Encouragement to Job Seekers

It has been a while since I wrote a post, but today is special and I want to highlight a message that I received.

Earlier this year, I had the opportunity to start working on a project in an area that I haven’t done for a while…assist individuals going through downsizing.

Today was my last day at that company and it was bittersweet. I am going to miss traveling to the location, but I believe that my work is done. As each month passed, I enjoyed having past participants come back and tell me how things were going. Some are a part of my LinkedIn network. You know who you are! I want to thank you for embracing me and allowing me to be a part of your family for a short period of time. It made a difference in my life.

Today, I received the following note that made me stop in my tracks and reflect.

Hey Marie. I just wanted to take this opportunity to thank you for your interview tips and preparation during our training on writing Resumes and interview preparation at ___________ on the last week of October 2015. My employment ended on 31st October and the following week I started applying for jobs got a few phone interviews including this one job ad that I came across on Linkedin website of a Data Entry Clerk position and I applied. They called me for a 4 panel interview and I did my thing including a few tips that you taught us and I got the job. I begin day after tomorrow and I am grateful to God because I also believe this was my time and my season. So thank you for all your help and I wish you all the best in your continued work that helps other job seekers.

Throughout the last couple of years, I have spoken about being in the right place at the right time and knowing what season you are operating in. As we come to close of another year, I am reminded…

• My life has purpose and it’s not always about me.
• Your gifts and talents are to be shared by making a difference in someone else’s life.
• Stay focused, but be aware of your surroundings in order to identify hidden nuggets.
• Do not despise small beginnings.
• We may fall, but we always have the opportunity to get up.
• Some doors can’t open until you allow others to close.

As I close this post, I want to end it by saying what I said to my new friends at the end of each session…

“I am confident that you will successfully transition to your next destination, AND there is a place for YOU”

Yes WE Are an EFFECTIVE Team

After watching Tom Cruise’s Oblivion for the hundredth time, I started to focus on one of the main themes of the movie—effective teams.

In the movie, Sally, the figure head for the aliens, asks Tom Cruise’s partner, Victoria, if they are an effective team. With the exception of one time, Victoria always responds that they are an effective team. Unfortunately, the first and last time that Victoria responds that they ARE NOT an effective team, she is killed.

Why did she believe that they were no longer an effective team? The teacher in me thought, “What can be learned from this theme”?

As more organizations recognize the value of team performance to the bottom line, it is important that we assess what makes a team effective. Leaders at organizations such as Zappos are convinced that flat organizations can be functional and productive if you motivate and coach your employees to work with one another for the common cause.

Nancy Martini posted a blog articled entitled, “Five Key Characteristics of An Effective Team” in 2013 and I believe the points are still valid two years later. Martini shares her thoughts on what the role of the manager should be in the development of an effective team.

I want to highlight how empowered employees can achieve the same results with minimum supervision as long as they understand the purpose and mission of the organization.

Meaningful Common Purpose

Martini’s Thoughts – Each team member has to understand and commit to the purpose and goal. The manager is responsible for defining expectations and responsibilities and that each person is properly aligned for his or her role.

Another Way of Looking at the Picture Through a Different Lens – Why should a manager be responsible for driving the process? At this point, there is an opportunity to secure employee buy-in by empowering them to be a part of the process. In today’s workplace, employees want meaningful and interesting work. As a result, more are inclined to be a part of creating departmental goals as they relate to the overall company mission. I would recommend having a big push on communicating the organization’s mission, vision, goals, and values to all employees in an effort to obtain support for the common cause. The manager can take a coach role and provide guidance throughout the team formation process. Allow the team to develop a shared charter, which will list roles and responsibilities as agreed upon by each team member.

Clear Performance Goals

Martini’s Thoughts – What does success look like and will you know when you have arrived? The manager is responsible for ensuring that team members know the end goal and the game plan.

Another Way of Looking at the Picture Through a Different Lens – We can build on the first characteristic by allowing the team to develop a timeline that will allow it to meet the organizational deadline. The organization is responsible for sharing the vision so that the team can establish what their role is and when they know that they have reached the end goal. The manager is still in the coaching role, but can obtain information from the leadership to pass down to the team so they stay on track.

Diversity of Skill and Personality

Martini’s Thoughts – Managers should consider having people with different perspectives and skills on the team in an effort to increase creativity and innovation.

Another Way of Looking at the Picture Through a Different Lens – At this point, there is an opportunity to allow the team to discover and become aware of the gifts and talents that each team member holds. The manager can facilitate an icebreaker that will encourage the team members to get to know one another. When I was in this role, I suggested each member complete the Myers Brigg Inventory. Once completed, the members had the opportunity to share their results and address whether or not they felt it was an accurate assessment.

Strong Communication and Collaboration

Martini’s Thoughts – Effective communication between the manager and team sets the foundation for collaboration. Behavioral data can assist managers with understanding individual communication styles and motivating factors, which can assist managers with predicting potential problems and how to approach shared goals.

Another Way of Looking at the Picture Through a Different Lens – How do we encourage collaboration between the team members? Sharing the information from the Myers Briggs Inventory allows each of the members to compare their style with the style of the others. Each member has an opportunity to see where and how he or she fits. This process makes completing the team charter easier as individuals take on roles and responsibilities that are conducive to their personalities and preferred work styles. In addition, the team has the opportunity to observe how each member compliments one another as well as what mechanisms need to be put into place if conflict arises.

Trust and Commitment

Martini’s Thoughts –If you don’t have trust, you can’t build rapport among the team. As a result, productivity can suffer. However, utilizing data on individual team behavior and motivators can assist managers with ensuring that an effective team is built and sustained.

Another Way of Looking at the Picture Through a Different Lens – What happened to Victoria’s character when she stopped trusting Tom’s character? She was killed. Lack of trust can kill a team. In my opinion, the team should build in checkpoints at certain milestones. The purpose of the checkpoint would be to take a time out and reaffirm commitment to the shared vision. It’s the perfect time to ask, “I’m okay, are you okay?” It is the manager’s responsibility to ensure that the environment is safe so that members can be transparent and authentic.

Job Search: What is Beyond the Horizon for you?

I read a wonderful article by Liz Ryan where she discusses the type of individual employers love to hire. My favorite sentences in the article were:

“Successful job-seekers are the people who believe that if this particular opportunity isn’t the right one, there’ll be another opportunity around the corner. They trust in themselves and the universe to get them into the right spot”.

2014 has been a phenomenal year for family and friends looking for jobs. I have been psyched coaching individuals and hearing their successes. When I coach job seekers, I share what I do. My starting point is focused on those two sentences. The concept is a mental framework for me as I keep myself grounded as to what is important to me – having a quality life and earning money to support that objective.

About a month ago, I had the opportunity to meet a man who traveled five hours one Sunday morning to get to the church that I attend. My pastor gave him the opportunity to share a few words, and what he said created a paradigm shift in my philosophy on careers. I’ve been reluctant to use that word for over 14 years. What happened 14 years ago? It’s when I started to think of my mission and purpose in life versus what type of work I need to do to earn a living. Having that thought process can put life’s decisions in a different perspective.

When the gentlemen got up to speak, he shared how he just wanted to come down and visit with us for the day. I remembered looking at him observing how humble, happy and content he looked. He started to share stories about what he was doing and what his future plans were. He had an inspiring story, but there was a revelation that will probably stick with me the rest of my life.

Up to this point, I had a very simplistic plan for my goals. Every January 1, I sit down and make a list of the projects that I want to accomplish for the year. Then, I determine how much income I will need to make those things happen. My final step is to calculate what I must do to make that amount of income come in. I thought I had a very simplistic plan for determining my goals and objectives for the year.

However, I love what this gentleman had to say about how he determines what he does to keep focused on what is important in life. He knows that his heart’s desire is to go to a specific country and spend two months out of the year helping the people in that community. It’s almost like mission work. What’s the difference? He is not sponsored by anyone and he determines what he wants to do. How does he make it happen? He spends the other 10 months of the year cleaning windows to generate enough income to support his mission in life – spending two months out of a year making a different in a community abroad!

Your plans may not be as strategic as our plans are, but the key is that you have a plan before you start to “search”. If you want to be successful, you have to believe in you and your ability to discern what your purpose in life is. Don’t let anyone tell you what it should be. You explore and find out for yourself. You will know what sparks that passion in your heart. If possible, think in terms of what types of tasks inspire you to be the best that you can be versus what type of job you need to make ends meet. Sometimes, the two are mutually exclusive, BUT sometimes, they aren’t. You decide!

If you decide that it is time to look for another job, consider following the suggestions listed below:

• If possible, do not look for a job when you need it, look for one when you are feeling good about what you are currently doing.

It is the same concept of why you shouldn’t go to the grocery store to shop when you are hungry. We tend to want and get things that we don’t necessary need when we are experiencing some type of emotional craving. I, personally, believe the best time to look at jobs is when you are on top of your game and at the height of your career/tenure. What better time to assess your worth than when you are at peak performance. Your self-confidence is strong and emotions tend to be balanced.

• Assess your skill set and know your worth.

Know who you are and what you bring to the table. Be able to articulate how you can make a difference and add value to an organization. Prepare that short elevator speech that will serve as your signature introduction. Make sure you can differentiate yourself from the others in the pack.

• Do not allow anyone to talk you into settling for less.

Some hiring managers remind you of used car salesmen. Their job is to get the best sale, and this objective is not always in your favor. Stay true to your dreams and remember the first two bullet points. There is a right place and right time for everything. Be willing to step back and walk away if your objectives are not being met.

• Avoid comparing yourself to others.

Every person is unique and you have your own destiny. How you finish your race will be different from how I end mine. Yet, we are both striving to be the best at whatever we put our hands to. It’s okay to bounce ideas off of family and friends, but understand that the final decision is yours and you are the one that has to live with the outcome.

• Buy into your own destiny.

If you don’t feel good about you and where you want to go, why should anyone else? You are responsible for articulating your hopes, dreams and aspirations.

An Open Letter to CEOs of the World

It’s Tuesday and I have read a number of articles about executives, talent management and necessary skills for the model employee. What’s interesting is that I am reading about issues that have been around for years. When you read reports, one issue that has stayed on the charts is the topic of critical thinking/problem solving skills. Here’s my response to the question of whether or not lack of critical thinking skills is the issue.

I actually left corporate about 14 years ago to enter higher education for this reason. I was rather disappointed in the quality of graduates. Instead of complaining, I made the decision to try and make a difference. What has changed during this period of time? Nothing really. I still hear the same question from executives. Why are graduates lacking in the area of problem solving and critical thinking skills?

Today, my response would be…they have the skill set. Unfortunately, they have been unable to use them in a “moving target” environment. When I speak to college graduates and seasoned professionals, they tend to be exhausted from performing multiple jobs, working long hours and adjusting to strategic changes in direction of an organization. When we discuss what is going on in their organizations, they are very articulate, clear and concise about what problems they have encountered and how they propose to resolve them.

What do I think the problem is? Although they can identify, assess and come up with a solution, they struggle with implementing in a political, changing environment. Just my thoughts!

One of the articles that I read today dealt with whether or not you can be truly honest, especially with senior management. Unfortunately, many people believe you can’t, especially if you want to keep your job. Personally, I believe you can if you know the culture of your environment. Practice on how to couch the truth!

Since we have so many people believing you can’t be truthful, I wanted to create a David Letterman “Top Ten” List. However, I am going to cut the list in half and provide a commentary for the “Top Five” List for Executives. Here are some of the reasons that I have heard over the years on why organizations have failed the employee.

1. 1. Leadership with no real vision.

Proverbs is considered one of the wisdom books of the Bible. One verse starts with “Where there is no vision, the people perish”. In the case of the organization, when the employees figure out that the leadership has no real vision, they will jump ship! Who wants to go into a job every day where the leadership is trying to find out what will stick? You may say anyone needing a job. If that is your response, be prepared to have a mediocre workforce that may be able to keep you afloat.

1. 2. Insulting the intelligence of the average worker.

Why do you think entrepreneurship has become so popular? People have figured out that in order to get ahead, they may have a chance of making it happen for themselves. If they are going to invest in something, they want to put their effort into a job that will benefit them. Many have realized that working for a company tends to benefit the top 1-5%, not the average employee.

1. 3. Classification and compensation system that encourages you to seek a job elsewhere.

Once you accept a position, you can look forward to an annual increase in the range of 0-5% if you stay in the same position. In addition, the system encourages people to seek positions that they may not be interested in order to get a decent increase via promotion. Also, just because a person can do a job well doesn’t mean that they can also be the leader of the department. One cannot assume that a technically competent person has and/or can learn soft skills to develop/motivate others.

1. 4. Need for more senior staff management positions for cronies.

Everyone I spoke to recognizes that there are the “favorites”. Let’s not pretend it doesn’t exist. What has been suggested is that an organization creates some staff management positions so these individuals can work on “special” projects in order to get the salary they desire. Leave the line management/leadership positions to those that are qualified and capable of motivating and developing people.

1. 5. Unrealistic expectations of the types of workers that you need for your organization.

You say that there is a shortage of a qualified workforce. Have you read the job descriptions in your organization and/or heard some of the questions asked of potential candidates in the interviewing process? Some would argue that there is a disconnect.

Disclaimer: The top 5 list are perceptions of a sample. I just provided a “listening, non-judgmental” ear.

Using Yoga to Teach Teamwork and Diversity Awareness

We had a surprise experience during our yoga class today. There were 20 people in the class this morning. Towards the end of the class, our instructor asked us to get into a circle. Once we were in the circle, she instructed us to find a point on the wall and focus. While we were focusing, we were to lift one leg and position it on the side of the other leg with our thigh lifted in the air. It’s an exercise for balancing and it can be difficult for some, especially beginners.

As we attempted to balance on one leg, our instructor provided the next step. With our eyes still focused on the wall, we were to grab the raised leg of our neighbor and support it! We tried this task with each leg and it was hard, but fun. What did we learn from this? We were given the opportunity to get to know each other better because we were dependent on one another. We had to anticipate when someone would become weak or need assistance with assessing how to get into the proper position. One bad move could initiate a domino effect by causing everyone in the circle to fall. That was the main focal point for me. However, there were some other thoughts that ran through my head.

• When we moved into the circle, we didn’t know what the exercise was going to be. Therefore, we did not think about how to position ourselves. Our focus was on what we, as individuals, needed to do in order to position our body based on the instructor’s guidelines. I equate this segment to how everyone goes to work each day. We get into our offices and focus on what we need to do for the day based on instructions that have been provided to us.

• As we attempted the initial task of balancing, we were focusing on how we would complete the process based on the strength of our individual bodies. When given a task at work, our first reaction is to think about how we plan to get the job done. Our focus is inward.

• Once we realized what the second half of the exercise was, we knew we had to depend on each other to be successful. There will be projects that we cannot successfully complete alone. We have to elicit the assistance of our co-workers to get the job done. Each team member has an individual role, and we cannot achieve the objective if we don’t work together.

• There were women of different sizes, heights and strength in the circle. Since we focused on the wall and could not look at the person to either side, we had to determine each others’ capabilities to assist with moving into the next phrase by sensing the physical characteristics of the person next to us. Each team member brings a unique set of skills to the table. We, as a team, have to determine how best to utilize our strengths and weaknesses to get the job done. This step is really important for virtual teams. You may not be physically connected so you will need to rely on your sense of your team’s skill set.

• As each of us assessed how to position ourselves to help our teammate to the left, someone else was determining how to position herself to connect with us. Each team member has a unique gift. Each person has the responsibility of working with the group to determine the best fit for the gift. As we connect to people by assessing how our gifts intertwine, someone else on the team is doing the same thing with us.

Trends In Human Resources: The Certification Process

Prior to the Society for Human Resource Management (SHRM) conference in Orlando this year, our organization held an Industry Advisory Council (IAC) meeting. As an ice breaker, I made some comments about the impending changes to the certification process. I must admit, I saw the announcement about the new model and didn’t read it fully. My initial reaction was, “Okay, we are going to shift how individuals are certified in the Human Resource field”. However, as I looked around the table and watched the non-verbal reactions of the participants, I backed off and recognized that all was not well. As I posed questions, I realized that many were not sure what the changes meant to the professional, the organizations that support their Human Resource teams, and the field as a whole.

When I attended the SHRM conference, there were opportunities to ask questions. After attending the conference, I participated in discussion boards and listened to the reactions of professionals. My personal interest is centered on my job. I oversee an academic program where one of the largest concentrations is Human Resource. I want to make sure that we are addressing the needs of the market and properly steer our students and graduates in the right direction.

This summer I had the opportunity to reach out to four of my peers and ask if they would join me in a conversation about the topic. Two of the individuals were able to share their thoughts with me and I would like to share our conversation with you.

Here is the link to the podcast recording: http://onlinecareertips.com/2014/09/trends-in-human-resources-the-certification-process.

Holocracy: Can it Work?

Over the last couple of months, I have read a number of articles introducing this concept as an alternative to the traditional hierarchy. In terms of senior leaders embracing this concept, I would like to recognize the CEO of Zappos, Tony Hsieh, for stepping up to the plate and investing in his beliefs. I, personally, believe holocracy can work. Before the naysayers start to shoot me down, I would like to add that I arrived at this conclusion by working at an organization using this model. I was there for 10 years because it worked for me!

What is Holocracy?

It is a system where organizational decision making is distributed among groups versus having a hierarchy with a structured chain of command. Basically the organization is run by teams. Some may ask, how can you keep order and focus with this type of model? Here’s how it worked in my previous place of employment.

The President and CEO created a group in Human Resources to facilitate the resolution of any type of conflict and administer the traditional functions of employee issues. The structure was similar to what Moses set up to keep order in the camp. These leaders invested time and money into ensuring that employees bought into the vision and saw their role. What was our mission? Make money and have fun. We did both very well!

The hiring process worked when we sought seasoned individuals who had successful careers and wanted to come to this company to make a difference. Problems arose when we attempted to hire recent college grads wanting to make a name for themselves, individuals who never had a satisfying career, and status quo employees. Why do I believe we had problems with these individuals? They were still finding themselves in terms of where they belonged. Without a clear cut path, they became miserable and sought employment in more structured environments. As far as the status quo employees, it is hard to have a “time to make the donuts” mentality when things are moving around you like lightning. There is a place for everyone!

How did we engage our employees?

With lots of company meetings that resembled pep rallies at a sports event. There was something for everyone and we all connected regardless of age, sex, nationality or affiliations. One of my favorite activities was when we spent a number of months playing Jack Stack’s “Great Game of Business”. Every employee was assigned to a team and we mixed everyone up so they had the opportunity to work with individuals from other teams. After we completed the process, each person had a greater appreciation of how other departments worked and why they did things a certain way. That exercise in and of itself reduced the level of conflict arising in the workplace.

What made me leave what I considered Utopia?

There is a time and season for everything. I was in tune when my time was up and I had to go back into the world to share what I learned. I believe the experience made me a better person as well as a leader who understands the importance of listening to the trenches. I am of the opinion that our greatest leaders are not always at the top.

Referencing my “Godzilla” article, I believe we have sleeper units of leaders ready to rise if we just engaged, empowered and encouraged them. When you have one person or a team trying to identify these individuals, the process can seem overwhelmingly and feel like you are trying to find a needle in a haystack. However, if you have invested in creating highly motivated, functional teams, I am confident that they will lift up those members of their teams ready to lead the charge!

Godzilla: The Ultimate Secret Weapon

When I was growing up, I remember watching Godzilla movies. Although Godzilla was a monster and seemed to destroy everything in his path, there still was a desire to watch him. A couple of weeks ago, I had the opportunity to watch the new Godzilla movie. It’s a little different than what I remembered as a child, but a light bulb went off for me.

The movie opens with a town being destroyed by some unknown creatures. A few years later, we flash back to that town and all havoc is about to break loose around the world. The scientist have been experimenting and running tests, but they don’t really know what they are looking for. As the creatures arise, something beneath the surface is alerted and takes notice of what is going on in the universe. It’s Godzilla!

The people around the world are scared because there are three creatures loose and they don’t know what to do. As the military begins to develop strategies to destroy all three of the creatures, one of the scientists steps in and asks, “Why don’t we let nature take its course and allow Godzilla to make things right in the universe? He is the balancer”. The initial response is,” No”. There is a need for action and all of the enemies must be destroy to save the Earth. However, when they see that every strategy they have developed has failed, they decide to allow nature to take its course and let Godzilla do his job.

Why am I telling this story and probably ruining the movie for some? There are a number of lessons that can be learned from this plot. As I thought about it, I found myself creating an analogy between the movie and what happens in our global world of work. Here are some of the points that I see standing out:

1. Whenever we have an unexpected adverse impact in our organizations, we tend to immediately start to analyze what went wrong. There are times when we don’t know where to start so we just “throw spaghetti against the wall” and see what sticks. While we are focused on running our tests, we may not be aware that the danger is not over and a second wave is about to occur. Who is charged with being on the wall protecting our fortress while we come up with an action plan?
2. When things start to happen and we don’t understand, our immediate reaction may be one of fear. Fear usually generates “knee jerk” reactions, which usually does not solve the problem. Sometimes, we don’t accurately identify what the real threats are and we may not recognize when we have a hidden ally. We have become accustomed to stepping into “leader knows all” mode and wrongly believe that we, as leaders, are solely responsible for creating the solution. How many senior leadership teams start to come up with plans, then implement without receiving feedback and alternative solutions from the trenches?
3. Most days, we go about our business and follow the plans that we have established for when things are rosy. However, calamity does come and it is usually unexpected. Many organizations have created a backup strategy in the event there is a hiccup, but those plans seldom work when the unexpected occurs.
4. Many organizations do not realize that their culture have Godzillas in the trenches waiting to act when under attack. These individuals understand the purpose of the organization and are willing to jump in and fight the good fight when something goes wrong. However, we tend not to seek out these individuals when times get hard. Why do we do that? Is it because we believe leaders should always have the answers? Have we spent time, prior to chaos, identifying who these individuals are? What do we really know about who people are and what they are capable of doing? Have we analyzed who we have on our benches and understand their potential and capabilities, especially in an environment when our backs are against the wall? I have some thoughts, but I will save that for another article. At this point, I just want to put it on the table as food for thought. Who are your Godzillas?

What can I do for you TODAY?

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