Business Development Strategies

Posts Tagged ‘career’

1) Approach finding a job as if it were a full-time job, because it is. If you had a job, you would report to work at the same time each day (like 8 am), take an hour (or less) for lunch, and quit at the same time each day (like 5 pm). You would work five days every week. And you would work hard to accomplish as much as you could because your career depended upon it.

When you are searching for a job, you should follow the same type of schedule because your future depends upon it.

Treating your job search like a part-time hobby guarantees that it will take longer.

So, begin tomorrow by reporting to work and spending the day on tasks that lead to a job.

2) Approach finding a job as if it were a project. That means you should set goals for yourself, make plans, and monitor your progress. You should apply all of the tools and skills that you used in your last job to the project of finding your next job.

As you must expect, this is an important project. The sooner you complete it, the sooner you gain a promotion into a job.

3) Be your own boss. Set expectations for what you need to accomplish, provide direction, and monitor your work.

Meet with yourself once each week to evaluate your performance. I recommend doing this by writing two reports. The first is a candid evaluation of what you accomplished during the previous week. The second is a description of your plans for the coming week. Your plans should include your goals, actions, and priorities.

The first time that you write these reports, write an evaluation of what you have done so far. Describe the results that this effort has produced. And compare these results with what you wanted to have.

Next, map out a realistic plan for the next week based on achievable goals. For example, you could set goals for the number of people you will call, the number of networking meetings you will attend, and the research you will conduct.

In the coming weeks, compare the results that you obtained during the previous week with the goals that you set. For example, if you planned to attend twelve networking meetings and you attended only two, you should a) explain why this happened and b) plan actions that will correct such a difference. You should also analyze why you missed your goal because this provides insights on what you need to do differently. For example, Your goal (e.g., of attending twelve networking meetings) may have been set too high. Or maybe there are things you can do that will make it easier to achieve your job search goals, such as car pooling with a friend who is also looking for a job.

Finding a job is a full time job. Work through it with a plan and the support of a good boss (yourself).

I wish you the best of success.

“Find a job you like and you add five days to every week.”
-H. Jackson Brown, Jr.

Sometimes it’s an easy choice to leave a company. However, one of the most important choices that you can make in your career is to leave your current employer in the right way. Like any other relationship, there are faults and virtues with every company. At the end of a relationship, people tend to focus on the faults.

BREAKING UP IS HARD TO DO
When you leave a company, it is like breaking up with a boyfriend or girlfriend. Regardless of how you do it, there will still be emotions. The longer the relationship, the deeper the feelings. Keep this in mind during the separation. People express their emotions in different ways so be prepared to respond with compassion.

IT’S A SMALL WORLD
I’ve learned first hand not to burn bridges. In fact, I was hired by my former boss within two years of leaving the company. He had moved onto a bigger job with another company and thought of me when a position came open in his department. Since we already had a great relationship, the interview process was both short and painless. Also, the job was a significant step up for me both professionally and financially.

TO DO OR NOT TO DO?
Here are a few do’s and don’ts that may help make the transition a little easier for everyone.

DO write and give a simple resignation letter to your immediate boss and, perhaps, your Human Resources Director, if appropriate. By putting a few key items in writing, it memorializes your intention to leave the company. It also gives you a chance to pre-play the discussion with your boss. The letter should include the following: your last day on the job, open items that you need to complete prior to leaving, and any work that you will need to pass off to someone else.

DON’T say anything negative about the company or anyone working for the company. While this is a good policy to employ at all times, it is even more critical when you are leaving. Disgruntled employees may seek you out during this time to air their negative feelings about the company or people working for the company. Resist the temptation to entertain these conversations. It is likely that your comments will be shared with others.

DO give as much advance notice as possible to allow for a smooth transition. Typically, this is two to four weeks. Use your best judgment to decide how long you will need to give keeping in mind what’s best for the company. Be aware that is also possible that the company will ask you to leave immediately, especially if you’re going to work for a competitor. This is nothing personal and should not be considered an insult.

DO work hard until you leave. It’s perfectly natural to get “short-timer’s disease” as you have already mentally moved onto the new position. Whether discussing movies, books, or relationships; people generally remember the beginning and end more than the middle.

DON’T take anything that is not yours. Whether it’s a stapler, a book that belongs to the company, copy paper, or paper clips; leave them behind. While you’re at it, tidy up a bit.

DO make yourself available for your replacement. If the company hires your replacement before you leave, offer to train them. Even after you have departed, it’s a good idea to leave a phone number where you can be reach with times that it is acceptable to call.

DON’T abuse e-mail, the telephone, or the internet during your last days. Be sure to keep your communication as professional as you have during your tenure.

There’s no reason that you still can’t be friends when it’s over. If you are careful to maintain a good reputation with the company, their suppliers, their customers, and employees; it will pay off considerably. It may not happen right away, but your paths will cross again.

25 Leadership Maxims

“We will never know how really good we are as leaders unless we are leading people to be better than they think they are.”

“Poor performance is less harmful to a leader than mediocre performance disguised as good performance.”

“Most leaders are striving to get the wrong results or the right results in the wrong ways.”

“The lowest forms of leadership involve rewards and punishments.”

“Getting along is not necessarily getting results.”

“If you can’t feel it, you can’t lead it, and they won’t do it.”

“Leadership is the trim tab of all careers.”

“Leadership is seeing hope in any adversity.”

“To make a difference, be the difference.”

“In leadership, you don’t have to expect the worse, you just have to make the most of it when it happens.”

“The best leaders make use of the simplest of ideas.”

“If you are always right, you are usually wrong.”

“The best way for a leader to communicate an idea is to bundle it in a human being.”

“The most persuasive art of leadership is to hide your leadership.”

“Refraining from action is sometimes the best action.”

“It’s not so much what you say as a leader that’s important; it’s the action the people take after you have had your say.”

“In leadership, the value of every need is in its use.”

“Leadership is not about living a easy life for ourselves but a hard life for others.”

“We ourselves are our own biggest obstacles to becoming better leaders.”

“Leadership is showing people not that they must take a certain action but that they GET TO take that action.”

“Half the art of listening is waiting.”

“To get the best out of people, embrace the best in them.”

“People are often unaware of the best that’s in them. When you show it to them, you are half way down the road to motivating them to be your cause leaders.”

“Achievement needs three things, the leader, the cause leader, and the moment.”

“In the long run, the most important results of leadership are not what we achieve but what we become in that achieving.”

10 Reasons Why Friendliness Is A Leadership Necessity
by Brent Filson

We’ve heard it many times, “It’s a dog eat dog world.” The trouble is, some leaders actually believe it. They conduct themselves like the alpha dog in a pack, holding sway through intimidation. This instinctive behavior helps insure survival in a dog world, but applied to the human world of organizational dynamics, it can lead to disaster.

Alpha dog leadership can eventually turn out to be destructive to the people, their organization, and the leaders themselves. To use another common metaphor, “That dog won’t hunt.”

After all, leaders do nothing more important than get results; and the best results are what I’ve been teaching for more than two decades, “more results faster, continually.” An alpha-dog leader might chew up people to get more results and get them faster, but I submit that it takes a far different personality trait to engender the “continually” aspect of the imperative. That trait isn’t the despot modeled by so many leaders, it’s … well, friendliness.

Having a friendly attitude as a leader means eschewing the alpha-dog way of leadership. It means being gentle, kind, helpful, and cordial in your relationships, even in times of anger and stress — ESPECIALLY in times of anger and stress. Here are 10 reasons friendliness gets far more results than an alpha-dog way.

(1) We stay in control. Apha-dog leaders seek to control others. But they misconstrue what control really means. In truth, such leaders are really out of control much of the time, since they’re at the mercy of their emotional outbursts and the reactions of others to those outbursts. In leadership, the best way to control a situation, i.e., the best way to get great results, is to put the people in control. Don’t constrain them through short-term compulsion but liberate them by playing the “longer game.” Unleash their initiative and creativity by allowing them to make free choices, and they will be under your “control” in more profound and effective ways than the alpha-dog leader could imagine.

(2) People respond more openly and positively to friendliness. Humans seek happiness; and friendliness is a great way to spread happiness. It enables you to communicate much more effectively because it bonds you with others in ways that anger, coercion, intimidation can’t. And that bonding is the stuff that great results flow from.

(3) We are modeling good interactions, bringing the future into the present. Whether leaders know it or not, their words and actions are carefully watched by the people they lead. People have an instinctive need to model those words and actions; or if they disagree with them, speak and act in opposite ways. By radiating friendliness, leaders are being the means that are the ends in the making.

(4) We make real issues relevant factors, not false issues like anger and intimidation. Friendliness tends to clarify issues; intimidation, because it is associated with fear, obfuscates them. So often intimidating leaders make themselves and their tormenting ways the issue. Whereas the real issues should be, how do we get results, how do we get more results, how do we get faster results, and how do we get “more, faster” continually? The fear they provoke is like crack cocaine, temporarily stimulating but addictive and in the long run destructive to the leader and the people.

(5) With friendliness, we set the agenda. “A good offense is the best defense” applies with friendliness. You should be on the offense with friendliness, displaying it even in challenging circumstances when it may take an act of disciplined courage on your part. This helps you set the agenda in terms of how people respond to one another in these circumstances. Of course, your friendliness will not affect some people who may be determined to subvert your leadership no matter what your attitude is; however, friendliness can, like the clearing of brush-lines to contain a forest fire, keep rancor from spreading deeply into the organization.

(6) We increase the chance that others will support our cause. The truth is that leaders can’t motivate anybody to do anything. The people make the choice to be motivated or not. Friendly leaders have the best chance of creating an environment in which the people make that choice. As Abraham Lincoln said, “If you would win a man to your cause, first convince him that you are his sincere friend. Therein is a drop of honey that catches his heart, which, say what he will, is the great highroad to his reason, and which, once gained, you will find but little trouble in convincing him of the justice of your cause, if indeed that cause is really a good one.”

(7) Our opponents can be put off balance. As a leader, you’ll often have people working against you, spoiling for a fight; and when they encounter a friendly attitude on your part, they may be thrown off balance in benignly effective ways. Furthermore, your friendliness can encourage others to take up your cause against them.

(8) With friendliness everybody has an opportunity to win. Unfriendly leaders often win battles but lose wars. They may compel others to get on board; but if those others do so out of compulsion and not genuine conviction and motivation, the fruits of any victories can become ashes. Most people welcome friendliness — even if they disagree with and even dislike the leader. Furthermore, our friendliness can prompt the people we interact with to reflect on their own character, a prerequisite for their choosing to be motivated. In an environment of friendliness, all parties have an opportunity to achieve something positive.

(9)Friendliness is fire prevention equipment against your burning bridges behind you. An opponent may seem to be your opponent today but in the future you may need him to be your partner in implementing changes. Friendliness gives us an opportunity to have productive relationships even with those who oppose us, enriching both the present and the future.

(10) Getting results through friendliness can take a lot less energy than getting results through coercion and intimidation. Friendliness isn’t an absolute necessity in leadership. I’ve seen great leaders who were terrific curmudgeons. It’s just that unfriendly people have to go through a lot more trouble getting people motivated.

Two caveats. One, friendliness can be mistaken for weakness. In fact, friendliness can BE weakness if it manifests as a way of avoiding challenging people to do the hard things to get great results. In leadership, friendliness has a clear function which is to people achieve constantly improving results. This entails your challenging people to do what they often don’t want to do. Anybody can be nice to them and let them do what they want. But a leader must continually be challenging people to struggle mightily for extraordinary results. If friendliness doesn’t help you fulfill that function then it’s simply a lifestyle choice, not a leadership tool, and ultimately in terms of leadership, a weakness.

Two, even if you do use it as a strong leadership tool, you certainly can’t be friendly 100 percent of the time. If you try to be, you’ll find yourself becoming a rather one-dimensional leader. One of the most difficult accomplishments facing any leader is simply being who you really are – especially under pressure. To force-fit friendliness in a situation where you might not ordinarily exhibit it or to use friendliness to manipulate people into conforming to your wishes is not the best leadership uses of friendliness.

It may be a dog-eat-dog world; but by progressing in the Way of friendliness, leaders can invest their lives and this world with moments of beauty and meaning — and get more results in the bargain.