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.
Monday, August 31, 2009
Friday, August 28, 2009
It’s All About You
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.
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.
Wednesday, August 12, 2009
Grace Under Fire: Termination is a Tough Job
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.
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.
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