You Got Schooled! Managing a New College Hire

Many leaders are bringing new college grads into their corporate teams every day. This is a smart, innovative group of young people- eager to show their stuff and start bringing home the bacon!

The challenge for a people manager is in how to retain, motivate and best utilize these grads while continuing to engage a veteran team.

What are some ways to get them jump-started and keep your old-school crew excited about it?

1. Acknowledge what they are bringing to the table.

A lot has changed since we were in school. New theories, business approaches, and tools. New grads will have fresh ideas and recent information on trends and best practices. Let them know you want their input and you’re aware of how valuable their experience is. Prepare your veteran team by communicating your new hire’s positive attitude and background, and selling the benefits of diversity and new skills to the growth of the whole team.

2. Establish the value of your “veteran” team members.

Some people say it’s easier to be appreciated coming in the door than once you’ve been with an organization for any significant amount of time. Don’t take for granted the experience and skills that your team members walked in with, and that they’ve honed since joining your company. Each time you bring in a new hire, you should revisit the talents of the team and ensure that you’re letting them know how much you appreciate them. Just as you should sell your new hire’s contributions, introduce your existing employees to their new teammate in a way that clarifies strengths and a level of respect that is expected for their knowledge of your company, processes, customers, products and culture.

3. Reward and promote based on contribution, not on tenure.
We’ve all been there at one point or another…six months into a job and wondering why Joe Schmoe got promoted over us. Joe comes in late, rarely delivers on commitments, is sloppy and unfriendly. The boss tells us Joe’s been there for three years and with hard work and commitment, we can look forward to the same promotion opportunities. But we are already working hard. We’ve improved processes and built trust with key stakeholders. We have taken an informal leadership role and are kicking butt over-achieving on goals. DON’T fall into this trap as a people manager. With new, hungry talent comes new challenge to existing team members. Use the opportunity to renew motivation in your team to excel and strive for career growth. If a more recent grad performs at a higher level and shows more promise toward a senior role, reward it. Otherwise you will lose that person to a company who will. Recent college hires don’t expect an immediate key to the corner office. But they do expect to be treated fairly – promoting lesser performers reflects badly on you and the organization. And it’s just a bad decision that sets an example for others on the team – just hang in there and you’ll be rewarded. No extra effort required.

4. Become flexible with technology.
This is getting easier by the minute. With all of the available ways to communicate, many teams are becoming flexible with work arrangements. New college grads not only appreciate this flexibility – they expect it. It’s become a very negative reflection on the company when policy still dictates punching a time clock and sitting in a designated chair for 8 hours per day. If the job allows it (non face-to-face, independent work), allow employees to work to goals, not to a timesheet. Research finds that in general people work very differently, peak at different times of day, and will put in the effort to get the job done when trusted to do so. Effectively using technology sends the message that your company is current, aware and trusting of its team.

5. Cross-educate between recent hires and tenured employees.
We’ve all got more to learn. And more to share. The best suggestion I have for on-boarding a new college grad and maintaining the confidence of your tenured team is to cross-educate. Partner them up to share specific new skills and information. For your new hire, it’s imperative that a team member take time to teach them about the company, the customers, the processes, and best practices. Veterans can also provide insights into company politics and overcoming common frustrations and challenges. For your veteran team members, let them know you care about their continuing development by allowing time for them to learn new theories, tools and approaches from those who just completed a formal education. Set up formal “teachbacks” so that one team member can educate others in a different topic on a regular basis – whether that is one-on-one or as a group. This way, you’ll ensure a quicker ramp-up for your new grad and continual progress of skills and knowledge in your current team.

5 Ways to Make People Listen

Does it seem like people aren’t listening to you? Do you find yourself repeating points, answering the same questions, or losing credit for your ideas because someone else’s voice was heard over your own? Do you sometimes feel like you’re the invisible person at the meeting table?

Try these five techniques to improve your impact in conversations and get people to listen:

1. Pay attention.
If you don’t listen to others, but instead wait for another opportunity to make it about YOU, you’ll miss key points. You’ll portray disinterest or self-involvement. When you actively listen, you’re able to connect your ideas to those of others, adapt your message, and build rapport simply through the act of listening. Those who don’t listen well are often not “heard” by others. Ask questions and pay attention to the answers. And be willing to change your mind when presented with strong data- those who remain stubborn in the face of contrary facts can come across as thick-headed or inflexible.

2. End statements with a period.
In an effort to sound less pushy, some people get into the habit of ending their statements with a question mark? Which might make them appear uncertain rather than sure? Maybe?
There are better ways to appear flexible and open. When you’re presenting a perspective or idea, a question mark leads to people questioning your confidence. Speak clearly and assuredly. Period.

3. Find agreement and build on it.
Instead of constantly searching for what’s WRONG with others’ input so that you can sell your own ideas, find what’s RIGHT about what they’re saying. Once someone knows they have an ally and not an opponent- they’ll be less likely to shut you out and more likely to find what’s right with YOUR approach. Create a collaboration, not a debate.

4. Own your expertise.
Try not to feel intimidated by people who are more senior to you. Yes, he might be a global VP of something or other. Yes, she might have just closed a million-dollar deal. But YOU are the expert on your job and the information around it. Everyone needs help to keep improving. Be confident in offering recommendations and insights that you know will help the team, company or just the individual that you’re speaking with. Holding back or waiting to be asked is only hiding your value.

5. Get comfortable with silence.
As a young trainer, silence in a classroom seemed endless. And early in my career, I did what many people do. I answered my own questions to squash that silence. What I’ve learned since then is that silence means they’re thinking. Silence means they’re waiting to see if you really care what they say. Silence means others can get a word in edgewise. If you tend to dominate a conversation and still find that people aren’t “hearing” you, try to pause often enough for others to chime in. If you ask a question, wait at least three seconds for a response. If you still don’t get an answer, rephrase and wait some more.

To order my workbook in building or overhauling your company culture approach, please click here.
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Own Your Legacy

Who do you quote most often?

Many in the arena of leadership and culture follow and adopt the philosophies of greats such as Stephen Covey, Bill Gates, Steve Jobs, Herb Kelleher, Oprah Winfrey… They have left legacies of empowerment, strength and innovation, among other things.

What legacy are YOU leaving? Are you following someone else’s path, or are you blazing your own?

Several years ago, I realized I was doing a GREAT job. I loved my work, I was capable and creative, and I inadvertently became fearless in creating my own path. I develop leadership programs, I influence company culture and I set an example for leaders in communication, self development and helping others succeed. I’ve never formally written an elevator speech, but there it is.

You don’t have to wait for someone to assign your role to you. You truly are the designer of your story. Likely, you’ve been hired for a particular job, and you should deliver on that job. But no great company or boss has ever poo-poo’ed an extraordinary contribution that is beyond the written job description. It’s okay to seek meaning and impact by doing more for others, exceeding expectations, making them say “wow” because you surprised them with results they didn’t even imagine we’re possible.

What do you love about your role now? What do you wish you were able to do more of?
What talent or skill do you have that can create a ripple effect when you share it with others?
What’s stopping you from leaving your own mark on the team and company, or community that you belong to?

Go big, go for impact, go for your legacy. OWN it. And maybe someday others will be quoting YOU.

To order my workbook in building or overhauling your company culture approach, please click here.
http://www.amazon.com/Corporate-Culture-Shock-Teresa-Rector/dp/143570374X/ref=sr_1_2?ie=UTF8&qid=1358966817&sr=8-2&keywords=teresa+rector

Make Kindness an Initiative at Work

Have you heard of “The Birthday Project” yet? If not, I’ll sum it up for you. (How on Earth have you not heard of this?) For her 38th birthday, a blogger named Robyn decided to perform 38 not-so-random acts of kindness. She planned and budgeted and left her home that morning, friends and family in tow, to be kind. REALLY kind, unusually kind, intentionally kind to others.

Some of the acts she performed included returning shopping carts for customers, dropping coins in the playground for children to find, and writing thank you notes to be delivered with donuts to local police and firemen.

It doesn’t matter what she did- her intentions and celebration of others on HER day have inspired hundreds of others (including me) to do the same. You can see her original blog here:

http://mixmingleglow.com/blog/?p=1358

Participating in the project for my own upcoming 40th made me wonder if this would work in the corporate world. And you know what? It would. Easily.

As leaders, we have the opportunity to practice intentional acts of kindness every day. Do we? Maybe not as often as we could… But we do. Encouraging an employee who has been struggling with burnout. Assuming the best instead of the worst when someone makes a mistake. Having their backs. It’s all kindness in different forms.

Today I challenge you to formalize a kindness program at work. Celebrate team birthdays and holidays with acts of kindness. Include kindness in your recognition program. Offer opportunities to serve the community. Recognize employees that already do. Start a kindness club. People want to do good. And they feel good when they work for a company that is KIND.

To order my workbook in building or overhauling your company culture approach, please click here.
http://www.barnesandnoble.com/w/corporate-culture-shock-teresa

Rock Star Leadership

I love my boss. She is a rock star. To me, at least.

Why? Because she works every day on strategies to build MY skills, to grow MY career, to promote and build MY visibility and network, and ensure that I am challenged and using MY strengths.

And in return, guess what? I’m driven to promote HER. To show results. To deliver on the trust and high expectations she has set for me.

Now to be fair… My boss is highly experienced in succession planning and career development. It’s what she does for a living and her area of specialty. But you can do it for your employees too. Just keep in mind these simple approaches to engaging and promoting your team (yep, she does ’em all…)

1. Know my experience. And let me use it.

It’s easy to assume that an employee’s skills only match up to the job description they are filling for you. But review their history and recognize any skill sets that are a bonus. Know what they love to do, what they’re good at, and how those skills can contribute to the team performance. And let them run.

2. Market me to others.

Don’t save the spotlight for yourself. If executives and influencers only see you, they might assume you only need budget and resources for one contributor. Multiply your impact by highlighting others on your team. It gives them credibility and shows your strength and confidence as a leader.

3. Give me high profile and high impact projects.

I want to grow my resume just like you do. Allowing me to add meaningful bullets to my work history shows me you care about my future (and frees up time for you to expand with other impactful results.) Let’s all do important work!

4. Teach me more.

Show me that you’re educated in the industry and that you care about my development by sharing what you know and focusing on relevant job skills and knowledge that will keep me current and in-demand. You’ll get more innovation and your team will stay ahead of demands.

5. Recognize what I know that you don’t.

As a leader, you don’t have to know how to do everyone’s job. You have a team with unique expertise and levels of talent. When you become aware that an employee excels in an area that is not your strength, let him or her take the lead and even coach other team members in this area. It demonstrates trust and confidence, and helps everyone perform better.

We all want to shine, to grow, and to be appreciated for what we bring to the table. Help me build my resume and ill be less likely to use it searching for another job! Let everyone write some of the music and play their parts to the best of their abilities, and your own team will soon be calling you a rock star.

To order my workbook in building or overhauling your company culture approach, please click here.
http://www.barnesandnoble.com/w/corporate-culture-shock-teresa

3 Public Speaking Myths to Ignore

The first time I did a public speech in college, I was shaking. Stumbling over my words. Blanking out so that I barely remembered what I had said once the nightmare was over. We had to videotape it for feedback and I couldn’t even watch it. I knew it had been a disaster.

On the day of our “re-do’s,” I gathered some courage in a glass at one of the campus pubs. Amaretto Sour. Two of them to be exact. Laughing with a friend and knowing it couldn’t get any worse, I paced to the classroom and stood up for my turn…and then….

I delivered a great speech. I was relaxed, knew my content, and was even kinda funny.

Now, I’m not advocating alcohol to get over your speaking nerves. I’ve long since mastered public speaking, sans the amaretto, as a professional learning consultant. But I do advocate understanding that it is necessary to be relaxed and happy when delivering a presentation.

There is some very good advice out there on the web to help you calm your nerves and deliver a dazzling speech. But there are some old wives’ tales that will do nothing to help you, at best. Here… I dispel three common myths.

MYTH 1: Look at your audience’s foreheads or at the back wall.

There is no way to make connections with the people in your audience if you don’t look individuals IN THE EYE. You’re sharing your story and it should feel like you’re having a conversation with each person. A good measure is to look at one person for about 3 seconds before moving on. Practice this until you feel comfortable with it. Eye contact brings them into your circle. Imagine what a newscaster would look like if she refused to look into the camera. Then imagine it live. That’s you. Looking at the back wall. Or my forehead. Moving on…

MYTH 2: Picture them naked.

I get it. You don’t want to be intimidated by your audience. This “tip” encourages you to imagine that those sitting in the audience are vulnerable, human. There is merit in that intention. But using this technique is also likely to be distracting to you and not as useful as what I’ll suggest to you now… Imagine them wanting you to do well. Imagine them encouraging you and cheering you on. Taking the information you’re sharing with them and using it in their own work or personal lives once they have left your presentation.

Many times our greatest undoing is that we imagine the worst- that they are looking for our mistakes or focusing on the weaknesses in our performance. That’s not the case. Audiences want their presenters to do well. Imagine that.

MYTH 3: Make a grand entrance.

Marching confidently into the room, you stride past the anxious audience, turn to the podium and clear your throat…. I..HAVE…ARRIVED….

Really?!? This better be AMAZING.

There are two things wrong with showing up late to your own presentation. First, you’re telling your audience that you view yourself as more important than they are. Second, you’ve missed a HUGE opportunity to calm your nerves… Meeting and making friends with individuals who are there to hear you.

Talking one-on-one with audience members before a presentation calms your nerves (oh my gosh… They’re only humans!) and builds support for you by making yourself more human to THEM. You’ll find allies you can look to as you make your points, and you’ll see more smiles, nodding and participation when you’ve taken the time to introduce yourself informally and learn what you can about the people in the room.

Focus on others and you’ll find that your nerves will no longer get the best of you during public speaking engagements.

To order my workbook in building or overhauling your company culture approach, please click here.
http://www.barnesandnoble.com/w/corporate-culture-shock-teresa

The Networking Opportunities You’re Missing

It’s not what you know. It’s who you know. Well, maybe a little of both. The best movers and shakers are constantly working on both in the quest to grow and develop their careers. Today I’m going to focus on the latter. Every day brings opportunities to build your network and gain more visibility in your organization and industry. Here are five to take advantage of:

1. Specialty interest groups within your organization.
Recently, my company launched its first women’s networking group. The group is open to men and women alike. On the day of the launch event, I was teaching a leadership workshop attended by both sexes, and mentioned that it would be a great opportunity for all participants to network with some female executives. A lot of snickers by some of the men. My question… In a room full of high-profile women, why would you NOT want to stand out as one of the few males supporting this initiative? Find a group within your company where you can discuss your business, ideas, and interests with people that you don’t have visibility to on a daily basis. Most companies have running clubs, speaking groups, feedback panels, etc. Join one.

2. Industry or function groups on LinkedIn.
Don’t wait until you’re looking for a new job to start joining groups. Two reasons- the first being that it’s a red alert to your employer when you suddenly join ten groups and collecting recommendations. The second is that visibility in your field gives you the chance to build credibility, exchange new ideas and come to your own team with solutions that weren’t obvious.

3. Lunch time.

Do you always jet from your desk, hop in the car and break away for lunch, solo? Plan to chow down on campus or with colleagues once a week. It shows that you’re interested in them and lets you get to know about what’s important in their worlds. Understanding others’ values makes you a better negotiator, a better salesman for your ideas, and hey- it makes you more friends at work. Plus, you never know who else you might meet in the cafeteria. A lot of executives hold casual lunch meetings on site.

4. Internal company networking sites.
Social media is about more than Facebook and LinkedIn. Companies are now hosting internal boards to build global teams and share best practices more quickly. As it’s a relatively new concept, there is high visibility to those who participate early. And most groups are sponsored by someone in leadership. If your company has its own social networking site, get in there. Ask questions, share tips and start discussions. Be an influencer and a subject matter expert where you can.

5. Free industry seminars (live, instructor-led).
You’ll meet pros, novices and those without a clue. You’ll feel humbled, smart and invigorated if you choose a free seminar with a credible company and facilitator. Invite co-workers, pass out business cards and build your professional network. Learn something and introduce yourself. It’s free, and your company will see you as someone who is proactive in their own development.

To order my workbook in building or overhauling your company culture approach, please click here.
http://www.barnesandnoble.com/w/corporate-culture-shock-teresa-rector/1009109634

5 Reasons to Measure What You Do

Years ago I was in the middle of an interview for a Training Manager position in Dallas. It was going well and I felt like I was building a good rapport with my interviewer. Then he asked me for results of previous training programs I’d managed….. Crickets. I told him the participants had really enjoyed them and seemed to want more training…more crickets.

I was fairly young, mind you, and hadn’t had much experience in formally managing a training team. I just didn’t have any hard metrics to share with him. I left the interview knowing two things- that I wasn’t getting that job, and that I needed to be prepared to answer that question in the future.

Since then, I’ve worked hard to determine what IS measurable about the work I do, and to track those results. Doing so has benefited me in a number of ways. No matter what your job role is or what type of projects you contribute to, look for ways to measure. Here are 5 reasons why:

1. It looks great on your resume. Listing specific impact is much more impressive than providing generic duty descriptions. How many people did you impact? Did you positively affect the business? Did any of your projects improve processes and results for others? If you can show it, your resume will stand out from others.

2. You’re ready to discuss your value when negotiating for a promotion or raise. When it comes to title, responsibilities and money, decision-makers must have real data on which to make a decision. Give them what they need to help them give you the go-ahead. When asked what you feel quantifies an increase, having those facts ready will help you answer that question easily and with confidence.

3. It makes your boss look good. Our leaders are asked by their own bosses to share successes and justify cost on a regular basis. Feeding positive metrics to your boss allows them to brag about the team and projects to which you’re connected, and when they don’t have to dig up stats themselves, it makes their job easier.

4. It makes it easier to “sell” your future initiatives. Customers, co-workers and others will be more likely to embrace and sponsor projects when you have proof that it will be worthwhile. Positive results from prior efforts indicate the same is possible from future efforts. If you’re asking others to commit time, resources or trust in you to make something happen, have your metrics ready.

5. It helps you improve. Measuring an initiative helps you determine where to make changes and what to keep consistent going forward. You can see where time is spent, who is impacted, and where your work makes a difference. You can stop spending time on non-impactful areas and instead focus on where your work can strengthen efficiencies and best practices. When the metrics aren’t so good… You know what to stop doing. When they’re great… You can do more.

Measurement takes a bit of effort at the start, especially of you haven’t been doing it. But with practice you can streamline the process and see the benefits that come with it.

For more insights on change management and corporate culture insights, please check out my book at:

Create a Welcoming Culture

“Welcome to your new job. Here’s your desk, this is our intranet, Jane is your HR person, and Tom over there can answer any questions you have. Your goals are listed right here on our department web page. Glad to have you aboard!”

….

Ummm… Hello?

…

Too many companies miss out on the opportunity to build culture and retention starting with an employee’s first day. It’s a chance to tell your story, build rapport and set clear expectations for both behavior and performance, through example and discussion.

Remember your first day at any job. What were your impressions? Of the boss, of the team, of the company, and of your job? An effective onboarding plan can leave a new hire with a sense of excitement, belonging and satisfaction that they made the right decision. An ineffective process can leave them feeling disappointed, vulnerable, and doubtful about where they are and where they are going.

An effective plan doesn’t have to take a lot of money or time to prepare. You can begin these best onboarding practices tomorrow!

1. Be there to greet your new team member and plan a lunch or other gathering with the team. If you have new hires starting on different dates, consolidate plans…but it’s a nice touch when they can meet their team in a social setting.
2. Have their work space ready- computer, phone and desk should be clean and functioning. Leave a small gift that reflects your culture, with a welcome card from their new team.
3. Provide a list of important numbers such as IT helpdesk, their manager, HR, and even basics such as their own email address and phone number.
4. If they need system access to begin being productive, make sure they are set up with necessary logins and shared folder access. Before they sit down to work.
5. Schedule time on their first day to give them a tour, answer any questions they have, discuss goals and work expectations, and establish a learning plan. Let them know that you will continue to be available to support them.

These are just some tips to make it a great first day. Remember that onboarding is a process that takes anywhere from a week to a year depending on the details of the job and organization. Check in regularly with your new hires to make sure that it’s an experience that builds loyalty and confidence, and sets them up for success.

For more insights on change management and corporate culture insights, please check out my book at:

Saying “No” to Build Stronger Partnerships

Saying “no” is about so much more than denying a request. It’s about managing your time and resources effectively, staying focused on your goals, and maintaining your credibility and impact. When done correctly, saying “no” can build stronger partnerships and teams than youve ever had.

It’s just a word. But it strikes fear into the hearts of many of us. Leaders want to be liked and encourage their teams, employees want to remain in favor with their leaders, and some of us just fear potential conflict so much that we “yes” any request that comes our way.

Learning to say “no” effectively is a powerful skill to have, and is ironically one of the traits of those who are known for getting things done. Follow these 5 tips to become a master in the art of NO.

1. Think first. Avoid a gut reaction to someone’s impatience or adversarial personality, and be sure that “no” really is the right answer. A “win” is when the right decision is made and you can respond with intelligence and consideration.
2. Know how to determine when “no” IS the right answer. When a request impedes or is out of alignment with a higher priority. When the requestor can’t provide enough information. When an alternative will provide higher impact and fewer resources. When a solution is already available. When you are already out of bandwidth and someone else would benefit from owning the request.
3. Be respectful. Yes, there are some bad ideas out there, some unrealistic expectations. But if you shame someone for being a little off base, you’ll miss their next great idea. And if you insult the wrong person, you could put your own reputation and job in jeopardy. Find what’s right about any request and understand the rationale behind it.
4. Educate and partner with the requestor. You’ve got to explain why you’re declining a request. Clarify that you want mutual benefit and the biggest bang for your partner’s buck. If you’re the expert, be the expert. Gain buy-in by demonstrating the value of the alternative, or the detriment of moving forward. Share how you’re incorporating others’ ideas and goals.
5. Keep showing results to build credibility and make future “no’s” welcome and expected. If a “no” from you is consistently followed by an improvement to the original expectations… your customers, partner or team members will welcome your input going forward and be more open to your reasoning.

For more insights on change management and corporate culture insights, please check out my book at: