Dress To Get Hired: Attire Still Matters

Dressing down, business casual and the like, which are actual described as a benefit by some companies, do not set the tone for interviews.  In fact, most of the “rules” established nearly three decades ago in business literature still apply when it comes to interview attire and hiring decisions.  Whether attire should matter or not will not be addressed here.  Rather, it should be assumed by anyone interviewing for a job, whether newly minted college graduate or veteran to working world, proper attire still does matter for first impressions and hiring decisions. 

For men, the interview outfit has changed little over the years.

Suit: Traditional navy or gray two or three button.  Only button the top or middle button.  100% wool is best.  Make sure it is clean and pressed.

Shirt: white or light blue cotton.  Straight or button down collar.  No French cuffs (save those for the CEO and CFO).  Neatly pressed and clean.

Tie: striped, foulard or solid in silk.  Classic colors.  Traditional patterns.  Neatly tied and again, clean and not creased or wrinkled.  No tie tacks or clips.

Shoes: black or dark brown.  Classic style with laces are best but dress slip-ons are OK.  Save the clunky ones for the high school and college crowd.  Highly polished.

Belt: leather, understated, classic and same color as the shoes.

Socks: plain black or navy blue.

Jewelry: no earrings – ever, dress watch, no more than one ring per hand on ring finger, no lapel pins unless you are going to work at the White House – then an USA flag pin is OK. No bracelets or visible necklaces.

Hair – get a haircut a week before the interview and comb your hair prior to the interview.  If you have any facial hair, make certain it is trimmed and understated.

Personal grooming: bath, deodorize, no cologne, brush and floss your teeth, use mouthwash.  Check yourself over in the mirror before you leave for the interview.

Sources: Jos. A. Bank, Brooks Brothers, Lord & Taylor, J. Press and other classic men’s clothiers. 

For women, the task is definitely more challenging.  Fashion changes from season to season and from year to year.  Again, I am going to recommend the classics.  Traditional in cut, color and style.  If you think this is all wet, you probably belong in the fashion or other creative industries – or working for yourself.

Suit: Jacket and skirt OR trousers in black, navy or gray.  100% wool is best.  Make sure they are clean and pressed.

Blouse: white, ecru or pale blue.  Various fabrics and classic styles are acceptable.  Freshly dry cleaned.

Shoes: black, navy or dark brown depending on the suit color.  Classic style pumps are best but sling backs with closed toes are OK.  Make sure they are not scuffed and are polished.

Pantyhose or stockings: natural shade and no runs.  Knee highs with trousers.

Jewelry: no more than one earring per ear, simple and traditional.  A dress watch, no more than one ring per hand, again - no lapel pins unless you are going to work at the White House – then an USA flag pin is OK. A simple bracelet is OK.  As are either a simple necklace or string of pearls.  No ankle jewelry, no facial piercings.

Hair – the less said here the better.  Just make sure the hair is not distracting and the color is a natural looking one.

Make-up – make sure it is not distracting and looks natural.

Personal grooming: bath, deodorize, brush and floss your teeth, use mouthwash.  Check yourself over in the mirror before you leave for the interview.

Sources: Talbots, Ann Taylor, Brooks Brothers, Lord & Taylor, Banana Republic and other stores that offer more traditional quality women’s attire. 

Will wearing and doing these things get you the job?  Probably not.  But they will insure that the interviewers focus on you, your skills and how you speak and act rather than on some aspect of your attire (yes, I agree, it should not matter – but the fact is that it does).  

I look forward to your thoughts and comments on this topic. 

George F. Franks, III is the President and Principal Consultant of Franks Consulting Group, a business, career, leadership and nonprofit consulting practice.  You can contact George at franksconsultinggroup@gmail.com. Franks Consulting Group’s web site is:

www.franksconsultinggroup.com

Ten Steps to a Successful Job Interview

Ten Steps to a Successful Job Interview 

Just like dressing to get hired, the interview itself it fraught with opportunities to fail.  But there are “rules”.  While following these rules will not insure that you get the job, they will enable hiring manager to see you as more than just another candidate for their vacancy whether just out of school or a veteran to the working world. 

1. Bring several copies of your resume in a leather follow with note paper in it to take notes if necessary.  Do not forget to bring a pen.  As long as it’s not chewed or juvenile, any kind of pen is fine.  If you use a luxury pen to an interview you may be suspect.
2. No matter what the person hosting you says or asks, do not eat or drink anything offered.  Just politely say “no thank you”.  Remain standing until your interview joins you.
3. When the interviewer joins you, make eye contact and shake hands firmly.  Great the interviewer by name.  Sit only after they sit down.
4. Offer a copy of your resume.  Do not assume they remembered to bring it with them.
5. Answer questions precisely.  Do not ramble on.  Make eye contact.  If you need clarification, ask for it.  It there are multiple interviewers at one time, make eye contact with the one who asked the question.
6. Be prepared to ask several questions.  These should be based on research you have done about the company, business or organization.  They should be specific and not “fluff ball” questions.
7. Do ask for the selection process time line.  This is the key for following up your thank you note (see below) with a phone call.
8. Stand when the interviewer stands at the end.  Make eye contact, shake hands and thank them by name.  Ask for their business card.  If they do not have a business card ask for their business phone number and business e-mail address.
9. Do not loiter.  Leave immediately after the interview is completed.  Thank the receptionist or administrative assistant for their help before you leave.
10. Write an e-mail note to each of the interviewers within twenty-four hours of the interview to thank them.  Some people recommended a snail mail note.  I believe this can be a nice touch but is optional.

Amazingly, many job candidates do not follow these key “rules”.  By following them, plus a stellar resume and by making your appearance neat and professional, you will be seriously considered for that ideal job. 

George F. Franks, III is the President and Principal Consultant of Franks Consulting Group, a career, leadership, business and nonprofit consulting practice.  You can contact George at franksconsultinggroup@gmail.com.  Franks Consulting Group can be found on the web at:

www.franksconsultinggroup.com

 

The Death of Telecommuting?

Much has been written over the past several months about the pending death of telecommuting.  Companies and their management have been taking steps to reduce if not totally curtail telecommuting by employees across the USA.  The move is not limited to any one market, sector or industry.  At the same time, employees fear more and more that being “out of sight” will also lead to their being prime candidates for lay-offs as the economy continues to flounder.  Is this the death of telecommuting or should companies and employees continue to promote it and why?

History 

Three big reasons drove telecommuting going back to the early 1990s.  The first was to reduce traffic congestion and pollution.  In many cases this was a mandate by state, county and local governments to the largest employers.  One of my former companies, AT&T, was in the vanguard for this very reason.  Secondly, companies were looking to reduce overhead.  Telecommuting mean less office space, lower overheads...and a healthier bottom line.  Finally, in the battle for the best and the brightest, companies used telecommuting as benefit to new and younger employees – just like “casual Fridays” and eventually casual working environments. 

A New Supervisory Dilemma 

Most executives, middle management and supervisors learned their craft under the watchful gaze of their bosses over the years.  They managed, to a large degree as they had been managed.  Perhaps with the exception of sales people and service people “in the field” (with customers), most employees sat in offices for company locations near their supervisors.  Meetings and daily face-to-face interaction were a way of life.  With telecommuting, all of this changed – much to the discomfort of most bosses at all levels.  All of a sudden their employees were working from home rather than the office.  Meetings became conference calls.  Team meetings were often quarterly, if that often.  Globalization and remote or virtual “teams” added to the complexity of the situation. 

Benefits 

In addition to reducing pollution, reducing overheads and improving employee satisfaction, most studies about telecommuting found that employees working from home actually worked MORE than when they worked from an office.  Additionally, they had fewer “sick days” and they had higher satisfaction levels with the companies.  Higher satisfaction often translated into lower turnover – further reducing costs (hiring and training). 

The “Bad Apples” 

As with any benefit or privilege, some employees took advantage of telecommuting.  They used it as an opportunity to avoid daycare for children (often against company policy).  They used telecommuting as a chance to run a home business in addition to their regular job – and on company time if not resources.  Employees spend hours shopping on-line, looking at porn or just doing as little as possible until they had a “deliverable” to the boss.  Finally, some employees used telecommuting as an excuse to withdraw from their company culture – not meeting co-workers, only communicating with their boss as required and rarely showing up in the office. 

The Answer 

The ideal answer for any company is to not “throw out the baby with the bathwater”.  They can continue to reduce pollution, keep overheads low and maintain high levels of satisfaction.  It is up to bosses to be clear about telecommuting rules and responsibilities.  These are sometimes called “telecommuting agreements”.  One example is coming into the office one day per week and to participate in essential meetings and conference calls.  Employees too have responsibilities.  Maintaining “face time” with their supervisors, delivering on all performance objectives and building a professional network within and beyond the company environment are all essential.  Additionally, many employees schedule weekly or monthly updates with their supervisors to review roles, responsibilities, project status, quality of deliverables and priorities.  These meetings produce dividends for both the supervisor – at any level – and the employee. 

Telecommuting is not yet dead.  But unless companies and employees step up to the challenges and needs created by telecommuting, it may soon go the way of manual typing pools and company defined benefit pensions.

 

George F. Franks, III is the President and Principal Consultant of Franks Consulting Group which offers career, leadership, business and non-profit consulting services. George can be contacted by e-mail at franksconsultinggroup@gmail.com or via his web site:

www.franksconsultinggroup.com

Ten Steps to a Top Performance Rating 

The current world of pay for performance, whether one works for a business, a non-profit organization or even government at any level, requires a different way of working.  In the past, it was enough to work hard, do what you were told and be a team player.  That would get you a cost of living raise for sure and maybe a bonus. Not any more.  In the pay for performance world, those who follow the old rules are left behind – and in many cases without even the full cost of living increase much less a bonus.  No, new rules apply for success and top ratings with pay for performance.  These are the new rules. 

1. Learn your organization’s mission inside out.  All objectives should relate directly back to the mission.  It is important not only to do your job but also to know how it fits into the bigger scheme.
2. Make sure you have a job description.  Learn your job description well.  Make sure you have all the skills that it requires.  If you do not, take steps at night and on weekends to insure that you have all the skills described in your job description.  Anyone who has more or better skills than you could replace your tomorrow.
3. Get a clear set of performance objectives from your supervisor.  Whether you are a first level boss, a business unit executive, a department head in a local government or an executive director of a nonprofit, you have a boss and your boss has objectives. Make sure your boss or supervisor provides you with your objectives.  Take the time to go over what is expected of you and make sure you understand what is due by when and how it is measured and by whom.
4. Again, everybody has a boss.  Even CEOs and Executive Directors report to Boards of Directors.  Your number one objective is to make sure you understand what your boss expects of you and how your boss’s success is measured.  While your boss may be successful and you may not be, if your boss is not successful, then any success on your part will be for nothing.  Get inside your boss’s job and her head.
5. If your boss has a boss, get to know her too.  Make yourself known.  Understand her job and her objectives.  How does she define success?  If your boss is gone tomorrow you are nothing without having a relationship already in place with her boss too.  Note of warning, some bosses are jealous about access to and relationships with their bosses so be sensitive to this.
6. Unless you are in the military or professional sports, forget all this team stuff.  Few organizations measure much less reward teamwork.  You must often get things done with and through teams but this is often over emphasized.  Your success is about you – not about some amorphous group of people brought together randomly to accomplish whatever task.  You must shine alone – and stand out a star performer – not as a member of “the team”.
7. While some organizations us peer ratings or what have been called 360 degrees ratings (above, peer and subordinates), these are far from a science in terms of data collection, reliability and linkage to performance.  At the end of the day, you are fighting for your performance rating, your raise, your bonus and your next promotion against your peers.  Do not view them as team mates, friends, buds or family.  They want your money, your rating and often your job.  Be professional but not familiar.  The world of pay for performance is survival of the fittest to the extreme.
8. Subordinates ARE important.  If you do have people who work for you, then your success is based on their success.  You must do all you can to make sure they know what their objectives are, that they are on track to meet and exceed every one of them and that you eliminate poor performers who work for you.  Make sure they have what they need to do their job.  Make sure they shine as stars and make you shine as a star too.
9. Special projects are the kiss of death.  Some bosses include in objectives: “special projects are assigned” or “other responsibilities based on the needs of …”  Fight these tooth and claw.  They are deadly.  You can be 110% on every objective and these will drain your time, your focus, your resources and ultimately cause you to fail to meet your overall objectives.  If your boss wants you on a special assignment, then have her suspend – in writing – your current objectives and write special and specific ones for the special project including time frames, criteria, dates and so on.  Anything less will doom you to not meeting or exceeding your performance objectives.  Remember: get it in writing and get it signed and dated.
10. Even if your organization only has on annual performance review per year, sit down with your boss to review your performance formally every six months.  Every three months is even better.  Come prepared with a summary of your objectives and your quantified accomplishments for each of the objectives. Do not throw in extra things like “ran the company bowling tournament”.  Have a candid and formal review of each of your objectives and your performance to-date against each.  If you are not on-track to meet an objective, include an “action plan” to pro-actively meet and exceed the objective with specifics.

Pay for performance can be good and it can be bad.  It can be good if your work at being the star of your organization by knowing and exceeding every one of your objectives and knowing how to make your boss successful at the same time.  Pay for performance is deadly if you work hard and do your job and expect to get a raise much less a bonus.  It is a new world and that new world requires a new and different set of actions to be successful.

 

George F. Franks, III is the President and Principal Consultant of Franks Consulting Group, a Career, Business and Nonprofit Consulting practice with clients throughout the USA.  Contact George at franksconsultinggroup@gmail.com.  Franks Consulting Group is on the web at: www.franksconsultinggroup.com

 

Business Card Do’s and Don’ts 

The business card is one of the most used and least understood tools in business today.  Whether CEO of a Fortune 500 Company or founder and part-time CEO of a web-based start-up, the business card is an effective communication and marketing tool.  But like any tool, it must be used properly.  The do’s and don’ts of business card etiquette, while not the key to wealth and success are helpful to prosper in a business or organization of any size. 

The Business Card 

If you work for a mid-sized to large company or organization, the style and format of the business card will have been decided for you.  If you have your own company or organization, then keep the business card traditional in size and shape.  Have them printed with all your key contact information in additional to you company or organization’s name, logo and tag line. 

When to Carry Business Cards 

Unless you are going swimming or otherwise actively engagement in sports, carry your business cards.  Do no limit carrying them to work days, the office or business functions.  Some of the best opportunities for business networking are at the least likely events or times. 

How to Carry Business Cards 

Some people carry business cards loose in their pockets or their purse.  The best thing to carry them in is a business card case. These are available in metal and leather.  I carry the leather one made by COACH and it has served me well.  The metal ones are acceptable also as long as they are no bigger than the business cards. 

When to Offer Your Business Card 

Some people whip out their business card every time they meet someone at work or at a work related function.  The best times to offer your business card are:

-          When someone asks for your card.

-          When you ask someone for their business card.

-          At the END of a meeting with a client or potential client before they leave.

-          If someone asks for your contact information (business or otherwise).

-          At the end of an air flight if you have talked with the person sitting next to you.

-          If you dine next to someone outside of your company at a professional or networking function (business-related), you may tell them that it was enjoyable talking with them and offer them your card as you shake hand and leave. 

Business Card “Don’ts”

-          Don’t give your business card to people who work with you.  If you are that unmemorable you may need a professional coach.

-          Don’t give your business card to people at a reception or networking function unless they ask for yours or your contact information.

-          Don’t drop them in bowls for raffles as you will only be contacted by someone trying to sell you something.

-          Don’t give them to others to hand-out for you.

-          Don’t leave them on bulletin boards or in stacks at any place other than your own desk – and only then if you meet face-to-face with customers or clients.

-          Don’t hand them out to anyone at a church service (social functions are acceptable) or at funerals. 

Old Business Cards 

Old business cards make great book marks and also work well for “to do” lists. 

Business cards are both a blessing and a curse.  Until everyone passes all contact information through technology, we will still have a tool called the business card.  Know when and how to use them as an effective business development and communication tool remains essential to success.

 

George F. Franks, III is the President and Principal Consultant of Franks Consulting Group, a Career, Business and Nonprofit Consulting practice serving clients throughout the USA.  Contact George at franksconsultinggroup@gmail.com.  Franks Consulting Group is on the web at www.franksconsultinggroup.com

Dressing for the Holiday Work Function 

Holiday parties and other work-related functions are both a blessing and a curse this time of the year.  One can count on co-workers getting drunk, making a pass at the male or female “hottie” from the office and plenty of folks kissing up to the boss.  You can also count on people wearing the most outrageous and unacceptable attire.  So what should you wear to a company holiday function? 

For Men During the Day 

If the holiday function is during the day, it is best to wear what you wear to work if the invitation does not say anything special.  That means if you wear a suit normally during the day, then wear a suit.  If you usually wear business casual, then do the same but it is always a good idea to at least bring a sport jacket or blazer.  Do not wear jeans, work-out attire or sneakers even if those are the things you normally wear during the day.  Avoid the funny Santa hats, reindeer antlers and ties that play “Jingle Bells”.  That is not how you want the boss – and her boss to remember you. 

For Men During the Evening 

If the holiday function is in the evening, the invitation may say business attire or formal attire.  If it says business attire and you have a very casual office, then you may be able to wear a sport jacket, shirt and tie and dress (not cotton khakis) trousers with non-sport shoes (and NO sandals).  You are safest for evening “business attire” wearing a dark suit.  Dress as if you are going to an appointment with an important client and not like a teenager’s first job interview.  Take the time to look right and together.  Make sure you suit is clean and pressed, that your tie is clean and press too and that your shirt is clean and crisp looking.  Polish your shoes.  And again, no Santa hats, reindeer antlers and ties that play “Jingle Bells”.  You want to make a good impression with your co-workers, your boss and her boss too. 

For formal attire, you can often get by with the dark business suit, a white dress shirt and serious looking tie with dress shoes.  Ideally, for formal attire, you are going to need to wear a tuxedo with a white shirt (no ruffles please) and a black bow tie.  Polished black dress shoes are acceptable unless you own patent leather formal shoes (ideally slip-ons with grosgrain bows).  Remember, no powder blue suits, spinning Santa ties or holly motif shirts.  Simplicity is elegance. 

For Women During the Day 

If the Holiday function is during the day, the attire rules for the women are the same as the men.  If you wear suits to work – either with a skirt or slacks – then wear the same to the Company Holiday party during the day.  You can dress it up with very good shoes (heels NOT flip-flops) and a bit better jeweler than you would normally wear – but nothing overwhelming for the event.  A holiday themed pin is acceptable for women but not encourages.  And please no reindeer pins that light up or play songs digitally.  In lieu of a suit, a business cut skirt (dark) and a dress blouse with or without a pin also works for daytime events.  Again with the good dress shoes.  The skirt can be replace by a pair of dark, business cut slacks worn with dressy shoes.  As with men, no workout attire, non running shoes, nothing “cute” and no, No, NO! Flip-flops.  If skirts are worn, remember to wear stockings – it is not the middle of summer. 

For Women During the Evening 

For many companies, the evening Holiday function is a place to see and be seen.  Dressing well is something many women thing about long before December.  There are three different types of attire that can pass based on how formal the evening is noted as in the invitation.  If the event is right after work, then attire mentioned for the daytime event may be appropriate – a suit with a skirt or slacks and a dressy blouse with the addition of tasteful jewelry and good shoes (read that as heels).  For the more formal function during the week, a dress may be appropriate.  It should be conservative and tasteful unless you are in a glamour industry (in which case you don’t need to read this).  Match the dress with heels and stockings, pearls and a pin or other simple jewelry.  No short skirts or plunging necklines please.  Again, you want to impress you boss and her boss with what a brilliant employee you are, not sleep with her husband. 

Finally, if it says “formal” and is held at a private venue in the evening – and probably during the weekend, then the sky is the limit.  You had best go shopping now if you have not already.  A couple of points to remember.  What you wear should be conservative, it should be classic, it should say that you are educated and success and it should be something that you can wear again in the future.  Do not forget the pearls.  You can wear a little more jewels.  And no matter what, do not wear anything with a holiday theme or with red and green in it.  You might as well be standing by Santa at the mall if you do that.

 

George F. Franks, III is the President and Principal Consultant with Franks Consulting Group which offers career, business and nonprofit organization consulting services. Their web site is:

www.franksconsultinggroup.com

You've Been Laid Off. Now What? Questions Every Job Candidate Should Ask

 

Job interviews are often viewed as a one-sided experience.  This should not be the case.  A job interview is an opportunity for the job candidate to learn as much as possible about not only the specific job they are interviewing for but also about other important factors about the company or organizations with which they are interviewing.  While some of the questions recommended for the candidate may seem to be common sense, there are a number of job candidates who are either too nervous, shy or afraid to raise these critical questions. 

What is the work environment?  This question, while broad, can cover everything from the formality of an office to the physical layout of the work space.  Depending on while both of these areas are important, the former one is of great interest to manner younger job candidates while the latter one is of more interest to more senior job seekers. 

What are the opportunities for development?  This question gets to the issue of how much the company or organization values their people.  Specifically, the response should address formal training and development programs including opportunities for academic and professional coursework.  Those interested in professional degrees or on-going education must clearly follow-up on the response to the question if it does not address those areas.  An additional area of inquiry is the selection process for future executives and other leaders.  What is the process and how does it work. 

How much travel is anticipated and what type?  Some people crave travel.  Other people hate travel.  The job candidate needs to know up front how much travel is anticipated and what kind.  Some businesses put travel in percentages: 25%, 50%, 75%?  What kind of travel?  Is it local?  Cross country?  International?  Will it require being away over weekend?  Unless you are committed to working 7x24, these questions are very important. 

What is the policy toward telecommuting?  Speaking of working 7x25, it is important to ask about the home office policy.  This may be very important or not important to the candidate at present, but it is something that should be known up front.  Whether due to a personal situation or bad weather, everyone wants to work from home occasionally.  And it is essential to know about front about the potential employer’s policy toward home office work. 

What is the opportunity for advancement in this position and what is the career track?  While fewer if any companies or organizations guarantee careers or any kind of job security, most do surprisingly have career maps for each of the jobs in the company or organization.  Often but not always, these are tied to the organization chart.  Is the next step from the job a lateral position?  If so, what?  Is it a promotion?  If so, what are the responsibilities?  Do these require relocation?  If so, what are the possibilities?  These questions are not out of line.  It is appropriate to think 3-5 years ahead while interview for the first or next position. 

What are the expected work hours?  Again, this may seem like a naïve question but it is an important one.  When does the work day start?  When does the work day end?  Is there overtime pay for anything over that?  What about weekends?  If so, how often?  One more time…unless you are willing to work 7X24 for your base pay it is critical to ask these questions during the interview. 

What are the benefits with the position?  This should be an up front question not an after accepting the job question.  Benefits whether extensive or meager are part of the total compensation package (salary, bonus, any other incentives such as stock or options and all benefits).  What is included?  What does the employee have to contribute?  When do they start?  Which are included and which are optional?  Which are most used by employees?  Least used and why?  This is one more case where the questions are either not asked or asked AFTER the job offer has been made. 

What is the cash compensation?  While more and more hiring managers and human resources managers get this question out of the way up front, it is a critical question.  This encompasses base bay, bonus and other incentives excluding benefits.  Related questions include: what are raises based on and how often?  What is a typical raise?  Does everyone get a raise?  What are bonuses based on?  Did everyone get a bonus last year?  If not, why?  Are options available for this position?  While these questions sometimes are answered up front, they should be the last questions discussed once the others are out of the way.  They are important, but they may not be the most important questions for most job candidates. 

Finally, get the phone number and e-mail addresses of each of the people who interview you.  If you do not get to ask all of these questions during the interview process, you need to follow-up with them to get the answers.  A follow-up call or e-mail is often as important as the follow-up thank you letter or e-mail which is mandatory for all candidates. 

Job interviews can be fun and they can be terrifying.  They are an opportunity for the company or organization to see if the candidate is a fit for their open position.  But equally important, it is an opportunity for the job candidate to find out if the company or organization is a fit for their goals, attitudes and life-style.

 

George F. Franks, III is the President and Principal Consultant with Franks Consulting Group, a career, business and nonprofit consulting service.  Visit Franks Consulting Group on the web at:

http://franksconsultinggroup.com

Contact George at franksconsultinggroup@gmail.com

You can also follow us on Facebook and Twitter.

 

Ethics 

There has been a lot in the news about ethics lately.  Or rather about he lack of them.  The headlines include affairs by senior government officials, questionable e-mails from senior military officers plus the usual news of students’ cheating, Congressmen lying, CEO back-dating stock options and executives spying on their boards – among other things.  The question is often asked “why do smart people do dumb things?”  Let me put it a different way, people who are smart – or not so smart – need to do the RIGHT thing.  So what does that mean? 

The Right Things… 

Do not lie, cheat or steal.  Ever. No excuses. “But everyone else is doing it” should have stopped before junior high school. 

Treat others the way you would want to be treated.  This applies to customers, employees, suppliers and family members. 

There are no short cuts to success.  Success is the result of hard work over time.  Anything less is luck. 

Communication.  Say what you mean and mean what you say.  We are all caught up in double talk, buzz words and spin.  Think about what you say – whether it is one on one, to a small meeting, to the board or to an auditorium of people.  Put is out there in plain English. 

Walk the talk.  If you say something – others look to you to live it too.  If you expect something from others then you must live it and lead by example. 

No secrets.  Whether it is over the phone, e-mail, conversation – or even “IM” – there are NO secrets.  If you would not say something to your mother – then do not say it to others in the “privacy” of conversation, e-mail or other communication vehicles. 

Visibility works both ways.  PR is great when you want everybody to know about something wonderful you have done.  How about when you do something that is not so wonderful?  Think about it.  Would you want your actions on the front page of the newspaper or on the 10 O’clock news report? 

Don’t forget … 

Whether you are in the mail room – or the corner office – or anywhere in between, the way you act every day – in and out of the office – speaks volumes about you.  Live your life as an open book.  Follow the simple principles outlined about.  You may not become a Fortune 500 CEO or achieve FORBES list of the wealthiest people – but you will be able to sleep at night, look your colleagues in the eye and leave a wonderful legacy for all of those you have touched during your life. 

George F. Franks, III is the President and Principal Consultant of Franks Consulting Group – business, career and nonprofit consulting practice.  His web site is:

http://franksconsultinggroup.com

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We look forward to your thoughts, ideas, comments, criticisms and suggestions.

Cheers!

George F. Franks, III
President and Principal Consultant
Franks Consulting Group
www.franksconsultinggroup.com

What You Wear on Your Feet May Get You Hired

One of the last things people think about for a job interview is what to put on their feet. Actually, footwear is important for creating the right impression at any job interview. For both men and women, the right shoe appearance can be made without spending a week’s paycheck (or equivalent savings) on the footwear just by following a few simple points.

Footwear for men
There are two styles that work for men. Laced shoes and slip-on shoes. Traditionally, laced shoes have been encouraged for job interviews as they require more work to put them on and keep them on. Slip-on shoes are sometimes referred to as loafers, but these are the dress variety not those with big moccasin style toes and “beef rolls” on the sides. Actually, laced and slip-on shoes are both acceptable. But they must be traditional or what is sometimes described as “classic” in style and appearance.

Men’s interview shoes should have toes that are not square or pointed. Black leather is best. Dark brown is next. Avoid any other colors and anything that looks like synthetic materials. The sole of the shoe should be leather but even if it is not it should be thin and not have lugs or anything for traction. These are not camping, athletic or multi-purpose outdoor shoes.

If the shoe has laces, they should be the same color as the shoe and in good order. If the shoe is a slip-on it should not have buckles, snaffles, pennies, and insignia of either metal or cloth.
The shoes should be shined with polish and a buffing cloth or brush. The sole and the heel should be shined and buffed too (the outside not the bottom). If the shoes have cracks, tears or other visible wear they are not appropriate for an interview.
Boots are never appropriate for interviews. Neither are sneakers, sandals or anything with Velcro.

 Footwear for women

There are several styles of interview shoes that work for women. Please note: these are for positions in business, nonprofits, government and the professional fields not Hollywood or the New York high fashion industries.

The first style that is best for women is the classic pump. The height of the heel should be moderate. A higher heel is better for shorter women. A lower heel is better for taller women. The pump should be in black, navy or very dark brown depending on the color of the suit being worn. Avoid patent leather. The toe should not be long and pointed nor should it be blunt and squared. The entire shoe should be one single color.

The second style that is best for women is the ballerina slipper also known as the flat. These are classic and can be worn in the same colors as the pump. They work best for moderate to taller women though some shorter women swear by them and wear them successfully. They say all the right things about a women and are generally more comfortable than pumps with heels.

The final shoe style that is best for women is the sling back. It is just like the pump in every element except the back of the shoe is an open strap, usually with a adjustment buckle to shoe the heel of the wearer. They are another traditional or classic style for women.

Toes should not show during an interview, even in the dead of summer. As such, dress (or casual) sandals are not appropriate. Neither are flip-flops even in so-called dress styles.
Like men’s shoes, women’s shoes should be in good repair, polished and buffed.
Some may think talking about shoe styles for interviews is a forbidden subject, like politics and religion, but they are important. Follow the advice outlined above will not guarantee that you get the job of your dreams, but not following may keep you out of the running for it.

Interview Attire for Men on a Budget

Men of all ages sabotage their interview as soon as they walk in to meet with the hiring manager or human resources. What you wear does matter. By following the advice outlined in this article you can be sure that you are wearing the right interview attire while at the same time staying within your budget.

Suits

You do not have to travel to Savile Row in London or the most expensive men's store in your city to get a suit that will serve you through a series of job interviews. Most chains have men's suits. You can buy them as a coat and trousers or sometimes you can buy them separately. If you can do the latter do so. It will require less tailoring and fit better off the rack. If you can only buy one suite get a solid navy blue one. If you can afford two suits get a medium to dark gray one also. For your initial suits avoid pin and chalk stripes, plaids, other patterns plus black or tan.

The suit jacket should site well in the shoulders most importantly. Make sure it is large enough that you can easily button the middle button only on a three button suit and the top button on a two button suit. The suit jacket should have a handkerchief pocket on the front to the wearer's left breast and two flapped pockets at hip level - one on each site. You WILL NOT use these pockets. At minimum you will need to take the suit coat to a tailor to get the sleeves hemmed. Plan to show a bit of shirt cuff (more on that to follow). The only additional coat tailoring may be in the back of the coat if one is very thin or very narrow shouldered.

Trousers must be the same color as the suit jacket (and of the same fabric - close does not work). Pleats or no pleats are an individual matter. But they must be dress suit trousers - not casual or twill trousers. The waist should have belt loops (more on that later). Wear or bring your dress shoes when trying on the suit trousers. They should touch the top of the shoes and allow for a small dent call a "break" in the front crease of the trousers. If they do not they are too short. If there is more than one dent or break or if the puddle around the shoes then you will need to get them hemmed by a tailor. You can wear them with cuffs or not. Again it is a matter of personal taste (I prefer cuffs).

Note: always make sure the suit has been dry cleaned and is free of spots, lint and wrinkles before any interview.

Shirts

Even in this age of Casual Office attire and a range of colors and patterns for men - from head to toe - the white shirt is still standard for interviews. Modestly priced white dress shirts can be round at most retail chains. The shirt of choice should not be patterned or textured. The ideal collar is the plain point collar rather than the button down, tab (a small tab with a snap or button under the tie) or pin (worn what looks like a safety pin under the tie) collars. Button cuffs are preferred for interviews over cuff links and French cuffs (too dressy). Make sure the shirt is made to neck and sleeve size rather than Small, Medium and Large. If you need to, try on a couple in the dressing room. The collar should be comfortable and not too loose or too tight when buttoned. The cuffs should come down to the end of your wrist joint. Cotton is better than polyester and cotton but that is better than polyester. Many shirts today are no iron but they are more expensive. If you do not know how to iron well, take your shirts that require ironing to the cleaners to be cleaned and pressed. No short sleeve shirts. No pocket flaps, cowboy themes or epaulettes (unless you are Charlie Wilson).

Ties

Again, try the department stores and also the value stores that sell merchandise that has not sold at the big department stores. Look for a tie that is not too thick or too thin. Three inches to three and one half inches works well. For the navy blue suit look for the following ties: red or maroon with small white or blue dots or patterns, light blue with small white, red or maroon dots or patterns or yellow with small blue or maroon dots or patterns. No navy blue, no green or other colors. Silk ties are best. Silk and polyester are next best. Avoid 100% polyester. For the gray suit go with a navy blue tie with small red, maroon or white dots or patterns. The Maroon and the light blue ties work well too. Striped ties are acceptable (the President of the United States wears them) but they turn some people off as they can represent British regiments, men's clubs and private ("public" in UK terminology) schools. While I like striped ties you have to be careful with them due to the variety of reactions they stimulate. The same applies to bow ties. As has been often said - unless you are applying for a position as a college professor or a pediatrician - forget the bow tie.

Belts

Wear a thinner black leather belt with a plain buckle that is gold or silver colored. No woven leather, cloth or brown belts.

Shoes

While I have written who articles just on the subject of shoes, a couple of points about shopping for interview shoes at a reasonable price. First, look for leather shoes. They should be black. Laced shoes are best. Shoes with rounded toes are better than those with square ones. Thinner soles are better than thick ones. Leather soles are better than rubber ones. The perfect shoes are the oxford, the split mock toe and the cap toe. You can see these at any good shoe department or store. They are more traditional and never go out of style. Avoid anything that looks like a running shoe. While I like dress loafers - which come with and without tassels and can be very expensive - some people react negatively to them and view them like the striped ties. As such it is best to avoid them for interview situations. Make sure the shoes you do buy are polished to a shine for each interview.

Underwear and Socks

Men today wear underwear of all styles and colors. Make sure you wear a tee shirt style undershirt in white for the interview. Wearing no undershirt or a colored undershirt is not acceptable. You are on your own as to under shorts - until you get to the gym or country club locker room that is. Wear plain black socks. The higher the better. Do not go without socks or wear the short athletic socks in any color. Never wear white socks unless it is with sneakers or running shoes.

While none of these points will assure you a job, they will serve to keep your attire from draining your bank account and also making it either a positive or at least neutral so your skills, experience and drive can speak for themselves.

George F. Franks, III is the President of Franks Consulting Group, a Bethesda, Maryland management consulting and leadership coaching practice. George has over twenty-five years of experience working with companies of all sizes plus not-for-profit organizations and individual leaders. He is a member of the Institute of Management Consultants (USA) and many other professional and non-profit organizations. Franks Consulting Group is on the web at:
http://franksconsultinggroup.com
George can be contacted at:
gfranks@franksconsultinggroup.com
Franks Consulting Group also publishes a free monthly e-zine on career, leadership and work place topics at:
http://careerandleadership.com

High Heels for Women and the Power Look for Men

Much has been written and said about women having a power look with expensive high heel shoes regardless of what else is worn. There is a power look for men but it is much more subtle than the expensive high heel shoes flaunted by the women who have shattered the glass ceiling. According to a recent article in the WALL STREET JOURNAL, CEOs are dressing down and have done away with suits and ties. Our take on this topic, first published in August 2007 is still an observant snapshot of the details required for men to achieve the power look.

Hair

The very expensive haircut is crucial. For those who do not have enough hair to pull-off the expensive haircut – it all must go. No more comb-overs or even implants. The really powerful and the extremely rich just cut their own hair or go to the same corner barbershop they have gone to since they were kids.

Shirt

White shirt of a fine 100% cotton shirt. Straight collar. French cuffs with tiny – ideally antique – cuff links (1920s not 1950s). Preferably tailored in England. Always laundered and starched. No “no irons” or “stain proof” shirts please. At least one fresh one daily – sometimes more often so it looks crisp.

Tie

Silk. The only acceptable material. Hermes and the other designers with fine silk, bright colors and very small and complex patterns or figures. Also acceptable is foulard in silk with small diamond or circle patterns in navy or maroon. Purple, yellow (its back) and pink are favored too. Sky blue has become a cliché for politicians and their underlings.

Stay away from green and brown. Black is for funerals. Regardless of what the fashion books say – the knot is a function of personal style – and where you went to boarding school (or which military branch you served in).

Belt

Does not matter. You will not be taking off your suit coat. And you will only unbutton it when you sit down. Period.

Shoes

If the higher the heel is the key to the power look for women, then the thinner the sole is the key to the power look for men. Italian and English shoes are best. The rule about laces is out unless you are a diplomat or an investment banker. Otherwise, tie shoes or slip-ons are fine. They must be expensive, black or brown (a whole other article about this trend) leather and very traditional in style. Any shoe that looks trendy, cheap or like a walking or athletic shoe is a no-no. And any shoe must be highly polished – regardless of whether they are new or 30 years old (yes I have some that old in case you are wondering – I have them cobbled).

Suit

The power suit is still it. No khakis and polo shirt – unless you are on the links. No sport coat and dress trousers – unless you are at a cocktail party or the yacht club. A suit. Preferably English. Preferably bespoke (if you do not know what that is then do a search on the term please). It should be navy solid or striped or very dark grey. It should be of very expensive and fine wool. And it should fit impeccably (that does not mean off-the-rack and adjust the cuffs and hem the trousers by the way). If you cannot afford this suit – then go to a very expensive men’s store and examine the most expensive traditional suits they sell. Try one on. Look at all the details. Short of a bespoke suit – this is what you are looking to duplicate regardless of where you choose to shop.

While the topics of belts, braces (you know – suspenders), socks, pocket squares, watches, spectacles, rings, pens and other accessories could go on for pages – the point is that unless you get the basics right (and above are the basics) then all the other things really don’t matter because you will not have the power look.

Female executives can have their expensive high heel shoes. You have your expensive haircut/shirt/tie/suit/shoes. Now it is time to get down to business. If you think the computer programmer who is worth more than most small countries has it made because he can wear an old rock band t-shirt, baggy shorts and ratty sneakers – then you do not need to worry about the men’s power look. You need to evaluate your professional goals.

George F. Franks, III is the President of Franks Consulting Group - a Bethesda, Maryland management consulting and leadership mentoring practice. George can be reached by e-mail at:

gfranks@franksconsultinggroup.com

Franks Consulting Group is on the web at:

http://franksconsultinggroup.com

Steps to Entrepreneurial Success

There has rarely been a more challenging time to work for a large corporation. Layoffs, pay freezes and the elimination of retirement and other benefits are daily occurrences. More and more people are deciding to start their own businesses. Unfortunately most of them fail within two years. While there is no one secret to success as an entrepreneur, there are step that every entrepreneur should follow to increase their potential for success.

Focus. It is easily for entrepreneurs to lose focus. Make sure that your new business has a mission statement. Print it and post it on your office wall and even on your bathroom mirror. Everything you do must directly support your mission.

Strengths. Focus on doing what you do best and what you are passionate about. Just because there may be a market opportunity for something does not mean you should peruse it. Follow your strengths.

Strategy and Business Development. While early stage companies are built with one or two people doing all the work, focus on the strategy and on business development as much as you can early on. Do not delegate these to contractors or employees once you have them.

Branding. Develop a brand, stick with it and build on it. Many new companies jump from brand to brand to brand and never have an identity to build on for marketing and name recognition.

Resources. Do everything you can yourself initially to reduce expenses. But if there are areas where you have no skills or experience contract it out to the best people you can afford.

Partnerships. Businesses – even new businesses – can grow quickly thought partnerships. Take advantage of those who have established distribution networks that you can build utilize. But remembers, partnerships should be entered into carefully (due diligence to establish that there are common values, goals, a business win/win).

Value. Even new businesses should not undervalue their services and products. Everyone wants something for nothing. It is important to establish a rule of thumb regarding when to walk away from potential clients and deals.

Metrics (or scorecard). All new businesses, even one person start-up operations, must establish clear business objectives. Performance needs to be tracked against those goals on at least a monthly basis. Metrics are essential to the success of the business.

Starting a new business is tough. By following these rules combined with a customer focus and persistence, any new business can grow and become successful over time.

George F. Franks, III is the President of Franks Consulting Group, a Bethesda, Maryland management consulting and leadership mentoring practice. George has over twenty-five years of experience working with companies of all sizes plus not-for-profit organizations and individual leaders. He is a member of the Institute of Management Consultants (USA) and many other professional and non-profit organizations. Franks Consulting Group is on the web at: http://franksconsultinggroup.com

George can be contacted at: gfranks@franksconsultinggroup.com

Innovation Leadership

The success of any business today is reliant on not only outstanding products and services, innovative marketing, well-oiled sales channels and flawless, customer-focused operations. These are not optional; rather they are essential elements for business success. But what makes the difference between future industry leaders and those back in the pack? Innovation. Leading for innovation is critical for success today, tomorrow and in the years ahead.

Engage all employees and their ideas

Even though companies have been espousing this idea since the invention of the "suggestion box" few companies really take this principle seriously or use it effectively. There need to be easy ways for all employees (plus suppliers and customers) to provide ideas. The ideas need to be reviewed in a timely manner and feedback needs to be provided to those who provide the ideas. This cannot be a short term "program" or project but an on-going process which become part of the way of doing business.

Continuous planning

Strategic and business planning are central to any effective corporation, business or other organization. Unfortunately, many get caught up in the process (annual) rather than using it as an on-going opportunity for bubbling up new ideas and integrating them into the short and long term product and financial plans for the business. Planning should not just be about products, sales, revenue, costs and expense by period, but rather it should be about monetizing ideas and place resources against those ideas which are going to generate the most sales and create the most efficiencies.

Rewarding risk taking while rewarding success

Many companies have recognition programs from trophies, to certificates to financial incentives for contributions to the success of the business. Frankly, the type of award, reward or recognition is less important than the fact that it is done. Companies are quick to award sales success for closing the big deal and exceeding revenue quota. It is equally important for companies to find ways to reward the contribution of ideas to the front-end of the process. The ideas which evolve into new products, services and improved operations must result in recognition for the individuals and teams who contribute them.

Challenge how it's done today

Now matter how anything is done today it can be done better - whether faster, with less costs, with more quality, with greater revenue contribution or in other ways better achieve to goals and objectives of the business - not matter how challenging they may appear.

Making communication easy

The most innovative companies communicate often and easily. They communicate from above. They communicate across. They encourage their customers and suppliers to communicate about what is working and more importantly what is not working. And they make it easy to communicate from the trenches to the top. Whether face-to-face, by e-mail, blogs, letters, IM, telephone or other means, communications is essential to innovation. But it only begins with receiving the message regardless of the means of communication.

More bottoms up than top down

Innovative companies are not driven from the top down. They are driven by their customers and those front line employees who deal with the customers day-to-day. While R&D is essential, customers may express their real needs and line employees may see inefficiencies before they are ever raised through a formal scientific process or formal efficiency task force produce their reports.

Time is the enemy

When fighting a war, every single day counts. This has fact has been recognized by warrior-generals going back to the earliest conflicts and continuing on to high tech battlefields. The same holds true in business. The longer an idea for a new product or service or a process improvement is analyzed by working and leadership committees, the less likely they will provide a positive, competitive business impact. Once an idea or recommendation has been submitted - especially by customer or a front-line employee, the clock is ticking. A timely evaluation, development and implementation process is needed to insure they are screened and action is taken while the idea still has its "punch".

Global ideas

The best ideas do not come from your town. Or your state. Or even your country. There is a whole world go great ideas out there. Tap into them globally. Even if your company is not yet global, ideas for new products, services and better ways of doing thing can come from sources Memphis to Singapore not just the office conference room and the corporate planning retreat.

Seniority agnostic

New employees, whether fresh from college or from another employer are a great source of innovation (we are not recommending stealing proprietary information or intellectual property). And at the same time, employees who have performed the same function year-after-years may be discounted as not have an original idea. Nonsense! New employees, long tenure employees and all in between need to be free to offer up ideas and recommendations. And all ideas and recommendations need to be taken equally seriously regardless of the source.

By applying all of these concepts, any corporation, business or other organization can thrive. There is no such thing as too many ideas or too much innovation. The business imperative is to create a culture built on ideas and to vet the implement those ideas with velocity. Not every idea will be successful. But may will and that will make all the difference in the marketplace.

George F. Franks, III is the President of Franks Consulting Group, a Bethesda, Maryland management consulting and leadership mentoring practice. George has over twenty-five years of experience working with companies of all sizes plus not-for-profit organizations and individual leaders. He is a member of the Institute of Management Consultants (USA) and many other professional and non-profit organizations. Franks Consulting Group is on the web at: http://franksconsultinggroup.com

George can be contacted at: gfranks@franksconsultinggroup.com

10 Steps of Successful Crisis Management

Crises affect the best run companies and organizations. They also spring-up with great frequency in less well run companies and organizations. Generally crises are the result of smart people doing dumb things. Sometimes they are the result of poor quality, greed, corruption or worse. Regardless of the reason for crises, it must be handled with the utmost care, speed and professionalism. The ten point outlined below identify the key elements to success crisis management.

1. Identify the problem

What is the crisis? Define it. Not what caused it or who is to blame but rather what it is in clear terms. This can also be referred to as the problem statement.

2. Create a team

Now that the crisis is defined, what areas does it touch? Assemble a team with the owners of the subject matter experts in each of those areas. For a business this generally means: executive management with a representative, marketing/product management, operations, legal, human resources, information technology, finance, PR or media relations sales and research & development. If any of these functions are not necessary, do not include them in the team just to fill a seat. For other organizations such as non-profits it may include: executive leadership, development, IT, member relations, finance, PR or media relations, human resources and marketing.

3. Set up a command center

Find a place where all the members of the team can meet and updates on the crises can be monitored and tracked. The command center should be manned 7x45 by a representative of each key functional area until the crises has been resolved.

4. Communicate out

The first thing the team needs to do once the problem has been identified is communicate the problems and what is being done about it quickly and clearly to all appropriate media outlets through PR or media relations. Generally, more information is better. The more senior the person providing the updates is the better also. Ideally it should be the CEO of the company or organization or the most senior person directly involved with the crisis. Also update customers, investors, employees, clients, constituents, and members – anyone with an interest in the company or organization.

5. Problem breakdown

Break down the problem with the crisis management team. Identify what the problem is, what the potential solutions are and which are the most viable courses of action. Bring in other subject matter experts as needed but do not take the accountable functional areas owners out of the loop or off the hook. They own a successful resolution from their area.

6. Receive communication

Concerns of customers, employees, shareholders and constituents need to be addressed. Set up phone hotlines and email folders related to the crises. Have knowledgeable people take the calls. If they cannot, have a mechanism so every call is returned with an answer in 24 hours. The same holds true with e-mails.

7. Resolve the problem

Nothing is more important than resolving the problem or crises because it is a disruption to everyday business. It could ruin the reputation of the business or organization. For a company it can destroy shareholder value. For other organizations it can impact membership, causes, careers, lives and worse. The crisis team needs to commit their time, money and energy and also grab the best and the brightest internal or external to the company or organization to resolve the problem or crisis quickly.

8. Provide updates and resolution

Communicate updates through all outlets and communicate final resolution of crisis at the most senior level available. Communicate frequently. Communicate in a timely fashion. Do not hold information back. Make leaders, functional owners and subject matter experts available to questions from the media (all forms). Have all communication controlled through the command center i.e. centrally.

9. Investigate (the post mortem)

After the crisis has been resolved establish a team to investigate what happened, why, who was responsible and what actions need to be taken to insure that it does not happen again (or is minimized). Insure the team has full access plus as much time and budget as they need to do their jobs effectively.

10. Integrate improvements

Integrate the findings of the team into business as usual. Take the learnings from the crises to change the business or organization so there is a minimal chance of the crisis repeating itself. Make these changes know to all the company’s or organization’s stakeholders.

Crises happen – no matter how careful, quality conscience and integrity focused any company or organization considers itself. And when they do, it is up to the leadership to establish a crises team and command center quickly. By following these 10 steps, the best will be made out of any bad situation.