Whether right out of college, graduate school or coming in from another company, managing personal success in any corporation is challenging. Globalization, downsizing and outsourcing all have made that challenge even greater. There are steps that anyone coming into a corporation can take that will guarantee a degree of success, if not the CEOs desk (or perhaps cubicle for some companies today).
1. Learn your new job inside out. Know more about your job than anyone in your company. And once you know everything about your job, learn all you can about the functional jobs that intersect with yours. Also learn all you can about your bosses job. But first, be the expert in your job, not just in your company, but in your industry.
2. Meet people. Meet people of all titles, functions, organizations and roles in your company. Build you network. But do not stop there. Join one local and one national professional organization. Get to know others outside of your company in your field. This is more important than most people realize. Your network outside of your company is even more valuable than that within your company although it takes more effort and “care and feeding”.
3. Get your credentials. If you do not have an MBA and those around you or above you have them, get one. Hopefully your company will pay for it. It you need other advanced degrees or professional certifications, get them. Do not wait. This is important too. If the company pays for it, great. If not, it is an important investment. And make sure those you are working with are aware of your on-going academy and professional work – not just you boss but co-workers and your boss’s boss too.
4. Look up. What are the people one and two layers above you doing? Talking about? Wearing? If you aspire to success you need to look up not just at your peers. Are the bosses golfers? Then learn to play golf and learn to play well. Or tennis. Or whatever. These things will be increasingly important for expanding your network and at functions such a conferences, retreats and forums.
5. Take on more than you are assigned. Once you know your job inside out, offer to take on special assignments. This can be work on committees, task forces or other additional work items. While the old military adage is not to volunteer, in the corporate world, volunteering to do more will get you attention. Of course it is a given that you will do a superb job with whatever you take on.
6. Be the first one in your department in each morning. Get a head start on everyone else. Not just some days but every day. And working a half day without being asked on either Saturday or Sunday is a good idea to stay ahead of the curve too. Does that mean you should be the last one to turn off the lights each night? No! While being in early is an advantage. Being the last one in, unless working on a special group or team deliverable can have the opposite effect. Those who work last consistently are view as slow, overwhelmed and it begs the question of what did they do all day.
7. Work and friendship can be a dangerous thing. Whether its buddies or dating. Keep office relationships professional. The end.
8. Stay sharp. Work out. Get enough sleep (unless you are one of those fortunate very few like Henry Kissinger and Martha Steward who do not require much sleep). Read. When not in the office, do not be a slug in front of you television or your computer. Being fit and mentally sharp are vital for the marathon of corporate success.
9. Do not get stale. If you have been in a specific job for two years you have three options: find a lateral job, find out how close you are to a promotion in your department or look for another job outside the company. This is firm. After two year you are a “lifer” in any position. And that is NOT a good thing.
While there is no guarantee for success in the turbulent world of corporations due to takeovers, bankruptcies, downsizing and off-shoring, the steps outlined above will give those who consistently follow them a significant advantage over their co-workers and in many cases, over their bosses too.
George F. Franks, III is the founder and CEO of Franks Consulting Group, a Bethesda, Maryland based management consulting and leadership coaching practice. George is a member of the Institute of Management Consultants (USA) and the International Coach Federation. George can be contacted at gfranks@franksconsultinggroup.com
Franks Consulting Group is on the web at:
http://franksconsultinggroup.com
Friday, March 31, 2006
Monday, March 27, 2006
The Five Worst Traits in a Boss
Bosses, also called coaches, are a fact of life unless you are self employed. In that case, your clients and your potential clients are your bosses. But in business, non-profits and organizations, bosses are a reality whether you are a clerk in a mom and pop operation or the number two executive over a multi-billion dollar global corporation. In my twenty-five plus years working for five corporations of varying sizes, I had nearly as many bosses as I had years of employment. Some were great. Many were average. And some were just awful. It is this last category that is the topic of this article. The five worst boss characteristics follow. In each example I have also described the desired trait.
“No show Mo” (names changed to protect the innocent) had a long career in sales and on corporate sales staff. He liked to spend time outside of the office. What did he do when outside of the office? Personal investments, family matters and anything but his job. Mo decided I would be his official second in command. He knew he could count on me. I was young, loyal and naïve. I would receive no additional pay or perks for doing double duty. Mo gave me a “delegation of authority” so I could do his job and mine. I reviewed all his mail and signed all the sales contracts. I handled customer complaints. He got the credit and the raises when everything went well. When something went wrong, I got the blame. The desired trait here is accountability. If you are the boss, you take the good and the bad. Do not pass off your job to an underling.
“Will” was a brilliant man. He had an advanced degree, great ideas and worked very, very hard. The perfect boss right? Wrong! Will also had no personal life. As one of his direct reports, I became his surrogate for a personal life. After a long day of work, he would call me into his office to talk. And to talk. And to talk some more. About his past, his life, his weight, his ex-wives, about his career and about just about anything except work. I had a wife and young kids at home. Did he care? No! I was a built-in audience for the duration of the time that I worked for him. The desired trait here is business is business. If you want someone to talk to about your life, do not drag your subordinate into this role. Look elsewhere for a sympathetic listener. Not only is this bad form for a boss, it creates a level familiarity not positive for the workplace. Keep it business.
“Luther” was a grizzled old line manager. He was probably not as old as he seemed at the time. He had worked his way up from non-management to supervisor to manager. And he reveled in his authority. Every technician, clerk and supervisor was scared to death of him. Except me. I was at the time the new kid just out of college. He liked to intimidate everyone with his yelling and belittling. He gave no mercy to any of his subordinates. He would get on his speakerphone and yell at a supervisor mercilessly. He would do this while I sat in his office – and he would smile while he was doing it. He thought it was quite funny. The desired trait is respect. Treat all your people with respect. Those you supervise, your peers and those above you in the chain of command. Showing respect for others will cause others to respect you.
“Ian” was from another country but had been working in the U.S. for several years. He had worked for several large companies and always been successful jumping to a new job. He liked to build strong relationships with his bosses and their bosses. This was priority number one in his mind and actions. While I could list innumerable qualities of Ian that one should not emulate as a boss, I will just focus on the most outrageous. Ian never returned an e-mail, he never left a voice mail message and he never wrote anything down. He attributed it to technology. In fact, Ian wanted no trail of anything he ever did, said or wanted done. No “finger prints” of any kind. As such he could blame his subordinates for anything and everything. And conversely he could also take credit for anything. It worked well for him for a while. The only problem was that his subordinates, did not trust him and despised him for his behavior. The desired trait is integrity. If you are unwilling to write anything down or leave a message, then you must be hiding something. And even if you are not, your people will think you are hiding something. While you do not need mountains of paper, thousand of e-mails or hundreds of voice mails, responding in kind is reassuring to members of a team. Document objectives and appraisals on paper and sign them. E-mails with questions should be responded to in a like manner. Calls should be returned with calls. If no one answers, leave a voice mail message to respond to the question or issue and close the matter. It is a matter of trust. The boss must demonstrate integrity in all matters and this will help to create an atmosphere of trust.
Finally, there was “Winston”. A veteran of both large corporations and his own start-up. He was brought in to shake things up. He was not someone from the existing corporate culture, but rather from someone else’s corporate culture. Winston never heard an idea that he did not like, as long as it was his own. He had little tolerance for anyone else on the team’s ideas or suggestions. No, they were there to execute his constant stream of brilliant ideas ranging from new technologies, to products to marketing plans. And Winston had no problem with the team working seven days a week, twenty-four hours a day. Why not, he was more than happy to do this. He expected everyone to put their entire life on hold to make him successful. The entire organization was at his beck and call. Nothing was too much to ask in his eyes. Except when it came to his life. His wife, his children, his interests, his habits, his health were all the center of the organization’s universe. All activities and plans had to work around his schedule and his life because they were IMPORTANT because he was IMPORTANT. The height of this attitude was demonstrated when he chose to fire another individual and myself to save some money in the budget for the Fiscal Quarter. But he happened to be on vacation when it needed to be done. Did he come into the office while on vacation to fire us? Did he pick up his cell phone while on vacation to fire us? No! He delegated it to his second in command so he could pleasantly go on with his vacation with his wife and children without any of the nastiness that goes along with firing of two senior directors. The trait desired here is to treat your people – at all levels, roles and titles – as you would want to be treated. Always. That does not mean people do not work hard or that people do not get fired. They do and will. But how you handle these things and how you demonstrate leadership by example as a boss makes all the difference.
There are good bosses or coaches. And there are terrible bosses or coaches. The five bosses that I have described demonstrate some of the five worst traits in a leader. By understanding what each of these bosses did wrong and what traits they should have been demonstrating through their actions, day-in and day-out, every boss and boss-to-be in business, non-profit or other organization can meet and exceed their objectives while inspiring those who work with them at all levels.
George F. Franks, III is the founder and CEO of Franks Consulting Group, a Bethesda, Maryland based management consulting and leadership coaching practice. Franks Consulting Group specializes in start-ups, turnarounds, post-merger integration, performance metrics, individual and team coaching, meeting facilitation and leadership seminars. George is a member of the Institute of Management Consultants (USA) and the International Coach Federation.
Franks Consulting Group is on the web at: http://franksconsultinggroup.com/ And George's weblog is: http://consultingandcoaching.blogspot.com/
“No show Mo” (names changed to protect the innocent) had a long career in sales and on corporate sales staff. He liked to spend time outside of the office. What did he do when outside of the office? Personal investments, family matters and anything but his job. Mo decided I would be his official second in command. He knew he could count on me. I was young, loyal and naïve. I would receive no additional pay or perks for doing double duty. Mo gave me a “delegation of authority” so I could do his job and mine. I reviewed all his mail and signed all the sales contracts. I handled customer complaints. He got the credit and the raises when everything went well. When something went wrong, I got the blame. The desired trait here is accountability. If you are the boss, you take the good and the bad. Do not pass off your job to an underling.
“Will” was a brilliant man. He had an advanced degree, great ideas and worked very, very hard. The perfect boss right? Wrong! Will also had no personal life. As one of his direct reports, I became his surrogate for a personal life. After a long day of work, he would call me into his office to talk. And to talk. And to talk some more. About his past, his life, his weight, his ex-wives, about his career and about just about anything except work. I had a wife and young kids at home. Did he care? No! I was a built-in audience for the duration of the time that I worked for him. The desired trait here is business is business. If you want someone to talk to about your life, do not drag your subordinate into this role. Look elsewhere for a sympathetic listener. Not only is this bad form for a boss, it creates a level familiarity not positive for the workplace. Keep it business.
“Luther” was a grizzled old line manager. He was probably not as old as he seemed at the time. He had worked his way up from non-management to supervisor to manager. And he reveled in his authority. Every technician, clerk and supervisor was scared to death of him. Except me. I was at the time the new kid just out of college. He liked to intimidate everyone with his yelling and belittling. He gave no mercy to any of his subordinates. He would get on his speakerphone and yell at a supervisor mercilessly. He would do this while I sat in his office – and he would smile while he was doing it. He thought it was quite funny. The desired trait is respect. Treat all your people with respect. Those you supervise, your peers and those above you in the chain of command. Showing respect for others will cause others to respect you.
“Ian” was from another country but had been working in the U.S. for several years. He had worked for several large companies and always been successful jumping to a new job. He liked to build strong relationships with his bosses and their bosses. This was priority number one in his mind and actions. While I could list innumerable qualities of Ian that one should not emulate as a boss, I will just focus on the most outrageous. Ian never returned an e-mail, he never left a voice mail message and he never wrote anything down. He attributed it to technology. In fact, Ian wanted no trail of anything he ever did, said or wanted done. No “finger prints” of any kind. As such he could blame his subordinates for anything and everything. And conversely he could also take credit for anything. It worked well for him for a while. The only problem was that his subordinates, did not trust him and despised him for his behavior. The desired trait is integrity. If you are unwilling to write anything down or leave a message, then you must be hiding something. And even if you are not, your people will think you are hiding something. While you do not need mountains of paper, thousand of e-mails or hundreds of voice mails, responding in kind is reassuring to members of a team. Document objectives and appraisals on paper and sign them. E-mails with questions should be responded to in a like manner. Calls should be returned with calls. If no one answers, leave a voice mail message to respond to the question or issue and close the matter. It is a matter of trust. The boss must demonstrate integrity in all matters and this will help to create an atmosphere of trust.
Finally, there was “Winston”. A veteran of both large corporations and his own start-up. He was brought in to shake things up. He was not someone from the existing corporate culture, but rather from someone else’s corporate culture. Winston never heard an idea that he did not like, as long as it was his own. He had little tolerance for anyone else on the team’s ideas or suggestions. No, they were there to execute his constant stream of brilliant ideas ranging from new technologies, to products to marketing plans. And Winston had no problem with the team working seven days a week, twenty-four hours a day. Why not, he was more than happy to do this. He expected everyone to put their entire life on hold to make him successful. The entire organization was at his beck and call. Nothing was too much to ask in his eyes. Except when it came to his life. His wife, his children, his interests, his habits, his health were all the center of the organization’s universe. All activities and plans had to work around his schedule and his life because they were IMPORTANT because he was IMPORTANT. The height of this attitude was demonstrated when he chose to fire another individual and myself to save some money in the budget for the Fiscal Quarter. But he happened to be on vacation when it needed to be done. Did he come into the office while on vacation to fire us? Did he pick up his cell phone while on vacation to fire us? No! He delegated it to his second in command so he could pleasantly go on with his vacation with his wife and children without any of the nastiness that goes along with firing of two senior directors. The trait desired here is to treat your people – at all levels, roles and titles – as you would want to be treated. Always. That does not mean people do not work hard or that people do not get fired. They do and will. But how you handle these things and how you demonstrate leadership by example as a boss makes all the difference.
There are good bosses or coaches. And there are terrible bosses or coaches. The five bosses that I have described demonstrate some of the five worst traits in a leader. By understanding what each of these bosses did wrong and what traits they should have been demonstrating through their actions, day-in and day-out, every boss and boss-to-be in business, non-profit or other organization can meet and exceed their objectives while inspiring those who work with them at all levels.
George F. Franks, III is the founder and CEO of Franks Consulting Group, a Bethesda, Maryland based management consulting and leadership coaching practice. Franks Consulting Group specializes in start-ups, turnarounds, post-merger integration, performance metrics, individual and team coaching, meeting facilitation and leadership seminars. George is a member of the Institute of Management Consultants (USA) and the International Coach Federation.
Franks Consulting Group is on the web at: http://franksconsultinggroup.com/ And George's weblog is: http://consultingandcoaching.blogspot.com/
Friday, March 24, 2006
Five Characteristics for Super-Success
Successful people, whether they are in business, government, non-profit or a professional field have five characteristics in common. These characteristics distinguish them from those who are in the middle of the pack. Some leaders have displayed these since their youths. Others have learned them, in many cases painfully, over the years. With drive, passion, hard work – and a degree of luck (i.e. being in the right place at the right time) anyone can be successful.
The common traits of successful people include:
Passion for the current job or profession. Successful people wake up every day exciting about both the challenges and opportunities facing them in the day ahead. There is no “oh it’s Monday!” or “thank goodness it’s Friday”. Most work, in some way, seven days a week and do not clock in/out”. I one way or other, they are always working. Everyday single day brings new challenges and new opportunities for those who have a passion about what they do to make money.
Balance of work, family and other interests. Successful people do put how they make a living first. But they also find ways to weave their family and their interests into the way they make a living. Whether it is traveling with family, supporting a non-profit cause tied in to a personal (and professional) interest or just relaxing on the beach, successful people find ways to integrate work, family and personal interests together in a way that enhances each and is not to the detriment of their professional objectives. You can have it all.
High tech/low tech. There are super successful people who use pencil and paper. There are super successful people who use typewriters (yes, this IS getting more challenging). And yes, there are super successful people who always have the latest notebook computer, cell phone, PDA device and the other latest cutting edge devices. Does one or the other make one more successful? Wit the risk of sounding like a Luddite, I say “no”. What works for you is the right technology. Now there are some fields and some professions that demand a high degree of technological savvy and tools. That is clear. But in other, more entrepreneurial endeavors, the low tech person may be just as successful if not more so than the one checking their email and answering their cell phone non-stop.
People powered. Successful people thrive on other people. Customers, clients, investors, potential clients, employees and others energize successful people. It is difficult to be successful if your idea of a good time is being in your office or even just with a few close associates. Listening to the thoughts, ideas, needs, questions, issues and concerns of a variety of people opens up whole new possibilities for successful people. And they create situations where they can have these exchanges constantly.
Reading and learning. While there are many ways to learn: classes, TV, radio, CDs and other medium, the one that propels most successful people to the top of their field or profession is reading. Most super successful people read constantly. And they do not just read professional journals and reports. They read everything they can get their hands on. They are curious about the world and they see opportunities and tie-ins for themselves in much of what they read. They devour books, magazines, newspapers, journals and just about anything else they can read that serves to expand their mind and their horizons.
Success, while a state of mind, is also a series of behaviors. And the most successful people exhibit these five behaviors consistently. Even if one does not achieve the stratosphere of the super-success, adopting there habits into daily life will leader to a higher level of success and personal fulfillment in the future.
George F. Franks, III is the founder and CEO of Franks Consulting Group, a Bethesda, Maryland based management consulting and leadership coaching practice. George is a member of the Institute of Management Consultants and the International Coach Federation. Franks Consulting Group is on the web at: http://franksconsultinggroup.com/ George's blog is: http://consultingandcoaching.blogspot.com/
The common traits of successful people include:
Passion for the current job or profession. Successful people wake up every day exciting about both the challenges and opportunities facing them in the day ahead. There is no “oh it’s Monday!” or “thank goodness it’s Friday”. Most work, in some way, seven days a week and do not clock in/out”. I one way or other, they are always working. Everyday single day brings new challenges and new opportunities for those who have a passion about what they do to make money.
Balance of work, family and other interests. Successful people do put how they make a living first. But they also find ways to weave their family and their interests into the way they make a living. Whether it is traveling with family, supporting a non-profit cause tied in to a personal (and professional) interest or just relaxing on the beach, successful people find ways to integrate work, family and personal interests together in a way that enhances each and is not to the detriment of their professional objectives. You can have it all.
High tech/low tech. There are super successful people who use pencil and paper. There are super successful people who use typewriters (yes, this IS getting more challenging). And yes, there are super successful people who always have the latest notebook computer, cell phone, PDA device and the other latest cutting edge devices. Does one or the other make one more successful? Wit the risk of sounding like a Luddite, I say “no”. What works for you is the right technology. Now there are some fields and some professions that demand a high degree of technological savvy and tools. That is clear. But in other, more entrepreneurial endeavors, the low tech person may be just as successful if not more so than the one checking their email and answering their cell phone non-stop.
People powered. Successful people thrive on other people. Customers, clients, investors, potential clients, employees and others energize successful people. It is difficult to be successful if your idea of a good time is being in your office or even just with a few close associates. Listening to the thoughts, ideas, needs, questions, issues and concerns of a variety of people opens up whole new possibilities for successful people. And they create situations where they can have these exchanges constantly.
Reading and learning. While there are many ways to learn: classes, TV, radio, CDs and other medium, the one that propels most successful people to the top of their field or profession is reading. Most super successful people read constantly. And they do not just read professional journals and reports. They read everything they can get their hands on. They are curious about the world and they see opportunities and tie-ins for themselves in much of what they read. They devour books, magazines, newspapers, journals and just about anything else they can read that serves to expand their mind and their horizons.
Success, while a state of mind, is also a series of behaviors. And the most successful people exhibit these five behaviors consistently. Even if one does not achieve the stratosphere of the super-success, adopting there habits into daily life will leader to a higher level of success and personal fulfillment in the future.
George F. Franks, III is the founder and CEO of Franks Consulting Group, a Bethesda, Maryland based management consulting and leadership coaching practice. George is a member of the Institute of Management Consultants and the International Coach Federation. Franks Consulting Group is on the web at: http://franksconsultinggroup.com/ George's blog is: http://consultingandcoaching.blogspot.com/
Sunday, March 19, 2006
Steel, Telecom , DotCom, Airlines and the Worker in the USA
The last fifty years have seen tremendous prosperity in the United States. This prosperity has not only been experienced by the baby boomers who were born after World War II, but also by the generations that have followed. If there has been so much prosperity, why have so many people lost jobs in various industries since the 1960s? First the steel industry followed by manufacturing was hit as jobs began to move from the historically industrial regions to lower cost regions and then to outside the U.S. Following the break-up of the Bell Systems on January 1, 1984, telecommunications changed forever and continues to change. While some jobs were created, many jobs were lost forever. The build-up of the internet and the dotcom revolution was followed by the dotcom bust and again many jobs were lost. More recently, the airline industry has been hit hard with bankruptcies, jobs losses and reduced pay and benefits for the remaining employees. Is any industry immune to massive jobs losses, bankruptcies, loss of benefits and reduced pay for employees who remain? In simple terms the answer is “no”.
The farmers became the factory workers who morphed into the white and blue collar workers who in turn became the information workers. While there are plenty of products you and I need every day: cars, shirts, food, gasoline, computers, light bulbs, desks – the list is literally endless – most are made, assembled or processed outside of the U.S. They are sold here. We buy them here with our hard earned dollars but someone else, who generally makes much less than you or I and who either has no benefits or has their benefits provided by their government does all the work to make the products we enjoy every day. Think about it. Am I saying “buy American”? No. Am I saying that employment and economies are global and very much in the midst of flux right now? Yes!
So, what can you do?
- Whatever field you are in, stay on top of the latest technology. If your employer does not pay for it, do it on your own.
- Develop a professional network. Not just in your current field and not just in your local area. Be active with your network.
- Build you own business. If you work for someone else, development you own business in whatever field in your nights and weekends. If you already work for yourself, make sure that you are not so narrowly focused that any bump in your field, technology or the economy will vaporize your revenue stream.
- Put yourself first. Corporate loyalty is dead. Take care of number one. No matter how valuable you think you are, you can be eliminated or replaced in a moments notice.
- Save. Make sure you have six months worth of savings just in case you get laid off. While a year would be ideal, it may not be realistic while saving for you children’s education and your retirement.
- Stay flexible. Just because you always worked in a certain field does not mean you need to stay in that field for 40 years.
- Plan to never retire. Unless you are very good at saving and financial planning or you plan to live on Social Security, get it into your head now that you will always work – at least for as long as you physically can work.
- Think of work as a marathon. Sure there are some weekends and all nighters, but there are few crises that require you to work 60 hours per week for weeks on end. After a while that becomes a lifestyle. Mix work, exercise and leisure (family, travel, outdoors, reading, etc.). Balance is the key.
Is there any good news here? Yes. It’s up to you. No one is going to take care of you. Not your employer, not the government, not your mommy. You have got to do it yourself. And you can. Once you accept this fact, it is extremely liberating. Take advantage of that liberation and begin NOW.
George Franks is the founder and CEO of Franks Consulting Group - a Bethesda, Maryland based management consulting and leadership coaching practice. George is a member of the International Coach Federation and the Institute of Management Consultants. His web site can be found at:
www.franksconsultinggroup.com
His blog is:
http://consultingandcoaching.blogspot.com
The farmers became the factory workers who morphed into the white and blue collar workers who in turn became the information workers. While there are plenty of products you and I need every day: cars, shirts, food, gasoline, computers, light bulbs, desks – the list is literally endless – most are made, assembled or processed outside of the U.S. They are sold here. We buy them here with our hard earned dollars but someone else, who generally makes much less than you or I and who either has no benefits or has their benefits provided by their government does all the work to make the products we enjoy every day. Think about it. Am I saying “buy American”? No. Am I saying that employment and economies are global and very much in the midst of flux right now? Yes!
So, what can you do?
- Whatever field you are in, stay on top of the latest technology. If your employer does not pay for it, do it on your own.
- Develop a professional network. Not just in your current field and not just in your local area. Be active with your network.
- Build you own business. If you work for someone else, development you own business in whatever field in your nights and weekends. If you already work for yourself, make sure that you are not so narrowly focused that any bump in your field, technology or the economy will vaporize your revenue stream.
- Put yourself first. Corporate loyalty is dead. Take care of number one. No matter how valuable you think you are, you can be eliminated or replaced in a moments notice.
- Save. Make sure you have six months worth of savings just in case you get laid off. While a year would be ideal, it may not be realistic while saving for you children’s education and your retirement.
- Stay flexible. Just because you always worked in a certain field does not mean you need to stay in that field for 40 years.
- Plan to never retire. Unless you are very good at saving and financial planning or you plan to live on Social Security, get it into your head now that you will always work – at least for as long as you physically can work.
- Think of work as a marathon. Sure there are some weekends and all nighters, but there are few crises that require you to work 60 hours per week for weeks on end. After a while that becomes a lifestyle. Mix work, exercise and leisure (family, travel, outdoors, reading, etc.). Balance is the key.
Is there any good news here? Yes. It’s up to you. No one is going to take care of you. Not your employer, not the government, not your mommy. You have got to do it yourself. And you can. Once you accept this fact, it is extremely liberating. Take advantage of that liberation and begin NOW.
George Franks is the founder and CEO of Franks Consulting Group - a Bethesda, Maryland based management consulting and leadership coaching practice. George is a member of the International Coach Federation and the Institute of Management Consultants. His web site can be found at:
www.franksconsultinggroup.com
His blog is:
http://consultingandcoaching.blogspot.com
Wednesday, March 15, 2006
Leadership for 2010 and Beyond
I have been reading a lot of articles and books about leadership – or more to the point – the lack of leadership. All one has to do is look around at business executives, political leaders, the non-profit world and even in religious organizations. The examples of how NOT to lead are presented to us daily via newspapers, magazines, the internet and television. There are plenty of books, web sites, journals and seminars that teach and preach how to lead. So, why do we see so few examples of the kind of leadership that we need to take us to 2010 and beyond?
There are several key principals for effective leadership that apply today and will apply in the future. These cross generations, technologies, professions, disciplines and cultures.
- Listen. No matter how much you know there are always people who know more than you. They may be higher or lower in the pecking order. It does not matter. The art of listening is a skill that ever leader needs to cultivate.
- Honesty and integrity. These should be givens. But they are not. And they matter as much with the little things as the big things. Do not lie, cheat or steal. In word or deed. And do not tolerate others who do – coworkers, employees, contractors or consultants. Lack of honesty and integrity can spread like a cancer.
- Work hard AND work smart. Some say work smart not hard. If you look at any great man or woman, they worked hard to achieve their fame, wealth, office or other achievement. Are there lazy people who accomplish great things? Some. But they are rare. And would you want to be one of them anyway. No, working hard AND working smart are the winning ticket for the leaders of 2010 and beyond.
- Put yourself last. A true leader does not put her or himself in front of his team. He goes to the back of the line. That means take care of your people first. From bottom to top. And make sure your subordinates do the same. Does that mean tolerate inefficiency and fat? Of course not! But do take steps every day to insure that every member of the team is treated with respect and that – in the great tradition of the U. S. Marine Corps – the privates get their chow (food) before the officers.
- Lead by example. Think of the best boss you ever had. What made that boss great? In all likelihood you followed the example of that boss or coach. Leaders are visible to their people. They will emulate them. Do the things in a way that you want the members of your team to do them. With humility, with quality, with focus and of course…with integrity.
Leadership is an art not a science. It can be learned. Applying the points outlined above will enable one to be a more effective leader in any field today, tomorrow, in 2010 and beyond.
George F. Franks, III is the founder and CEO of Franks Consulting Group – a Bethesda, Maryland based management consulting and leadership coaching practice. George is a member of the Institute of Management Consultants and the International Coach Federation. His web site is:
www.franksconsultinggroup.com
His blog can be found at:
http://consultingandcoaching.blogspot.com
There are several key principals for effective leadership that apply today and will apply in the future. These cross generations, technologies, professions, disciplines and cultures.
- Listen. No matter how much you know there are always people who know more than you. They may be higher or lower in the pecking order. It does not matter. The art of listening is a skill that ever leader needs to cultivate.
- Honesty and integrity. These should be givens. But they are not. And they matter as much with the little things as the big things. Do not lie, cheat or steal. In word or deed. And do not tolerate others who do – coworkers, employees, contractors or consultants. Lack of honesty and integrity can spread like a cancer.
- Work hard AND work smart. Some say work smart not hard. If you look at any great man or woman, they worked hard to achieve their fame, wealth, office or other achievement. Are there lazy people who accomplish great things? Some. But they are rare. And would you want to be one of them anyway. No, working hard AND working smart are the winning ticket for the leaders of 2010 and beyond.
- Put yourself last. A true leader does not put her or himself in front of his team. He goes to the back of the line. That means take care of your people first. From bottom to top. And make sure your subordinates do the same. Does that mean tolerate inefficiency and fat? Of course not! But do take steps every day to insure that every member of the team is treated with respect and that – in the great tradition of the U. S. Marine Corps – the privates get their chow (food) before the officers.
- Lead by example. Think of the best boss you ever had. What made that boss great? In all likelihood you followed the example of that boss or coach. Leaders are visible to their people. They will emulate them. Do the things in a way that you want the members of your team to do them. With humility, with quality, with focus and of course…with integrity.
Leadership is an art not a science. It can be learned. Applying the points outlined above will enable one to be a more effective leader in any field today, tomorrow, in 2010 and beyond.
George F. Franks, III is the founder and CEO of Franks Consulting Group – a Bethesda, Maryland based management consulting and leadership coaching practice. George is a member of the Institute of Management Consultants and the International Coach Federation. His web site is:
www.franksconsultinggroup.com
His blog can be found at:
http://consultingandcoaching.blogspot.com
Friday, March 10, 2006
The Corner Office, the Cubicle and Starbucks
The workplace has evolved over the years. At one time, most people worked from their homes as farmers or craftspeople. A few were merchants. Then the industrial revolution changed everything. Many people left their homes and trades to live in and around cities and work in factories of all sorts. In the factories people repeated the same task over and over with many co-workers doing the same thing. People now had a home separate from their place of work. As industrialization matured, there was more and more paper work, administration and ultimately the advent of professional managers. In the last quarter of the twentieth century, as manufacturing began to recede, information workers came to the forefront with the rapid growth of technology in telecommunications, computers and ultimately the internet. During this period, globalization began to squeeze American companies to be more competitive. Companies consolidated and launched wave after wave of layoffs in both the blue and white collar ranks. Few industries or companies were immune from this trend.
Where does this leave us today in 2006? Today there are fewer office-based white collar workers working for large corporations in the same way that there were fewer craftspeople working out of their homes after the industrial revolution. We have experienced the information revolution and in many ways, the effects have been much more staggering than what occurred in the nineteenth century. This can be seen clearly when viewing the current variety of working environments. Some white collar workers gain the few cherished slots for the executive corner office. Many more are finding themselves spending their mid and late working years typing on a computer and talking on the phone in a cubicle. And an ever increasing number are home-based. Where they work for corporations, small businesses or themselves. They find the kitchen table, the local Starbucks or if they are fortunate, a home office, as their workplace.
Whether one is in the corner office, a cubicle or working from Starbucks, there are a few office “rules” that you should consider.
- The most important tools for every business person are a cell phone, a notebook computer with wireless capability, a legal pad, a pen or pencil and business cards (and yes, you do need access to a printer too from time-to-time).
- Everything else, whether it’s a desk set, bound organizer, clocks, manuals, journals, photos, certificates, Post Its, paper clips, boom box, manila folders (I admit – I have a thing for manila folders; always have) or calculators should be considered ranging from nice to have to useless clutter.
- I have worked with some people who carry almost nothing and those who carry more than enough for an expedition to the Artic. I have known executives who have only one piece of paper on their desk at a time. I have also experience co-workers who have mounds of paper, journals, sandwiches, utensils and other materials on their desk always – and yet somehow they seem to function quite well. And I count among my contacts business people who have more framed photos, knick-knacks and mugs on their desks than a veteran politician. And finally, there are those I have encountered who believe that anything personal, such as a photo of the wife or kids, in a place of business is offensive – and tend to be quite vocal about it.
The point is this – it does not matter whether you work in an office, a cubicle, the kitchen table or Starbucks, surround yourself with only what you really need to do your job effectively. Everything else is clutter and will keep you from effectively accomplishing your objectives.
I look forward to your thoughts and experiences on this topic.
George F. Franks, III is the founder and CEO of Franks Consulting Group – a Bethesda, Maryland based management consulting and leadership coaching practice. He is a member of the Institute of Management Consultants and the International Coaching Federation. His web site can be found at:
http://www.franksconsultinggroup.com/
His blog is:
http://consultingandcoaching.blogspot.com/
Where does this leave us today in 2006? Today there are fewer office-based white collar workers working for large corporations in the same way that there were fewer craftspeople working out of their homes after the industrial revolution. We have experienced the information revolution and in many ways, the effects have been much more staggering than what occurred in the nineteenth century. This can be seen clearly when viewing the current variety of working environments. Some white collar workers gain the few cherished slots for the executive corner office. Many more are finding themselves spending their mid and late working years typing on a computer and talking on the phone in a cubicle. And an ever increasing number are home-based. Where they work for corporations, small businesses or themselves. They find the kitchen table, the local Starbucks or if they are fortunate, a home office, as their workplace.
Whether one is in the corner office, a cubicle or working from Starbucks, there are a few office “rules” that you should consider.
- The most important tools for every business person are a cell phone, a notebook computer with wireless capability, a legal pad, a pen or pencil and business cards (and yes, you do need access to a printer too from time-to-time).
- Everything else, whether it’s a desk set, bound organizer, clocks, manuals, journals, photos, certificates, Post Its, paper clips, boom box, manila folders (I admit – I have a thing for manila folders; always have) or calculators should be considered ranging from nice to have to useless clutter.
- I have worked with some people who carry almost nothing and those who carry more than enough for an expedition to the Artic. I have known executives who have only one piece of paper on their desk at a time. I have also experience co-workers who have mounds of paper, journals, sandwiches, utensils and other materials on their desk always – and yet somehow they seem to function quite well. And I count among my contacts business people who have more framed photos, knick-knacks and mugs on their desks than a veteran politician. And finally, there are those I have encountered who believe that anything personal, such as a photo of the wife or kids, in a place of business is offensive – and tend to be quite vocal about it.
The point is this – it does not matter whether you work in an office, a cubicle, the kitchen table or Starbucks, surround yourself with only what you really need to do your job effectively. Everything else is clutter and will keep you from effectively accomplishing your objectives.
I look forward to your thoughts and experiences on this topic.
George F. Franks, III is the founder and CEO of Franks Consulting Group – a Bethesda, Maryland based management consulting and leadership coaching practice. He is a member of the Institute of Management Consultants and the International Coaching Federation. His web site can be found at:
http://www.franksconsultinggroup.com/
His blog is:
http://consultingandcoaching.blogspot.com/
Thursday, March 02, 2006
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 notepaper 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 interviewer joins you.
3. When the interviewer finally does join you, make eye contact and shake hands firmly. Greet 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 and send 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.
Surprisingly, 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 founder and CEO of Franks Consulting Group, a Bethesda, Maryland based management consulting and leadership coaching practice. Franks Consulting Group can be found on the web at:
http://www.franksconsultinggroup.com/
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