The Best and the Brightest: Hiring

Hiring people for your team is always a challenge. Generally you know your budget and your headcount – but what are the skills that you need? What are your short term needs? What are you long term needs? What are you skill gaps? Hiring is often more about finding those who fit your near and long terms needs than bringing on the “best and the brightest”.

Inventory

Regardless of what vacancy you have on your team – either through someone leaving or through picking up additional responsibilities, it is important to do an inventory. First list the people on your team. Next list their primary and secondary job responsibilities. After their job responsibilities it is vital to list their functional strengths. Finally, what are the functional areas where you have gaps – such a financial analysis, marketing, technical skills or strategic planning. It may be helpful to fill a matrix with this information so you can see what you have (check it) and what is missing (blank).

Near Term Needs

For the next twelve month what are the skills that are essential for you and your team to be successful. By this we mean to meet and exceed every single objective assigned to you by your leadership. It may be helpful to look at where you met your objectives in the past and where you did not. If you met them, have the key people left creating a void? If you did not meet them was it due to a missing skill or area of expertise? Looking out to the next twelve months what objectives will be the same? Which will be higher or new? What skills will they demand? And how do those skills match with the current team’s skills? Again identify the needs versus the inventory of current team members and their skills.

The Future

Looking out eighteen to twenty-four months based on your team’s or your organization’s strategic plan, what are the major initiatives? How do they differ from those your team is working to achieve today? What same skills do they require? What new or different skills do they require? Focus on the new and different skills? Do you have them within the current team or do you need to acquire them? A matrix to highlight the gaps and voids in skills is an effective tool for looking at the future also.

Bench Strength

Leadership success is much talked about but seldom addressed – until it is too late. If you were promoted tomorrow who would take your place immediately? And who would take that person’s place. You need to think about this for every function in your team and also for every position on level above your team in your organization. You boss wants to know who can take his place when SHE is promoted too. Identify who would move into what roles based on skills, expertise and performance over time. Here is one more area where a matrix to highlight the gaps and voids is helpful.

Conclusion

It is time to submit a requisition to Human Resources. You know your budget. You know your headcount. Now you should know the skills that you need to deliver on your performance objectives this year, in the next two years and when you or members of your team move up or on to greener pastures. While there is nothing wrong with hiring the best and the brightest – the most important thing is to hire people who will make your team successful now and in the future plus make the larger organization successful in the long term.

George F. Franks, III is the President of Franks Consulting Group, a Bethesda, Maryland management consulting and leadership coaching practice. Franks Consulting Group has worked with companies of all sizes, non-profit organizations and individual leaders. George is a member of the Institute of Management Consultants (USA). His web site is:
http://franksconsultinggroup.com
George can be e-mailed at:
gfranks@franksconsultinggroup.com
See his FREE monthly e-zine on career and leadership topics at:
http://careerandleadership.com

Tony Soprano: Great Leader

Television and movies, like history, can provide us with insights on leadership – both good and bad. The mob boss as a leader is not new. It has been explored in both movies and on television going back to the early days of both forms of entertainment. The latest television mob boss will soon be gone. Left to the world of reruns and DVDs. What was Tony Soprano taught us about leadership? Is he a leader to be emulated or to be avoided? In spite of the profession (crime), I say that many but not all of Tony’s traits are those of an effective leader regardless of the profession or field.

Listening

Whether it is his lieutenants, his opposition or his “customers”, Tony Soprano has demonstrated time after time that he is a good listener. Not that he lets people go on and on. He is looking for the facts so he can make a decision. A big part of every leader’s job is to listen. Many leaders are very poor listeners. An effective leader must learn to listen: to employees, customers or clients, professional peers and others. The more a leader listens, the more she will have better points of reference for any issue or decision that arises.

Communication

Although Tony Soprano does not have a Harvard MBA, he is a good communicator. He knows how to get his message across to those around him. He is clear and to the point with his lieutenants and other underlings. Tony is clear in his business dealings with his “customers” and his competition (rival mobs such as in New York). The people around him always know where he stands and what is expected of them. He may not have talking points on a PowerPoint presentation but he always has his talking points. Today, some leaders like to talk to groups. Others like to talk to individuals. And others prefer letters or e-mails. There is no one right way to communicate. The point is to communicate. It must be direct, clear and to the point. Say what you mean. It is easy to get caught up in business or professional jargon. Regardless of the audience, make sure you communicate thoughtfully and clearly.

Decision making: Gut vs. Analysis

No spreadsheets for Tony Soprano. But he operates from the facts. Time and again he gathers the facts and then makes a decision based on his evaluation of the facts based on his experience and his “gut” (a sizeable one at that!). Sometimes he asks for input from those around him. Regardless, he stands by his decisions – no flip-flopping for Tony. The MBA revolution has produced many business leaders who require mountains of data and reports to make even the smallest decision. There is a growing movement among leaders to “go with the gut” when it comes to decisions large and small. Is there a right way to make decisions? Frankly, the best decisions evolve from some level of analysis plus experience (or “gut” instinct). The point is to make decisions. Make them often. Too may leaders today avoid making decisions and defer to teams, committees and task forces. While input may come from these bodies, ultimately the leader should make the final decision.

Lead by Example

Tony Soprano NEVER asks his men to do what he wouldn’t or hasn’t done himself. Whether it is collecting pay-offs, arson, teaching someone a lesson, murder – or just getting “in someone’s face” Tony demonstrates what the military describes as leading from the front or leading by example. He gets his hands dirty. Tony takes risks. And his mob lieutenants and other underlings love and follow him for just those very reasons. Most great leaders have someone they look up to – whether an historical figure or a mentor. A model for leadership is not only valuable – it is essential. At the same time, every leader – regardless of position or stature – should mentor others and serve as an example. An effective leader will want others to live up to and carry on their style and techniques in the future.

Prioritization

Tony Soprano loves his family, golf, fishing, watching the HISTORY CHANNEL, good food, the pleasures of the flesh, animals and travel. But he (almost) always puts his business (making money through his mob organization) first. Yes, he mixes business with pleasure more often than not. But business is business and takes priority. He know what he has to do every day and who has to bring in what (in cash) to keep the machine well-oiled. Every leader wakes up every day with a “to do list”. Some items on the list are at their discretion. Others are imposed by others: customers, investors, subordinates, other external or internal bodies. Are you a prisoner to someone else’s priorities for your day? It is up to the leader to insure that every block of “work time” every day focuses on actions essential to meeting and exceeding the short and long term objectives of the office or position. This does not mean no time with family or to exercise or to socialize. What it does mean is that working hours – whether from 8-5 or from 5-8 should be focused and deliberately spent on activities which will serve – in the end – to meet and exceed specific performance objectives.

Be Authentic

While Tony Soprano from time to time discusses his heroes such a John Kennedy and military leaders such a Generals Patton and Rommel, he is his own man. He is the product of his New Jersey mob-based culture and his environment, but he does not pass himself off as a copy cat of any other mob boss or other leader. His style is uniquely his own. Imitating Bill Gates, Steve Jobs, Barack Obama or Hillary Clinton will not serve any aspiring leader well. Your style of speaking, dress and more evolved from your family background, education and career-to-date. Be yourself. By imitating the gestures, speech patterns, attire or other mannerisms of someone who is famous, you are only making yourself a caricature of that person – and that does not translate into effective leadership. Authenticity is the mark of a real leader.

Walking the Talk

When Tony Soprano says something – he lives it. His decrees care enforced as the law of the land. While unwritten, his mob organization has a vision, values and a culture. And Tony with the help of his lieutenants makes sure that all the members of his organization live them every day – as odd as that may seem. Tony lives them and he expects those around him to do so also. Today one only has to look at the front page of any newspaper to see examples in business, government and the non-profit world of leaders who are not role models. These leaders are the height of “do as I say, don’t do as I do”. Leadership by example should be one of the most fundamental goals for leaders at all levels regardless of their profession or field. Employees at all levels perform better for leaders who “walk the talk”.

Good bye Tony Soprano. We have learned a lot about leadership from you over the years. Many future leaders will have an opportunity to continue to learn from Tony’s leadership through endless reruns and DVDs of the cable television series. While a mob boss may seem like an odd role model for leaders today, in many ways, Tony Soprano has served as a better one than many in the corporate America, the non-profit sector and the US government.

George F. Franks, III is the President of Franks Consulting Group - a Bethesda, Maryland management consulting and leadership coaching practice. He is a member of the Institute of Management Consultants (USA). His web site is:
http://franksconsultinggroup.com
His FREE monthly e-zine is:
http://careerandleadership.com
George can be contacted at:
gfranks@franksconsultinggroup.com

Interview Shoes: The Right Styles for Men and Women

Interview attire advice often focuses on suit colors and cuts for men and whether to wear a skirt or slacks for women and the color of either. Other articles of interview attire are even more important. A case in point is shoes. For both men and women, wearing the right style and type of shoes can often serve as the most important and most visible item of interview attire.

For Men

For men there are four types of shoes that are acceptable for interviews. There are from most to least formal: the black oxford shoe, the black brogue shoe, the black tassel loafer and finally the black dress penny loafer. Each of these shoes has a distinct style and message. Regardless of which style of shoe is worn, they should be well maintained – meaning not scuffed or worn at the heel and highly polished.

The black leather oxford shoe. This is the classic tie shoe. It has either a plain to or a non-perforated cap toe. This is the dressiest of men’s shoes and are popular with investment bankers, government officials and other’s who must portray formality and consistency.

The black leather brogue shoe. Often described as the wing tip, this is slightly less formal than the oxford. It may be cap toed or have the wing shaped toe decoration both of which are perforated. Acceptable with suits, the brogue has been a favorite of businessmen for decades although it fell out of favor during the “casual Friday” dress down era of the 1990s.

The black leather tassel loafer. The tassel loafer has been around for decades. Once classified as Ivey League or preppy, it is now a business staple. It is a loafer with stitching around the toe and a pair of leather tassels. The shoe is not as formal as either the oxford or the brogue but is acceptable with business suits in all but the most formal and tradition bound professions.

The black leather penny loafer. This is not a casual loafer with the big “beef roll” and the rough hand stitching around the toe. The penny loafer for dress is more refined in cut and stitching. It looks like and is a dress shoe. The least formal of the business shoe styles, it is sleek and clean and works with suits for all but the most formal occasions.

What kinds of men’s shoes to avoid for interviews? First, the heavy soled and big toed lace and slip-on shoes popular with younger men should be avoided. Even if they say they are dress shoes, they say all the wrong things about one. Secondly, avoid casual shoes such as weekend loafers or other very casual shoes with leather, rubber or plastics soles. Finally, avoid trendy shoes. If attracted to a pair of shoes that would look great on the dance floor at a club or at a wild party, keep them for those events. Do no wear them to an interview. Trendy is not an interview look unless you are a fashion designer or in the arts.

The right kinds of shoes are available at stores and on-line. The most popular traditional interview shoes are sold by: Church’s Shoes (English design, very traditional), Alden (American and very traditional), Allen-Edmonds, Cole-Haan and Johnson & Murphy. Stores that carry the right kinds of shoes for interviews include: Brooks Brothers, Joseph A. Bank and Nordstrom.

For Women

While there are infinitely more styles of women’s shoes available than men’s, the styles that are appropriate for interviews are even more limited. The rules about the condition of shoes for women are the same as for men. The shoes must be in top condition and well maintained if not new. While all the colors for men included black and black, there are more possibilities fro women. While black and navy are safe bets 95% of the time. Other colors are OK but must complement the suit or outfit and should match the purse or handbag too. Avoid light colored shoes for interview and never wear white shoes to an interview unless it is for a nursing position. If brown, dark shades are best. Avoid suede and never wear shoes that have metallic sparkle, glitter or sequins for an interview (or for business ever).

The styles of shoes that are appropriate for women to wear for interviews fall into four categories: classic leather pump with a heel, the leather sling back style with a heel, the classic leather Mary Jane style shoe with a heel, the flat or ballet style shoe in leather. All should be leather. All should be well maintained and worn with neutral colored stockings or pantyhose regardless of the season or temperature (or knee highs if work with slacks).

The leather pump. Heel heights and shapes vary. This is the traditional shoe for women in business. Solid color.

The leather sling back style with a heel. Again heel heights and shapes very. This shoe while very traditional has an adjustable strap rather than a closed back. The shoe is classic and in good taste but with a bit more style and is considered a bit more dressy than the plain leather pump.

The classic leather Mary Jane shoe. This is not the flat soled cloth model or even the funky thick soled model worn by teens. It is basically a leather pump in style and cut with a thin strap ending in an adjustable buckle across the instep. Better with skirts than with slacks.

The flat or ballet style shoe in leather. This kind of shoe if made of fine leather and in a traditional cut is classic, flattering and is worn by women of all heights. But it is favored by very tall and strangely enough, very short women. It may be plain or decorated with a discrete bit of gold metal or grosgrain bow at the toe. The casual ballet slipper style in fabric, needlepoint or less dressy leather should be saved for wear with jeans or khakis.

What shoes are not appropriate for women to wear to interviews? Frankly, everything else unless the interview is not for business, non-profits or one of the professions. Anything in unnatural colors or with sparkles or anything novel just will not do. Flip flops are a no always. As are sandals. Big, clunky shoes are for teenagers or weekends. Loafers are for khakis and weekends. Tie shoes are not appropriate for women in business unless running an art gallery or a church order. Finally, strappy, very high heeled shoes should be left for weekends and never for work. Forget what they say in “Sex and the City”.

Women’s interview shoes are available at many women’s stores, shoe stores and department stores. The list is really too long to do justice here. Some of the more traditional sources are: Cole Haan, Talbots, Nordstrom, Lord and Taylor and Brooks Brothers plus the some of the designers who offer quality shoes in more classic styles.

Shoes speak volumes about a person. This is never truer than in an interview environment. Make sure the shoes that you wear say all the right things. While they will not guarantee a job, the will not be an obstacle if the points outlined above are observed.

George F. Franks, III is the founder and President of Franks Consulting Group, a Bethesda, Maryland based management consulting and leadership coaching practice. A world-class speaker, facilitator and coach, he has worked globally with business, non-profit organizations and executives. He is a member of the Institute of Management Consultants (USA) and the International Coaching Federation (ICF). George can be contacted at gfranks@franksconsultinggroup.com Franks Consulting Group is on the web at: http://franksconsultinggroup.com George's monthly e-zine on Careers, Leadership and Work Life is: http://careerand leadership.com

It Is Not Just About the Money

Much has been written in the media about who makes what both by name and by profession. Whether PARADE magazine, the WALL STREET JOURNAL or other periodicals, there seems to be a focus on paychecks. What do doctors, lawyers and Indian Chiefs make per year? How little do the people who keep our streets safe, clean and in good repair make per year? How much do university presidents make vs. the teachers who educated our kids day-to-day. While I think this information is interesting, it only tells PART of the story. The paycheck is just a small part of any career, occupation or job. It is not just about the money. There are other factors that anyone looking toward a job, career or field should consider even long before college or university.

Prerequisites

Having desire is sometimes not enough. I always wanted to be a naval officer. Although I received an appointment to the U. S. Naval Academy, I was found while there to be color blind. The PREREQUISITE for a line officer in the U.S. Navy to have unimpaired color perception. Even though it was my dream, it was not to be and I left the Naval Academy to follow another career direction. Want to be a basketball player? Odds are if you are short it is not going to happen. Want to be musician but are tone deaf? Unlikely that success will follow. Desire to be an astronaut but afraid off small spaces and confinement? Think again. Interested in high finance but hate mathematics. Probably not the best choice. Some limitations, such as my color blindness, we are born with and cannot change. Others the strong preferences, likes and dislikes. More on that to follow. The point is – consider whether you are even “in the game” as your set your sights on a career.

Talent

What are you good at? Do you have a “gift”? Are you musical? Are you athletic? Are you mathematically talented? Do you write well? Do you have a knack for taking things apart and putting them together again? Do you have the “gift of gab”? Are you a talented public speaker? Are you a natural leader? Think about what you are really, naturally good at doing. This is the next area to think about after you get past the “prerequisites”. If one has a natural talent in an area, it may be the launching point for a career that relates to that talent. Keep in mind it may be academic, athletic, artistic or it may be a manual or mechanical skill.

Passion

The phase is overused these days but it still holds true - “what do you love”? What do you think about every waking moment and dream about while sleeping at night. This is your passion. What would you do even if no one paid you to do it? This is your passion. What do you care about regardless of the views and opinions of others? This is your passion. Think about and identify your passion. And then think about it as it relates to careers. Do you have the prerequisites? Do you have the talent? If you have the passion, then you have a winning combination to follow it into a career or occupation. If you follow, train for and do what you love, then you will not count the minutes, hours and days until the weekend, your vacation or retirement. You will look forward to doing it each and every single day.

Pay

My father used to say “there is more to life than money BUT you can’t live without it”. How true! Even if you have the prerequisites, the talent and the passion, if there is no demand for the skills that you have then there will be no money in the field or occupation. Think of it as supply and demand. It is about what is needed and about what is valued. I used to thing that the most educated people were the highest paid when I was a youngster. What a shock to find that many without college degrees make more than some job requiring PhD’s. It is balance. Again, look at the prerequisites, look at your talent, think about your passion and THEN look into the supply and demand for the occupations and jobs that relate to the fields you are both best suited for and also most passionate about. The dollars should not be the only factor driving one’s decision – but they are a factor.

Most people today have multiple jobs if not multiple careers over a lifetime. Regardless, when one is starting out – ideally before college – it is time to think about four factors. These are: prerequisites for any field or profession, one’s natural talents, what one is passionate about (what you live, eat, sleep and breathe and would do for free) and finally what the compensation or pay is for a related job or occupation. It is important to look at all of these factors and not just one of them. Especially not just the pay factor which is so common today. By looking at all four factors, the potential exists to be happy, enjoy one’s work, make money and use natural talent to make a living and hopefully contribute to the world in a positive way.

George F. Franks, III is the President of Franks Consulting Group - a Bethesda, Maryland management consulting and leadership coaching practice. A speaker, facilitator and coach to both individual leaders and organizations, George is a member of the International Coaching Federation (ICF) and the Institute of Management Consultants (USA). His practice spans businesses and non-profit organizations globally. George can be contacted at gfranks@franksconsultinggroup.com

His web site is http://franksconsultinggroup.com

See the FREE monthly E-zine on career and leadership http://careerandleadership.com

Big Boys and Girls Don’t Cry (At Work)

Quite a bit has been written recently about crying at work for some reason. Articles have appeared in the Wall Street Journal and The Washington Post to name a few. The point of these articles has been that especially for the “new generation” of workers, it is acceptable to cry at work. Well, the workers may be changing but the workplace is as unforgiving as ever.

OK To Cry

There are only two times when it is acceptable to cry at work. The first is when you are physically hurt. If something falls on you, cuts you, bangs into you and you a really hurt – bleeding or not – it is acceptable to cry until or as you are getting First Aid or waiting for the rescue squad to arrive. Of course OSHA is going to be after your employer and it will show up as a work place accident in your personnel file, but at least it is fine to cry when you are hurt. Secondly, a sudden death in the immediate family is another appropriate occasion to cry. This does not mean thinking about your long lost cat or your Great Grandmother who passed away decades ago. What this means is that it is acceptable to cry at work if you are notified while at work that a grandparent, parent or sibling has passed away. Distant relatives do not count. Once you have been notified, make arrangements for vacation time or leave to deal with the death, do not hang around the office in widow’s weeds sobbing away. Death in the immediate family and a significant physical injury are the only two instances where it is acceptable to cry at work. The end.

Why No Crying?

Whether you work for a big company or a small one, whether your are a new employee or ready to retire, whether you are a man or a woman, whether you are young or old, you are judged at work by what you do and how you do it. This applies to your job function, you work, the accomplishment of your objectives and how professionally you perform the tasks and activities that you are paid to perform. But like business attire, work space, language and social interaction, you are judged at work by how you act. Crying, with the exception of injury and death in the immediate family says a couple of things. It says that you are not in control. It says you are sensitive. It may be interpreted as saying you are weak or that you are unstable. Regardless of whether crying is read as one or all of these things, none of them are positives for your JOB much less if you think you have a CAREER (meaning you hope to stay for more than a couple of years and that you hope to advance within the company or organization). Crying can only say bad things about you. The people who say they like to see sensitive men are talking about in bed or at the movies – not in the Board Room.

What To Do?

There are plenty of occasions that could evoke tears from any man or woman in the work place. These include: notices of layoffs or reorganization, a co-worker leaving, the end of an office romance, a poor performance review, a low raise or no raise or bonus or just a session with a screaming boss who is a pompous ass. I have seen all of these scenarios. I have seen co-workers experience them and break down into tears. And I have seen them stoically absorb the impact apparently without emotion. If you must cry, do all you can to hold off until you reach the bathroom, the parking lot, home or (worst case) until you are alone in your office. Tears in front of your boss, co-workers or subordinates say all the wrong things. If you think they will understand or forget about it – think again. They will never forget the image of your blubbering at work.

In spite of what the Wall Street Journal, The Washington Post and other publications say, it is not now, never has been and probably will never be acceptable to cry at work. Only injury or a death in the immediate family make tears OK. Otherwise, suck it up and find a way to deal with the upsetting moments at work. If you must cry, do it in a private place way from co-workers. Being sensitive may be in vogue socially but it is still a career killer for anyone in today’s work place.

George F. Franks, III is the President of Franks Consulting Group, a Bethesda, Maryland management consulting and leadership coaching practice. His web site is http://franksconsultinggroup.com. He can be contacted at gfranks@franksconsultinggroup.com

What Does Your Office Say About You?

Appearances count. This is not only true with clothing and personal grooming but it is also true when it comes to offices. Whether you have a work station, a cubicle, an office with a door or the corner office on the top floor, you office speaks volumes about your background, your education, you priorities, your work ethic and your strengths. It may seem like these are stereotypes – and to a degree they are – but they are stereotypes based on over twenty-five years observing work environments across industries in the US and globally.

Sales Person

Most sales people are either very successful or move on to another company. They travel light. They spend most of their time with customers. So those sale people who do have offices usually keep them very spare. A picture of the wife and kids. Some golf items. Maybe something related to a sports team. And that’s it. Not a lot of binders, books, reports or other business trappings. Their most important documents are the compensation plan and the latest quota report. The office is easy to pack up when they leave for a better offer or another city.

Creative Person

Creative people often have non-business related objects in their offices. Books including poetry and literature. A poster from an art gallery or show. A small abstract sculpture. Flowers in a contemporary vase. Creative people also have lots of professional magazines, journals and newspapers neatly stacked in the offices. Computer printouts, financial reports and technical manuals rarely if every are found in a creative person’s office. And do not forget the comfy sweater on the chair and the sneakers or slippers under the desk.

The Technologist

Most technologists fill every square inch of their work space with paper AND technology. Most people have one phone and one computer. Most technologists have multiple computers and related gadgets and stacks of office and cell phones plus their plugs and cords and accessories. When is comes to paper – they never throw away a report, binder, journal, article or memo. They may need it someday. Often they are in mounds overflowing the desktop and the shelves. Usually they are stacked on the floor too – not just under the desk but around all the walls too. An unusual poster or picture usually is taped on the wall or some other surface – such as a picture of Einstein or Star Trek or Monty Python. The PhD in EE diploma is framed and also stuck under the desk more often than not.

Number Cruncher

She may be in Finance or the Accounting Department or just may be the organizations budget person but every organization has their number cruncher. Her work area has one computer, one telephone and lots of accounting books and binders. Even though every single number and analysis is on the computer, she has a copy of every report and business plan by month, quarter and year five years back and five years forward in binders. Although the office has not pictures, art, sport memorabilia it does usually have a business card for an accounting company she will apply for a job with when she has time – right after the next close of books. The business card is next to the number for the local pizza delivery service for the late nights at work getting the numbers to agree.

People Person

The people person’s office is “warm and fuzzy” to the extreme. He has pictures of his family (even if he has no spouse or kids), drawings by the kids taped to all the surfaces and lots of little “toys” on the work surface such a stress balls and troll dolls. The people person has never turned on his computer. And he rarely uses the phone. He likes face-to-face communication. The office is full of professional journals and magazines. It is also full of literature and business cards from coaches, consultants and facilitators. While the people person may not have sports memorabilia in his office he will fill it with photos of every team building event from the past ten years.

The Warrior

The warrior most likely was never a Navy SEAL or a Marine or in the Special Forces. His office is filled with military history books. The walls have pictures of great military leaders of history and framed quotes by each of them. The only journals visible are “Soldier of Fortune” and “Strategy & Tactics”. The desk top is squared away – usually with an in and out basket and no more than one piece of paper on the desk at a time. Pens are in a mock artillery shell (security confiscated the real one – and the hand grenade “take a number” paper weight). A name plate is on the front of the desk – usually “Mr. XYZ, USN (or USMC or USA), Ret.”. No doubt a shelf is full of baseball caps with unit insignia and combat campaigns. The computer and the phone are unadorned and used constantly. And the warrior keeps his fitness bag with workout gear for the early morning or afternoon run next to the desk where it can be seen (and smelled) by all visitors.

The Up and Comer

You know the image. Good college. MBA from a name university. Hired on the “fast track” program. And the office – whether cubicle or real with a door – matches the diplomas on the wall. No photos of spouse or kids. No time for them – even if they do exist. Photos shaking hands with the Chairman or the President – usually signed too. Only a notebook computer and a phone on the desk. And the phone is not used – just the PDA/Cell Phone/Camera/Computer device which is always on the desk when not is use. A huge white board adorns the wall with notes on the latest strategic plan – even if the job has nothing to do with strategic planning. The only periodicals are the Wall Street Journal and the Harvard Business Review. The latter are neatly stacked and read cover to cover. The fine leather computer case is under the desk and ready for a trip to the coast or Europe or Asia at a moments notice. And a stack of resumes (updated weekly) are in the right middle desk drawer at all times.

Stereotypes? Yes and no. Be aware of your surroundings. Be aware of the competition or your customers or your people. Their offices tell you a lot more about them than you may think.

George F. Franks, III is the President of Franks Consulting Group - a Bethesda, Maryland based management consulting and leadership coaching practice. He is a member of the Institute of Management Consultants (USA) and the International Coach Federation. His web site is:
http://franksconsultinggroup.com
George can be e-mailed at gfranks@franksconsultinggroup.com
Also see his hot new e-zine at:
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Spring and Summer: A Men's Guide to What to Wear to Work

Spring and summer bring to mind images of love, vacations, walks on the beach and evenings by the pool. But you need to get a job in an office. Or you already have a job and you want to move up the ladder of success. What to wear? Contrary to the popular myth, unless you are in a glamour or very artistic industry there is no such thing as summer work casual. You can, though, fine tune your attire for the summer season though. Here are a few ideas.

Shirts

First, unless you are a pediatrician, a chemist or a barber – ban short sleeve shirts from your spring and Summer wardrobe. Long sleeves are the only acceptable style. A variety of fabrics and colors are acceptable. Pure cotton shirts are best (I prefer pima cotton but oxford cloth and poplin are popular too). Polyester can get warm. The collar is more a function of formality and style. English spread collar is the most formal. The American straight collar in the next most formal. The button-down collar is the least formal. Tab and collar pin styles are traditional but on again – off again styles. As for colors – white and pale blue are best. A fine muted blue or gray stripe is next best. Pale yellow and pink are best left to preppy outfits such as law firms and white shoe Wall Street enclaves. French cuffs are best left to the more senior executives and the power brokers.

Ties

Every spring men put on a whole rain forest of bright splashy ties. Avoid the trend. Go with small patterns (neat diamonds or circles) or regularly spaced wide stripes (regimental or old school) in natural colors. While darker colors are more popular in fall and winter, spring and summer open the door to: yellows, purples, reds (vs. burgundy), sky blue (vs. navy) and salmon or pink. Big tropical prints, words, graphics or pictures (with the horsy exception of very small snaffles or stirrups) and heavy fabrics are OUT for spring and summer. Think light weight silk and cotton madras vs. wools and heavy drapery fabric silk. Now that MSNBC’s Tucker Carlson has shunned bow ties – as have the leadership of Nation of Islam – perhaps you should take a wait and see attitude on the classic too.

Suits

The cut for spring and summer suits are the same as for fall and winter suits. The wools should be lighter weight. The colors are the same: medium gray, gray pinstripe, navy blue and blue chalk stripe. Stay away from plaids and more fancy stripes unless you have at least six basic suits in the combinations noted above. The suits should be either two or three button depending on your build. Trousers can be either pleated or flat front depending on build but must be properly hemmed with cuffs. No spring or summer vests. Cotton suits of tan, olive and navy are acceptable once you are in the work force. The question of seersucker should be based on observation of those around you at least one level above on the corporate ladder. Most likely they will fit in on Wall Street or at preppy law firms. Finally, the blazer and trousers is not the spring and summer replacement for the suit. Keep them for the country club and dinner parties.

Shoes

There is no such thing as fall and winter vs. spring and summer shoes for men. Perhaps there should be but there is not. No white shoes except for classic bucks to wear to the club or parties. No sandals with suits and no woven leather shoes - ever. They are just too tacky for words. The classics are for year-round wear: cap toed laced shoes in black and dark brown, tassel loafers (expensive dress ones – not the outlet store types) in black and dark brown, expensive dress loafers of either the penny or snaffle style or the European-styled monk strap shoe in black and dark brown with the buckle on the side (very popular with non-Asian businessmen in Asia by the way). Shoes should be well maintained and polished at all times. No clunky shoes, no flip flops, no sandals, no boat shoes and no white plastic loafers – regardless of what the salesmen say. And if your shoes look more like running shoes than dress shoes then they are wrong for both interviews and work unless you aspire to a career in law enforcement.

Belts

Two belts for suits. Classic leather, thin with brass or silver metal small buckles in black and dark brown to match the shoes. Period. No white. No cute logo belts. And always wear a belt (unless you choose to wear classic braces also called suspenders – and never clip on ones and never with a belt).

Underwear

You are a grown-up now. Pick your own underwear. But in the spring and summer you must wear a WHITE tee shirt under you shirt. No one wants to see your nipples or you sweat stains. As for socks - wear dark ones. They should be black or navy blue or dark gray depending on your suit. No white or tan or creatively colored socks. And unless you are a genius or you work for the most preppy of Wall Street law firms – socks are required at all times.

Putting it all together

Wearing a crisp cotton shirt, a spring toned but traditional tie, a classic suit in light weight fabric, traditional shoes and belt and the right underwear will not necessarily get you hired or get you promoted once you are employed. But it will not hurt you either. Follow these steps on spring and summer attire and you will have an advantage over 90% of men whether you want to get hired or be considered for the big promotion.

George F. Franks, III is the founder and President of Franks Consulting Group - a Bethesda, Maryland based management consulting and leadership coaching practice. He is a member of the International Coach Federation and the Institute of Managmeent Consultants (USA). Franks Consulting Group is on the web at:

http://franksconsultinggroup.com

Are You a Leader or a Manager?

Manager

• A good day is one when you can get all your paperwork done.
• A manager looks forward to meetings with the boss and peers.
• A manager checks e-mail frequently throughout the day.
• A manager will visit customers when required by the higher-ups.
• A manager spends time with the front line people who support and talk to customers only when absolutely necessary.
• A manager gets a personnel forms in complete and on time.
• A manager volunteers for personnel, quality and event-related task forces.
• A manager eats lunch in the office to catch up on e-mail and paperwork.
• A manager never misses a conference call.
• A manager gets objectives and accomplishments into the boss before they are due.
• A manager looks forward to company outings and retreats as an opportunity to get face time with the boss.
• A manager delegates customer calls to others.
• A manager spends more than 50% of the time in the office.
• A manager notes what peers and subordinates do as it relates to company policy.
• A manager is up to date on company news and the latest organization chart.
• A manager always sits toward the front for company broadcasts and major announcements.
• A manager keeps performance objectives on hand.
• A manager networks within the company or corporation.
• A manager encourages subordinates to take internal company courses and programs.
• A manager relishes keeping on top of who got promoted, transferred and fired – and why.
• A manager loves to keep on top of the latest office politics.
• A manager will kill to play golf with the boss or the boss’s boss.
• A manager wears all forms of company pins, hats and other paraphernalia and decorates the office with the same.
• A manager reads the latest business book provided by human resources or the boss.
• A manager seeks out those who think like him or her and have a similar background or education when hiring new people.

Leader

• A good day is one when you spend time with customers and your front line employees.
• A leader looks forward to meetings with customers, competitors and front line workers.
• A leader checks e-mails at the beginning and the end of the day at the most.
• A leader lives to visit customers and learn from them.
• A leader spends time with staff people only when absolutely necessary.
• A leader spends time developing subordinates and mentoring people rather than obsessing over paperwork required by human resources or personnel.
• A leader creates and leads task forces to get things done in a timely fashion that are focused on action and measurable results.
• A leader eats meals with customers, competitors, industry leaders and front line workers.
• A leader schedules conference calls only when absolutely necessary and keeps them short and to the point.
• A leader makes sure the boss knows what he or she has accomplished through the significance and impact of those accomplishments.
• A leader creates outings and retreats as opportunities to learn from customers, competitors and front line workers.
• A leader will drop everything to deal with a customer personally.
• A leader spends more than 75% of their time with customers, industry leaders and front line workers.
• A leader could care less about company policy but lives by a higher code of personal ethics and standards.
• A leader could care less about office politics and organization charts but knows who to go to when things need to get done for customers or front line workers.
• A leader sees company broadcasts and major announcements as a waste of time unless he or she is the one presenting about how to move the company forward.
• A leader always knows their mission and objectives but does not need to have them in writing.
• A leader networks with other leaders, visionaries and innovators outside of the company and even outside the industry.
• A leader encourages subordinates to constantly learn and to look for new challenges.
• A leader fires those who do not perform and promotes those who deliver real results.
• A leader disdains office politics but may be active in real politics.
• A leader will kill to play golf with a customer, competitor or front line worker.
• A leader wears what is appropriate to the occasion whether it is the first day on the job or the day he or she leaves for the next challenge.
• A leader does not need an office but rather a mission and objectives and can work anywhere at any time.
• A leader writes books and articles about the next big thing in their field or any other topic related to innovation or change.
• A leader seeks out those who are smarter, with different backgrounds and with differing views than himself or herself.
  

Are you a manager or are you a leader?

George F. Franks, III is the President of Franks Consulting Group a Bethesda, Maryland management consulting and leadership coaching practice. His web site is http://franksconsultinggroup.com. His monthly e-zine is http://careerandleadership.com. George can be contacted at gfranks@franksconsultinggroup.com

You’ve Lost Your Job. Now What?

Losing your job is painful, humiliating and traumatic experience – whether it is for the first time or the umpteenth time. What will I tell those around me? How will I pay my bills? What about my retirement? What will my friends and family say? And what will I do to make a living and how? While the initial questions are appropriate for other articles, this one will focus on the last question – “what will I do to make and living and how?” It is best to think of concentric circles when thinking about where to find your next job.

Bulls Eye

Your company is the center circle. They have made clear that your job no longer exists. Think about the suppliers to your company. If you have done business with them, contact them. What about the consultants to your company? Who are they? Are their areas of specialty the same as yours? Contact them? You company probably does not have less work but will have fewer people doing the same work or more. Most companies increasingly turn to their suppliers and their consultants after a downsizing to fill the gaps. Unless you are a “C-level” officer, do not worry about “non-compete” agreements or clauses. If you were that important, they would have dismissed you with a nice big golden parachute.

First Circle

Unless you work for a monopoly your company has competitors. Who are your company’s top ten competitors? You should know. But you must do your homework. Learn everything you can about them and quickly. What are their strengths and weaknesses? After you have learned all you can about your company’s competitors you need to contact them. First use you professional and personal network to find someone – anyone – who works for each of the companies. Before you send one resume, talk to at least one person in each company. Tell them a little about yourself and find out what departments may be growing. Get contacts in those departments. And then contact them by phone to tell them about yourself and see if you can meet with them face-to-face. No e-mail. No letters. Person-to-person. Do this for every company you former employer competed with.

Second Circle

New businesses are created every day. Which ones are forming to compete with your former employer? Read the WALL STREET JOURNAL and other business and finance publications and professional journals to find out who is getting start-up venture funding to compete with your company or in your market. Find out all you can about these new companies. They will be lean and mean and hungry for expertise. They want workers, not overhead so you must be willing to put in long hours and serve with no support staff. But being in on the ground floor has its advantages also. Find out who the officers of the new company are and who is providing the funding to them. Get the names and contact information for both and start contacting them. These are busy people so you have to catch them on the phone or face-to-face. No e-mails. No resumes in the snail mail. Get an appointment to meet for coffee or dinner or lunch or over the weekend – whenever they can make five minutes to see you in person. Then it is up to you to sell yourself on how you can help the start-up be successful.

Third Circle

Just as there are new companies going after your former employer’s market space, there are also older, more tired companies that want and need to get “back in the game”. They are under pressure by investors and others to improve profitability or market share or both. Identify these “turn-around” candidates. Who in you network – professional or personal knows individuals who work for them? Follow the same model. Contact them directly. On the phone. Talk to them. Get an appointment. Meet with them. And sell yourself. No one can turn them around better than someone who knows the market or product or industry inside out. You!

Fourth Circle

Every company – not just your former employer – uses suppliers. Nearly everything a company uses – product and service – except their flagship product – and sometimes even that – are provided by another company. Who are those suppliers to your industry or market? Who are the top tier? The second tier? What are their strengths? Weaknesses? Again, turn to your professional and personal network to find individual real people who work for these suppliers. And again – yes – contact them directly by phone and meet with them. To sell yourself. No e-mails. No resumes. You can be THEIR competitive advantage.

The Outer Circle

Consultants. Companies love them. Companies hat them. Find out whom the lead, second and third tier consultants are to your industry, product or market. Research them. Learn all you can about them. Are they growing? Shrinking? What are their strengths? Next find real people in those consulting firms through your network – both professional and personal. Try to find at least two – ideally three – live contacts in each consulting firm. And contact them directly. Like the others, they will say they are too busy to talk to you so be direct and be persistent – but stick with it. Contact every consulting firm in your industry or market space. Once you get to talk with them, tell them how you can make them more successful starting TODAY in that market space or industry.

Only by exploring all these concentric circles: your company’s suppliers, your competitors, start-ups, turn-around companies, other suppliers to your industry and consultant. Each need quality and experienced people now. But unless the talk to you, they will not know what you can do to make them more successful. The opportunity is yours for the taking!

George F. Franks, III is the founder and President of Franks Consulting Group - a Bethesda, Maryland management consulting and leadership coaching practice. He has over 25 years of experience working with companies globally, the US government, non-profits and individual leaders. George is a member of the International Coach Federation and the Institute of Management Consultants (USA). His web site is:

http://franksconsultinggroup.com

Blank Sheets of Paper for the New Year

The New Year is always a great opportunity to evaluate where you have been, where you are and where you want to be in terms of your career.

Take a blank piece of paper and write down the characteristics of your perfect job. If you could design your own job what would you be doing, where would you be doing it and what would your days be like? Do not limit yourself to one or two items but fill up the sheet of paper.

Now take another sheet of paper. Write down the characteristics of your current job. What do you do, where do you do it and what activities fill your day? Do not think in terms of goals and objectives but in terms of the specific job functions and activities. As with the first sheet, do not limit yourself to one of two items but fill up the sheet of paper.

Now look at your perfect job list and compare it to your current job list. Are you doing what your want to do? Are you working where you want to work? Are the activities that fill your day the matching? If not, how many do match? This is not about salary or compensation but rather about your dream job. If you are doing what you love, then the compensation will follow.

If you already have your dream job, then congratulations. You are one of a fortunate few. If more of the items on the two lists match then not match you need to ask yourself what you can do to bring your current position in greater alignment with you view of the perfect job. Then write those steps down. Finally, if your current position and your dream job are worlds apart you need to ask yourself how to achieve your dream job. Another employer? Moving to another part of the country? Gaining additional education and training and seeking a career shift? Or starting your own company at night and on the weekends?

The perfect job is within your grasp. You need to evaluate where you want to be, where you are now and map out a plan to get you to your dream job. Finally, you need to act with singular focus to achieve that dream job…and it will be yours.

Happy New Year!

George F. Franks, III is the founder and President of Franks Consulting Group - a Bethesda, Maryland management consulting and leadership coaching practice. He is a member of the International Coach Federation and the Institute of Management Consultants (USA). His web site is:

http://franksconsultinggroup.com

See his new e-zine on career and leadership topics at:

http://careerandleadership.com

George can be contacted at:

gfranks@franksconsultinggroup.com

The Company Holiday Party: Do's and Don'ts

Holiday parties are a reality if you work for a business or other organization whether it is small, medium or large. Some people love them. Many people hate them. Either way, here is a list of “do’s” and “don’ts” for your review before you attend your upcoming holiday function.

Do:

• Attend your holiday event unless you are in the hospital or away on business
• Wear something appropriate to the invitation. When in doubt, dress-up but do not over dress. Santa suits, Santa ties and holiday sweaters have been overdone through the years and are considered in poor taste.
• Drink ginger ale, tonic, diet Coke or club soda.
• Make a point to speak with your boss and her boss plus as many of their peers as possible. Always introduce yourself and say where you work and what department you are in. This is important.
• Arrive early – most people will still be sober.
• Eat food at the event unless you plan to have a full meal before.
• Bring your spouse or significant other if that is allowed. It will give you someone to talk to after you have talked to the important people.
• Work the room. Do not just stand by the bar, the food table or in the corner.
• Bring business cards. Even if you all work for the same company.
• Look your best. This is not a good time to show off your counterculture other self.
• View this as a “career opportunity” like a big meeting or a business trip.

Don’t:

• Over or under dress
• Bring a first date. Only bring someone you are serious about - like your spouse or significant other.
• Show up half way through the function, especially after attending another event.
• Make-up for your 6 month diet by eating everything in sight.
• Hang-out with the people on your staff or the people who have cubicles near you. This is not middle school.
• Stick the celery or straws up your nose to get some laughs.
• Dance unless you know how. If you do not know what this means, then play it safe – DON’T DANCE.
• Try to break your college drinking record.
• Throw-up on your boss or her spouse.
• Make the moves on any member of the opposite (or same) sex who works for your company while at the function. This applies to co-workers’ spouses and dates too.
• Stand on your chair, table, the bar or anything other than the floor
• Wear any part of the holiday decorations
• Talk about your religion
• Talk about office politics – you never know who is standing next to you or behind you.
• Be one of the last to leave.
• Do anything that you would not want to see in your next performance appraisal or on the front page of the newspaper.

While nearly everyone complains about holiday parties, they endure year after years, in business good times and in bad. Make the best out of the opportunity.

George F. Franks, III is the founder and President of Franks Consulting Group, a Bethesda, Maryland management consulting and leadership coaching practice. He is a member of the Institute of Management Consultants (USA) and the International Coach Federation. His web site is:

http://franksconsultinggroup.com

Books to Add to Your Shopping List

Whether you are shopping for your boss, colleagues, family members for yourself, books always make a wonderful present. For those in fields related to business, leadership, consulting or coaching, the issue of which books is more problematic.

The following books have served this author, business executive, consultant and leadership coach well.

“Winning”
By Jack Welch with Suzy Welch
Whether you love or hate his management style, there are nuggets that anyone can take away from this book and apply daily.

“Tough Choice: A Memoir”
By Carly Fiorina
A well written book about an amazing business leader, who rose through the ranks at AT&T, helped created Lucent Technologies and led Hewlett-Parkard. As a side note, one of my more brilliant career moves was to turn down a job offer to work on her staff at Lucent.

“Patton on Leadership”
By Alan Axelrod
While you should read a biography of General George S. Patton is you want the history, this book serves as an excellent resource for leaders at all levels and in all fields.

“Blink”
By Malcolm Gladwell
An argument for the effectiveness of snap judgment from the author of “The Tipping Point”.

“The Portable MBA”
Bruner, Eaker, Freeman, Spekman and Teisberg (The Darden School, University of Virginia)
While there are many MBA summary resources for day-to-day reference, this slim volume has served my well and is easy to use.

“Making a Living without a Job: Winning Ways for Creating Work That You Love”
By Barbara J. Winter
The title says it all. Highly recommended.

“Now, Discover Your Strengths”
By Marcus Buckingham and Donald O. Clifton, Ph. D.
A tool for “develop(ing) your talents and strength – and those of the people you manage”.
Buy it. Try it.

“Good to Great”
By Jim Collins
A classic. You will read it again and again. Just on of the best books on business – and more – written in years.

“Leadership Secrets of the Rogue Warrior: A Commando’s Guide to Success”
By Richard Marcinko
Everybody talks about U.S. Navy SEALS. Learn how to be a more effective leader from one of the greatest former SEALs.

“The McKinsey Way”
By Ethan M. Rasiel
“McKinsey, McKinsey, McKinsey”. Stop complaining about them and start learning from them.

“Napoleon: How to Make War”
By Ediciones La Calavera
He conquered a large chunk of the world. Learn the principles that Napoleon lived by on a day-to-day basis.

“One Christmas in Washington: The Secret Meeting Between Roosevelt and Churchill that Changed the World”
By David Bercuson and Holger Herwig
Power leadership at the highest levels with the greatest stakes. A fascinating book.

“Live Rich: Everything You Need to do to Be Your Own Boss, Whoever You Work For”
By Stephen M. Pollan and Mark Levine
As the title states, a resource about how to work for yourself – regardless of where you work.

George F. Franks, III is the founder and President of Franks Consulting Group, a Bethesda, Maryland management consulting and leadership coaching practice. He is a member of the Institute of Management Consultants (USA) and the International Coach Federation. His web site is:

http://franksconsultinggroup.com

Super-Success: Five More Traits

In my original articles about “Five Steps to Super-Success”, I outlined and described the essential traits of successful people. These included:

• Passion for the job or work
• Balance of work, family and other interests
• High tech/low tech trade-offs
• People powered
• Reading and learning

A lot of readers and colleagues came to me with the question “is that it?” The answer is “no”! While these stand at the top of the list for success, there are other traits and attributes for success that deserve mention. While this article is not exhaustive, it does focus on the most essential of those other traits.

Vision

Those who are super-successful have a vision. They know where they are going. They may not know how to get there. And they may not achieve their goals the first time or even the second but they have a vision. What does that mean? It means they see something that may or may not be their now, they picture it in their minds in incredible detail and it powers their every action and decision daily. They are not satisfied until their vision is a reality. And by then, many of them have a new vision that they are moving toward daily. What is your vision?

Energy

Few super-successful people spend their lives on the couch or easy chair eating junk food and watching television. I have nothing against relaxing from time-to-time. In fact it is essential. But the fact is that most super- successful people have high energy levels. They are on the go constantly. Their energy is electric and positively affects those around them. They are not just busy. No. They have their vision and all the energy is channeled toward making that vision a reality. How is your energy level?

Communication

Regardless of your political views – the greatest Presidents, Generals and innovators were often the best communicators. You may not think this is important in the age of sound bites and mass public relations machines – but it is. The ability to communicate clearly and effectively – both by speaking and by writing have never been more important. Super-success comes to those who can communicate their vision effectively to all those they come in contact with, whether those people are doctors, lawyers, politicians, bankers, soccer moms, homeless or regular everyday working people. In the age of information clutter, the ability to communicate clearly and effectively has never been more important for success. How are your communications skills?

Inquisitive

Reading and learning are important. But so is being inquisitive. The super-successful want to know about everything. They are like sponges. They need to know how things work and why – whether they are organizations, machines, medicines or processes. Inquisitiveness means asking lots of questions. And then digesting the answers and storing them away for future reference. Being inquisitive means not just learning about your job or your business but others jobs and other types of businesses. And the economy, and the law and government nd on, and on, and on. Inquisitiveness is its own reward. How inquisitive are you?

Focus

Many people have heard the overused phrase “laser beam focus”. Super-successful people may be inquisitive but they have the unique ability to focus. Whether it is on a problem, a question or options. They clear their minds and look at the issue with single-mindedness. It is something they can turn on at any time – on a plane, in the office, in the board room, sitting in a coffee shop or while talking with colleagues. Focus means being able to shut everything else out but those things pertinent to the matter at hand. Focus creates a clarity of thinking, of analysis and of decision-making that is necessary for super-success. How is your ability to focus?

While there may be some super-successful people who do not have a vision or energy or communication skills or inquisitiveness or focus – most have all of these skills. Anyone who wants not just success – but super-success should take time to evaluate their skills in each of these areas. Do not just look at yourself but talk to friends, family and business and professional associates. Some people are born with these traits but many others cultivate them. And you can too…on your way to super-success.

George F. Franks, III is the President and Founder of Franks Consulting Group - a Bethesda, Maryland management Consulting and Executive Coaching practice. He is a member of the International Coach Federation and the Institute of Management Consultants (USA). His web site is:
http://franksconsultinggroup.com
See his new E-zine on at:
http://careerandleadership.com
George can be conacted at:
gfranks@franksconsultinggroup.com

Ethics Now!

There has been a lot in the news about ethics lately. Or rather about he lack of them. The headlines include students’ cheating, Congressmen lying, CEO's 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 above. 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 of Franks Consulting Group – a Bethesda, Maryland management consulting and success coaching practice. George is a member of the International Coach Federation and the Institute of Management Consultants. His web site is:

http://franksconsultinggroup.com

His new e-zine on career and leadership topics is:

http://careerandleadership.com

Six Steps to Effective Meetings

Most people in medium and large businesses, government, non-profits and other organizations spend the majority of their time in meetings. As managers and executives, their most valuable resource is their time and that of their people. And yet more time is wasted in unproductive meetings than all other activities combined. Making meetings more productive is one of the most important thinks and any business or other organization can do. There are six key steps to making meetings more effective.

People. Insure that the right people are at the meeting. That they are there on time and that they focus on the meeting rather than taking cell phone calls and doing their e-mail. As much as people complain about meetings, people hate to feel they are missing something important. They feel excluded. It is critical that only the people who need to be at meetings attend them. Presenters who are not key participants should attend meetings only to give their presentations.

Purpose. While most meetings have a purpose, that purpose must be clearly stated in the meeting invitation and again at the beginning of the meeting. Someone should be designated to keep the meeting focused on that purpose. Any issues that arise that are not tied to the purpose should be noted and captured for another appropriate meeting. Also, at the end of the meeting, the purpose of the meeting should be stated again prior to the attendees leaving. Invitation – Opening – Stay on Topic – Closing.

Meeting type. Within the purpose, there are three types of meetings. Meetings must to be limited to information, decision making or idea floating. Informational meetings are those where people present new information to the group. These meetings need to leave time for questions. Decision making meetings are those where issues have been previously raised, recommended courses of action presented and decisions must be made by the body. The decisions must be documented. The final type of meeting is what we call an “idea floating” session. At these meetings, a pertinent issue or issues are raised and the people attending the meeting provide recommendations to address the issue or issues. These are then documented with owners to take the recommendations the next step.

Time. No meeting should last longer than one hour. Period. Meetings that last longer than an hour are not productive, they lose focus, they take on additional topics and purposes and they become forums for grand standing. People should arrive at the meeting on time. The meeting should start on time. There should be no more than five minutes to review the purpose of the meeting, who is attending and their role in the meeting plus the agenda for the meeting, which should have been distributed in advance. The meeting should cover the entire agenda in the next fifty minutes. The final five minutes should be used to recap the decisions, who will distribute the notes from the meeting and when the next meeting is scheduled. The meeting should end within the hour and not over. It is ideal to keep the meeting to 55 minutes including the opening and closing comments so people can be on time for their next meeting (on the hour) and are not distracted.

Document. Someone should be charged with documenting the purpose of the meeting, who attended it, the decisions made, any open issues and who owns action on them and when the next meeting will be held. Anything else in the notes is excessive. The notes should be distributed electronically within twenty-four hours only to the attendees. There is a habit of forward meeting minutes to the world – up and down the chain of command. This serves little purpose and bogs down future meetings and creates excessive and unproductive work for all involved.

Follow-up. It is up to the meeting lead (or chair) to insure that all items decided at the meeting including the open issues are either closed or a recommendation made by the owners of the issues. Often, issues remain open for months if not years. It is up to the owner of each issue to do whatever is required to bring them to closure or recommended next (action) step.

Considering that meetings take the majority of managers’ and executives’ time during any given day, it is essential for them to take steps to make meetings more productive. By focusing on the critical elements of effective meetings, this can be done immediately. The key elements include: the right people, a clear purpose, a limited amount of time (and on time), documenting decisions and owners and follow-up. These simple but seldom followed steps will make any organization more effective and improve job satisfaction for the participants.

George F. Franks, III is the founder and CEO of Franks Consulting Group, a management consulting and leadership coaching practice based in Bethesda, Maryland. George is a member of the Institute of Management Consultants (USA) and the International Coach Federation. Franks Consulting Group can be contacted at gfranks@franksconsultinggroup.com

Franks Consulting Group is on the web at: http://franksconsultinggroup.com

George's weblog is: http://consultingandcoaching.blogspot.com

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