. This makes them well qualified to provide an individual approach to career consulting.

2. Expect a permanently assigned consultant. Group consulting negates the candidate’s ability to ask the real questions that will make him successful in his search. If a candidate can’t open up to her consultant, she won’t get the answers she needs to avoid misemployment and find a good fit.

3. Demand accessibility. Your career consultant should return your phone calls and emails promptly, period.

4. Seek out customized tools. The firm you work with should have a unique perspective or assessment tool that sets them apart. (The Mulling Factor is an assessment that helps individual candidates identify how they work and with whom they work best. It’s the most important piece of information we use to find not just any job but the right job for our clients.)

5. Ask for testimonials. If the career consultant is hesitant to give you a reference, there’s a reason.

Grace Under Fire: Termination is a Tough Job

2009-08-12T12:16:00.000-07:00

As an Outplacement consultant, I work with companies as they go through the painful process of laying off one or a group of employees. No matter the circumstances, terminating an employee is one of the toughest jobs a manager will ever encounter.

Coming from a Human Resources background, I dealt with hiring and firing on a daily basis. For those not in HR, lots of managers would rate themselves proficient in hiring new employees, but few say they are good at firing people.

Terminating an employee can be difficult for several reasons. First, some managers think that anyone doing a job is better than none. Second, most managers don’t document a failing employee’s record, making it tough to build a case for termination. And third, many people get caught up in the emotions of firing an employee, so they avoid conflict and ignore the problem.

I would argue that none of these reasons are valid enough to keep a nonproductive employee.

When to Terminate

There are many different scenarios that can lead to the termination of an employee. One of the more challenging situations for a manager is when he or she is faced with firing a nonperforming employee. Typically, a manager just doesn’t let someone go for one minor mistake (emphasis on minor, barring illegal activity or extreme circumstances). An employee is usually fired after a series of documented incidents through a process know as progressive discipline. Using progressive discipline, the manager documents performance with the employee and the Human Resources department. A typical scenario would include verbal notification to the employee who did something wrong, followed by written notification to the employee who did something wrong, followed by written notification if the offense is repeated. Through the series of documenting the performance issues, an employee can be terminated if sufficient improvement is not made.The goal of progressive discipline is to help the employee improve, not to “build” a case for firing someone. The written notification should be specific and should outline steps being taken by the manager and employee to improve the situation as well as a time frame in which performance will be evaluated again. Depending on the situation, the follow up evaluation could be in a few days or as long as a few months.

It’s the managers and the employees dual responsibility to follow the plan as outlined. If the employee does not improve, or continues to make the same mistake, he or she may need to be terminated. If that is the result, it may be important to have documentation of the situation on hand, should the employee make a claim of wrongful termination. Also remember that there are some situations where a single offense can warrant immediate termination as dictated by company policies.

Financial Layoffs

Not every employee is let go as the result of performance. In some cases, the decision is strictly financial. A layoff not related to performance must have a legitimate business reason behind it. I have seen companies layoff one poor performer calling it a “job consolidation” just to avoid giving the employee the real reason. A company can get into trouble doing this, especially if someone else is hired for the position that they claimed to eliminate.
No matter the cause of the layoff, companies should follow a process for determining who stays and who goes. Some companies operate on a “first hired-first fired” scenario. Others offer voluntary early retirement to qualified employees in order to reduce the ranks. But a company cannot select an underperforming staff member for the layoff and retain top talent, disregarding company policy, or it could open up the company to potential claims.

Has the Job changed?

A lesser used layoff scenario is one where the job changes and the employee is no longer technically capable of handling the responsibilities. In this case, additional training may be impractical and insufficient to bring the employee up to speed. As an example, a small company might have an administrator/bookkeeper handling the finances. As the company grows, more and more outside vendors assist with financial matters. In order to reduce the cost of outsourcing the work, the company expands the bookkeeping role into one that requires and accounting degree or CPA. Unless the bookkeeper has that degree or designation, he or she is no longer suited for the role.

Whenever you terminate an employee, be sure to follow any Equal Employment Opportunity Commission considerations and/or relevant legal guidelines.

Terminations are an unfortunate, but a necessary part of doing business. Keep in mind that those employees still with the company will watch and learn from how management handles terminations. Train your managers to treat the outgoing employees with dignity, so they will gain the respect of the remaining staff.

Recession Necessities

2009-07-03T12:06:00.000-07:00

There is no time like a recession to get your house in order. In lean times, everyone must trim the fat, cut back and keep the budget balanced. It does not matter which cliché you use, the bottom line is that we all have to spend less and spend wisely.

Just like individuals, companies large and small are governed by these rules of recession. As sales and/or investment earnings decrease, the need to minimize expenses increases. Many companies have taken this recession as an opportunity to identify the bloated expenses in their budget. Payroll is frequently the first place that is tagged as a bloated expense. We hear announcements of layoffs, job cuts and reductions in workforce daily. While this process is essential for many businesses to survive in a down economy, this news can be devastating for a person in the job market. If you have been laid off, it is now your job to turn that devastation into strategic action.

Here are some key points to keep in mind as you manage a job search in these tough times:

• It is important to remember that while a company may be reducing the quantity of people on staff, their need for quality talent is higher than ever. Companies are looking for the people who can assist them through this recession. This is good news for a person who is looking for a job, as companies are willing to look outside their current workforce to find high-quality individuals who can help get them sail through rough waters.
So, your job search strategy should be targeted to companies and positions where you know you can be of great benefit, and your outreach to those companies and hiring managers should contain many examples of how you bring immense quality and productivity to a potential employer.

• While the economy is slow, it is not at a complete standstill. There are still job opportunities in the market. A job searcher must remain open to all possibilities, networking more broadly and ensuring that they are constantly promoting themselves with everyone.

• Your promotional materials (like your resumes, cover letters, e-mails, etc.) should clearly identify your strengths, differentiating you from others in your field. Throughout the entire job search process, an individual must consistently convey their unique skills and ideas that will be of great benefit to the prospective company.

• Not only is it important to communicate your advantageous qualities, it is crucial that you believe that all the positive things you are saying about yourself are true. Looking for a job is mental; it is all about attitude. The people you are in contact with during your job search can sense if you are feeling negative or hopeless. If you think you won’t find a job – you won’t.

Remember, regardless of the state of the local, national or global economy, you are in charge of how you spend money and how you make money. A recession doesn't mean that employment opportunities are gone. It simply means that you have to look for them differently and more diligently.

Keeping Chaos to a Minimum During Reorganization

2009-06-25T08:06:00.000-07:00

A colleague recently asked me about an email he received announcing management reorganization at his company. As a mid-level manager, he had some concerns that the new alignment might move the company’s focus away from his department. He wanted my input as an objective outsider on “what it meant” that several top executives had shifted roles and that some were now responsible for different divisions of the company than before.

I think my answer confused the issue even more. I told him the shift could mean a great deal to his department and his personal future with the company, but then again, it could mean nothing.

It’s not unusual for a company to make changes that impact internal reporting relationships or lines of communication among departments. Some companies do so, and the change is so subtle that they don’t make an announcement about it. The thinking is that if it doesn’t impact the rank and file employee, there’s no need to confuse everybody by announcing a change.

Other companies think it is best to keep the lines of communication open and let the entire workforce know what is happening among the senior management team. The problem is, the average worker is like my colleague: If he is unclear about the change, or not directly affected by it, he may be left with more questions than answers.

Steps to follow

When a company reorganizes, management should ask a few questions before communicating the news to the entire to the entire population.

Who is affected? In some cases, the only people affected are the top executives themselves. Sometimes just the formal reorganization is just a public acknowledgment of changes that have taken place gradually within the company, such as one executive taking a larger, more direct role in a certain area of the business.

But in other cases, the reorganization can have a broad, sweeping impact throughout the organization. It could mean that the company is moving in a new direction or that it is consolidating operations to cut cost. In these cases, it’s important that employees know about the shift and how their jobs could be altered as a result.

Why was the change made? Typically, there is some impetus for reorganization. A merger or acquisition could be the cause, or the company may shift its focus to keep up with a changing marketplace. Or perhaps a key manager left the organization, or moved to another company facility, causing this particular office to reassign duties among the remaining executive team members.

Employees who are not given a full explanation may fill-in the blanks themselves. Rumors could run rampant. If people are leaving the company or executives are changing roles, employees might conclude that someone was forced out or that a manager was demoted to other responsibilities due to poor performance.

What changes will employees have to make? There are many scenarios in which employees will have to their job differently after the reorganization. Maybe the company name or primary line of business has changed, or perhaps internal systems are different.

Reinforcing changes

It’s important employees are trained on any new policies and procedures for both internal and external contact. Employees could get questions from customers or vendors, so be sure everyone is telling the same correct story so that there is not confusion in the marketplace.

Employees need strong reassurance that the changes are worth making. A show of the support must start at the top ranks of the organization so that everyone down the line follows the same patience of change.

If, six months from now, you announce another reorganization or, worse yet, announce you’re going back to the old way of doing things, employees will be confused and will develop a distrust of management.

In my experience, when a company has a major layoff, there are many resulting changes. Those changes typically need to be communicated to the employees for a full year following the layoff as conditions

change, personnel adapt to current responsibilities and the company settles into its new way of doing things.

An executive realignment is a similar circumstance if it has far reaching impact throughout the company. It may take some time before the questions diminish and people get up to speed on new procedures. Communication of what the changes mean, and how they will benefit the company, are critical to gaining support as the company turns in a new direction.

When Tragedies and Crises Occur

2009-06-05T06:48:00.000-07:00

We have all been shaken and disturbed by the recent disappearance of the Air France plane over the Atlantic.

There have also been reports of violence in the workplace as people have lost their jobs or have let their tensions flair with a coworker.

When times are hard, either due to a struggling economy or due to sudden and challenging news, a crisis can overwhelm both an organization and the individuals within it.

When there is a crisis in an organization, it affects many people. Not only does it affect management trying to control the public relations aspect, but also the employees can be affected both directly and indirectly.

When tragedies and crises occur, the following suggestions can often help individuals within affected organizations better handle the situation:

• Be aware of your own feelings. It is normal to have strong emotions when a tragedy occurs within or around your organization.

• Share these feelings with your family and get their support. Also, be aware of their emotions because they have been affected as well.

• If your organization has an employee assistance program (EAP), you may want to discuss with a counselor how you are dealing with this unfortunate situation in your workplace.

• If you are having continued issues at work because of a workplace tragedy, you should approach your immediate supervisor or Human Resources to discuss how it may be affecting your work and what needs you have to help you overcome these concerns.

• Know that time is a great healer, but if you are not progressing through these strong emotions, and it is affecting your work for six or more months, you may need to solicit outside professional help in this area.

Whenever a crisis occurs in the world, we immediately hear about it and are affected by the news. When it happens in our own workplace, it becomes much more real, and therefore, it is important to share your feelings and what your needs are to be able to handle the situation better and re-stabilize yourself in the workforce. Don't underestimate the repercussions of a crisis. Dealing with emotions in the wake of tragedy is absolutely critical in every aspect of life. In the workplace, allowing challenging emotions to keep you off balance and unproductive only creates more instability and greater opportunity for further crisis.

Do You Have the Right Team in Place for a Recession Turnaround?

2009-05-28T08:12:00.000-07:00

Economists are predicting the recession is starting to make a turnaround. This is good news for companies that suffered in the last 12 to 18 months and others who made significant cuts to ride out the rough times. Now that things are starting to get better, some of these businesses are taking a closer look to be sure the team in place is the right one to take the company forward.

Top management is key.

During slow times, companies sometimes hire “turnaround” managers, who are experts at developing new products lines or reformulating strategies to take advantage of what opportunities exist. While these managers are key to short term survival, they might not be the most appropriate people to have on board for a long haul. A turnaround specialist, by definition, helps you navigate tough times. Many such managers only expect to be at a company a short time; they come in, analyze the situation and develop an action plan, then move on to the next challenge. If you decide to hire for a key management positions, keep in mind that you now need people who can operate under your new business model and focus on growth.

The management team you keep in place must develop a new mindset. During the last year or more, you were probably focused on streamlining cost, managing for a shrinking marketplace and operating with a skeleton staff. Your managers had to say “no” a great deal, to employee requests, to vendors and suppliers, and to their bosses who continually asked for more for less. I’m not suggesting your managers now go out and start spending with wild abandon. Focus on smart spending for programs, such as training or new technology skills, that were postponed due to budget constraints.

Now is the time to manage out of opportunity. How can you motivate the team to take advantage of a stronger economy? Who on the team showed their potential during the tough times and now should be rewarded? Where is the team lacking? Smart companies use a downturn to analyze their next steps and determine what needs to be in place to move ahead once conditions improve. They look at the team in place and determine strategic hires that will help keep things moving forward.

If you cut back on your marketing budget during the recession, don’t assume your companies are still out there waiting. If you have been out of sight, perhaps now you are out of mind. Depending on what strategy you took, you may have to hire based on your current market share. If you cut back communication, now you need an aggressive market chief to get you back into the game.

Don’t forget employees.

Your management team is in place and you have a strategy for rebuilding or enhancing your customer base. Who is going to implement the plan? Your employees. Too many companies downsize and forget what I call the survivors—those employees still onboard after the cuts. Some companies falsely assume these people are thankful to still have a job. How can you make employees feel like part of your turnaround? Share sales figures and give them the realistic picture, good or bad. Share budget information. It’s likely you asked everyone for input on how to cut the budget not so many months ago. Now, give employees a say on where added funds could be allocated.

As business starts to grow again, celebrate large and small victories to keep people motivated.

A company learns a lot of what it is made of during a recession. How did your company overcome mistakes, reposition it’s strategies or learn to do more with less? What would you do differently under the same circumstances? Take those lessons and put a team in place that is motivated and equipped to position your company for growth.

Workplace Planning for Health-Related Emergencies

2009-05-21T14:45:00.000-07:00

Company planning for disasters or health emergencies remains a hot topic in the news and in organizational conference rooms. Disaster planning is critical for all companies large and small, and like an insurance policy, it should be in place before an emergency arises. Proactive disaster planning is key for organizational survival in a crisis.

Here are a few points that companies should keep in mind when considering disaster planning, specifically for an epidemic or health emergency:

Create a comprehensive and detailed disaster plan with specific instructions on what each person in the organization should be doing, how communication will be handled and how business will continue in the event of a disaster.

Ensure that your disaster plan is compliant with any local, state and federal regulations and that your plan is following the guidelines that are provided by local, state and federal authorities. Agencies such as the CDC and FEMA have a very comprehensive set of guidelines that they publish for companies to follow in the event of an emergency or disaster.

Make sure your company communicates with your employees that your organization has a disaster plan, which includes the actions to take during a natural disaster and during an epidemic.

Encourage your employees to inform their family members of this plan.

Provide training to all supervisors and managers in the company on their responsibilities in this plan.

Ensure that managers are making note of unusually high health-related absences so that reports can be made to upper management and health authorities as necessary.

Train supervisors and managers to be observant and sensitive to the morale of their employees when a communicable disease is forecasted and to report any of these concerns to the organization’s Human Resources Department.

Ensure that every aspect of your disaster plan is communicated completely and comprehensively to all members of the organization.

At every stage of disaster and epidemic preparedness, it is critical that calm be maintained and that employees are reassured that their management has a solid plan that they are following to ensure the safety and well-being of both the individual and the organization.

Following these simple rules and using common sense can help your staff and your company through a crisis.

In the workplace, "Be Prepared" is not just a motto, it is an imperative.

Rumors: The Good, the Bad and the Ugly

2009-05-08T08:27:00.000-07:00

Sharing rumors or gossip is a natural inclination of human beings. It is considered being social by taking a strong interest in other's lives. In earlier civilizations, gossip was a way to achieve higher status as it indicated that you were "in the know" about your community or tribe.

A survey by the American Society for Training and Development showed that 21% of workers admitted that they frequently gossip. 64% admitted to occasional gossiping. Some office gossip is for personal gain, which can put the organization in a dangerous position as well as put the person passing along the rumor in jeopardy with their career advancement.

Tune in to "At Work with Emory Mulling" at 3pm ET today on GPB.org. We will be discussing office rumors, what they mean, how to manage them, and we'll be interested to hear what our listeners have to say about workplace rumors. 1-800-RADIOGA is the number if you would like to call and join the gossip about the rumor mill.

Attention Managers: Delivering Bad News with Grace and Effectiveness

2009-05-01T12:03:00.000-07:00

How many times have you swept a problem under the carpet, only to have it come back much worse? Maybe you thought the problem would go away, or maybe you were too uncomfortable to confront it head on. Delivering bad news is one of the toughest jobs managers face. So, more often than not, they avoid the issue rather than facing it with a co-worker or subordinate.

Why are people so afraid of delivering bad news?

It makes you look bad
You don’t want to be unpopular or thought of as a dictator
You think that the confrontation will be worse than it is
The process itself is frightening
You don’t know how to handle conflict effectively

The reasons managers avoid negative subjects are varied, but one thing’s for sure, it’s never pleasant. Most people have worked with extremes. One type is always negative and is always quick to point out other’s mistakes. At the opposite end of the scale is the manager who avoids conflict at all costs.

For both types, the problems don’t go away, but how managers handle them can make it worse. The goal is to find a happy medium between the extremes. You have faced many of the following scenarios; did you know how to handle them?

Balance emotions when delivering bad news.

You want to show concern and confidence in the employee, but you can’t allow your emotions to get the best of you. If you are disciplining an employee but you don’t have the confidence that he can fix the problem., the employee is not right for the job. If the employee gets emotional, allow him to express himself, but don’t let the worker’s emotions deflect you off course.

Don’t attack.

When you have to discipline a subordinate, don’t attack the person, address the behavior. If you make it a personal issue, you immediately put your coworker on the defensive. He or she is more likely to fight back. Talk about the behavior that went wrong, but not who caused it. For example, say that incorrect paperwork caused a big customer’s delivery to be one week late, not that he personally messed up the job. Then focus on how to do it next time.

Don’t “garbage bag”.

Some managers allow a subordinate to mess up a few times without saying anything, then they explode with a list of offenses a mile long. It’s better to address each incident as it happens or let it go. If it’s important enough to bring up later, it’s important enough to talk about when it happens. If you don’t think it’s worth mentioning now, you’ve lost your chance to bring it up later.

Be clear, but not combative.

Don’t dance around the problem. When you discipline a subordinate, both of you should walk away with a clear understanding of the issue and an action plan for a solution. Some managers try to discipline, but in the end, gloss over the real problem. Your co-worker goes away without knowing what’s wrong, and worse yet, not knowing how to fix it.

Support the company line.

Sometimes managers have to bring bad news to their team from the company level—for example, to say that the big budget cuts are in the works that will impact the team’s projects. Give the party line and don’t editorialize. State the facts, but don’t criticize the decision or the people who made it. You need to show leadership, especially during the bad times. And don’t try to cover up the news or paint the situation in a positive light. The rumor mill will go wild, and before you know it, panic will set in.

Don’t place blame when things are out of your control.

If your team loses a customer because the client cut a budget, there may have been nothing you could have done to see it coming or to avoid it. You need to deliver the news while making it clear that the team’s work had no impact on the decision. And again, don’t interject your opinion or second-guess the client’s action --Remember the client may come back one day and you don’t want any hard feelings.

Maintain dignity.

If you have to deliver the ultimate bad news and terminate an employee, do it in such a way to maintain the dignity of both the employee and the company. In most cases, there was a progression of disciplinary action or one critical event that preceded the termination, so neither one of you are caught off guard.

Delivering bad news of any sort with grace and effectiveness is not an easy task. We are all human, and our emotions and personal attitudes can sometimes block our best intentions. In the workplace, it is in everyone's best interest for managers to move past their personal filters and remain as collected as possible when conveying challenging information to others. Bad news is hard to hear. Bad news delivered badly is much worse.

Swine Flu Pandemic Preparedness in the Workplace

2009-04-28T11:52:00.000-07:00

Unless you have been hiding out with no access to TV, computer or radio for the last few days, you have most likely heard about the possibility of a swine flu pandemic.

Over the course of the last century, there have been several pandemics that resulted in numerous fatalities and much panic. There have also been many milder epidemics and a handful of false alarms.

Regardless of whether we are in a pandemic or simply aware of the possibility, as conscientious and intelligent business leaders and employees, as well as members of our local, state, national and global community, we have an obligation to ensure that we are mindful of our behaviors that can contribute negatively to a challenging situation.

In the workplace, where you spend the majority of your day, it is absolutely critical to do your part to help rather than hinder in any crisis.

Here are some simple rules to follow to ensure that you are helping in your workplace and in your world when communicable diseases are the issue:

Don’t panic.
Try to stay abreast of the situation.
As a leader in your company, ensure that you have a solid plan in place based on guidelines that are provided by the CDC, the WHO and FEMA.
As an employee, ask your employer if they have an emergency plan for communicable diseases, and then become aware of what to do.
Share this emergency plan with your family to implement at home.
If your company does not have such a plan, ask friends to share their emergency plan with you, and share your research with your employer.
Stay informed by reading CDC’s web page, www.cdc.gov , in order to have the most accurate information on the status of the disease.
Always have you and your family take the appropriate vaccinations each year to be proactive about a particular disease.
Always practice good hygiene, regardless of the season or the potential of communicable diseases.

It is important to play a positive role in your workplace and in your world every day. The key to handling any emergency is knowledge and communication. When there is a crisis at work or in your local or global community, your calm, cool and collected preparedness can make all the difference.

Big Layoffs Can Bring Talent to Small Businesses

2009-04-08T09:47:00.000-07:00

Massive company downsizings are back in the news, and many companies are being forced to trim the ranks. From local businesses that cut back a few positions to large international companies that lay off more than 20,000, companies are preparing to weather this recession a bit leaner.

The bad times for big business can be a boom to smaller companies and recently laid off individuals. When big companies cut jobs, and especially hundreds or thousands of positions are being eliminated, the companies often do so on a last-hired, first-fired basis. The cuts are not done according to job competencies or lack thereof. Suddenly, many competent people are out of a job. Talent floods the market. For small businesses, it can be a good time to recruit for specialized skills. For job seekers, it can be a great time to target smaller companies who are hungry for your big company knowledge.

Small Advantages

One trend that emerged when large scale downsizings were prevalent in the recessions of the 90's was that employees became disillusioned. A career with one company is a thing of the past, and employees don’t look for security from their employer. Every time there is a massive layoff, everyone starts to wonder if his or her number will be up soon.

When attitudes start to shift is when entrepreneurial firms have an advantage. A smaller company can’t necessarily offer long-term security either, but it can provide a company culture dramatically different from that of a mammoth corporation. Smaller firms, and some departments in larger companies, tend to have fewer levels of bureaucracy and typically allow employees more of a sense of ownership in the process of doing business. Don’t be surprised when big executives seek out smaller businesses looking for a better work environment. And, for those who have recently been laid off from large corporations, there are a number of smaller companies who are eager to have your talent and experience fresh out of big business.

Sharks in the water

So how can a business take advantage of another company’s downsizing? First, recruit. Many firms learned this trick long ago. They are not shy about calling the Human Resources department of the downsizing company and requesting resumes.

Keep in mind, the company letting people go wants them to find jobs. Another tip is to see whether the company contracted with an outplacement firm that can put you in touch with a pool of candidates. At Mulling Corporation, we receive calls from employers on a regular basis asking if we have people on our Career Transition/Outplacement program whom they may want to hire.

Remember to be flexible and also ensure that you are making good choices from the large volume of candidates flooding the market. With unemployment at high levels recently, companies are fielding a great number of candidates for each position. If a company close by is laying people off, there are more candidates from which to choose. However, those candidates still might not be an exact fit.

When interviewing candidates look for the closest match in both job skills and ability to fit within your corporate culture. From another perspective, if you remain flexible throughout the process, you may be pleasantly surprised. If someone was recently laid off from an organization, think of the added benefits that person brings to the table. They might not match the criteria exactly for your position, but the candidate may have the expertise of working for a progressive firm that gives them a broader perspective. Even if their former employer is not in the same industry, it’s likely they can bring some new thinking to your way of doing business. So, look at the number of candidates available to you as a smaller business as an opportunity to take advantage of some skill sets that you may not have had access to before. And, continue to make good decisions about hiring the right person for the right job.

If you are recruiting people from higher-paying companies, your first thought may be that you can’t afford them. But, salary may not be the deciding factor. Especially after being laid off, the candidate might be looking for other job perks, such as flexibility and responsibility and the opportunity to work.

Once you have narrowed the field to the point of making an offer, be realistic with yourself and your candidate. Think about what you can add to the offer to make it more attractive. Perks such as extra vacation time, flexible scheduling or telecommuting may be more valuable to some candidates than money. Sometimes, it is as simple as asking the candidate what it will take to get them to join your firm.

Act quickly. Once a company goes public with word of downsizing, recruiters and other companies descend, looking for talented people. If you have openings, don’t delay; the best candidates will be hired in no time.

Recessions are cyclical and so are the hardships and benefits that go along with them. For both the smaller business owner, who is looking for more productivity and a stronger staff, and for the recently laid off employee, who is looking for stability and a chance to use their skills in an appreciative environment, a recession can be very valuable.