Resolve to Be a Better Boss

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

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

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

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?

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

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

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

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