After graduating from college, many students will be ready to jump into the job pool and put their degrees to use. However, the unemployment rates for young adults between the ages of eighteen and twenty-nine is over nine percent, and two million young adults have given up on finding work because of the lack of jobs. Many college graduates end up feeling that they did not study hard enough, or that they made poor choices, or that they should have begun searching for a job sooner. Fortunately, however, there are still many opportunities for college graduates in the active field, leading to fifteen percent becoming managers in the field and eighty percent optimistic about being hired.
Many women focus on performance, thinking that good work garners promotion. Too often, they’re left outside the circles of power and influence where decisions are made that affect their careers.
This week I am excited to participate in the launch of The Politics of Promotion by Bonnie Marcus. The Politics of Promotion provides a framework for breaking into those circles, and taking control of one’s own career path. Bonnie Marcus shows how to navigate office politics successfully, build and nurture key relationships, get comfortable with self-promotion, and avoid potentially disastrous blindsides.
The Politics of Promotion is for anyone who wants to take the next step in advancing their career. The following is a guest post from Bonnie Marcus.
Do you have toxic employees in your workplace? Recognize any of the descriptions below? Not dealing with toxic employees creates a bad workplace culture.
One bad apple is all it takes. A toxic employee is an enormous liability for your company writes Reuben Yonatan, CEO of GetVoIP in this post. Expensive, demoralizing, and infuriating, they can bring teamwork to a grinding halt, jeopardize goals, and generally make life worse for everybody else around them. How can you diagnose these troublemakers, and what can be done about them? The newest infographic from GetVoIP examines the types of toxic employees which could be derailing your business.
Creating the best workplaces possible for everyone is a hot topic button of mine, as we often spend more time at work, than we do with loved ones. It starts with creating a learning environment, where businesses develop and grow employees. I am thrilled to be part of the buzz for Dr Stacy Reiner’s new book Talent Mindset.
The people you surround yourself with in your organization make or break your success. The individuals you hire, promote and entrust with critical information – the professionals you expect to execute your company mission – are your greatest competitive advantage, or the biggest drag.
I love connecting and meeting new people through social media. I was thrilled when Scott Huntington reached out to me after I shared his Talent Culture blog post entitled “6 Small Change You Can Do Today To Improve Your Career.” The following is a guest post from Scott.
President, manager, director – you don’t need the title in order to be a leader at work. All you need, in fact, are skills related to mindset, work ethic and attitude. Your title (or lack thereof) is irrelevant. Forget what people are calling you and practice these workplace tips in order to be the best leader you can be, regardless of your position:
Know Your Strengths and Weaknesses
Everybody has unique strengths and weaknesses. Be aware of yours. Are you an excellent planner? Communicator? Analyst? Regardless of what you do best, knowing your strengths will allow you to contribute most effectively to group projects. Plus, you’ll know which tasks will best show off your superior skills.
When you are aware of your weaknesses, which you should be, you’ll know where to improve and seek support. Do you need a boost when it comes to time management? Research strategies and invest in a calendar. Don’t try to hide your weaknesses – try to better them instead.
Being a leader requires finding new opportunities. In order to do this, you’ll need to understand how your business works and be able to recognize worthwhile opportunities from the useless ones.
Believe it or not, there will almost always be chances to create new developments and take advantage of trends in your market. Be the first to notice these opportunities, place yourself at the forefront of the movement and exhibit your strengths to push it forward. This will show initiative, an undeniably important leadership quality.
Good communication and good leadership go hand in hand. Think about group projects you used to do in school, for example. The ‘leader” was always the individual who verbally took charge and distributed assignments to fellow group members. He or she was probably the one who sent out the most emails or said the most during in-class group time. The same goes for the workplace. When you can effectively share your point with others, you are acting as a leader.
Another aspect of being a good communicator, though, is the ability to pull ideas from others. You don’t want to be the only verbal individual, as your coworkers’ input is just as valuable as your own input. Bring others into the conversation and spread the dialogue to make it as useful as possible.
Take on Extra Work
Seek and create opportunities to take on extra work. I’m not talking about busy work; I’m talking about worthwhile projects that will make a difference in your company. Put your heart into them. Exhibit passion and don’t quit until the job is done. When I first started at Envisupply, they needed someone to update the website. I jumped at the chance, even though it wasn’t in my job description. After a few updates to the site, people started to take notice and ask who was now in charge of it. Your hard work may not be noticed immediately, but stick to it and eventually you’ll be rewarded for going above and beyond.
Practicing these leadership skills will not only make you a greater asset at work, but it will also make you more eligible for titled leadership roles within your company. With a promotion like that, you can expect things like greater pay and overall work benefits, so why not put them into effect today? Get started now and be the best leader you can be.
About the Author: Scott Huntington is a career specialist, writer, and blogger from Central Pennsylvania. He writes for Careerealism, Brazen Careerist, and The Oxford University Press. Check out his blog, blogspike.com or follow him on Twitter @SMHuntington.
Image courtesy of Pixabay
As many of my regular leaders know, I love participating in tweetchats on Twitter. Tonight on #TChat I had the opportunity to hear some great insights on Values Based Leadership by Mark Fernandes.
During the blogtalk radio show, Mark said something that resonated with me. He said that “leaders need to find their dance floors in their work and personal lives.”
What does it mean to “find your dance floor“?
It is all about finding your passion, your voice, your raison d’être.
When you find your passion, voice and raison d’être then you can inspire others.
Passion is contagious. Passion helps to translate vision and mission.
It also made me think of the “Leadership from a Dancing Guy” video by Micheal Hughes. If you haven’t seen it, click play below. Finding your dance floor doesn’t always come from leaders. It also comes from followers.
What are you doing to find your dance floor?
“Leadership from a Dancing Guy” posted on Youtube by Michael Hughes
This week I have the pleasure of participating in the launching of Beverly Kaye and Sharon Jordan-Evans newest book Love ‘Em or Lose ‘Em: Getting Good People to Stay. The following post is from Beverly and Sharon.
Global research tells us that having career opportunities is one of the top three reasons people stay and produce.
In Asia, you must provide career opportunities to grow or your talent will walk away. People will leave corporations they do not feel aligned with. Compensation is not always the driving force. Development opportunities are.
Member of Asia-Pacific Talent & Diversity Council, Conference Board
Yet, far too many managers steer clear of career conversations. They fear broaching a topic that could open Pandora’s Box. If these leaders fail to have ongoing chats with their talented people, they stand a far greater chance of losing them – either physically or psychologically.
Which of the following barriers keep you from opening up this topic?
-No one, let alone me, knows what the future holds.
-It is just not the right time.
-I’m not prepared.
-I wouldn’t know what to say.
-We’ve just reorganized. It will be a while before anyone knows anything about career possibilities.
-I would never open something I couldn’t close.
-I don’t know enough about what’s outside my department to offer advice.
-I don’t want anyone blaming me if they don’t get what they want.
-Why should I help? Nobody ever helped me.
Face your fear – then do it anyway! What your employees really want are two-way conversations with you to talk about their abilities, choices, and ideas. They want you to listen. They may not expect you to have the answers, but they expect and really want to have the dialogue.
How to Start
The primary objective of career conversations is to listen for information that will tell you more about your employees. Open up a dialogue that gives you and your people an opportunity to become more aware of who they are both professionally and personally.
To get them talking, ask questions that will help them to think deeply about their unique skills, interests and values. The toughest part of your role is to listen while they answer, much like a diligent researcher. Probe, inquire and discover more. Here are some questions that could get the conversation going:
-Are your interests met here? In what ways?
-What might enrich your current job?
-In what ways do you need to get more effective? How might you do that?
-What do you want to learn? How might you learn it?
-What makes you unique in this organization?
-Tell me about an accomplishment of which you are particularly proud.
Practice your active listening skills. Follow up with more questions in order to go deeper and learn more about this valuable person. The conversation alone is satisfying and meaningful to people (too bad more managers don’t hold it!) And your employees’ answers will give you critical information to help you partner with them as they manage their own careers.
Employees have one thing in common: they want to know that someone cares about their careers. And that someone should be you if you want engaged, productive people on your team. Help them find opportunities to sculpt their careers according to their own unique wants and needs. When you do this, you’ll find your best employees will want to stay a while and build their careers in your organization.
Beverly Kaye is the Founder of Career Systems International. Sharon Jordan-Evans is the President of the Jordan Evans Group. This blog post is based on concepts from Love ‘Em or Lose ‘Em: Getting Good People to Stay by Beverly Kaye and Sharon Jordan-Evans. This bestselling book provides twenty-six strategies to keep talented employees happy and productive. In addition to updating and revising all information for the fifth edition, the authors have included more international stories and statistics. Available January 2014 on Amazon and in bookstores everywhere!