Manager Tools Forums This feed displays the latest comments and Topics from the Manager Tools Forums http://www.manager-tools.com/forums Manager Tools Forums http://www.manager-tools.com/images/mt_images/ManagerTools_Logo_300x300.jpg http://www.manager-tools.com/forums donotrespond@manager-tools.com (Jochen) Wed, 01 Oct 2014 09:28:15 +0000 http://www.manager-tools.com/forums-8988#comment-80959 Re: Job title downgraded in a take-over situation - what to do? Thank you, ACAO162. The core question seems to me about the meaning of the job title. Here are my thoughts: 1. Job titles are a form of communication. They communicate what to expect from the person. 2. If everyone knows who you are and what you are doing, then the job title does not matter (much). 3. Therefore, as a rule: the bigger the company, the more the title matters. A big international corporation, the job title matters a lot. 4. Job titles also come with salary ranges. For example, a sales director has a different range than a sales manager etc. This is in particular true again for big companies with sophisticated HR systems. 5. Job titles v. age show how well you are progressing. If you are at an entry level with 50, it might mean that you have not done so well. It might also mean that you have changed careers. For those reasons, it seems to me important what title I have. However (coming back to the original question), there is a political element here, namely the ability to influence decisions at the new company. I do not think any employee from a company that has been taken over has much relationship power. Any comments? donotrespond@manager-tools.com (papagreen) Wed, 01 Oct 2014 03:45:38 +0000 http://www.manager-tools.com/forums-8999#comment-80958 Re: Resume - achievement bullet point question <p>Hi Kevin and Bryan,</p> <p>Having read countless resumes over the years,&nbsp;verbs like 'aided' are a big turn off.&nbsp; The action verb should be specific to the activity.&nbsp; So, using Bryan's examples, I'd suggest the following:&nbsp;</p> <p>-Sourced and screened vendors&nbsp;for&nbsp;rostering and payroll systems project that replaced failing system&nbsp;<br /> -Designed an audit and recalculation process that corrected over 500 staff entitlement balances&nbsp;<br /> -Collected data and performed audits to enable&nbsp;customisation and implementation of RosterLive&nbsp;</p> <p>You're not taking ownership of the project, just your contribution this way.&nbsp; That is perfectly &quot;OK&quot; -- you don't have to be the project leader on everything you contribute to.&nbsp;</p> <p>Regards,</p> <p>Tom</p> <p>&nbsp;</p> donotrespond@manager-tools.com (cynaus) Wed, 01 Oct 2014 00:58:39 +0000 http://www.manager-tools.com/forums-8984#comment-80957 Re: DISC Should you retake to get an updated Profile <p>As Matt said, if your role changes significantly there might be some slight changes, though the score will usually be the same.</p> <p>I have actually completed DiSC a number of times in the past 3-4 years due to an on-site training provider offering it to staff some time ago. &nbsp;This was the only time I had a reading that was different to my current profile and there were some reasons behind that.</p> <p>About 3 years ago I took my first ever DiSC profile with another company and I had only been working at the organisation for a matter of weeks. I was a newbie and hadn't found my feet yet. I also missed the bit where it said &quot;respond as though you were in a *<strong>work</strong>* setting&quot;..... I think I answered more from a social level and I was probably focused on being liked having just taken a new job - writing that makes me cringe just a little; but I'm being honest. That profile came out iS. &nbsp;It didn't feel right (though I do have high i, I was disappointed I wasn't D! ) I took it again about 18 months later with that same company and it was Di (they offered me a freebie to test their comparison profile - eg you and a manager).</p> <p>Then I had the opportunity to take the MT version late last year after having been in this organisation 3.5 years and had just moved into a manager role. I was introducing DiSC to my team so we all took it at the same time. &nbsp;My result again was Di. I've just signed up for the EMC and ECC so had an opportunity to do another - ordinarily I wouldn't have but was curious whether anything had changed after being in the manager role a year now. &nbsp;The result.... still Di. &nbsp;The intensity numbers varied so very slightly: D was the same, the i had moved up 2 points and the S had dropped 2 points - however the final segment numbers were identical.</p> <p>:)</p> donotrespond@manager-tools.com (flexiblefine) Tue, 30 Sep 2014 20:45:30 +0000 http://www.manager-tools.com/forums-8989#comment-80956 Re: Do I need a degree? <p>I was in the same position for a long time -- no degree, but doing plenty of work that had people presuming I had one.</p> <p>I got some advice many years ago from a co-worker which eventually sank in: at some point in your career, you may find a position or organization that simply will not consider you if you do not have a degree. It's not fair, but it's reality.</p> <p>So, years later, I did the work and got a degree online. My diploma came to me some months before I turned 40. I haven't changed jobs since then, but now I know I have that box checked off on the next hypothetical application.</p> <p>Don't let the lack of a degree get in the way of your advancement -- but I don't know how much of an obstacle that would be for you in Australia.</p> <p><strong>flexiblefine</strong><br /> Houston, Texas, USA<br /> DiSC: 1476</p> donotrespond@manager-tools.com (dennisbray) Tue, 30 Sep 2014 20:35:40 +0000 http://www.manager-tools.com/forums-8992#comment-80955 Re: Salary Expectations versus Current Salary on Applications <p>Thank you for the suggestions Matt.&nbsp; I am going to check the appropriateness of the positions to which I am applying and adjust my expectations.&nbsp; Also I listened to the Salary Expectations podcast again this morning with my question in mind.&nbsp; The straight forward, no waffling approach to the questions about expectations that Mark H suggests will also help with the tough decisions.&nbsp; </p> <p>Thanks again. </p> <p>dennis</p> donotrespond@manager-tools.com (RogerL77) Tue, 30 Sep 2014 08:28:45 +0000 http://www.manager-tools.com/forums-8997#comment-80954 Re: Annual Reviews and Performance Metrics <p>Your comments have been most helpful, many thanks.</p> <p>&nbsp;</p> donotrespond@manager-tools.com (jennrod12) Tue, 30 Sep 2014 06:22:24 +0000 http://www.manager-tools.com/forums-8997#comment-80953 Re: Annual Reviews and Performance Metrics I used to work for a very large company, in a department that had hundreds of employees doing the same thing - tech support. We had some of the usual metrics, such as "Productivity" - number of cases closed or assisted on (scored by difficulty), and "Customer Satisfaction" - results from customer surveys. These two metrics had the biggest contribution to the performance rating, but there were others, will a smaller contribution. These smaller metrics included "Uplifting self" - how much they completed training that made them better at their jobs, which then lead to, "Uplifting the team" - how much knowledge they contributed to the team by doing training, or presenting something they learned at a class or conference, etc., "Business contribution" - any special project they participated on, or "above and beyond" effort such as a weekend spent on-site at a customer trouble-shooting an issue to help the customer meet a deadline or complete a sale. This department also had an employee survey, in which they surveyed employees about their peers by name - several different categories such as "Is available and helps me when I need help", "provides accurate information", "provides timely information", I don't recall all the questions. It gave a score similar to a customer satisfaction score. They had a very complex formula, which resulted in a numeric result, whereby hundreds of employees could be ranked and you could tell reasonably argumentatively which were the highest performers compared to their peers. Salary actions and bonuses were handed out accordingly. This "stack ranking" seems very formulaic, but I can see how they felt it was necessary when delivering the department performance stats to the VP. The interesting part for me, as a line manager, was that when you explained to the staff what they were being ranked on, you could see the light bulb come on regarding how to be successful in the organization. It wasn't all about closing the most tickets and getting the best customer sat numbers, there were additional ways to contribute to the business that would also be rewarded. Suddenly they were interested in documenting systems, giving peer training or taking on extra projects, etc. I don't know if that helps in your situation, but there it is. Jenn donotrespond@manager-tools.com (Bryan_Rivera) Tue, 30 Sep 2014 04:16:05 +0000 http://www.manager-tools.com/forums-8999#comment-80952 Re: Resume - achievement bullet point question <p class="p1"><span style="color: rgb(34, 34, 34); font-family: arial; font-size: small;">Hello Kevin, &nbsp;</span><br style="color: rgb(34, 34, 34); font-family: arial; font-size: small;" /> <br style="color: rgb(34, 34, 34); font-family: arial; font-size: small;" /> <br style="color: rgb(34, 34, 34); font-family: arial; font-size: small;" /> <span style="color: rgb(34, 34, 34); font-family: arial; font-size: small;">If you contributed, just say so, but then mention the result and how you did it. &nbsp;I remember the Resume topic hitting on the 'Verb, Result, Method' formula often. &nbsp;</span><br style="color: rgb(34, 34, 34); font-family: arial; font-size: small;" /> <br style="color: rgb(34, 34, 34); font-family: arial; font-size: small;" /> <br style="color: rgb(34, 34, 34); font-family: arial; font-size: small;" /> <span style="color: rgb(34, 34, 34); font-family: arial; font-size: small;">I used that formula and came up with the below:</span><br style="color: rgb(34, 34, 34); font-family: arial; font-size: small;" /> <br style="color: rgb(34, 34, 34); font-family: arial; font-size: small;" /> <span style="color: rgb(34, 34, 34); font-family: arial; font-size: small;">Achievements:&nbsp;</span><br style="color: rgb(34, 34, 34); font-family: arial; font-size: small;" /> <br style="color: rgb(34, 34, 34); font-family: arial; font-size: small;" /> <span style="color: rgb(34, 34, 34); font-family: arial; font-size: small;">&nbsp;-Aided in replacing failing rostering and payroll systems by sourcing and screening vendors&nbsp;</span><br style="color: rgb(34, 34, 34); font-family: arial; font-size: small;" /> <span style="color: rgb(34, 34, 34); font-family: arial; font-size: small;">&nbsp;-Corrected over 500 staff entitlement balances by designing audit and recalculation process&nbsp;</span><br style="color: rgb(34, 34, 34); font-family: arial; font-size: small;" /> <span style="color: rgb(34, 34, 34); font-family: arial; font-size: small;">&nbsp;-Aided in customisation and implementation of RosterLive by performing audits &amp; data collections</span></p> <p class="p1"><span style="color: rgb(34, 34, 34); font-family: arial; font-size: small;"><br /> </span></p> <p class="p1"><font color="#222222" face="arial" size="2">Hope that helps some.&nbsp;</font></p> <p class="p1"><font color="#222222" face="arial" size="2"><br /> </font></p> <p class="p1"><font color="#222222" face="arial" size="2"><br /> </font></p> <p class="p1"><font color="#222222" face="arial" size="2">Best,&nbsp;</font></p> <p class="p1"><font color="#222222" face="arial" size="2">Bryan</font></p> <p class="p1">&nbsp;</p> <p class="p1">&nbsp;</p> <p class="p1">&nbsp;</p> <p class="p1">&nbsp;</p> <p class="p1">&nbsp;</p> <p class="p1">&nbsp;</p> donotrespond@manager-tools.com (pminer) Tue, 30 Sep 2014 03:13:00 +0000 http://www.manager-tools.com/forums-8996#comment-80951 Re: peer feedback for their directs' behavior Wow, Mike. I like that. I have a feeling I will be needing to address this situation again soon so I will try it that way. we are both technically "in training" for the next few months and I want to make sure I do this right. I am so glad to have manager tools as a stepping stone to get better results! and relationships! Since this is my first shot at managing, and my biggest weakness is relationships (super competitive, analytical, "naturally talented") I have to give pause and evaluate Everything I am planning on doing and saying, and my place in the big corporate world. I am 6 years younger (28) than the next person in leadership and around half the age of most of the management team. Such an exciting Journey I am on!! donotrespond@manager-tools.com (mattpalmer) Tue, 30 Sep 2014 02:55:47 +0000 http://www.manager-tools.com/forums-8993#comment-80950 Re: Can O3s make you a manager in small business? <p>Whether a business can support someone &quot;just doing management&quot; is about how much money there is to support such a person (whether they're the owner or not), rather than the number of people in the business. &nbsp;Thus without seeing the books, it's hard to say yes or no either way. &nbsp;I'd hazard a guess that on the numbers you've presented, it'd be tough to support a full-time manager financially. &nbsp;Perhaps she doesn't want to work at it full-time, in which case the numbers may be workable.</p> <p>More important than the financials is the question of who's going to do the work your wife is currently doing? &nbsp;A time study of what your wife is doing throughout her days (as per the &quot;Job Transparency for Development&quot; casts, <a href="http://www.manager-tools.com/2014/07/job-transparency-development">part 1</a> and <a href="http://www.manager-tools.com/2014/07/job-transparency-development-part-2">part 2</a>) will help her see what she's <em>actually</em> doing (as opposed to what she thinks she's doing -- <em>everybody</em> deludes themselves about how their days are spent), and she can then look at the people she's got, and decide whether they're willing and able to take on part of her current duties.</p> <p>Whether or not she's looking to move out of the day-to-day operations of the business, implementing the trinity is a good idea. &nbsp;Coaching isn't just for getting people ready for more responsibility, it's also for getting better at doing your current job. &nbsp;She should be having regular O3s with everyone, as long as she's responsible for people in the organisation.</p> <p>As for the claim that customers are &quot;used to&quot; talking to her, that's likely to be true, but people can change. &nbsp;If other people start talking to customers, they'll adapt. &nbsp;In my experience (working for a company of about 50 employees), the only time that a customer really expects to speak to the owner are when things go badly -- some people will wield the &quot;I want to speak to the owner!&quot; stick, and just won't take &quot;no&quot; for an answer. &nbsp;The solution to that problem is two-fold. &nbsp;Firstly, if everyone provides outstanding service, it'll be very rare that anyone will get upset (never say never -- some people are just impossible to please). &nbsp;Secondly, ensure that all staff (or an appropriate subset of staff) know they have the authority to do things &quot;out of the ordinary&quot; to mollify disgruntled customers (or reward particularly wonderful customers). &nbsp;Again, from experience, I know how great it feels to be able to say to a customer who has been served poorly, &quot;Yes, I agree that wasn't done to standard that we set for ourselves. &nbsp;What can we do to make this up to you?&quot; -- and then, when the customer says, &quot;I'd like a month's credit on my service!&quot;, thinking that you'll push back or um and ah, you smile warmly and say &quot;I think that's entirely reasonable under the circumstances. &nbsp;I've created ticket XYZ-123456 to track that through billing.&quot;</p> <p>Finally, a bit of marriage counselling: it's your wife's business. &nbsp;Arguing over how she runs it isn't going to help you, her, or your relationship together.</p> donotreply@manager-tools.com (Kevin1) Tue, 30 Sep 2014 02:29:41 +0000 http://www.manager-tools.com/forums-8999#comment-80950 Resume - achievement bullet point question <p>Apologies if this has been asked before.</p> <p>How do you write achievement bullet points when you have been a contributor on a project?</p> <p>For example.&nbsp; The project may have been a payroll system replacement that improved on-time payments by 300% and reduced payroll errors by over 99%.&nbsp; Your role may have been the business analyst that documented some of the business requirements, wrote some of the functional specs, and participated in the testing and post go-live support.&nbsp; You may have been on this project for 12 months, so you need to bullet&nbsp;your achievements.&nbsp;</p> <p>Do you include or ignore the project's achievements if you were only a contributor?</p> <p>I expect this has been asked before, but I'm sorry, I could not find it in the forum archives.</p> <p>Thanks in advance</p> <p>Kevin</p> donotrespond@manager-tools.com (mattpalmer) Tue, 30 Sep 2014 02:22:00 +0000 http://www.manager-tools.com/forums-7500#comment-80949 Re: O3's and small Family Business <p>Thanks for the update, Jason -- it's always good to see when MT guidance has a good outcome.</p> <p>When it comes to starting coaching, it's valuable to approach it from the perspective that nobody's perfect, we can all improve on something, as well as the fact that this improvement isn't ultimately about the individual being coached, it's about improving the firm by improving the people within it. &nbsp;The MT style of coaching, where it isn't a &quot;lecture series&quot; so much as a guided self-discovery, also helps to take a bit of the &quot;sting&quot; out of it.</p> <p>AJoban, for trying to get your boss (mom or otherwise) to start O3s, I was pretty sure there's a cast for that, but I can't seem to find it. &nbsp;In short, though, you can ask your boss to have a brief weekly &quot;catch-up&quot; meeting to make sure that your boss is aware of what you're doing, and that you're kept in the loop about things are going on outside your own little bubble that might impact you. &nbsp;Then you go into it like you would any other O3, and see how things flow from there.</p> <p>&nbsp;</p> <p>&nbsp;</p> donotrespond@manager-tools.com (mattpalmer) Tue, 30 Sep 2014 02:10:49 +0000 http://www.manager-tools.com/forums-8992#comment-80948 Re: Salary Expectations versus Current Salary on Applications <p>My guess would be that the different area of the country and/or the slightly different field is impacting the salary being offered. &nbsp;Investigate and apply cost-of-living differences between your current location and target area, and also check to see if the positions you're applying for are <em>actually&nbsp;</em>appropriate (it could be that, being a different field, the terminology is a bit different, so you're actually seeing lower-level positions).</p> <p>If those issues don't apply, then you may just be overpaid in your current role (either because you were hired in a hot market, your current employer is unusually generous, or you're really just that good), and thus you'll have to adjust your salary expectations if you want to make the move. &nbsp;Not great news if you're already living on the edge of your means, but sometimes tough decisions need to be made.</p> donotrespond@manager-tools.com (mattpalmer) Tue, 30 Sep 2014 02:04:41 +0000 http://www.manager-tools.com/forums-8984#comment-80947 Re: DISC Should you retake to get an updated Profile <p>I asked a similar question at the ECC a few years ago, and the advice Mark gave was that your DiSC profile doesn't change hugely over the course of a few years. &nbsp;The only exception to this is that as you become a manager and an executive, your 'D' tends to rise a little bit. &nbsp;I take that to mean by maybe one or two points, not shoot from a '1' to a '7'.</p> <p>That being said, it's not a particularly expensive assessment to re-do once every few years, if you're curious about whether there is any change.</p> donotrespond@manager-tools.com (mattpalmer) Tue, 30 Sep 2014 01:58:30 +0000 http://www.manager-tools.com/forums-8974#comment-80946 Re: Lean - it's not about the people? <p>At best, you're learning &quot;LAME&quot; (Lean As Mistakenly Explained). &nbsp;More likely, you're learning whatever someone's pet theory is, sprinkled with some Lean buzzwords because that's the current flavour of the month.</p> <p>What you're describing is <em>not</em> Lean. &nbsp;While Lean <em>does</em> place emphasis on defining processes for standardised work, it isn't so that &quot;anyone can do any job&quot; (yikes!), but it is instead so that there is a known foundation upon which to build improvements over time. &nbsp;Those improvements come from the knowledge and experience of people skilled in the particular work that's being done, as they think about what could be done better in a particular process.</p> <p>At the moment, you might have some brilliant people performing some job -- but they're almost certainly each applying their brilliance to how they do the job. &nbsp;To the extent that they're doing things the same way, it's either because there has been ad-hoc cross-pollination of ideas, or because several different people have come up with the same brilliant idea independently (duplicating effort). &nbsp;Imagine how much better everyone on that team could be if as soon as someone had a brilliant idea, everyone on the team knew about it and started incorporating that idea into how they did the work. &nbsp;For a start, everyone would suddenly be more productive (multiplying the value of that person's idea), but also nobody else would have to spend time thinking about that problem, and they could instead chew over some other problem. &nbsp;THAT is Lean (or one aspect of it, anyway).</p> <p>I don't really have any advice, as such, except perhaps to consider taking along a copy of &quot;Lean Thinking&quot; and reading that in class instead of listening to the instructor... (grin)</p> donotrespond@manager-tools.com (mike_bruns_99) Tue, 30 Sep 2014 01:39:29 +0000 http://www.manager-tools.com/forums-8996#comment-80945 Re: peer feedback for their directs' behavior <p>You're not his manager, you're his peer. &nbsp; You are not responsible for his behavior, and by trying to tell him &quot;how to do his job or run his team&quot;, it will just cause resentment. &nbsp;</p> <p>You said &quot;He can't physically be doing the job all day&quot;. &nbsp;While correct, it's not your place to manage him or his directs.&nbsp;In this case, he IS his team. &nbsp;He's responsible for his team's deliverables. It's inappropriate to talk directly to his directs. &nbsp;</p> <p>Listen to the peer feedback and dropping dimes podcasts, but a brief conversation such as this would be fine. &nbsp;</p> <p>&quot;Peer, could I share something with you? &nbsp; &nbsp;My direct mentioned to me that last week, six bags were split open and spilling when they entered our area. &nbsp;When a bag is open and not taped, it causes much more work for my team, and could cause us to fail an FDA audit. &nbsp;Just wanted to let you know.&quot;</p> donotrespond@manager-tools.com (JonathanGiglio) Mon, 29 Sep 2014 20:02:53 +0000 http://www.manager-tools.com/forums-8996#comment-80944 Re: peer feedback for their directs' behavior <p>Apologies for the assumptions. Management happens everywhere, not just in cubicles.</p> <p>It appears this is more of a violation of rules and regulations than it is about work deliverables.</p> <p>In this case, you might want to review the&nbsp;&quot;Dropping a Dime&quot; podcast. You will most likely need to escalate this if you things don't change - and you should give your peer fair warning first. You should still work with the manager directly, maybe using a &quot;shot across the bow&quot;. But this doesn't seem an area where he can say no...which the feedback model allows for. Tread carefully however - I imagine taping broken food bags is not a glamorous job and there might be risk of your team getting stuck with it if your attitude portrays that your team could do this better.</p> <p>The other option that might help is explaining how you can't have failures at this point in the process. I would also play on the manager's ego a little and mention things like&nbsp;&quot;You don't want to be doing this yourself - it certainly won't be demonstrating your leadership abilities&quot;. He has a choice of two things he doesn't want to to - telling his directs to do something or doing it himself. If he's smart, he'll get over not talking to his directs.</p> <p>What you could also do is - use the feedback model with your directs and then tell him how to use it with his.</p> <p>It might go something like this - &quot;When&nbsp;I have directs who aren't performing, I tell them this 1)Can I give you some feedback?&nbsp;2)&nbsp;When you do&nbsp;X 3)&nbsp;This happens.... 4)&nbsp;What can you do differently&quot;. Ultimately this manager needs to be the one giving the feedback. And if not him, from the sounds of the situation, someone will soon.</p> <p>Hope that helps!&nbsp;Good luck.</p> <p>Regards,</p> <p>Jonathan</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> donotrespond@manager-tools.com (mike_bruns_99) Mon, 29 Sep 2014 19:48:00 +0000 http://www.manager-tools.com/forums-8995#comment-80943 Re: Resigning from a family business. Advice Needed <p>Family businesses have unique challenges. &nbsp;And while this may sound strange, at age 24, the difference in salary shouldn't be the biggest factor in your decision.</p> <p>As your grandfather started the business, it puts you in a difficult situation. Too much responsibility, too soon, and your co-workers will think that you received special consideration due to your last name. &nbsp;However, it sounds like you are in the opposite situation. &nbsp;</p> <p>It's time to have a frank discussion with your father, about where he sees you in 10 years.&nbsp;</p> <p>Personally, I'm a big believer that people need to have both Big-Company and Small-Company experience. &nbsp;A diversity of views and perspectives are critical to be effective. &nbsp;Working a few years at a good, larger company will give you insights that you just can't get in your current role.&nbsp;</p> <p>Have the discussion with him from a career-development perspective, don't just give him a resignation letter. &nbsp;He's not only your boss, he's your dad.</p> donotrespond@manager-tools.com (acao162) Mon, 29 Sep 2014 18:54:13 +0000 http://www.manager-tools.com/forums-8988#comment-80942 Re: Job title downgraded in a take-over situation - what to do? <p>Unless you are going from CEO to anything else, a tite is pretty much meaningless, I think.&nbsp; I've gone from&nbsp;Finance Clerk to Assistant CEO&nbsp;to Manager of Finance in the same office with the stroke of a pen.&nbsp; Have my job duties increased over the years, yes, but truly, it is just a name change.&nbsp; In my industry, the newest title sounds a bit pretentious and not &quot;the norm&quot;</p> <p>Having said that, I definitely preferred the change away from &quot;Clerk&quot;!</p> <p>If your title means that much to you, I think you start looking at what it takes to be that title in the new business.&nbsp; It could be that you aren't there yet.&nbsp; For instance, we don't have &quot;Directors&quot; or &quot;Vice Presidents&quot;&nbsp;- Manager is the &quot;top spot&quot; under the CEO.&nbsp; If we grew again, we might have a need for a &quot;Director&quot;, and as I&nbsp;don't have the education for that job, I would expect to have another boss.</p> <p>If I was in your shoes, ie pushed back to &quot;Finance Clerk&quot;, I think I would be pretty stung.&nbsp; If the job doesn't change and the pay doesn't change and the accomplishments don't change, did anything really happen though?&nbsp; My resume would still be the same, albeit with a couple of titles.&nbsp; I'd look like the most accomplished, responsible Finance Clerk ever employed, that's for sure!</p> <p>My advice - live with it.&nbsp; Hold your head high, over deliver and work for the title you want.</p> donotrespond@manager-tools.com (pminer) Mon, 29 Sep 2014 18:23:05 +0000 http://www.manager-tools.com/forums-8996#comment-80941 Re: peer feedback for their directs' behavior Thanks for the input all. My first instinct/desire has been to talk to his boss about it since I already have that relationship. his boss also was promoted from THAT role, so he knows the requirements as well. I will try to avoid that thanks to your input. The "peer/project feedback model goes: when you...this happens..." right? I added the "can you talk to them about it" because I know he won't consider it if I don't ask (uncomfortable). He physically can't be doing their job all day, taping bags up as soon as they hit the damage pallet. It isn't supposed to be open at any time (which is why his directs have to do it.) I work in distribution and the 'deliverable' I am expecting is taping up broken bags of food ASAP so we don't get a rodent infestation while in damage processing (a small part of my area). --not so much a recommendation, as a federal requirement for no open containers/food items on floor--. I was trained in that department originally and am certain of the rules and requirements for the employees, which is why I am willing to mention, "hey were you aware of this.." type things to him. donotrespond@manager-tools.com (rwwh) Mon, 29 Sep 2014 17:55:41 +0000 http://www.manager-tools.com/forums-8991#comment-80940 Re: "Adding Too Much Value" <p>We all do this...</p> <p>I think&nbsp;the warning by Marshall Goldsmith is not for people in situations in which nothing changed for the last 20 years. You will need to ignite some fire in such situations. What Goldsmith says is meant for those situations where someone actually shows initiative. When that happens, and you &quot;add too much value&quot;, you actually discourage the person from taking further initiative later. What's the point for someone to come with an idea if you always know better anyway?</p> <p>When someone comes with a suggestion for a process improvement, something to try, a proposal for a new piece of equipment, our instincts tell us &quot;Wow, great, we can make it slightly better&quot;. Goldsmith says: &quot;don't&quot;, because by adding anything you are stealing the idea from the other person. It becomes your idea. If you just say &quot;great, try that&quot; you will have an 80% perfect plan executed with fire. If you add your 2 cents, you will have a 95% perfect plan that is executed at a much lower energy level and with diminished satisfaction.</p> <p>Goldsmith gave a lecture at Google once that can be found on youtube:&nbsp;https://www.youtube.com/watch?v=3WBeGAAYWg8&nbsp;</p> <p>He gives good examples...</p> donotrespond@manager-tools.com (JonathanGiglio) Mon, 29 Sep 2014 17:26:20 +0000 http://www.manager-tools.com/forums-8996#comment-80939 Re: peer feedback for their directs' behavior <p>This may not be the appropriate use of the Feedback model, other than the abbreviated &quot;peer&quot; model. To be fair, this peer may have already solved this problem for you. Remember, it doesn't matter who gets the deliverables to your team, even if it's your peer - it's not really your responsibility to decide. The behavior (your team getting the deliverables) is the important point here. The only caution to watch out for is if your directs feel having to go to your peer vs. their own peers causes some unnecessary barrier - something you will have to manage.</p> <p>Establishing a baseline and setting clear expectations with deadlines is crucial. Formalize the inputs you expect from other teams - and make sure you hold ALL&nbsp;external teams to the same standard. No need to create long winded processes, but a little more rigor could go a long way.</p> <p>Finally, build a relationship. You really want to be able to say &quot;dude, your team isn't delivering&quot; and perhaps brainstorming with this person on how they can improve their team. Or help them by demonstrating/coaching on what you do to be successful.</p> <p>Avoid escalation unless necessary. Most likely you're not the only team being disappointed. And if you are, perhaps this other team doesn't have the same priorities as your own. If that's the case, your relationship will be even more crucial in getting them to prioritize your work.</p> <p>&nbsp;</p> <p>&nbsp;</p> donotrespond@manager-tools.com (mrreliable) Mon, 29 Sep 2014 17:13:48 +0000 http://www.manager-tools.com/forums-8996#comment-80938 Re: peer feedback for their directs' behavior <p>I doubt it would go well if you asked to speak with his directs. You don't believe the other manager is doing his job. Reverse the situation. Would you want another manager who didn't think you were doing your job to step in to a meeting and show you and your directs how it's done? It would be difficult to imagine that suggestion to be taken as anything other than a slap in the face.</p> <p>The feedback model is based on communications from manager to direct. I don't belive the same principles will apply to communication between peers. The feedback model is about issuing directives, do this, don't do that, and the directs have to respect that because you have that tatoo on your forehead. I bet you'd see resistance if you tried that same approach with peers.</p> <p>I'd suggest approaching the issue not as, &quot;You're not doing your job as manager, and your directs are messing up my directs,&quot; and instead taking a collaborative approach. How about sitting down with the other manager, discussing the problem &quot;we&quot; have, and discussing ways &quot;we&quot; can solve it? I think the other approaches will be greeted with defensive resistance.</p> donotreply@manager-tools.com (emilykaiser) Mon, 29 Sep 2014 16:12:28 +0000 http://www.manager-tools.com/forums-8998#comment-80938 Top Bottom Performer Reviews <p>&nbsp;Hi,</p> <p>&nbsp;</p> <p>Love the example of top performer reviews given in the podcast. Trying to write my first set of reviews now. Can you give an example of a bottom-performer review?</p> <p>Thanks!</p> <p>&nbsp;</p> donotreply@manager-tools.com (RogerL77) Mon, 29 Sep 2014 14:17:23 +0000 http://www.manager-tools.com/forums-8997#comment-80938 Annual Reviews and Performance Metrics <p>&nbsp;It's the time of year when I get asked to complete Performance Management Reviews for each of my directs. &nbsp;This involves working with each of my directs to complete and submit a form.</p> <p>The setting is education. &nbsp;We are the IT Services department. &nbsp;I have 5 directs. &nbsp;2 do the exact same job. &nbsp;The other 3 have individual jobs.</p> <p>Our pay is not linked to performance. &nbsp;We don't crank out widgets on a production line. &nbsp;We are technically a charity - there are no profits. &nbsp;There are no shareholders.</p> <p>My plight is working out what performance metrics to apply to each direct when non jump out at me as being obvious. &nbsp;Its also a challenge when the directs themselves are disinterested in the process because at the end of the day what difference does it make to them. &nbsp;They would have to severely screw up to get fired.</p> <p>I am seeking advice from anyone who can suggest possible direct metrics or indirect metrics to use. &nbsp;Or maybe not metrics at all but some other way of describing and measuring someones performance.</p> <p>Best Wishes in advance</p> donotrespond@manager-tools.com (Solitaire) Mon, 29 Sep 2014 13:22:05 +0000 http://www.manager-tools.com/forums-8996#comment-80937 Re: peer feedback for their directs' behavior <p>One way of handling this&nbsp;is&nbsp;to say&nbsp;to him that&nbsp;your team is still struggling to get X from his team and that you'd like to pop into their next team meeting to discuss the issue, or you could suggest a joint team meeting with both your teams.<br /> <br /> That way you'll be able to address&nbsp;his directs directly (and professionally of course)&nbsp;and be able to find out if there are any other issues causing the delays. Maybe they are struggling to do X because of someone else not doing Y.</p> <p>Taking it to&nbsp;his or your&nbsp;boss&nbsp;should be a last resort.</p> donotrespond@manager-tools.com (Solitaire) Mon, 29 Sep 2014 13:11:10 +0000 http://www.manager-tools.com/forums-8995#comment-80936 Re: Resigning from a family business. Advice Needed <p>I don't envy you this situation, it is very tough when family is involved. I don't have personal experience of this, although my husband has worked for his family for the past 15 years, so I have some 2nd hand experience.</p> <p>My suggestion is that you talk to your Father about your long term development prospects and see if he will discuss and agree a devleopment plan with you, with timescales on the goals.&nbsp;For example&nbsp;that you want to reach xyz position by an agreed timescale and that you will set actionable development tasks so that you can get there.<br /> <br /> Another&nbsp;thought is that you&nbsp;should have a&nbsp;discussion with your Father about whether it would be benefical to the company for you to get experience in other companies. This can then lead into you telling him (a few days later) that you've been offered&nbsp;another job and then you can&nbsp;let him know the differences in the package you've been offerred compared to your current role.</p> <p>You also&nbsp;have to consider what your Father's long term plans are for you and what you may be giving up by leaving. Yes you may have a low salary now, but you do have great job security (hopefully) and also&nbsp;a guaranteed promotion in the future (and more money) when you finally take over the company from your Father (assuming this is what he intends, and if you don't know you need to find out).<br /> <br /> To improve your relationship with each other&nbsp;it's worth trying to have&nbsp;weekly catch-up meetings with him, like one&nbsp;to ones and lunches, so that you can get a better understanding of each other. You can't make him have one to ones with you, but&nbsp;assuming he is interested in your development within the business you should be able to get time with him for regular status updates.<br /> <br /> One last thought is that as your role currently is &quot;Sales representative&quot; would it be possible to suggest a bonus scheme for yourself&nbsp;that could be tied into an increase in sales? If you put&nbsp;together a sales growth plan&nbsp;that is realistic but a stretch to achieve and where the bonus/profits you are gaining are reasonable, I&nbsp;think your Father would be impressed. You then have to do the hard work to achieve the stretch goals!</p> donotreply@manager-tools.com (pminer) Mon, 29 Sep 2014 12:58:09 +0000 http://www.manager-tools.com/forums-8996#comment-80936 peer feedback for their directs' behavior How do I give feedback to a peer about their directs behavior? My idea is, "hey, when your directs don't do X it affects my directs ability to do their job and takes up more time. Can you talk with them about that?" This is a consistent problem that I have mentioned to him before as "did you know X is supposed to be done by your people before it leaves your department?" and, "hey, have you had a chance to go over this process to your directs yet?" We are both new managers (<6months) and he is visibly uncomfortable telling his directs what to do. last time I mentioned it wasn't getting done he did the task himself. how many times before I take it to his boss (who was my boss when I was an hourly TM, and helped me get promoted)? or do I take it to my boss to take to his boss? donotreply@manager-tools.com (NickW07) Mon, 29 Sep 2014 12:06:20 +0000 http://www.manager-tools.com/forums-8995#comment-80936 Resigning from a family business. Advice Needed <p>Hi,</p> <p>I am in a bit of a difficult situation and would appreciate some advice from people who have been/ are in a similar situation or anybody that can positively contribute.</p> <p>I am currently 24 with a bachelors degree in business, i have been working for a family business for the last 5 years (since High-School). I currently the fill the role of a Sales Representative. To provide more information, the company was founded in 1968 by my grandfather, my father is currently a director who took over from my grandfather. </p> <p>So my question is. Unfortunately due to inadequate pay grades and annual increases. I have become greatly underpaid, I have spoken to my father regarding this but unfortunately the company is not in a position to pass down a &quot;market related&quot; salary. I have since gone and passed my CV out to a few companies, i am now in a situation where i have a job offer which is almost double my current earnings package. </p> <p>I would like to know, simply put, should i take the position? Bearing in mind i do believe this will cause some conflict between my father and myself. However, it is not only the remuneration package that has been bothering me. It is also the lack of responsibility and the fact that i am still in a junior position where i feel that i should be approaching at least a junior management position. </p> <p>Any advice on what my next step should be would greatly be appreciated.</p> <p>Regards</p> donotrespond@manager-tools.com (Solitaire) Mon, 29 Sep 2014 09:58:43 +0000 http://www.manager-tools.com/forums-8985#comment-80935 Re: Why Did You Leave? - How not to say bad things? <p>Don't mention this boss at all or your issues with them.<br /> <br /> Your first paragraph mentions that you're interviewing for your next job&nbsp;&quot;due to major life changes, my current commute is no longer manageable&quot;. Focus on this instead, it's a perfectly valid reason.<br /> <br /> I was made redundant by a similar sounding boss from the&nbsp;company before where I am now. He decided he could replace me with a bunch of automated reports, so in my interview I phrased this to say that I was a victim of my own success&nbsp;because I had developed and embedded processes in the team that enabled the MD to feel that the team would be self-sufficient.&nbsp;And that I'd been brought into a newly created position and the company had had a bad year financially. This was all true to a certain extent, I just didn't mention the bad boss and the very tough relationship I had with him.</p> <p>You need to make sure that you don't mention the bad relationship at all (not even if the interviewer tries to push you on the subject) and focus on the positives. Any reference to your previous boss must be professional, regardless of how he actually is.</p> <p>As far as references go, there is a possibility that they won't be followed up anyway, and if anyone was given a similar&nbsp;shouty reference about you (like the one you overheard), the most likely conclusion would to completely ignore it and to draw conclusions only about the bad boss and not about the former employee (you).<br /> <br /> Good luck!</p> donotrespond@manager-tools.com (Solitaire) Mon, 29 Sep 2014 09:37:53 +0000 http://www.manager-tools.com/forums-8994#comment-80934 Re: And - not but <p>Very interesting feedback and a reminder to do this myself more, thank you!</p> donotrespond@manager-tools.com (annewayne26) Mon, 29 Sep 2014 06:50:32 +0000 http://www.manager-tools.com/forums-3317#comment-80933 Re: Potential employer running background check, should I worry? <p>Employee credit checks impacts employment opportunities and many job seekers also worry about employment <a href="http://personalmoneynetwork.com/moneyblog/2013/03/06/employment-credit-checks/">credit report checks</a>, where a prospective employer pulls a credit history before making a hiring choice. A lot of people are fearful it means they will not get hired and while a valid concern, it's not always the case.</p> donotreply@manager-tools.com (Kevin1) Mon, 29 Sep 2014 05:33:40 +0000 http://www.manager-tools.com/forums-8994#comment-80933 And - not but <p>Thanks to MT's recommendation, I just attended a 3-day senior planning meeting without saying the word 'but' at all (and yes, I&nbsp;still contributed).&nbsp; I definitely feel it was a more positive relationship building experience than some of the previous similar meetings.</p> <p>I decided to count the number of 'but's and who said them and when.&nbsp; This helped by constantly reminding me not to say 'but'.</p> <p>Just for reference:</p> <ul> <li>'But's increase later in the day as people lose their concentration and good behaviour suffers.</li> <li>'But's increase more on&nbsp;the&nbsp;2nd and more again on the 3rd day as people get tired, and uncomfortable&nbsp;and good behaviour suffers.</li> <li>Those who are considered the more difficult to work with definitely say 'but' more than those who everyone likes to work with.</li> </ul> <p>Regards</p> <p>Kevin</p> donotrespond@manager-tools.com (cynaus) Mon, 29 Sep 2014 05:23:27 +0000 http://www.manager-tools.com/forums-8991#comment-80932 Re: "Adding Too Much Value" <p>How do I know I am doing it? &nbsp;One of my directs said I was &quot;micro managing&quot;. Though she's wrong on that call when I asked her what she meant,&nbsp;I saw that it was exactly what Mark described in Things this week. &nbsp;</p> <p>How do I avoid it? &nbsp;I have to admit, it's difficult and being a High D/I, inheriting a seriously under-performing team, I *know* how I can get them from zero to 80 pretty quickly. I backed off though and concentrated more on building the relationships in the one on ones and offering recommendations according to their DiSC profile (it's the High S and High C that gets upset and frustrated respectively ;)&nbsp;</p> <p>Finding the balance between pointing something out and performance managing is tricky. &nbsp;I would have said I was setting clear expectations and pointing out when those weren't being met; but I have a feeling I may not have been as clear as I could have been in setting the expectations in the first place. (I *think* I've told them but it could be something I've run in my head a dozen times!) &nbsp;Or the team just aren't taking me seriously. They have said I'm the best manager they've had in a long time; and I suspect they think I'm also a bit OTT at times. The one who complained has been in the exact same role for 20+ years. I mean *exactly* the same role. Doing the same things, the same way. I've recommended a lot of change in the last 6-9 months (after my first 3 months in the role ;) and I acknowledge it's been hard for them AND they have to improve.&nbsp;</p> <p>I'm struggling with feedback (just on the positive!). I'm looking forward to the conference so I can get some practice in. That will help immensely!</p> <p>So, how am I going to work more at avoiding it? &nbsp;Setting clear expectations, continue building the relationships, let go a little bit (if they're getting better we're already ahead), allow them to improve while setting reminders about those expectations. Eventually we can get into coaching which I think will be clincher here.&nbsp;</p> <p>I wish you well..... let us know how you go :)</p> <p>Cyndy</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> donotrespond@manager-tools.com (cynaus) Mon, 29 Sep 2014 03:12:43 +0000 http://www.manager-tools.com/forums-8989#comment-80930 Re: Do I need a degree? <div>Hi Wade - I'm in Adelaide (SA) and read your post after I'd been screening applicants for a senior management position today. &nbsp;I wondered how much weight it is given by recruiters and hiring managers elsewhere and what their reasons would be.... &nbsp;Personally, I'm looking for results. A degree is nice - it might show at the very least, the individual can stick to study for a number of years but in reality. One only needs to pass, so someone who scrapes by with a pass compared to someone who has a better transcript result is not so obvious on a resume when listing the qualification they received.&nbsp;</div> <p>For a successful hire, I'm really looking to see (besides the technical requirements) achievements, results, leadership and motivation to keep learning - with evidence of that (enough in their cover letter and resume to get me to ask them in to interview). At the end of the day; the qualification is not a deal breaker though sadly I think there are many hiring managers out there who put a great deal of stock in it. If someone can demonstrate that they are always learning, is self motivated to do so and can illustrate those learnings within the interview, that is worth more than a qualification from a university.</p> <p>If you put into practice what you learn here at MT, you will blitz the competition and have an added advantage. Others will notice results which will speak volumes toward gaining promotions in the future. And read. A lot. And network.</p> <p>Also, though you mentioned there is scope within your current organisation, remember to be open to opportunities. You can gain additional learning from different organisations or industries if the move is right.</p> <p>Good luck!!!&nbsp;</p> <p>Cyndy</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> donotreply@manager-tools.com (Ajoban) Mon, 29 Sep 2014 02:47:30 +0000 http://www.manager-tools.com/forums-8993#comment-80930 Can O3s make you a manager in small business? <div>My wife runs a small spa business (3 fulltime, 4 parttime staff and ~ 250K annual sales). &nbsp;We argue all the time she can step away from the day to day and just do management. &nbsp;</div> <p>Her argument is that: the business is too small, and customers are used to hearing the owner on the phone and in the day spa, and that employees can't replace that owner-customer relationship.</p> <p>I argue that she should implement the management trinity, and manage the spa, and over time the staff will be trained, coached, and guided to run the business for her. &nbsp;This will allow her to manage the business rather than be in the business; it will also give her more time to spend with our 1 year old daughter.</p> <p>Is this business too small to 'just do management'? &nbsp;Does she have to manage it and run day to day customer relationship building work etc.?</p> donotrespond@manager-tools.com (Ajoban) Mon, 29 Sep 2014 02:38:28 +0000 http://www.manager-tools.com/forums-7500#comment-80929 Re: O3's and small Family Business <p>I work in a family business (Mom - President, Son/Me - software Director). &nbsp;I was relieved to read the post that family businesses have more communication problems. &nbsp;I would like my boss/mom to have O3's with me, (I have very little oversight or guidance), but she's pretty strong and experienced at the business. &nbsp;How do I request she introduce O3s without undermining her experience and management style?</p> donotreply@manager-tools.com (dennisbray) Mon, 29 Sep 2014 00:50:13 +0000 http://www.manager-tools.com/forums-8992#comment-80929 Salary Expectations versus Current Salary on Applications <p>I am finding that salary levels for positions that I am applying to are much lower than my current salary.&nbsp; They are in a different area of the country and slightly different fields.&nbsp; Does this hurt me during the application process?&nbsp; Any suggestions to mitigate this as an issue.&nbsp; I have heard Mark mention that all things being equal an increase in salary is appropriate to cover the &quot;risk&quot; of changing jobs (sorry paraphrasing).&nbsp; I would really like a new position but also do not want to appear desperate and risk opportunities.&nbsp;</p> <p>&nbsp;</p> <p>Thank you!!</p> donotreply@manager-tools.com (cim44) Sun, 28 Sep 2014 23:34:15 +0000 http://www.manager-tools.com/forums-8991#comment-80929 "Adding Too Much Value" <p>This is a topic covered in the most recent &quot;Things&quot; newsletter (excerpt below)</p> <p>Its something I think I&nbsp;do to at least some extent (I'm pretty sure my directs think I&nbsp;do it... but they've been under- / un-managed in the past).</p> <p>How do you know if you are doing it and how do you avoid it?</p> <p><span>&quot;Adding Too Much Value</span><span><br /> &nbsp;<br /> One of my favorite parts of <em><span>What Got You Here Won&rsquo;t Get You There </span></em>is called &ldquo;Adding Too Much Value.&rdquo;&nbsp; The boss who does this always has to point out something that can be improved in someone else&rsquo;s work, or new idea.&nbsp; She sees it as helping something be better, getting to perfect.&nbsp; But it rarely works that way.&nbsp; It&rsquo;s just seen as putting someone else in their place, and showing off your smarts.&nbsp;<br /> &nbsp;<br /> I do it some times, and when I&rsquo;m self aware enough to notice, gosh I hate it. &nbsp;So selfish.&nbsp; Don&rsquo;t do as I do.&quot;<br /> <br /> </span></p> <p>&nbsp;</p> <p>&nbsp;</p> <p>--&gt;</p> <p>&nbsp;</p> donotreply@manager-tools.com (btbsilent) Sun, 28 Sep 2014 21:26:14 +0000 http://www.manager-tools.com/forums-8990#comment-80929 Looking for an Engineering Manager <p><strong>Robinsons Brewery is looking for an Engineering Manager in Stockport, UK</strong></p> <p>The role is based in Stockport and will have engineering responsibility for the brand new brew house in Stockport and state of the packaging facility Bredbury, providing cost effective engineering services. The Engineering Manager will need to be able to demonstrate the following responsibilities:<br /> <br /> &bull; Liaising with Production Departmental Managers to deliver planned maintenance and Improvements to all areas of the business without causing unnecessary lost process and production time.<br /> &bull; Scheduling Planned Preventative Maintenance.<br /> &bull; Monitoring of reactive maintenance works to ensure that repeated downtime on plant and equipment is addressed quickly with problems resolved.<br /> &bull; Minimising engineering stores stock levels by working closely with consignment stock companies.<br /> &bull; Planning works with onsite contractors on a daily basis.<br /> &bull; Issuing Permits to Work for all engineering related staff internally and contractors.<br /> &bull; Planning and organisation of minor capital expenditure projects around production and packaging departments.<br /> &bull; Adhering to all standards especially Health and Safety.</p> <p class="descr"><strong><span class="descr_title">Who we're looking for</span></strong><br /> We are looking for candidates with a difference as this is no ordinary opportunity. Teamwork, trust and empowerment are all part of the family values and as such you should want to get involved in all facets of the organisation. As such we need an engineer who wants a wider scope of role and is prepared to get involved in operations, supply chain, procurement and maybe even marketing <br /> <br /> &bull; Experience in a engineering management capacity from any high speed FMCG environment <br /> &bull; A track record of raising engineering standards<br /> &bull; Excellent man management and communication skills</p> <p class="descr"><strong><span class="descr_title">About our client</span></strong><br /> Combining an impressive heritage, stretching from 1838, with innovation, Robinsons is one of the UK's largest independent family brewers, with 330 pubs across the North West and Wales. 2013 was an exciting time for Robinsons as we celebrated our 175th birthday and were named the BBPA's (British Beer &amp; Pub Association) BEER CHAMPION. We also re-built our Victorian Brew House, brewed one of the most innovative beers Britain has seen in recent years - TROOPER, a 4.8% golden ale created with Iron Maiden</p> <p class="descr"><strong><span class="descr_title">What's on offer</span></strong><br /> &pound;45,000 - &pound;48,000 + Benefits</p> <p class="descr">&nbsp;</p> <p class="descr"><strong>APPLY&nbsp;HERE:</strong> https://express.candarine.com/campaign/url/forward/4b5727f42a7a</p> donotreply@manager-tools.com (Wadel) Sun, 28 Sep 2014 19:09:20 +0000 http://www.manager-tools.com/forums-8989#comment-80929 Do I need a degree? <p>&nbsp;Hello Manager-Tools Community,</p> <div>&nbsp;</div> <div><strong>Should I consider attending university and getting a degree with a major in business?</strong></div> <div>&nbsp;</div> <div>Background.</div> <div>I am currently 31 and living in Perth, Western Australia. I have worked for the same company for 7 years going from a work experience position and working my way up to team leader of our small help desk team (3 people).</div> <div>&nbsp;</div> <div>I have a diploma of Network Engineering from a trade college (TAFE). This took 2.5 years and is not a degree from a university.&nbsp;</div> <div>&nbsp;</div> <div>Recently I replaced my boss as IT Manager while she was on extended leave (3 Months). I have decided I want to move into a management role and have the opportunity to take over from her permanently as IT Manager next year. She is taking a lateral step sideways into a newly created position to allow me to expand while remaining at the company.</div> <div>&nbsp;</div> <div>I want to continue my way up in management. I would like to become a director or VP of IT for a large company one day.</div> <div>&nbsp;</div> <div>I have read Wendii's advice on MBAs. Thank you. But I have not seen anything relevant to not having a university degree at all.</div> <div>&nbsp;</div> <div>Most jobs for director or higher on job boards don't mention a university degree. I am afraid that is because it is assumed that you have one.</div> <div>&nbsp;</div> <div>Should I invest time and money now in getting a degree?&nbsp;</div> <div>&nbsp;</div> <div>Thank you in advance for your responses and help with this decision.</div> <div>&nbsp;</div> <div>Wade</div> donotrespond@manager-tools.com (cynaus) Sun, 28 Sep 2014 10:06:51 +0000 http://www.manager-tools.com/forums-8802#comment-80928 Re: 'How to read a book' podcast and eReader and note taking <p>Hi Ian, I avoided e-readers for a while as I love holding a 'real' book. However when I got a Kobo for Christmas a couple of years ago, I haven't looked back (I have easily tripled my reading habits being able to pick up any device and continue where I left off). &nbsp;I use it for fiction and non-fiction.</p> <p>When reading non-fiction, I use the highlight function within Kobo on whatever device I'm using (the Kobo e-reader itself, my Samsung, iPhone and iPad.&nbsp;I can then go back and just check out the highlighted text. &nbsp;I can then note that in Evernote to keep in the relevant project folder (for whatever reason I might have highlighted it for).</p> <p>I believe you can highlight text in Kindle too and it is also available on any device. I use Kindle for iPhone and iPad for books I can't get on Kobo and purchase from Amazon.</p> <p>Good luck!</p> <p>Cyndy</p> donotreply@manager-tools.com (Jochen) Sat, 27 Sep 2014 10:44:24 +0000 http://www.manager-tools.com/forums-8988#comment-80928 Job title downgraded in a take-over situation - what to do? <p>I work for a company that has recently been acquired by a bigger company. As part of the integration, we will be getting new job titles. </p> <p>I find my title does not fit what I have been doing and would set my back about 5 years in my career.</p> <p>What should I do? Here are the options I see:</p> <p>1. Accept it, dude.&nbsp; </p> <p>2. Challenge and if not successful, accept it.</p> <p>3. Challenge and if not successful leave. </p> <p>I was not consulted, neither were my skills taken into account. If I should decide to challenge the decision, I&nbsp;am not sure where to go - HR?&nbsp;</p> <p>&nbsp;</p> <p>Your help would be greatly appreciated!</p> <p>&nbsp;</p> <p>&nbsp;</p> donotreply@manager-tools.com (SteveAnderson) Fri, 26 Sep 2014 17:40:53 +0000 http://www.manager-tools.com/forums-8987#comment-80928 Write My New Job Description <p>My manager recently informed me that the organization is going to create a new tier of first-line regional managers of which they would like me to be the first. I'm currently a field-based senior engagement manager who handles large scale engagements with project teams composed of my peers. I've been asked to draft a position description and req for the job as well as a justification for the position to be field-based rather than in the home office.<br /> <br /> I would greatly appreciate any input if anyone has written a similar justification in the past.&nbsp; While my organization understands the need to have field-based engagement managers like myself, our upper management has traditionally been resistant to the idea of any tier of management which is not based in the home office.&nbsp; This is the specific challenge I have to overcome.<br /> <br /> Outside of that, any input into the process for someone who has been in a similar situation would be much-appreciated.</p> <p>Thanks in advance,</p> <p>-Steve</p> donotreply@manager-tools.com (compudomer) Fri, 26 Sep 2014 17:34:25 +0000 http://www.manager-tools.com/forums-8985#comment-80928 Why Did You Leave? - How not to say bad things? <p>&nbsp;When I found a position that enabled me to leave my last job, I was incredibly excited. Now I'm interviewing for my next position (due to major life changes, my current commute is no longer manageable), and I'm fielding the question &quot;Why did you leave your last position?&quot;</p> <p>Here's the true answer: My boss (the CEO of the startup I was working for) was impossible and made my day to day experience nerve-wracking and stressful. He shouted and screamed at employees and customers alike. His expectations were unmanageable and he didn't trust his employees in their areas of expertise. I couldn't explain enough times why maintenance tasks needed attention, he felt that my time should be spent 100% on the creation of new software/features but also insisted that bugs (which were numerous due to massive amounts of untested speed-developed code from the developers before me) be handled immediately. He fired employees for looking at him wrong (not actually for looking at him wrong, but one employee was fired for vacuuming mid-day after we were asked to pitch in with cleaning). I don't dare let a potential employer call him for a reference, despite having left on fairly good terms (as good as I could expect), as I overheard him &quot;give a reference&quot; once where he tore the former employee to shreds, complete with expletives, and explicitly stated &quot;Do not hire him.&quot;&nbsp;Additionally, he employed an accountant, who was also his mentor, who felt that it was appropriate to not only shout at employees, but to belittle them in front of each other.&nbsp;</p> <p>I have no idea how to phrase this in an interview when I'm asked why I left. I know it's bad form to say bad things about a prior position. I feel I handled leaving that position as professionally as possible, submitting my resignation quietly and in person, giving time to wrap things up, documenting all of my work, and even helping to hire my replacement. But it's continuing to haunt my career!</p> donotrespond@manager-tools.com (Solitaire) Fri, 26 Sep 2014 16:03:53 +0000 http://www.manager-tools.com/forums-8977#comment-80926 Re: Recommendations on filling out a self-review form I've been given? <p>I think you should go for two or three examples to address all or most of the traits mentioned (covering the more diverse ones mentioned).</p> <p>An additional&nbsp;thought; at our company we also add in examples of where we've not done so well and show that we recognise where we need to improve.</p> <p>Not sure if you'd want to do that if no-one else is, but it would certainly stand you apart from others who only recognise the good in themselves!</p> <p>&nbsp;</p> donotrespond@manager-tools.com (arlenmark0987) Fri, 26 Sep 2014 07:22:22 +0000 http://www.manager-tools.com/forums-8919#comment-80924 Re: Need a project management tool? <p>Hey David,</p> <p>You can check out these tools to manage your projects. Hope these will help you out.&nbsp;</p> <p><a href="http://www.proofhub.com">proofhub</a></p> <p><a href="http://www.basecamp.com">basecamp</a></p> <p><a href="http://www.trello.com">trello</a></p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> donotrespond@manager-tools.com (cynaus) Thu, 25 Sep 2014 23:41:41 +0000 http://www.manager-tools.com/forums-8983#comment-80921 Re: Are these accomplishments appropriate to mention? <p>&nbsp;For the second point, how about something like this?</p> <p><span lang="EN-US">* Rebuilt trust between managers, staff &amp; the xyz department by building relationships &amp; follow-through.</span><span lang="EN-US"><o p=""></o></span></p> <p><span lang="EN-US">* Improved xyz department morale by leading team of four staff &amp; implementing one on one</span><span lang="EN-US">&rsquo;</span><span lang="EN-US">s.</span></p> <p class="MsoListParagraph">You will need to say what the significant accomplishment was, followed by how. And briefly. You can always explain why during interview.</p> <p class="MsoListParagraph"><span lang="EN-US"><o p=""></o></span></p> donotrespond@manager-tools.com (jennrod12) Thu, 25 Sep 2014 20:15:22 +0000 http://www.manager-tools.com/forums-8977#comment-80923 Re: Recommendations on filling out a self-review form I've been given? Thanks, Solitaire, I actually had started doing that after I wrote the post. Writing the post helped me get more creative about it. Now I'm mulling over how many examples to give for each section, is one enough, or should it be two or three? Sometimes there are several different traits mentioned in one section. Thanks for the link, I will definitely check it out! Jenn donotreply@manager-tools.com (mianni1) Thu, 25 Sep 2014 16:56:13 +0000 http://www.manager-tools.com/forums-8984#comment-80923 DISC Should you retake to get an updated Profile <div>&nbsp;</div> <p>This is a general question, should one retake the DISC profile,&nbsp;</p> <p>The goal of the question is to determine if I have had behavior and changes that have allowed other dimensions to change my profile. Should I be aware&nbsp;and update my self awareness and personal effectiveness lets say within 5 years. &nbsp;</p> <p>Best Wishes and Thanks in Advance</p> <p>&nbsp;</p> donotrespond@manager-tools.com (lilianramon) Thu, 25 Sep 2014 06:06:15 +0000 http://www.manager-tools.com/forums-1648#comment-80922 Re: Greetings from Singapore <p>Great!</p> donotrespond@manager-tools.com (wendii) Wed, 24 Sep 2014 18:29:43 +0000 http://www.manager-tools.com/forums-8954#comment-80920 Re: Cultural Fit Versus Functional Fit Job Interviews What happened here is hard to say. Cultural fit is often used as a reason not to hire, and because it's nice and nebulous, it covers a lot of things that a recruiter or hiring manager might not want to say. Cultural fit can mean, we didn't like you, you're not like us, we think the team wouldn't get on with you and so on. Or, it could be, you're too expensive, didn't interview well or any other reason. In terms of your preferences, the 'Choosing a Company' series will be helpful for you. (They start here: http://www.manager-tools.com/2013/05/choosing-a-company-work-chapter-1-factors-consider-part-1). There's also a cast coming up called 'interviewing is not a 2-way street' which I think you'll find helpful. Best regards, Wendii donotreply@manager-tools.com (pramodam) Wed, 24 Sep 2014 15:22:27 +0000 http://www.manager-tools.com/forums-8986#comment-80920 Effective decision making <p>First of all thank you very much MT for the work that hugely benefit managers, or rather employees, accross the world.&nbsp;</p> <p>I had this question about the podcast - effective decisions - part2.</p> <p>Here we talked about one action and sticking to it. Do we have any guidelines on how long we normally stick to the chosen alternative before we change course?</p> <p>In&nbsp;a rapidly changing world, it could be that on one extreme, we assess our situation every single day and change course or take new alternative. This would be very inefficient. On the other extreme we stick to one chosen alternative for the next 5 years before reassessing our situation.</p> <p>thanks again.</p> <p>&nbsp;</p> donotrespond@manager-tools.com (Kevin1) Wed, 24 Sep 2014 03:13:01 +0000 http://www.manager-tools.com/forums-8974#comment-80916 Re: Lean - it's not about the people? <p>MT's philosophy is using people and relationships to get things done. Lean is a management philosophy that helps determine what things need to be done for the good of the business and their customers. The first is a kind of how, and the second is a kind of what. They aren't really incompatible.</p> <p>Perfecting a process so that it cannot fail makes business sense as it eliminates the wastage of rework, makes the process cheaper and delivers product or service to the customer cheaper and with less delays and faults. Everyone wins.</p> <p>Where lean and 6 sigma are relatively weak is that they focus on process improvement. MT is a great aide in realising the benefits of process improvement because it is all a form of change, change involes people, and MT helps us to work with people.</p> <p>&nbsp;(It doesn't mean that your company is not just dumbing down the process so they can use cheaper labour. They might be). Ideally, they use the time saved to add more value to their customers elsewhere, but this isn't always the case.</p> <p>I hope that helps a bit.</p> <p>kind regards</p> <p>kevin</p> donotrespond@manager-tools.com (Kevin1) Wed, 24 Sep 2014 03:10:51 +0000 http://www.manager-tools.com/forums-8976#comment-80915 Re: How to write performance review comments without sounding like a school report? <p>Sorry, added to wrong thread</p> <p>Kev</p> donotrespond@manager-tools.com (chrispb) Tue, 23 Sep 2014 22:22:23 +0000 http://www.manager-tools.com/forums-8965#comment-80914 Re: Deliver Results Under All Circumstances <p>&nbsp;X2</p> donotreply@manager-tools.com (xavier.69) Tue, 23 Sep 2014 20:52:38 +0000 http://www.manager-tools.com/forums-8983#comment-80914 Are these accomplishments appropriate to mention? <div> <div>I wonder whether the following bullets are appropriate to include in my resume:</div> <div> <ul> <li>Hired a new team member despite contrary spending guidelines</li> <li>The team didn't split despite serious crisis</li> <li>We kept our SCM tool of choice (so far!)</li> </ul> <div>There are of course reasons why these 'accomplishments' may be worth discussing...</div> </div> <div> <ul> <li>The hire had to be finally approved by a senior VP whose budget is several billion dollars! I didn't interact with this person, of course (I'm a first line manager). Rather, all my management chain was involved. I started this whole process, and gathered the first (lower-level) approvals. But that took quite some time and energy.&nbsp;</li> <li>There was a very serious crisis when our most senior developer left for the competition. The chances of the team breaking up were considered very high. This did not happen. I can definitely identify some actions that I implemented to lower this risk, but did I really accomplish anything? Maybe I simply over-reacted and exaggerated the risk...</li> <li>We are getting strong pressure to switch to the source control magement tool that our company recommends. We resist because we consider that the one we're using is vastly superior. So I look for support around us, explain why we don't want to switch, and otherwise spend time defending against what I consider to be very bad choices by our company.</li> </ul> <div>I have some other very positive accomplishments to include! But I worry that if I were to interview and explain the accomplishments above, this would sound very negative. Somehow, I feel like every positive accomplishment I can come up with is something the team did, not me. And that all I really did was to fight against our company.&nbsp;</div> </div> <div>&nbsp;</div> <div>&nbsp;</div> <div>&nbsp;</div> <div>Or should I just remember that &quot;management is boring, unsexy, repetitive tasks&quot; (or something like this)? Would hiring managers see these 'accomplishments' positively?</div> <div>&nbsp;</div> <div>&nbsp;</div> <div>&nbsp;</div> <div>Thanks for your input.</div> </div> donotreply@manager-tools.com (Jamesa319) Tue, 23 Sep 2014 17:32:24 +0000 http://www.manager-tools.com/forums-8982#comment-80914 Email taken and posted on a public "chat" website <p>&nbsp;hi all,</p> <p>In my company we have just introduced a new tool to enable staff to access important operational material. &nbsp;The material is now reformatted and located onboard a tablet device in an easy access location. &nbsp;Additionally, and at staff discression, the material was available on their personal iPads. &nbsp;With the intro of the new tool, they can still get the material but have to download a specific app that is available via the company App Store. &nbsp;Some feel that this is too invasive and have declined.&nbsp;</p> <p>&nbsp;</p> <p>Yesterday I received a query from a colleague located north of my location asking if the old way of accessing the material was still available. &nbsp;I explained that due to the way in which the new tool created the material it would be an exponential rise in workload as well as a very real risk that the two documents diverge in content.</p> <p>I got a understanding reply and heard nothing more. &nbsp;A colleague then suggested I have a look at this rumour or chat website and low and behold there is a whole thread on the subject, the last one being a direct cut and paste from the email with my name and a loose accusation that the company are 'playing fast and loose'.</p> <p>&nbsp;</p> <p>so, my question is how would you handle this. Either the email responder has posted a copy of my email, or they have used the content of the email to deliver to their team, with which an individual has them cut and pasted. &nbsp; Look forward to hearing your views on the next steps, if any!</p> <p>&nbsp;</p> donotrespond@manager-tools.com (craignkzoo) Tue, 23 Sep 2014 16:03:09 +0000 http://www.manager-tools.com/forums-8965#comment-80913 Re: Deliver Results Under All Circumstances <p>Thank You.</p> donotrespond@manager-tools.com (BariTony) Tue, 23 Sep 2014 15:41:12 +0000 http://www.manager-tools.com/forums-8979#comment-80912 Re: Should I interview? <p>You need to move on. I'm shocked that your boss would tell you that you don't have a chance, assuming that you are being honest with yourself and you really do have a shot at the position. I'd go through the interview process anyways. This would give you the opportunity to brush up your resume and practice your interviewing skills. Also, follow MT guidance on treating this like a real interview. Wear a suit to the interview, practice your answers, have a hard copy of your resume on one page in the MT format.</p> <p>Your boss might have selfish reasons for keeping you where you are. Or he might have the inside track and know that someone's a shoe-in. However, from your email, it sounds like he's not the key decision maker, or even necessarily a stakeholder in this decision. The bottom line is that he may not know as much as he thinks he does about what the hiring manager is thinking. I've seen instances of people interviewing for roles where it was treated like a formality and the lost out because they didn't show enthusiasm during the actual interview. That opened up the possibility for someone else to come in and treat it seriously, and the hiring manager was more impressed with the candidate who showed up on time, prepared for the interview, was enthusiastic, and showed they really wanted the job.</p> <p>If, after all of that, you honestly feel like you were qualified but didn't get the position because of internal politics, it's time to consider moving on. This isn't unreasonable. You think you can do more for the company, and they've told you that you won't be given the opportunity to prove it. But someone else might, and in that case, you'll already be prepared for the interview.</p> <p>Good Luck!</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> donotreply@manager-tools.com (Fourn) Tue, 23 Sep 2014 12:52:17 +0000 http://www.manager-tools.com/forums-8981#comment-80912 They told me I would be a game changer <p>&nbsp;Hello-</p> <p>I took a new position at a smallish NGO about six months ago. My boss told me that I would be a &quot;game changer&quot; and tasked me with identifying and implementing system improvements to increase our efficiency and effectiveness. I'm looking for some guidance about how to implement some fairly obvious solutions as the new guy with zero role power.</p> <p>In six months it's become painfully clear that we are our own worst enemies. Meetings are poorly run, projects are poorly managed, deadlines are rarely met, and accountability seems not to exist. I'm eager to roll out the most pedestrian Manager Tools recommendations around mail, projects and meetings, but am not sure that folks are willing to change behaviors.&nbsp;</p> <p>I'm specifically interested in tools that will help me address the lack of management that pervades our team. Mangers worry about being seen as &quot;micro-managers&quot; or &quot;don't want to tell people how to do their jobs&quot;. I need some research or data to help them see that we'd be better off with more directive leadership.</p> donotrespond@manager-tools.com (leanne) Tue, 23 Sep 2014 12:30:24 +0000 http://www.manager-tools.com/forums-8969#comment-80908 Re: Vacation <p>There's casts for covering for your coworkers and your boss. They're in the Career Tools podcasts.&nbsp; You can pretty much take those and turn them around to think about how to have your org handling things in your absence. Here's one:</p> <p>http://www.manager-tools.com/2013/09/covering-a-colleague-chapter-1-work</p> <p>There's also a cast for quick-and-dirty choosing a number 2, which it sounds like you might want also. That's in the MT&nbsp;casts:</p> <p>http://www.manager-tools.com/2009/08/quick-and-dirty-choosing-a-number-two</p> donotrespond@manager-tools.com (Solitaire) Tue, 23 Sep 2014 12:00:55 +0000 http://www.manager-tools.com/forums-8977#comment-80907 Re: Recommendations on filling out a self-review form I've been given? <p>Hi Jenn,<br /> <br /> This sounds similar to part of our appraisal system. To answer these types of questions we have to give&nbsp;a few examples. <br /> <br /> So for example around problem solving you could say &quot;I demonstrated good problem solving skills when addressing the issue of&nbsp;abc by&nbsp;implementing&nbsp;a new process of xyz&quot;. Or you could answer the core values question by saying &quot;Results delivered within&nbsp;deadline on xyz project&quot;.&nbsp;<br /> <br /> There is a post (link below)&nbsp;where Mark suggests using the Sum-Ex method or the SEER method:</p> <p><a href="http://www.manager-tools.com/forums-614">http://www.manager-tools.com/forums-614</a></p> <p>Good luck and let us know how you get on.<br /> <br /> Solitaire</p> donotrespond@manager-tools.com (Solitaire) Tue, 23 Sep 2014 11:52:06 +0000 http://www.manager-tools.com/forums-8979#comment-80906 Re: Should I interview? <p>You should definitely interview for the role in my opinion.</p> <p>You'll get a chance to summarise all of the reasons you'd be great for the role and give concrete examples, things your boss may have forgotten, or not considered in conjunction with each other. Even if it is a done deal this time, then hopefully you will have raised your profile for next time there is an opportunity.</p> <p>It's also great to get experience at interviewing so that you can learn from how you perform.<br /> <br /> Good luck!</p> donotrespond@manager-tools.com (scm2423) Tue, 23 Sep 2014 05:13:01 +0000 http://www.manager-tools.com/forums-8969#comment-80900 Re: Vacation <p>If you have not put someone in place to cover for you when you are gone you are creating the situation. &nbsp;Arrange for a peer or one of your direct reports to cover for you when you are out of the office for anything more than a day. &nbsp;In doing this you are giving them the authority to act on your behalf. &nbsp;Crucial to this is that you have to let your directs and your peers know who is covering for you. &nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> donotreply@manager-tools.com (joshuamagann) Tue, 23 Sep 2014 04:34:28 +0000 http://www.manager-tools.com/forums-8980#comment-80900 Preparing for a first job <p>&nbsp;Hi there</p> <p>i am starting a business banking associate role with a large bank as a graduate in 3 months</p> <p>i have been listening to the podcasts on first job fundamentals.</p> <p>I am after some advice on what else I should be doing to prepare myself to ensure I hit the ground running.</p> <p>thanks in advance</p> <p>Josh</p> <p>&nbsp;</p> donotrespond@manager-tools.com (Smacquarrie) Mon, 22 Sep 2014 19:31:17 +0000 http://www.manager-tools.com/forums-8974#comment-80898 Re: Lean - it's not about the people? Lean has been very beneficial where I work. MT and Lean/Six Sigma are not completely alien to each other. Lean wants to make sure that you have the right tools in the right place at the right time. By getting to know and understand your employees, you are better able to develop your team to deal with adversity quickly and with little interruption. Lean is not a quick fix (too many think it is) but it something that you need to develop and build on. You should start with a baseline to see where you are now and to ensure that the core team shares the same understanding. Build it from the baseline and do NOT hesitate to beg borrow and steal what works from others. I have brought items from four different companies and about a dozen sites within my company to the site I am at now. Give it time and it should start to make more sense. Remember: Slow down to go fast!! Mac DiSC 7121 donotrespond@manager-tools.com (fredt) Mon, 22 Sep 2014 18:55:19 +0000 http://www.manager-tools.com/forums-8942#comment-80897 Re: Projects for a staff accountant <p>Having some experience in a financial analyst role, here are some ideas.</p> <p>Guiding principles:</p> <p>-look for projects where the end result can be easily quantified (e.g. $1000 dollars saved)</p> <p>-what bothers the boss? (e.g. is one of the month-end procedures particularly painful? Turn look for a way to turn this into a project)</p> <p>-relationship potential of the project: look for opportunities to work with one person outside your department.</p> <p>Ideas:</p> <p>1 - Get payments processed faster (i.e. if payments normally hit the company's accounts on the 15th, see if you can move that up to the 5th. That means more $$ and financial flexibility for the company)</p> <p>2- Automate a process using Visual Basic (assumption: Microsoft Excel is in wide use and there are many manual processes)</p> <p>3-Improve quality for a critical process (choose a way to measure quality, measure the quality in the current state, put in improvements and then measure again).</p> <p>4-Write a procedures document for one of your recurring activities (in the process of writing the document, you may find ways to cut steps or make improvements. Having such a document on hand makes it FAR&nbsp;easier to train people in the future)</p> <p>5-Ask a co-worker for cross training on one of their activities and take the effort to set up the work (i.e. schedule sessions, take notes etc) - learning what other people can add clarity to your own work</p> <p>6-Build a financial model that has never be done before (e.g. let's say you have a vendor that sells $5 million worth of product to your company, you can build a model to monitor this spend. This model can then be used to aid in your department's financial forecasting and planning)</p> <p>7-Organize a social event for your department (yeah, I know it sounds simple but is anybody actually doing it? I suggest starting by organizing a lunch out at a nearby restaurant).</p> <p>8-Fix a long standing problem that other departments complain about (e.g. otften, managers outside the financial function complain that finance is tough to work with. Determine if there is a pattern to the compliants - you may be able to make a project that makes their life easier like providing templates or a &quot;finance checklist&quot; for other managers to use).</p> <p>9-Fix an internal audit problem or observation. Assuming your department is audited by internal and/or external auditors, you may have an opportunity. Auditor reports often include a list of problems - ask to see a copy of the report and see if you can make a project out of that (this helps make the boss look good and achieve a &quot;clean audit&quot;)</p> <p>10-Propose ways to save money for the company. There are plenty of ways to do this. Use the financial data that you have at your disposal. For example, can you get your company a better deal on office supplies? Look at the top 5 categories of spending and see what you can do to make cuts. Write up a short proposal (i.e. 1-2 pages) and discuss it with the boss.</p> <p>Other ideas:</p> <p>Check out my article: http://www.projectmanage.com/the-starter-project-where-new-project-professionals-get-their-start/</p> <p>And my website: http://projectmanagementhacks.com</p> donotreply@manager-tools.com (Jrlz) Mon, 22 Sep 2014 16:20:55 +0000 http://www.manager-tools.com/forums-8979#comment-80897 Should I interview? <p>BLUF:&nbsp; Should I&nbsp;interview for an opening that I am already told I will not get?</p> <p>There is an opening with my current employer that represents the&nbsp;next logical progression&nbsp;for my&nbsp;career.&nbsp;&nbsp;I really want the promotion, feel that I&nbsp;am ready, and have the results to back it up.&nbsp;&nbsp; However, my boss has made it clear to me that I can interview for the role, but will not get the role.&nbsp;&nbsp; It was made clear that it would be good to go through the process, but I don't stand a chance at winning the assignment.&nbsp;&nbsp; Several of my peers are also going for this role and my instinct is telling me one of them already has a substiantial inside track to it.</p> <p>My reaction is to still interview, if anything I am more motivated than ever by being counted out before I interview.&nbsp;&nbsp; I&nbsp;really can not think of a downside to this, but wanted to get some MT community advice.&nbsp;&nbsp;</p> <p>Can anyone think of a downside to interviewing for this opening, even if I don't win it?</p> donotreply@manager-tools.com (sholom) Sun, 21 Sep 2014 21:18:55 +0000 http://www.manager-tools.com/forums-8978#comment-80897 How to include self employed part time job during college? <p>&nbsp;Fellow MT users,</p> <p>During my years in college &amp; graduate school, I started a small successful IT service business. I worked part time in servicing the networks of small businesses. My questions relating to this job are:</p> <ol> <li>As I was self employed and there was no company name, how do I list the job and title on my resume?</li> <li>Should I outline that this job was part time during my time in school, or just leave it as a standard job</li> <li>During the outset of the business (2004), I was not working many hours as my customer base was very small. When closed the business (2010), I was almost full time as I had a decent customer base. Do I therefore list this job as part time or full time?</li> </ol> <p>Thanks for taking the time to read this. Let me know what you think.</p> donotreply@manager-tools.com (jennrod12) Sun, 21 Sep 2014 06:26:37 +0000 http://www.manager-tools.com/forums-8977#comment-80897 Recommendations on filling out a self-review form I've been given? I work in a small company and I've been asked by my boss to fill out a self-review form in preparation for my annual review. I've been with the company for a little over a year, and he's been with the company about 6 months. I can't wrap my head around the self-review questions, and how to answer them with specific results or examples. There is a place to write up my 3 biggest accomplishments, fortunately, but then I have to comment on seven different performance factors, including the following: Core Values: Routinely demonstrates company's Core Values which are: deliver results quickly; measure, iterate and improve, enable customer success, and be humble. Job Knowledge: Routinely demonstrates the knowledge and application of specific information, skills and experience relating to the job. Adapts new knowledge to situations and keeps informed on key industry trends and issues. Judgment and Problem Solving: Demonstrates the ability to make well-reasoned, sound decision that affect work performance from a technical, business and people perspective. Considers precedents and guidelines, and seeks guidance and counsel when appropriate. When appropriate, uses tools and/or problem solving methodologies to arrive at a data based decision. I'll spare you the rest. It's especially difficult because I haven't been given any feedback since I joined the company, and have reported to three different people as personnel changed. I manage a team, and my boss directly manages another team, in addition to me. He's a VP, so he's also very involved with company strategy, etc. Any suggestions on a meaningful way to comment on these performance factors besides essentially writing, "Yes, I do this" (only with a lot more words) would be greatly appreciated! By the way, my boss is a listener, not a reader, and I already gave him my self-review info M-T style, and his response to that was to give me this empty form and tell me to fill it in. (I don't believe he read the self-review I gave him.) Thanks, Jenn donotrespond@manager-tools.com (donm) Sat, 20 Sep 2014 02:42:40 +0000 http://www.manager-tools.com/forums-8976#comment-80894 Re: How to write performance review comments without sounding like a school report? <p>You go to school to learn how to write - among other skills - so you can write reports, reviews, analyses, etc. </p> <p>You're using those tools to write the review comments. I think you're being too critical of how the comment reads when you're done. You have very little room, so the sentences need to be concise and simple. Hemingway did quite well using short, concise sentences.</p> <p>My only criticism in your example comment is the phrase &quot;I'd like to see...&quot; in your bullet. The achievement is about the direct, not about you. A better way to write the last sentence is:&nbsp;&quot;He needs to continue to improve his reporting and documentation skills.&quot; That's shorter, contains all of the information, and removes you from the bullet point. You're writing the bullets, so of course everything in them is your thoughts or opinion. Stating such is unnecessary.</p> <p>Another thing I'd caution you about is to insure the comment matches the evaluation mark. Don't give someone &quot;10 of 10&quot; on the marks, and then complain about inadequacies in the comment. Likewise, a &quot;4 of 10&quot; performer shouldn't have words like &quot;excellent&quot; or &quot;outstanding&quot; in the remarks.</p> donotrespond@manager-tools.com (lefrinj) Fri, 19 Sep 2014 14:14:06 +0000 http://www.manager-tools.com/forums-8976#comment-80892 Re: How to write performance review comments without sounding like a school report? I've been looking around some more and just wanted to say before anyone points me to the SEER model that I remember that, but I'm still finding it sounding like a teacher. I've looked online a little for sample comments and they're similar, so either they suck too, or I'm worrying too much about the feel. I don't have a lot of space on our standard form, and I know the recommendation is to stay within it, although we're a small organisation and the form is a few years old from when we were even smaller, and someone decided we need a form - so I may be able to influence some change. Any good forms out there we could get some ideas from? Thanks again! donotreply@manager-tools.com (lefrinj) Fri, 19 Sep 2014 14:02:07 +0000 http://www.manager-tools.com/forums-8976#comment-80892 How to write performance review comments without sounding like a school report? Hi. I'm writing my first review of a direct since listening to MT. How do I do it without sounding like it's a school report card? Our review form needs some work, in my opinion, and there's only a small place where I could put my summary statement, or something like one. But I'm finding that, while the Achievements section can be written using resume achievements (saved £x by creating system Y), my other parts end up sounding like: 'Joe's work is excellent. His communication with others is courteous and encouraging. I'd like to see more improvement in his reporting, although he has shown improvements in documentation this year.' I'm tempted to continue: He plays nicely with the other children, and sometimes needs reminding to go to the toilet. I don't know how to make it sound less like I'm his teacher. I'm usually good with words, but not for this, for some reason. What sort of style should I aim for? Has anyone got some examples (anonymised) that I could get some hints from? Thanks - Dev donotreply@manager-tools.com (JK0108) Fri, 19 Sep 2014 13:59:51 +0000 http://www.manager-tools.com/forums-8975#comment-80892 back on path / thank so much to MT Team and community <p>I&nbsp;asked a couple of month ago for some advice regarding a very special career issue. The answer was:&nbsp;&quot;... deliver results and give it some time ...&quot;. </p> <p>After listening to lots of Manager-Tool podcasts., I&nbsp;started&nbsp; thinking about my role, my behaviour with directs, skips, peers and bosses. I&nbsp;changed a lot:</p> <p>learned to delegate and listen to my directs. learned to understand, that we are not all high-Ds. Learned only to be a high-D if needed. learned, that at some level, there is no one who will guide you (BTW:&nbsp;Are you giving feedback to you directs regularly?)</p> <p>Promotion to the next level is coming - got the message last month. </p> <p>Thank so much to the MT&nbsp;Team and the MT&nbsp;community.&nbsp;</p> <p>Cheers</p> <p>JK0108</p> <p>&nbsp;</p> donotrespond@manager-tools.com (lita450) Fri, 19 Sep 2014 07:03:06 +0000 http://www.manager-tools.com/forums-1648#comment-80891 Re: Greetings from Singapore <p><span lang="en" tabindex="-1" id="result_box"><span class="hps">Instead</span> <span class="hps">of doing the same</span><span>,</span> <span class="hps">traditional</span> <span class="hps">Christmas play</span> <span class="hps">school year</span> <span class="hps">after year</span><span>, why</span> <span class="hps">not try something a</span> <span class="hps">little different?</span> <span class="hps">There are</span> <span class="hps">Christmas</span> <span class="hps">plays</span> <span class="hps">many</span> <span class="hps">wonderful children</span><span>.</span></span></p> <p><a href="http://www.christmasdaymessages.com/"><span lang="en" tabindex="-1"><span>Christmas Wishing Messages</span></span></a></p> <p><a href="http://www.wishesforchristmas.com/">Christmas Wishes For Boyfriend</a></p> donotrespond@manager-tools.com (jennrod12) Thu, 18 Sep 2014 22:59:15 +0000 http://www.manager-tools.com/forums-8969#comment-80890 Re: Vacation Cyndy, That was very helpful, thanks for sharing it! Jenn donotrespond@manager-tools.com (edcrawfordlv) Thu, 18 Sep 2014 22:53:14 +0000 http://www.manager-tools.com/forums-8974#comment-80889 Re: Lean - it's not about the people? <p>Lean is a complex topic but it requires people to be engaged in the process. &nbsp;I really enjoyed the Lean Manager series by Michael Balle. &nbsp;The books are fictionalized stories about Lean implementation. &nbsp;It is a fun way to explain some of the strengths and pitfalls in implementing Lean. &nbsp;The newest book is specifically about implementing Lean in software company but I'd recommend starting from the first book.</p> <div>&nbsp;</div> <div>http://www.amazon.com/The-Lean-Manager-Novel-Transformation/dp/1934109258/ref=sr_1_1?ie=UTF8&amp;qid=1411080040&amp;sr=8-1&amp;keywords=lean+manager</div> <div>&nbsp;</div> <div>http://www.amazon.com/Lead-Respect-Novel-Lean-Practice-ebook/dp/B00M4VQG60/ref=sr_1_2?ie=UTF8&amp;qid=1411080040&amp;sr=8-2&amp;keywords=lean+manager</div> <div>&nbsp;</div> <div>&nbsp;</div> <div>&nbsp;</div> <div>&nbsp;</div> <div>&nbsp;</div> donotrespond@manager-tools.com (JonathanGiglio) Thu, 18 Sep 2014 16:30:00 +0000 http://www.manager-tools.com/forums-8974#comment-80887 Re: Lean - it's not about the people? <p>It's still about the culture. And those who get it right will win.</p> <p>GM, Chrysler, and Ford have all been to Toyota factories, to learn the Toyota Way.</p> <p>Were they successful?&nbsp;Not really. </p> <p>Toyota really created and founded TQM (Total&nbsp;Quality&nbsp;Management), a precursor to Lean.</p> <p>http://www.amazon.com/The-Toyota-Way-Management-Manufacturer/dp/0071392319</p> <p>If they think they can drop Lean on an organization and magic will happen, your instructors don't truly understand Lean principles.</p> <p>You might also take a look at the Agile Manifesto (or Lean for programming) - http://agilemanifesto.org/.</p> donotrespond@manager-tools.com (mrreliable) Thu, 18 Sep 2014 15:49:32 +0000 http://www.manager-tools.com/forums-8969#comment-80886 Re: Vacation <p>The actual operations go pretty smooth when I'm gone. It's the power vacuum that creates the problem. Reading your document gave me some ideas about how to fill that vacuum, at least to keep things more stable until I return.</p> <p>The item about having someone fill in for you at meetings triggered a thought. Thinking out loud here. It could be a good idea to set up the temporary power structure before I leave, putting one person in charge, setting up a pecking order, and establishing some tasks that would require and reinforce the order. There would likely be some aggravation toward me for not playing So-and-So at shortstop, but I'd rather they were aggravated with me than running around with their elbows up trying to compete for a position in the vacuum. There are different levels and titles already, but the activities require so much collaboration there isn't normally an established heirarchy. These folks are very intelligent and easily distracted. Maybe giving them something different to worry about while I'm gone would keep them from more chaotic behavior.</p> <p>Good ideas. Got me thinking.</p> <p>&nbsp;</p> <p>&nbsp;</p> donotrespond@manager-tools.com (cynaus) Thu, 18 Sep 2014 04:05:00 +0000 http://www.manager-tools.com/forums-8969#comment-80885 Re: Vacation <p>Hi - I recently had a similar situation and none of my directs ever prepared for leave and we were always caught out.</p> <p>I prepared this document (see attachment) to help them through what to do before and after. I followed it when I then went on a week's leave. I've now reminded a direct who is my only other experienced HR person besides me in an organisation of 400 staff to follow this guidance before she departs on 2 weeks leave for a holiday interstate. &nbsp;</p> <p>I pulled this together from various posts left on the forums here at MT. I hope it helps.</p> <p>Cyndy&nbsp;</p> donotreply@manager-tools.com (SemperUbiSubUbi) Thu, 18 Sep 2014 02:54:01 +0000 http://www.manager-tools.com/forums-8974#comment-80885 Lean - it's not about the people? <p>My organization is going &quot;lean&quot; and one of the major themes I'm finding is that it is NOT about the people and NOT about relationships. &nbsp;It would seem that this puts it at odds with M-T philosophy that it is all about people and relationships. &nbsp;So... is there a cast for this? &nbsp;Has anyone reconciled the two concepts?</p> <p>I'm 8 days of training into lean. &nbsp;I've got a long way to go. &nbsp;But I'm beyond the 2 hour executive summary too.</p> <p>In short, our people-centric small company was acquired by a process-centric mega-corporation. &nbsp;Where before we employed brilliant people to do brilliant things, the method is to now take the &quot;brilliant&quot; out of the people and put it into a process. &nbsp;The goal is to perfect the process such that anybody can perform any task in the company. &nbsp;The <em>only</em> difference between the ideal worker of tomorrow and a robot is that the robot is more expensive... that is not an exact quote, but it is a very close paraphrase.</p> <p>After a few years of drinking the M-T kool-aid... this lean stuff does not compute. &nbsp;</p> <p>Advice? &nbsp;Anyone?</p> donotrespond@manager-tools.com (baldursgate) Wed, 17 Sep 2014 22:24:40 +0000 http://www.manager-tools.com/forums-8966#comment-80880 Re: Inheriting a low-performing direct <p>&nbsp;Thank you for the guidance. I'm going to bring up the lateness issue with my direct in our O3 this week, and will review more of the feedback podcasts so that I can deliver the message in the most effective way possible.</p> <p>Thanks again, I appreciate the perspective and suggestions.</p> <p>&nbsp;</p> donotrespond@manager-tools.com (drenn18) Wed, 17 Sep 2014 21:56:55 +0000 http://www.manager-tools.com/forums-8852#comment-80879 Re: O3s with employees who don't want to talk Mandrillone has it right imo. You want results and retention, and it sounds like you have it. Have you seen the D.I.S.C. model? You might must communicate differently. If they're late or on time to your O3s, that's communication. If you've never read "First Break All the Rules" by Marcus Buckingham, I recommend you do. The book identifies 12 factors that Gallup showed were essential to hogh-performing teams. I added them to the bottom of my O3 form and ask my directs one or two whenever there is extra time. David donotreply@manager-tools.com (drenn18) Wed, 17 Sep 2014 21:41:13 +0000 http://www.manager-tools.com/forums-8973#comment-80879 MBA internship- How to choose Hey- What's the most important takeaway you've had from your internship? I'm a 1st year MBA - Boiler up! - and it seems like any internship I take would be really useful experience. I'm struggling to really distinguish the top few companies, and I'm concerned I might choose one for the wrong reason. Right now I'm basing it on which company I'd most like to receive a full-time offer from (all else equal, W.I.N.I.). Thanks! donotreply@manager-tools.com (misysinc) Wed, 17 Sep 2014 18:43:55 +0000 http://www.manager-tools.com/forums-8972#comment-80879 Stating an objection to supervisor Some time ago, I listened to a podcast in which Mark made the point that, once a subordinate has stated his position in objection to his supervisor's position or decision, then his only remedy is to go along with the decision or to remove himself from it (assuming the decision is legal and ethical). I would very much like to find that podcast again if any MT members have recollections better than mine. Thanks in advance... DB donotrespond@manager-tools.com (Gk26) Wed, 17 Sep 2014 14:30:19 +0000 http://www.manager-tools.com/forums-8970#comment-80878 Re: Recruiter modifying resume - Should I be concerned? <p>&nbsp;For right or wrong, it is common practice for recruiters to do this to remove your personal info. &nbsp;You can ask that you review the final changes. &nbsp;Given the popularity of LinkedIn, I am not sure what the recruiter is accomplishing because one can easily search for a candidate's job title and in most cases identify the person.</p> donotrespond@manager-tools.com (amanchauhan) Wed, 17 Sep 2014 13:49:39 +0000 http://www.manager-tools.com/forums-8917#comment-80877 Re: Mentoring over the Internet - Experiences with remote mentoring? <p><!--[if gte mso 9]><xml> <o:OfficeDocumentSettings> <o:RelyOnVML /> <o:AllowPNG /> </o:OfficeDocumentSettings> </xml><![endif]--></p> <p><!--[if gte mso 9]><xml> <w:WordDocument> <w:View>Normal</w:View> <w:Zoom>0</w:Zoom> <w:TrackMoves /> <w:TrackFormatting /> 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1 Accent 6" /> <w:LsdException Locked="false" Priority="68" SemiHidden="false" UnhideWhenUsed="false" Name="Medium Grid 2 Accent 6" /> <w:LsdException Locked="false" Priority="69" SemiHidden="false" UnhideWhenUsed="false" Name="Medium Grid 3 Accent 6" /> <w:LsdException Locked="false" Priority="70" SemiHidden="false" UnhideWhenUsed="false" Name="Dark List Accent 6" /> <w:LsdException Locked="false" Priority="71" SemiHidden="false" UnhideWhenUsed="false" Name="Colorful Shading Accent 6" /> <w:LsdException Locked="false" Priority="72" SemiHidden="false" UnhideWhenUsed="false" Name="Colorful List Accent 6" /> <w:LsdException Locked="false" Priority="73" SemiHidden="false" UnhideWhenUsed="false" Name="Colorful Grid Accent 6" /> <w:LsdException Locked="false" Priority="19" SemiHidden="false" UnhideWhenUsed="false" QFormat="true" Name="Subtle Emphasis" /> <w:LsdException Locked="false" Priority="21" SemiHidden="false" UnhideWhenUsed="false" QFormat="true" Name="Intense Emphasis" /> 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mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} </style> <![endif]--> <p class="MsoNormal"><b style="mso-bidi-font-weight:normal"><i style="mso-bidi-font-style: normal"><span style="font-size:13.0pt;line-height:115%">Yeah that&rsquo;s great. Always a great idea takes changes into managerial system. I think it&rsquo;s great idea with remote mentoring. It will work because every time we came up with new idea &amp; it changes everything with good possibilities. I appreciate it.&nbsp; </span></i></b></p> </p> donotrespond@manager-tools.com (amanchauhan) Wed, 17 Sep 2014 13:44:10 +0000 http://www.manager-tools.com/forums-8924#comment-80876 Re: Get it in Writing <p><!--[if gte mso 9]><xml> <o:OfficeDocumentSettings> <o:RelyOnVML /> <o:AllowPNG /> </o:OfficeDocumentSettings> </xml><![endif]--></p> <p><!--[if gte mso 9]><xml> <w:WordDocument> <w:View>Normal</w:View> <w:Zoom>0</w:Zoom> <w:TrackMoves /> <w:TrackFormatting /> <w:PunctuationKerning /> <w:ValidateAgainstSchemas /> <w:SaveIfXMLInvalid>false</w:SaveIfXMLInvalid> <w:IgnoreMixedContent>false</w:IgnoreMixedContent> <w:AlwaysShowPlaceholderText>false</w:AlwaysShowPlaceholderText> <w:DoNotPromoteQF /> <w:LidThemeOther>EN-US</w:LidThemeOther> <w:LidThemeAsian>X-NONE</w:LidThemeAsian> <w:LidThemeComplexScript>X-NONE</w:LidThemeComplexScript> <w:Compatibility> <w:BreakWrappedTables /> <w:SnapToGridInCell /> <w:WrapTextWithPunct /> <w:UseAsianBreakRules /> <w:DontGrowAutofit /> 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style="font-size:13.0pt;line-height:115%">Make sure you know all the terms and conditions for that. For that you need to have big figures into bank account for such taxes terms. <span style="mso-spacerun:yes">&nbsp;</span><span style="mso-spacerun:yes">&nbsp;</span></span></i></b></p> </p> donotrespond@manager-tools.com (amanchauhan) Wed, 17 Sep 2014 13:39:05 +0000 http://www.manager-tools.com/forums-8916#comment-80875 Re: Visa Educational Assessment - Put it on Resume? <p><!--[if gte mso 9]><xml> <o:OfficeDocumentSettings> <o:RelyOnVML /> <o:AllowPNG /> </o:OfficeDocumentSettings> </xml><![endif]--></p> <p><!--[if gte mso 9]><xml> <w:WordDocument> <w:View>Normal</w:View> <w:Zoom>0</w:Zoom> <w:TrackMoves /> <w:TrackFormatting /> <w:PunctuationKerning /> <w:ValidateAgainstSchemas /> <w:SaveIfXMLInvalid>false</w:SaveIfXMLInvalid> <w:IgnoreMixedContent>false</w:IgnoreMixedContent> <w:AlwaysShowPlaceholderText>false</w:AlwaysShowPlaceholderText> <w:DoNotPromoteQF /> <w:LidThemeOther>EN-US</w:LidThemeOther> <w:LidThemeAsian>X-NONE</w:LidThemeAsian> 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New Roman"; mso-bidi-theme-font:minor-bidi;} </style> <![endif]--><b style="mso-bidi-font-weight:normal"><i style="mso-bidi-font-style:normal"><span style="font-size:13.0pt;line-height: 115%;font-family:&quot;Calibri&quot;,&quot;sans-serif&quot;;mso-ascii-theme-font:minor-latin; mso-fareast-font-family:Calibri;mso-fareast-theme-font:minor-latin;mso-hansi-theme-font: minor-latin;mso-bidi-font-family:&quot;Times New Roman&quot;;mso-bidi-theme-font:minor-bidi; mso-ansi-language:EN-US;mso-fareast-language:EN-US;mso-bidi-language:AR-SA">Yeah it is like somewhere on the curriculum vitae assessment worth matters. For the career planning in abroad this mainstream took place as an essential. </span></i></b></p> donotrespond@manager-tools.com (Alexos) Wed, 17 Sep 2014 07:04:45 +0000 http://www.manager-tools.com/forums-8968#comment-80871 Re: When is it time to "go for" management? <p>&nbsp;I have listened to podcasts for awhile and browsed forum, but never felt needed to post. &nbsp;But some parts of your post seemed so similar to my experiences.</p> <div>&nbsp;</div> <div>Context: Currently Manager. Work at global Fortune 100 company, financial services. Bachelors+Masters in Engineering (not computer sci, think modeling/optimization). 27 years old. &nbsp;In company for about 3 years total, fresh from university. I was in peer level to managers for 6 months (project manager) before &quot;promoted&quot; to manager, now for about 4 months. &nbsp;Some of my team are older than me; I am younger than my peers and leadership by 10-20 yrs.</div> <div>&nbsp;</div> <div>Going to throw out some comparisons, thoughts, and things to consider.</div> <div>&nbsp;</div> <div>1. Do you have 1:1 with your leader or touchbases? &nbsp;If this was me, I would seek their input or counsel. (culture here is to support and dev your ppl)</div> <div>&nbsp;</div> <div>2. Expanding on above... do you have any mentors or other trusted individuals you could do same?</div> <div>&nbsp;</div> <div>You need to be mindful of gauging the internal culture, expectations, policies, etc that your company + dept/group has. &nbsp;What is your normal for others might be taboo for your's.</div> <div>&nbsp;</div> <div>3. In our company, there is an unwriten rule of 18 mo to position. &nbsp;this is typically waived/disregarded when (a) the move is w/in same team, or (b) your leader agrees to it.&nbsp;</div> <div>&nbsp;</div> <div>4. &nbsp;if you were in my group wanting a promo after just several months, my gut rection and consensus of other leaders would be &quot;lol... ballsy... expectations are not aligned&quot;. &nbsp;namely becuse it is against norm, and becuse it may not be enough time to really have demonstratable results to warrant jumping to the next level.</div> <div>&nbsp;</div> <div>5. dont stress age. though it is a factor to be mindful of (do you change your approah? etc). &nbsp;in my group, promotions hve nothing to do with age or tenure, it is entirely driven by:</div> <div>-quantifiable/tangible results</div> <div>-demonstrated potential</div> <div>-your brand/reputation</div> <div>-the relationships/networks youve estblished (promoters, sponsors)</div> <div>&nbsp;</div> <div>6. do you have any related experience to being a people leader? &nbsp;our group likes to see someone demonstrate competency before getting promoted (special assignments, expanded role, new responibilities, delegation from boss, etc). &nbsp;for ex&aelig;mple, before my promotion to officially lead, i was already indirectly leading multiple global project teams, leading a portfolio of projects (w diff reources), and owning various programs.</div> <div>&nbsp;</div> <div>7. do you believe and confident you are qualified? &nbsp;here you come across nervous and unsure. &nbsp;it is ok to feel uncertain about some elements... but you really should feel positive and believe in yourself. (if you cant, why should they?)</div> <div>&nbsp;</div> <div>8. &nbsp;do you really want to be a people leader (manager) and lead a team? or do you just want to move up, make more money, etc? &nbsp;there may be otherpromotional positions to consider that lead to being a manager or are parallel, to it.</div> <div>&nbsp;</div> <div>best wishes!</div> <div>&nbsp;</div> <div>(apologies for typos, on tablet)</div> donotreply@manager-tools.com (johnmckenzie) Wed, 17 Sep 2014 05:03:35 +0000 http://www.manager-tools.com/forums-8971#comment-80871 Vendor Management Solution <p>Maclear offer Vendor Management module which provides a platform to collect and manage vendor information and the risks posed by them to the organization. Indeed governmental regulations and best industry practices are requiring supply chain and third party oversight.</p> <div>&nbsp;</div> <div><strong>Key Benefits:</strong></div> <div>&nbsp;</div> <ul> <li>Create and maintain a single repository of Vendors across the enterprise.</li> <li>Establish standardized risk based assessment of Vendors.</li> <li>Vendor risk tied to a business process or processes sets the foundation to proper vendor risk assessment and evaluation for the organization.</li> <li>Standardized secure web based application process.</li> <li>Track gaps and remediation to ensure compliance and mitigation.</li> <li>Reduce, remediate and mitigate risks posed to the business from third party suppliers and service providers.</li> </ul> <div>&nbsp;</div> <div>For more details, visit <a href="http://www.maclear-grc.com/solution/vendor-management.php">http://www.maclear-grc.com/solution/vendor-management.php</a></div> donotrespond@manager-tools.com (cynaus) Wed, 17 Sep 2014 03:53:29 +0000 http://www.manager-tools.com/forums-8966#comment-80870 Re: Inheriting a low-performing direct <p>Hi BG - there is no hard and fast rule with regard to rolling out the Feedback model. The roll out of the Trinity is best case scenario and to work toward MT's recommendation wherever possible.</p> <p>As this is an issue right now and needs to be dealt with *right now*, there's no reason you can't give adjusting feedback now. If it's not perfect, it's still going to be better than nothing at all. &nbsp;Considering your manager has made it clear to you that this is a problem, s/he expects you to do something. Also added to that is the fact other team members seem to be complaining about him. &nbsp;</p> <p>Though building a relationship through O3s first would be the best way to go, in this instance having a quick chat with the direct won't hurt. It sounds like it's not a one off or occasional lateness either and all the more reason to address quickly.</p> <p>Good luck!</p> <p>&nbsp;</p> <p>&nbsp;</p> <p>&nbsp;</p> donotrespond@manager-tools.com (nhlazzari) Wed, 17 Sep 2014 02:22:35 +0000 http://www.manager-tools.com/forums-8708#comment-80869 Re: Promoting Manager Tools within an organization Hello Jeff, I too feel frustrated when there is something available out there that 'I KNOW' will help folks out, but is met with resistance. I felt that if I could just get folks to see the value in these tools, they too would achieve much more than even they believe possible. and its true, your analogy of leading a horse to water... I've found surprising success when I "hand selected" some podcasts that I wanted my folks to glean some idea/concept from and I added that as an assignment during the coaching portion of the O3's. I provided a URL link to the Podcast, gave a deadline to listen to it, and asked for a brief (3 paragraph)write up (also with a deadline). Paragraph 1- What was the main idea or concept(s) of the podcast? Paragraph 2- Name some things that were actionable, more importantly, what could 'They' action out of the Podcast? Paragraph 3- Finally, what short term/long term benefit could they gain if they were in fact willing and able to implement some of those actionable ideas or concepts? It was important for me to allow them to take from it what mattered to them, and not allow myself to infuse my own 'moral of the story' on them. For this to work, the ideas, and conclusions that they draw must be made their own, or they just wont implement anything no matter how much they may agree with it. This is best implemented in incremental doses. If you push too much too fast it becomes a deliverable they must comply with rather than a learning experience they have a commitment to. Give it a try. I hope you find success as I have. Regards, Ed donotrespond@manager-tools.com (rwwh) Tue, 16 Sep 2014 21:05:24 +0000 http://www.manager-tools.com/forums-8967#comment-80868 Re: Generation Z <p>Yes, there has been thought about this already.</p> <p>Your MT answer is in the Wendii curve:</p> <p>http://www.manager-tools.com/2010/02/managing-cultural-diversity-wendii-curve&nbsp;</p> <p>&nbsp;</p> donotrespond@manager-tools.com (mrreliable) Tue, 16 Sep 2014 20:37:52 +0000 http://www.manager-tools.com/forums-8966#comment-80867 Re: Inheriting a low-performing direct <p>The feedback podcast talks about giving corrections whenever anything comes up, rather than waiting for a pattern of behavior to establish. Then it goes from a quick comment to a stressful come-to-Jesus meeting. From your description it doesn't sound like this person has any chance of self-correcting.</p> <p>I think you're setting the relationship back by not giving feedback.</p> <p>It appears the spotlight is on you. &nbsp;The boss has specifically charged you with doing something about the direct's behavior. You might be the direct's last best hope of salvaging the situation. It will be no help to the direct if you do nothing, and doing nothing will make you look bad in the boss' eyes, especially since he's looking to you for a solution.</p> <p>&nbsp;</p> donotreply@manager-tools.com (gbpfavre4) Tue, 16 Sep 2014 17:07:28 +0000 http://www.manager-tools.com/forums-8970#comment-80867 Recruiter modifying resume - Should I be concerned? <p>I had a recruiter request that I resend my resume in Word format rather than the PDF format so that she could add her company logo. On the surface I understand that her adding her company log helps her clients understand that my submission for that job is done through the recruiting agency and not a submission on my own.</p> <p>Should I be concerned about the recruiter modifying my resume in this way? I am a bit concerned about what else may being done as far as altering content/formatting, which would be unprofessional, or adding summary information that would extend my resume beyond the recommended 1 page.</p> <p>Thanks in advance for the responses,</p> <p>Ron</p> donotrespond@manager-tools.com (leanne) Tue, 16 Sep 2014 15:20:28 +0000 http://www.manager-tools.com/forums-8961#comment-80866 Re: Delegation and quality <p>Add a you-review step in before whatever is released out into the world, as it were.</p> <p>When&nbsp;I take something over from my manager (er, that is, when something is delegated to me), I make sure to send it to them directly a day or two before it's due. The first time or two I expect them to go through the whole thing (if it's a written report, anyway - numbers they can look at the bottom line). After that, I highlight some sections I'm concerned about and tell them to read those specifically. (They know that what I&nbsp;mean is 'I don't care what else you read but I *really* *really* *want* you to confirm I've written this right'. I usually say that in the email.)</p> <p>When they have corrections, usually they make the corrections themselves and then send it forward. I ask them to always shoot me a copy of the corrections too. Then I'll read the corrections, compare it to what I&nbsp;originally sent, and (if they don't have time to explain to me what I did wrong, anyway) try to deduce what to do better next time. For instance, I sent a status report to my manager, and she always reformatted it into a slightly different format before sending it on. I finally got her to send me the real format she sent on.&nbsp;Since then, I send my original report in that format. She still sometimes rewrites things, but she doesn't have to spend the time reformatting.</p> <p>For much of what I've taken over, they still feel they need to be the one to send it on - in some cases because it's required to come from the manager, period, in some cases because I don't have access to the system it's supposed to go to, etc, so I&nbsp;would have to go through them to get it out into the world anyway. I&nbsp;don't really recommend that unless there's a real good reason for it (like, only managers have access to the system it goes into), simply because it means you still have to *always* handle it even years later.</p> donotreply@manager-tools.com (mrreliable) Tue, 16 Sep 2014 14:45:17 +0000 http://www.manager-tools.com/forums-8969#comment-80866 Vacation <p>Are there any podcasts on how to set things up before you go on vacation?</p> <p>I need to get away for a while. One of the reasons I haven't taken time off for so long is the last time I did, I came back to chaos and it was a painful transition getting things back on track. The directs were all squabbling, alliances had been formed, furniture was literally re-arranged, and unofficial new procedures had been implemented. The gang was busy jockeying for position and power during my absence.</p> <p>Things are running quite smoothly now, thanks in large part to discovering Manager Tools. I need some time off, but I'm afraid they'll burn the place down if I'm gone for more than a couple days in a row.</p> donotreply@manager-tools.com (Mashuu) Tue, 16 Sep 2014 14:10:49 +0000 http://www.manager-tools.com/forums-8968#comment-80866 When is it time to "go for" management? <p>BLUF: Is it time to try for a management job or am I still too &quot;green&quot;? (I'm 28, 2 years into the workforce, 8 month in current organization)</p> <p>&nbsp;</p> <p>Here my situation. I'm 28, been in the workforce full time for over 2 years now. I have a MBA and an engineering degree. Both in IT. I've been with my current employer for 8 months. Currently an analyst but I quickly was delegated some of my boss responsabilities. I feel that I am doing roughly 125% to 150% of my job. <br /> <br /> A new VP arrived a 3 month ago, thus a restructuration occured. Three manager positions opened. Two of those were way over what I feel I can deliver (thinking about it give me virtigo, as if I was to jump from a plane and a 25 meter platform respectively). The last one is different, much more like a 3 meter jump into a pool.</p> <p>Problem is, I haven't been here 18 months yet. Trying for that job might hurt might hard-earned credibility.&nbsp;</p> <p>I'm not sure how well, , but I think my name is known by most managers of the VP. Some even call me &quot;Mr. Marvellous&quot; because I wish people &quot;A marvellous day&quot; pretty much every single day.</p> <p>If I was to get the job, let's just say it would lower the managers' average age by quite a bit around here.</p> <p>So, I have the diplomas to be a manager, a reputation that I deliver what I am tasked to and more, people seem to like me and the opportunity seems to be there.</p> <p>Yet, I'm quite younger than most, new to the organization and my technical skills aren't on the top tier.</p> <p>So, would it be galacticaly stupid to send my resume and go for it?</p> <p>I can't seem to be able to weight the risk, should that be a sign that I'm not ready?</p> <p>Should the fact that I know that I don't know the actual risk be a sign that I'm ready?</p>