Career Management Archive
If you took my advice last week and asked your boss who impacts the decisions made about you at work and what those people think of you, you probably got some feedback. The question is, what should you do with the feedback?
We know impressions are made quickly and are hard to change. But it’s not impossible to repair your reputation. If you want to change how people see you, I’d suggest being very overt about the changes you’ve made. Don’t simply alter your behavior and wait for people to notice. They likely won’t.
Once people have formed an opinion about you, that’s often their opinion for as long as they know you. For example, if you have a tendency to be late, even if you periodically show up on time, your friends and coworkers will think of you as the person who is always late. If you work with someone who tends to miss deadlines, even if she periodically turns work in on time, you’ll think of her as someone who misses deadlines.
Once people make a decision about us, that’s often how they’ll see us for the duration our relationship. So if you want to repair your reputation, you’re going to have to do it overtly. Making changes and hoping people notice, won’t produce the desired result.
Here Are Eight Steps to Repair Your Reputation:
- Ask people who can impact your reputation and whose judgment you trust for feedback.
- Work hard to manage yourself and not get defensive. Respond to all feedback, no matter how hard it is to hear or how invalid it may feel with, “Thank you for telling me that. I’m going to think about what you said. I may come back to talk more later.”
- Once you’ve absorbed the feedback, decide what, if any, changes you will make.
- Change your behavior for a period of weeks.
- Return to the people who gave you feedback, tell them about the behavior changes you’ve made, and ask them to observe your behavior.
- Tell the people who gave you feedback that you’ll ask them for feedback again in a few weeks, and you want to know what they see.
- Return to the people who gave you feedback and ask what changes they have or haven’t noticed.
- Repeat steps 3 through 7 at least quarterly. Everyone periodically does things that can damage their reputation.
Overtly pointing out the behavior changes you’ve made, asking people who are important to you to pay attention, and give you additional feedback, is key to altering your reputation. Most people working to change their reputation don’t do this. They make behavior changes and hope others notice. If you want to alter your reputation and how others see you, you need to do so overtly. Tell people the changes you’ve made; don’t make them guess. Ask people to observe your behavior, and then ask for more feedback. And no matter how hard the feedback is to hear, don’t get defensive. Becoming defensive will ensure you don’t get feedback the next time you ask.
You will be passed over for jobs, projects, and second dates and never know why. Being passed over isn’t necessarily a bad thing, not knowing why is problematic. If you don’t know why you’re being passed over, how can you be prepared for next time?
Organizations are political. People talk. You’ve undoubtedly already experienced this.
If you want to manage your professional reputation, one thing you must know is who talks about you and what they say. How decisions get made in organizations isn’t always obvious. There are the obvious channels of decision making, like your boss and your boss’s boss. But there are also the people who talk to your boss and boss’s boss and have an opinion about you, who you may not be aware of.
Everyone in an organization has people they trust, who they listen to and confide in. Who those trusted people are isn’t always obvious. When you’re being considered for a new position or project, the decision makers will invariably ask others for their opinion. Knowing who does and doesn’t support you in a future role is essential to managing your professional reputation and career.
I don’t want you to be nervous, paranoid, or suspicious at work. I do want you to be savvy, smart, and aware.
It’s not difficult to find out who can impact your professional reputation at work, you just need to ask the people who know. Start with your boss. S/he likely knows and will tell you, if you ask.
To ensure you know who can impact your professional reputation, tell your boss:
“I really enjoy working here. I enjoy the people, the work and our industry. I’m committed to growing my career with this organization.”
- Who in the organization should I have a good relationship with?
- Who/what departments should I be working closely with?
- Who impacts my professional reputation and the opportunities I have?
- What skills do I have that the organization values most?
- What contributions have I made that the organization values most?
- What mistakes have I made from which I need to recover?
Your manager doesn’t walk around thinking about the answers to these questions. If you want thoughtful answers, set a time to meet with your boss, tell him/her the purpose of the meeting – to get feedback on your professional reputation so you can adeptly manage your career – and send the questions in advance, giving your boss time to prepare for the meeting. You will get more thoughtful and complete answers if your boss has two weeks to think about the questions and ask others for input.
Don’t be caught off guard by a less-than-stellar professional reputation. Take control of your reputation and career. Ask more. Assume less.
Write a comment about this week’s blog and we’ll enter your organization to win 50 professional reputation bookmarks!
Our company got a shipment of products this week that were partially defective. When I called our vendor to tell him about the defective products, he sighed knowingly. He knew part of our order was imperfect and waited for me to find the problems versus telling me himself.
I love surprise gifts, trips, and discounts. But I don’t like surprise errors and your internal and external customers don’t either.
Everyone makes mistakes at work. Making a mistake is not necessarily a problem. It’s how you deal with the error that matters more. Letting those who are impacted by a mistake be surprised damages your reputation and working relationships much more than coming clean as soon as you realize the error. Rather than waiting to get caught, tell your customers about mistakes and work together to make things right.
Here are a few ways to tell people you made a mistake, while saving face:
Fessing up to making mistakes at work tip #1: When you realize you’ve made a mistake, pick up the phone and tell the person live, as soon as you know. Don’t wait.
Fessing up to making mistakes at work tip #2: Apologize and work with your customer to develop a solution. Be part of the process. Don’t leave your internal or external customer holding the bag.
Fessing up to making mistakes at work tip #3: Don’t give a bunch of reasons or justifications for what happened. It sounds like excuse management and no one cares. Your customers just want to know how you’re going to solve the problem.
Fessing up to making mistakes at work tip #4: Say something like, “I realized we sent you a report with incorrect information. I’m so sorry. I’d like to work with you to make this right. Here are a couple of ideas of what we can do… Would any of these suggestions work for you?”
Or you could say, “I realized parts of your order are imperfect. I’m so sorry. Here’s how we’d like to make things right. Are these solutions satisfactory to you?”
Or consider saying something like, “I’ve realized we can’t fulfill your order by the date we promised. I’m so sorry. Here’s what I suggest we do to get you what you need in a timely way. Does this work for you?”
We all make mistakes. How you handle mistakes determines how your internal and external customers view you and how much they trust you. Come clean quickly. Take responsibility. Don’t provide a bunch of reasons for a mistake. Help make things right. And you’ll likely preserve your reputation and business relationships.
Summer is on the way, and it’s tempting to dress down at work. Here are a seven summer casual dress code do’s and don’ts that will help you be comfortable at work and preserve your reputation.
Summer casual dress code tip number one:
If you put on an item of clothing and wonder, “Can I get away with this?” you probably can’t.
Summer casual dress code tip number two:
Make friends with your iron. Capri’s may be fine in your organization, if they’re not fresh out of the dryer.
Summer casual dress code tip number three:
Never wear flip flops to work, unless it’s specifically stated in your company’s dress code that flip flops are ok, or if a senior leader wears them too. And what are considered flip flops isn’t always clear. I wore what I considered sandals to work, before I started Candid Culture, but they looked like flip flops to my boss, and he told them me not to wear them again. I assured him that there are no flip flops made of satin that cost what I paid for these shoes. He didn’t care, and I didn’t wear them again.
Summer casual dress code tip number four:
No one wants to see your belly button or bra straps at work. Well they might, but neither is appropriate.
Summer casual dress code tip number five:
Avoid wearing anything sheer, unless you have something that’s not sheer underneath it.
Summer casual dress code tip number six:
As always, during winter, spring, or summer, cover up the girls. Visible cleavage is a no-no at work during any season.
Summer casual dress code tip number seven:
Don’t wear shorts, unless your company’s dress code specifically states that shorts are ok. And if you’re going to wear shorts, keep them long, just a few inches above the knee. No daisy dukes at work. This applies to your company picnic too. Work events are work events. Dress knowing that whatever inappropriate choice you make for the company picnic will be discussed in the hallways the next day.
Company leaders and HR professionals, help employees make appropriate summer casual dress code choices. It’s not enough to tell employees to keep it appropriate during the summer months. Be specific. If shorts are allowed, tell employees how long they need to be. If tank tops are not allowed, circulate photos of acceptable and not acceptable clothing. If you allow sandals, but not Birkenstocks, don’t make employees guess.
Fourteen years ago, during my annual performance review, my manager said, “You had a great year. You rolled out 18 new training programs and got more participation in those programs than we’ve ever seen in the past. But you’re all substance and no sizzle. You’re not good at sharing the work you’re doing, and as a result my boss doesn’t know enough about what you’re doing and to support a large raise for you, so I can’t even suggest one.”
That happened to me ONCE, and I swore it would never happen again.
Too many people believe that if they do good work, the right people will notice and they will be rewarded appropriately. Part of this thinking is accurate. To be rewarded appropriately, you need to be doing good work. But the people in a position to reward you also need to know what you’re doing and the value you’re adding.
You need to find a way to share the value you’re providing without going over your boss’s head, sucking up, or alienating your coworkers.
Here are four ways to manage up while strengthening your business relationships:
Manage up tip number one: Ask your manager’s permission to send him a weekly update of what you accomplished during the week. This should be a one-page, easy-to-read, bulleted list of accomplishments or areas of focus.
Your boss is busy and most likely doesn’t follow you around all day. As a result, you need to let him know about the work you’re doing. Don’t make him guess.
Manage up tip number two: Periodically share what you’re doing with the people your manager works for and with. That can sound like, “I just wanted to share what my department is accomplishing. We’re really excited about it.” Ask your manager’s permission to do this and tell her why you want to do it (to ensure that the senior people in your organization are in-the-know about what your department’s accomplishments).
If you’re not sure who can impact your career and thus who you should inform about your work, ask your manager. She knows and will tell you, if you ask.
Manage up tip number three: Use the word “we” versus “I.” “We accomplished…..” “We’re really excited about….” Using the word “we” is more inclusive and makes you sound like a team player versus a lone ranger.
Manage up tip number four: If you work remotely and don’t see your coworkers and manager often, make sure you’re keeping people informed about what you’re doing. Likewise, if you work flexible hours – leave early, come in late, and work at night – people will assume you’re working fewer hours than them and will talk about it to whoever will listen. So while the hours you work shouldn’t be anyone’s business, people in organizations talk about stuff like this.
Don’t assume that people know what you’re doing or the value you’re adding to your organization. Instead, assume people have no idea and find appropriate ways to tell them. You are 100% accountable for your career.
There’s when things end and then there’s when we physically leave, and the two rarely coincide. Sometimes it takes six months, a year, or even longer for our body to catch up with our brain.
Knowing when to leave a job, a relationship, and even a party is a skill. If you’re unhappy at work, have asked for what you want, and know you can’t it where you are, develop an exit strategy and act on it quickly.
When you’re checked out, people know. Unhappiness shows up in our performance, attitude, and body language. And quitting and staying is bad for your career, reputation, and business relationships.
If you’re unhappy at work and are ready to make a change, there are a few actions you should take to keep your reputation intact while you make a transition:
- Make sure you’ve fully investigated your options at your current place of work before deciding to move on. Share your desires in a positive way, with people who can help you get what you want. Saying, “I’d really like to do _________, or I’d really like to work in the ______ department” will get you much further than saying, “I’m underutilized, undercompensated, and unappreciated.”
- Do your job and do it well. Don’t go missing in action.
- Only commit to things you know you can and will do, and keep your commitments.
- Confide in people about your unhappiness and future plans who are outside your current place of work. People talk. Assume anything you tell someone at work will be told to someone else.
- Take at least one action every day towards getting what you want. It can be easy to get into a rut when job hunting. Stay in action.
If you’re unhappy at work, it’s probably time for a change – either within or outside your company. Ask for what you want in a positive way. Do a great job on a daily basis, regardless of how you feel. Confide in people outside of your workplace. And take one action every day towards getting what you want.
Know when to go.
People like certainty. We feel more comfortable knowing than not knowing. Not having an answer is uncomfortable. And looking for answers requires work. But sometimes knowledge is the enemy and the death to innovation in the workplace. If we know how something or someone is, there isn’t much of a reason to look for different and possibly better answers. But sometimes we don’t know what we don’t know.
Companies want to be innovative, creative and agile. And that’s good. A lack of innovation is surely the route to long-term failure. For example, a company is at the top of its game. It sells a product that is better than everyone else’s and becomes complacent. Relying on its past success, the successful company creates nothing new for five years, while up-and-comers are creating better solutions. Before they know it, the successful company is obsolete.
On a smaller scale, but equally damaging to innovation in the workplace, is hiring and retaining employees who don’t regularly ask the questions:
- Why do we do this this way?
- Is there a better way to do this?
- What don’t we know that we don’t know?
If you want innovation in the workplace, you need to hire people who are curious and think critically.
People who are curious and think critically have a few key qualities. Curious and critical thinkers are:
- Not afraid to ask questions
- Not afraid to be wrong
Identifying these qualities in candidates is challenging. I’ve interviewed and hired many people who seemed quite self-confident and coachable during the interview process, but once they began working, it quickly became apparent that they were neither. If you want people who will execute an existing process that works, non-critical thinkers are effective employees. If you want people who will consistently challenge the status quo, you should let insecure and people lacking curiosity go, as soon as you see the signs.
If you want innovation in the workplace and want your organization to stay current and competitive you need to have employees who aren’t afraid to consistently ask the question “why. Incorporate status-quo busting questions into your meetings. Create rewards and recognize people who risk trying to fix a problem or create something new.
Train employees to ask these questions:
- Why do we do things this way?
- Why did this happen?
- What questions have we not asked?
- What would happen if we did _______?
As always, you get what you ask for. What are you asking for?
There are three reasons people say “that’s above or below my paygrade” or “that’s not my job” –they don’t feel empowered to make decisions, they think they’re being unfairly compensated for the challenges at hand, or they aren’t particularly motivated (read lazy).
“That’s not my job” (aka, I don’t do things that are outside of my job description) is a mindset, and if someone has it, I’d suggest not hiring that person. People who think they should only have to do what’s on their job description aren’t utility players, and your organization is likely too lean to afford employees who only want to perform in a narrow box.
“That’s not my job” can also be an outcome of leaders and managers who can’t let go and let employees take risks and make decisions. If that’s your management style, hire people who will follow directions and don’t want to create new things and solve problems. Problem solvers will be frustrated if they only get to follow instructions.
Here are six steps to steer clear of “that’s not my job” syndrome and advance your career, regardless of your current role in your organization:
- Never say the words “that’s above or below my paygrade” or “that’s not my job.” Even if it’s true.
- If you don’t have the latitude to solve certain problems, ask the people you work for how they want you to handle those types of issues when you see or hear about them. That’s a subtle way to provide feedback that you don’t have the latitude you need to solve certain problems.
- When you see an impending train wreck, say something. I see lots of very capable employees see the train wreck coming, comment to themselves or others who can’t do anything about the problem (aka gossip), and then nod knowingly when the *&#@ hits the fan. Don’t be that person. Look out for your organization and the people you work with.
- If you see a broken or lacking process, raise the issue with someone who can do something about it, and offer to take a stab at fixing the problem. One of managers’ biggest complaints is employees who dump and run – “I’ve identified a problem. I’m leaving it for you to fix.”
- Go out of your way to do the right thing, even if you are uncomfortable or don’t want to. If it’s easier to email someone, but you know the right thing to do is to pick up the phone, pick up the phone. If an internal or external customer expresses concern and you can’t solve the problem, find someone who can. There are lots of ways to make an impact.
- Ask more questions. Find a non-judgmental way to ask, “Why do we do this this way?” “Have we considered…?” “Would you be open to trying…?” Status quo can be the right thing and what’s necessary. It can also be the death of organizations.
Make stuff happen. Don’t pass the buck. And if you are going to pass the buck, don’t announce it. It only makes you look disempowered and uncommitted.
It’s often not the work we do that makes work hard; sometimes it’s the people we work with that makes work harder than it has to be.
Below are seven practices that distinguish people we want to work with from those we wish would go work for a competitor.
How to Be Easy to Work with Tip Number One: The simplest thing you can do right now to be easy to work with is to put all of your contact information in your email salutation in a format that can be easily copied and pasted or called from a cell phone, aka not an image.
How to Be Easy to Work with Tip Number Two; Update your out-of-office message when you return from a trip.
How to Be Easy to Work with Tip Number Three: Accept and deny meeting requests when you receive them, even if you’re not sure you’ll be able to attend. Knowing who can and can’t attend helps the meeting organizer plan. You can always update your status if something changes.
How to Be Easy to Work with Tip Number Four: Reply to emails within 48-hours, even if you don’t have the information for which you’re being asked. Tell people you got their message and when they can expect to receive the information they asked for.
How to Be Easy to Work with Tip Number Five: Don’t gossip. I could say a lot about this, but you don’t have time to read it. So I won’t. I’ll leave it at this, don’t talk about other people when they’re not present and you’ll be someone people will line up to work with.
How to Be Easy to Work with Tip Number Six: Do the things you say you will do, when you say you will do them. When you realize you can’t keep a commitment, tell people as soon as you know, so they can plan. Most of us don’t want to admit that we’re going to miss a deadline, so we wait until the 11th hour to tell the people who will be impacted. Waiting to renegotiate a deadline puts people in a worse position than telling people as soon as you know.
How to Be Easy to Work with Tip Number Seven: Avoid doing the things that you know annoy others. I’ll get us started with a list of the things that most commonly annoy people at work. Please add a comment to the blog with all the things I missed. It will be fun! Sanctioned venting. Who can turn that down?
- Leaving dishes in the sink like mommy works there
- Taking phone calls from a cubicle via speaker phone
- Almost finishing a pot of coffee, but not making more
- Listening to music and videos without headphones from your desk
- Having lots of regular visitors or loud phone conversations from your cubicle
- Surfing the internet versus working
- Leaving your alerts on your cell phone, so everyone in your vicinity knows each time you get a text message
I could go on, but I’ll leave the rest to you. Add a comment with the simple things people can start or stop doing to be easy to work with!
No one likes to hear people complain, especially people who go on, and on, and on. But there is a reason people complain for longer than may seem necessary. For the most part, the people who sound like a broken record don’t feel heard. And when people don’t feel heard, they repeat themselves, again, and again, and again.
One of the first practices for how to handle customer complaints taught during any decent customer service training class is to acknowledge the other person’s concern. Demonstrate that you listened and heard. We often think that complainers want us to solve their problems. That’s not always the case. Sometimes feeling heard is enough, even if there is no resolution to the complaint.
Last week I had a horrible experience in a hotel. I called the front desk staff to voice my concerns with how an incident was handled. Her response: “Ok….ok….ok.” I wasn’t satisfied. So the next morning I spoke to the front desk manager. She responded by explaining why her staff had done what they did. Still, no apology or demonstration of understanding my frustration. So I went to the hotel general manager, who did all the right things. She listened and apologized. She didn’t defend or explain. And then I stopped escalating my complaint.
Here are a eight tips for how to handle customer complaints:
How to handle customer complaints tip #1: Resist the temptation to defend yourself, your team, or your organization.
How to handle customer complaints tip #2: Watch your tone of voice. If you sound annoyed, the other person will just become more upset and will, you guessed it, continue complaining.
How to handle customer complaints tip #3: Tell the person you’re sorry for his experience. Apologizing doesn’t mean he is right or that you agree. You are simply sorry he had the experience he did.That could sound like, “I’m sorry that was your experience. That sounds frustrating. That’s certainly not the experience we want customers to have.”
How to handle customer complaints tip #4: Ask clarifying questions, if you need to. That could sound like, “Can I ask you a few questions, so I fully understand the situation?”
How to handle customer complaints tip #5: Paraphrase what the person said to ensure you understand his complaint and to demonstrate that you heard. Nothing sounds better to someone who is upset than another person who understands his concerns. That could sound like, “I just want to be sure I understand your concern. You’re concerned that _______ “ (repeat or paraphrase what the person said.)
How to handle customer complaints tip #6: Apologize again for the person’s experience. Often, all the person wants is an authentic apology. An apology doesn’t admit fault or wrong doing. You are simply apologizing for the person’s perception of their experience.
How to handle customer complaints tip #7: Tell the person what action(s) you’ll take, in any. People like to know that they’re complaints aren’t wasted.
How to handle customer complaints tip #8: Don’t be a black hole. Circle back to the person and let him know what action was or wasn’t taken.
The key to getting someone to stop complaining is to make the other person feel heard. Acknowledge the complaint. Watch your tone of voice. Apologize for the person’s experience. And watch people’s complaints dissipate more quickly than you thought possible.