Posts Tagged ‘value’

Five Strategies for Becoming the Star Employee – Part 2

October 25, 2011

Understanding the Requirements of your Clients

Okay, recently you have mastered the art of Understanding the Requirements of your Organization: delivering great work, asking for feedback, finding a couple of mentors, and really showing some passion for your work.  Now let’s say that you have finally been hired by a stellar boutique marketing agency, who’s largest client at $18,500 per month, is the Oregon Dairy Council (ODC), and you are on the Cheese Team.   It’s time to understand the Requirements of your Client(s).

Seems easy, doesn’t it?  It’s cheese.  Nothing more than acidified milk coagulated by rennet and pressed into forms.  Sometimes it has a bacterial culture; sometimes it’s colored.  But it’s still cheese.

Since you are a fantastic account coordinator, you do your daily research and you have your Google Alerts set for “cheese” and derivatives of cheesiness.

You voraciously read all the industryCasu Marzu trade publications like: Cutting the Cheese, Whey Culture, and Today’s Cheesemonger.  You know there are varieties and sub-types of cheese and you are familiar with what cheese pairs best with which fruit or wine.  You know the finer points of a white Gouda and blanco Emmentaler, and you know they are very, very different. You recently tried your first sample of illegal casu marzu, smuggled in from Sardinia.

You are a Cheese Whiz.

But is this really all you need to know about your clients?  They are already cheese experts.  Do they need to pay you a monthly retainer so you can learn all about soft-ripened Camembert or virulent Stilton bacteria? We hardly think so.

More to the point: your major client, ODC, is very concerned about some recent legislation, which will increase taxes on organic milk.  However, because you were busy trying to produce value everyday by knowing the subtle differentiation between cheese types, you totally missed the legislative brief.  In fact, you don’t even know who or how many sponsors are for this law (which already looks like it has enough votes to easily pass).

Bad news.

Your client will, in no uncertain terms, let you know about their dissatisfaction with your ability to understand their requirements.  After a new RFP, they’ve decided to move their account to a new firm with a better understanding of the industry.

“…But, but, but,” you stammer, trying to regain some sort of composure, “I didn’t know it was relevant?!”

Plasma LampThe key is that you must understand and anticipate those vague performance expectations.  The marketplace is constantly changing, like those fantastic purple plasma lamps from The Sharper Image ($59.95), that make *all* your hairs stand up when you lick it.

Are you good at meeting expectations that are not directly communicated to you?  Not all of us are.  Do you possess the resolve, moxie and cunning to be able to figure out what needs to happen when an unexpected change takes place?

The trick here is: client anticipation.

You have to know what is important to your client from a global perspective, not just a small slice of life’s cheese wheel.  You know what might be important?  Government tariffs, regulations, competition, international disputes, rennet prices, milk yields, protein counts, and of course, negative publicity, brand infringement and food critics.   And there is still more.

You should be learning constantly.  Both external and internal learning.  Learn about their financing.  Learn about cheese technology.  Learn about dairy farming.  Do you think and act like a Cheese Ninja?  Because that is exactly what your client is expecting.  That is what they are paying for.  It might be different from your reality, but reality is all about perspective.  If the client perceives you to be a weak link then that is your reality.  Be a ninja.

Ask questions.  Ask your mentor.  Ask what are the three most important things your client would like you to focus on.  Ask your client, what do they really want to gain from your team.  You might be surprised.

Just don’t be surprised that because of your inaction or lack of understanding your agency lost an annual account worth more than $200,000 and you lost your job.images-1

It would be even worse if you were surprised you lost your job because you didn’t anticipate this scenario.

Be nimble.  Be quick.  Anticipate.

…Oh and try Trader Joe’s Goat’s Milk Cheddar, it’s godly.

Life in a Non-Profit – An Intern’s Perspective

May 19, 2011

By Grace Stickney, PDXSX Intern

Many people regard non-profit work as being laid back, but the reality of working at a non-profit organization is not without its challenges.

This field calls for fast development, a variety of responsibilities and perhaps most importantly, an understanding and respect for the individuals you are reaching out to.

In a field where the constant focus is on social good it can become difficult not to become emotionally attached.

At the Red Cross, whether you are giving a presentation on emergency preparedness or compiling thank you e-mails for volunteers, every move that you make is for the benefit of another human being — It’s all in a day’s work.

Being an an intern at the American Red Cross’s Oregon Trail Chapter, is to be a part of a huge humanistic organization, and it’s important to stay active. This means responding quickly to e-mails and phone calls, following up on stories involving a Red Cross response or facilitating human compassion as it relates to local periodicals.  Additionally we must stay current with local, national and international crises and maintain positive relationships throughout the community.

As a result of working for various departments within the organization (emergency services, preparedness and outreach, communication, volunteer resources), you never experience the same day twice.

One day you may attend a diversity conference, the next visit a local business to interview an individual about their work in the community, or perhaps you’ll spend a day helping out with a mock-evacuation and yet other days you may be in the office compiling e-mails and completing paperwork.

While social media, blogging and e-mail are an integral part of outreach for non-profit organizations, human interaction and face-to-face networking are perhaps the most important components within a non-profit.

Reaching out to a wide-range of individuals within the community, young and old, male and female, of all ethnicities, and making they are aware of our programs and services to benefit their well-being is perhaps the most vital mission of our organization; or of any non-profit for that matter.

When it comes down to it, working at a non-profit is similar in many ways to a position at an agency, government office or any other business.  It is important to conduct yourself in a professional manner and be able to work alongside individuals of various generations on a variety of projects. You are expected to be timely, practice good writing skills, keep up with current news and be polite and respectful.

The skills and lessons I have learned while interning at a non-profit have been extremely rewarding and I will carry them on in all of my future endeavors.

From the eMail Reader Bag – A Question of Price-Value

March 16, 2010

How do I know if my current entry-level position is worth what I am paid?  I’m two (2) years out of college and I’m making high 20k as a media buyer with a large Portland agency (my annual 3% raise will put me above the 30k mark for the first time).  I’ve checked a lot of websites and consulted my parents and they all say that my employer is being unfair and I should be making more at my chosen career than I am.  ~Avish

Hey, thanks for writing, Avish!

Foremost, it seems to us (and probably most of our readers) that you should probably be thankful that you are gainfully employed, likely have health insurance and are probably going to receive an annual 3% raise.

We are also going to move forward assuming that this is a simple COLA raise, not a merit-based additional salary increase, which is usually supplemental to any inflationary adjustment.

You should also take a look at this earlier post (clicky-clicky) where we discuss, in detail, what employees are actually worth.

Let’s take a moment to breakdown the basic concepts of why one “works.”  We should also point out here that the terms “work” and “career” are two entirely different things and not interchangeable.

Our operational definition of a career is, an exchange of your time doing something that you are passionate about and enjoy without regard to compensation, whereas we feel work is exclusively related to the acquisition of monetary goals without regard to satisfaction.

Mowing Lawns for Gas Money = Work

(It’s a means to an end)

———–

Spending Many Years Doing Something Really Well For No Other Reason Than You Enjoy It = Career

(Building or acquiring wealth is a byproduct of satisfaction and happiness)

From the email, Avish, it sounds like you may fall into the first category; you work as a means to an end (the acquisition of money).  Money, however, is not wealth.  If you were starving, you cannot eat money, no matter how much you have (arguably eating money would probably help most Americans get their FDA recommended 28 grams of fiber per day).

Unless you are James Cameron, you cannot clothe your family in money to ward off rain or wind.  You cannot ride on money to get from your house to your job.  You cannot tell money to make you a sandwich.

Your paycheck, no matter how small or large, is only a receipt for a claim on real wealth – it is simply an IOU for a set value, in exchange for your effort or time, to which you previously agreed.  The basic idea behind work is (and only is) reward.

Value

How do you decide if it is better to buy Gods of War III or a Gore-Tex® waterproof jacket?  You simply put in a little thought and elect which you would rather have.  In other words, you place a value on a video game and a value on a waterproof jacket and select the one that has a superior value to you at that time.  If you despise going to work in the Pacific Northwest soaking wet then you choose the jacket.  If you have no life, no significant other and a noteworthy distaste for sunlight, you choose the video game. There is no correct or incorrect answer here.

Ergo, there is no such thing as absolute value.  Value is relative to the individual and the choices they make and is completely subjective.  Platinum is, in itself, no more valuable than water.  Three (3) gallons of unrefined petroleum is not intrinsically more valuable than a basket of fresh tomatoes.  There is only one person who determines if you prefer platinum to water, tomatoes over petroleum, a video game to a jacket or a paycheck in exchange for your time.  That person is you.

And would you like to know the best part of this whole value thing?  Your decision is always correct for you and everyone else’s opinion is both irrelevant and meaningless (especially salary websites or your parent’s thoughts on your worth).

Now I’m not saying that personal satisfaction is the end-all be-all of reasons to work, but I would think it’d definitely be somewhere before eating a rainbow-colored unicorn and just below hunting Glen Beck for sport.

Price

Most American’s view price as a little tag with numbers and a decimal point carried out to the hundredth place for something you wish to purchase.  Price is simply a concept between rates of exchange; the measurement of value you place in on something tangible (a product) or intangible (environmentalism).

Price is also the rate at which you will trade something you have for something you want.  For most young professionals, price is the amount of time you are willing to sit in front of a computer, which you can then trade in exchange for upcoming Breaking Dawn tickets.

Happy Spring Break, Twihards, enjoy the trailer.

Ex: Me getting up every morning at 5AM to run six (6) miles followed quickly by 250 wide-grip pull-ups is the price (free-time) I trade for my smug attitude, well-chiseled lat muscles and bedding my supermodel wife, but enough about the price I pay for being awesome.

Price-Value Link

When you make a trade (purchase, barter or exchange) in the marketplace, you are irrefutably saying that you value what you want more than what you are offering to trade.

Ex: Trading your time sitting in a bland, hateful, fluorescent-lit hellhole tracking boring client media coverage and dealing with a manager who signs all of her email with “666” in exchange for that employer’s IOU, which is redeemable at a floating rate determined by any individual who is willing to accept it.

Clearly price-value is relative to the point-in-time when that price-value judgment is being made.

As economist, conservative libertarian author (and well-practiced kook), John A. Puglsey states, “In the marketplace, the price of goods reflect the average value individuals place on goods and services produced…It’s obvious there can be no such thing as a fair or unfair price.  Price is a result of values and values are individual judgments.”

To summarize, Avish, (and paraphrasing from Mr. Pugsley) it seems there are three (3) reasons why you are working at your job right now:

  1. You’re working at your job (not a career) as a means to an end.
  2. You believe when your work is rewarded you are more productive.
  3. You are just learning that value is not absolute, nor is it determined by your parents or any salary website; value is your subjective choice to trade or not to trade.

So, I guess the better question is, keeping in mind that money does not equal wealth, satisfaction or a career, are you genuinely happy trading your time in exchange for your current reward?

If so, the answer is easy.

If not, then you’ll need to make some personal price-value judgments which will help you achieve those goals you have set for yourself.

And what are our goals in life?

Well, we just wanna dance.

You Make Your Money On The Hire, Not The Raise

February 9, 2010

Booyeah!  You’ve made it a year now.  A year since you said goodbye to college.  A year since you showed Lake Shasta how a real houseboat party goes down.  A year since you got your last “Party Pics” with your Lil’ Sis (complete with some creepy Asher Roth photo-bomber giving “The Shocker”) at the spring formal.

And yet here we now are.  Me writing, you reading.  Me giving advice, you ignoring it.

A paltry six (6) weeks until the spring equinox, the traditional time of year for hard-boiled eggs, pagan bunnies and the annual reviews at many workplaces.  Generally, the annual review can be a meaningful reflection on all that you have accomplished or added to the organization over the past 365 days of employment.  In some cases it can be the most emotionally painful thing you have ever had to endure.

Unfortunately, given the economic circumstances, most organizations will probably not be making major salary adjustments – especially for low-seniority employees who are still demonstrating that they should belong on the asset side of the T-account and not the liability column.

Either way, don’t sweat the inevitable performance review.  Work hard, your loyalty should pay off eventually.  Even if that loyalty doesn’t pay off this year, you are racking up professional experience on your resume like Madonna collects men (and then eats them in a midnight Kabbalah ceremony).

[Our Dean's mandatory note:  Kaballah doesn't actually include cannibalism as part of the ritual]

In most organizations your manager will sit down with a Word template and proceed to fill in the appropriate areas as they see fit – in many cases without supporting documentation, often based on how they feel you are doing at that very moment, rather than the last year.

There will be a section for your strengths, weaknesses, opportunities or goals for the next year and areas to improve.  Just a head’s up here: if under the weaknesses section it says, “Works well under constant supervision and when cornered like a beaten dog,” you might start to get your resume polished and your portfolio nice and tidy, because you won’t be working there much longer.

Generally there are two ways the review will go.  In the first, you will be totally relaxed because you have the mental certitude that you crushed every goal established for you.  You’ve arrived to work 15-minutes early every day and stayed 30-minutes late every night.  The only sick-day you took was when you ran a 103-degree temperature, puked in your recycle bin and passed out, face-on-keyboard and your supervisor personally drove you home (with the semicolon-key sweat-glued to your forehead the entire ride home).  Tossing caution and common sense to the wind, you continued to work from home and closed the deal for a huge new account that will put the company over its mark for annual revenue targeting.

The second way this will go is more akin to a root canal.  If your supervisor says that they like to give feedback by the “couch” method you should be prepared for this format: Something nice about a very recent project you did, something really unpleasant about your underwhelming performance over the past year and then a really lame form of praise about you, your attire or your personality (on the hopes of making the bitter middle pill easier to swallow).

Try not to cry during the review.  Crying, sobbing and sniffling are uncomfortable for your coworkers and make it difficult for your supervisor to continue criticizing you.  Make their job easier, sack up and take the feedback.

After the review is over, you have two options: Use the feedback and become the employee your supervisor wants you to be (notice we didn’t say, “a better employee”) or start looking for a new employment opportunity where you can start over again with a clean slate.

Some organizations even give you the opportunity to criticize critique offer feedback to your supervisor vis-à-vis the 360-degree review process.  Unfortunately most fields in allied communication do not participate in this format, so you’ll just have to suck up all the so-called constructive criticism in your head.

We recommend that you give your 360-degree feedback about your supervisor to a few good friends, over a couple of beers and then never bring it up again – mostly because that type of language is only appropriate when playing Donkey Kong and guzzling cold, cheap lager at 10:45P on a Thursday.

If you fall into the first group, you should be ready to hear about all of the new privileges, responsibilities and huge raise you are going to get.

Will you have new privileges?  Probably not.   You won’t get an expense account.  You won’t get to come in late.  And you probably won’t get a company car.  You might get a decent parking spot.

Will you have new responsibilities?  Hell yes.  You’ve set the bar pretty high for yourself over the last year and now your employer will expect you to meet or exceed this bar from this point forward.

That bar will now become the baseline from which they will measure all future performance.  You may have new accounts or just be expected to lead the ones you have been on, but let there be no mistake, there will be more responsibilities and expectations.

And now for the fresh cheddar you will be getting <*rubbing hands together like Scrooge McDuck and a gleeful fashion*>…

Realistically speaking, if you kicked total butt over the last year you can expect a raise.  And that raise will be in the 5% range.

Aw haw haw haw! …wait, what?

Yep, 5% is a realistic raise.  In fact some organizations only give out 3% which is about the same as Social Security gives as a cost-of-living-adjustment (COLA).  On top of which, that raise will be distributed across your total pay-periods and, of course, will be taxed by The Man.

Here is how it will break down…

Let’s say, as an entry-level employee, you earn: $28,500

The 5% salary increase (~$1,500) will now put you at: roughly $30,000, or about $125 more per month (pre-tax).  After taxes, that raise will give you about $80 more per month, or close to $20 more per week.  Awesome!

Try not to blow it all at once by seeing Avatar and going for a late night Taco Bell run with your significant other.

Even if you got a $5,000 raise (+ 17.5%), after taxes ($3,000) that is approximately $250 per month. Sure, a nice bit of Parmigiano-Reggiano to add to the old bank account, but will probably not alter much in terms of your lifestyle.

So what should you do?  When you hear about the “raise” you will be getting.  Smile and say thank you.  Tell them you appreciate all the opportunities you have had with the organization and their unwavering dedication to helping you grow.  And then make your ask.

For some of our less astute readers, you are going to ask for a titular <*snicker*> promotion.

If you are an account coordinator (generally the lowest titular rank), see if your supervisor is open to changing your title to assistant account executive.  If you are an editorial assistant, see if you can get that title altered to senior editorial assistant.  If you are an administrative assistant, see if you can get that upgraded to executive assistant.  Whatever it is, try and get a better (or better sounding) title.

You see, this is why a titular change is more valuable than cash-in-hand.

You make your money on the hire, not the raise.

The next position you get hired for is where you will make a substantial salary increase.  That is, if you can demonstrate a strong track record of increasing responsibilities (usually indicated by titular increases) you will have a good shot of pulling down some serious cake in the future.

And why shouldn’t you?  Why would you leave an organization where you clearly kick butt, earn better titles, more responsibilities and are highly valued?  Another organization would have to pull a crazy dump truck full of cash to your house to woo you away.

And they will.  It will happen.  But not for a while, so relax.  In eight (8) to ten (10) years, after you have earned all those titles, that dump truck will come rolling in and will leave a steaming pile of Benjamins right at your doorstep.

So you see, rarely is the money in the raise itself, it’s the title and the experience you’ve earned that will pay off later.  It will pay off in the salary negotiations you drive when a new organization offers you a job.

So forget the little annual raises.  They’re nice and they make you feel good and appreciated, but don’t think you are going to get rich on them.

Set yourself up for future financial success by kicking butt now, earning better titles and establishing a Roth IRA so you can sock away all that upcoming cheddar for a tax-free retirement.

Oh, and if you were counting, we just got away with saying “tit” four (4) times in a seemingly professional advice blog.  BAM!

TTFN!

Worry Less About the Salary Cheese and More About the Compensation Quiche

November 2, 2009

We got a lot of email after our most recent post discussing realistic salaries and GenY expectations of what they are worth right out of school.  Yes, some of it was critical, but most of it came in the form of an email just saying, “Hey, thanks for the information, now I have a starting point!”

Most of all however, the feedback got us thinking about perspective.

There is a significant difference between a salary (cheese) and the total compensation one receives from their employer (quiche).

Some of our more epicurean readers will certainly know that a good basic quiche is made from eggs, cheese, cream and a piecrust (my Mother-in-law’s crust is spectacular, BTW).

The best quiches, of course, also have bacon and leeks, but we digress.

Likewise a good compensation package will be built from several variables that you should be aware of and knowledgeable about.

Obviously, like the eggs, your annual salary is a significant part of your compensation quiche.  We’re going to continue to utilize our earlier established (and arguably generous) starting salary of: $28,500.

The next thing you should consider is the health package.  Most insurance actuaries will tell you that from age 22-35 you are in the “lowest risk” pool for injury, doctors-postmortemsignificant illness or accident.  This is certainly a good position to be in, but it is far better to have health insurance and not use it than to need health insurance and not have it available.

Even if your organization doesn’t have a health insurance plan, you should consider purchasing your own personal “catastrophic” insurance, in case of an emergency – it’ll run you around $100 month.

If your employer pays for all of your health insurance premiums, you are sitting pretty.  A top-tier “Cadillac” health plan might run your organization nearly $800/month (per employee).  A realistic number for the cost an organization-sponsored health plan is $500/month and it will cover any major events that might happen in your life.  Some even cover some alternative care plans like massage or acupuncture.

The next ingredient in your compensation quiche would be vacation.  Vacation is like the cream in the recipe (a nice silky binder that adds flavor).  Some employees indicate, and research supports, that vacation time is more valuable than salary.  This means some employees are willing to take less money for more vacation time.

The industry standard for paid vacation time is one-week (1) per year for the first few years.  By five or more years you should be getting about three-weeks per year.  But again this is all over the place depending on the organization and you should be certain to ask about this when you receive a job offer.

As we live in uncertain financial times, you should pay particular attention to your organization’s retirement plan.  Do they offer an IRA, a RothIRA, 401(k) or 403(b) retirement plan?  Will they match a portion of your salary (usually up to 6%) into that retirement plan on your behalf? If they do, you should jump on it, since that represents an unrealized 6% raise in your salary without ever doing anything!  Some organizations, however, leave retirement entirely up to you.

Bottom line here: Start saving for retirement early while you have time on your side.  Get used to putting away some money every month and it won’t be such a shock to you when you realize how imperative this is.

Finally, you should ask about sick leave.  There are a couple of different scenarios.  Some organizations allow you to accrue “sick” hours on a monthly basis.  Usually, this is right about 7 hours per month.  Why don’t they just give you one-day (8hrs) per month?  We don’t know.

The other way is for you to accrue sick time and vacation time on a PTO basis.

Essentially, with a PTO system the organization doesn’t differentiate between sick days and vacation days.  You to collect time on a monthly basis to use as you see fit.  The downside of this program for an employee is there is no incentive for you to stay home when you are ill, otherwise you’ll lose potential vacation time. The upside from the employer perspective is they get to step out of the vacation/sick tracking business and say, “Here, you have 40 hours of PTO, decide how you’d like to use it.”

Tri-Met+June+1977+Pass,+Portland+OregonSome of the spices you might like to add to your compensation quiche include things like a monthly bus pass (worth $825/year), a parking pass (worth $1,500/year), continuing education funds (worth $1,000/year) or some organizations give one (1) day per quarter for a charitable good (work at your child’s school, spend the day at Loaves & Fishes, volunteer to read to an older adult).  And who knows how much karma is worth?!

Well what does this all mean to you?  Let’s break down the numbers by how you are really compensated.

  • Salary:           $28,500
  • Health:          $6,000
  • Vacation:       $1,000*
  • Retirement:   $2,000
  • Bus Pass:        $825
  • Total Package:  $38,325

See, when you take a moment to look at the entire financial package, instead of just the money, you have a far better picture of your total compensation.

Now go have yourself a nice slice of bacon and leek quiche and try looking at your compensation with a different perspective.

*Yes, we know vacation is generally already “paid for” via salary, but we personally believe it’s worth $1,000.  Feel free to adjust your own numbers as to how you see fit.

Five Strategies for Becoming the Star Employee – Part 5

September 30, 2009

This is it, the final part of our five (5) part series on becoming the star employee at your workplace.  Unlike the previous posts where we give you unsolicited advice about kicking butt at your organization, we are going to a bit beyond the norm; Making the Appropriate Career Choice as a Star Employee.

You can find all of the previous posts to this series here:

One of the hardest ways for a Star Employee to maintain their value and protect their career is to actually leave (on a positive note) their current employer.  Now, please note we are NOT telling you to jump ship now.  Like an incredible soufflé, you must wait until just the right moment to pull your game from the organizational oven.

Besides if you are a regular reader of this blog, you probably don’t have more than five (5) years of professional experience in total or at your current gig.  It’s fine, that’s why were here.  We’ll tell you how to roll. And then you can implement it in the future.

Forty (40) years ago, it was expected that most “professionals” would graduate from school, find a job with a white-collar employer and proceed to work for them for the rest of their careers.  Slowly climbing that multi-stage ladder into management. Then from management, if you were lucky and well-liked, into the role of an executive …maybe even a vice-president.  You would work hard every day, make good choices and eventually retire with a full pension.  Seemed like a fair shake.  Hopefully you enjoyed what you did for all those decades.

What people rarely did, however, was jump ship to serve their own professional interests.

Fast forward into today.  Corporate pensions are a rarity, if not outright nonexistent.  Companies lay people off all of the time, regardless of your imagesperformance or personality.  Decisions are made in Europe which eliminate numerous departments and hundreds of dedicated employees in Wisconsin.  Suddenly corporate loyalty doesn’t have the same rewards as it once did.  Unfortunate, but true.

Nonetheless, sometimes deciding to make a career change is a superb way to take on new challenges, earn a higher salary, enjoy more responsibilities, have a say in an organization’s direction or just try something new.

The key, however, is to make the decision at the right time for yourself and use tact.

If you are seriously considering a career move you should ask yourself a few questions:

  1. Are you still enjoying your work?  If not, what kind of work would you enjoy?
  2. Is there a critical personal need that is no longer being met by your organization?
  3. Is this a management issue?  Do you have a new supervisor who doesn’t see your value?
  4. Has the organization’s goals changed which no longer values your contribution?
  5. Is your unhappiness due to your current role or a lack of other opportunities?

If some of these questions ring a bell and you are able to make the decision it’s time to look for new opportunities, make sure you continue to maintain a high standard of work.  Continue to do your best (even if you hate it) until you have successfully landed a new opportunity.

Once you have an offer in hand, the most tactful (and tactical) plan is to ask your immediate supervisor for a meeting or coffee.

Honestly explain to them your decision and reasons for the decision.  Allow them to upload the information and respond.  Give them a chance to ask you questions.  Listen for a lucrative counteroffer.  But most of all, if you want to maintain your value and future options; be kind, be honest and be thankful for the opportunities you have had with this organization to learn, grow professionally and gain experience.

burnt-bridgeIt never hurts to actually say, “Thank you for the opportunities here.  I really appreciate the chances I have had to develop and I look forward to working with you again.”

Don’t burn your bridges.  Even if it would feel oh so sweet to do so.  We’ve tried it.  We know.  Bridges are easy to torch.  And like a bag of lime gobstoppers, the sweet reward is fleeting at best.

Cheers,

PDXSX

Five Strategies for Becoming the Star Employee – Part 4

September 23, 2009

Today we are near the conclusion of our five (5) part series on becoming the star employee of your workplace with a penultimate post on Creating Awareness About Your Value.

[Ed Note]:  Any non-sequiturs in this post can be directly attributed to the wicked-awesome seasonal flu we contracted directly from our boss, jacking up our sinus pressure to around 1,600psi.  A hot bowl of pho with extra shirracha tonight should clear that right up.  But we digress.

If you haven’t already been reading this five-part series, you can catch up with the following links:

Part 1 – Understanding the Requirements of Your Organization
Part 2 – Understanding the Requirements of Your Clients
Part 3 – Figuring out What Yet Needs to Be Done and Doing It

Creating Awareness About Your Value

The key to creating awareness about your value is tact and humility.  Were going to use the following working definition for tact: “Tact implies propriety and the ability to speak or act inoffensively.”  Likewise, for humility we are going to use: “the quality of being humble and modest,” as our definition.

Individuals who have consistently demonstrated these two skills:  Yoda, Gandhi, The Dali Lamahair404a_677734n

Individuals who have yet to learn these two skills: Darth Vader, Han Solo, Venger, or The Donald.

In most organizations there is an unwritten rule that shameless self-promotion will win you far more enemies than friends.  We’re quite sure that you have run into this sort of rapscallion who will always share with you the intimate details of their self-declared superiority.

For example, when you say, “Hey, I just parachuted for the first time today with my significant other, it was great!” They will instantaneously follow up with, “Oh yeah, well my dad was a Golden Knight for the US Army for 32 years, and I was a certified parachute instructor by the age of 14.”

You know who you are, Brett M. from Winnemucca.  There is one like him in every organization with more than 5 employees.  No one likes this guy.  Don’t be him.

However, there are numerous ways to tactfully and humbly toot your own awareness horn.  Our personal favorite is to have a third-party toot away on your behalf (via public recognition).  But in order to achieve this, you need to really develop your own professional brand.

A few professional brands you should try to cultivate include: “client savvy,” “creative,” and “detail oriented.”

A few professional brands you should steer clear of include: “difficult to work with,” “not a team player,” “conceited,” “Sith Lord” or “works well under constant supervision and when cornered like a rat.”

As with all these posts, we like to include some surefire ways to help you achieve your goal of creating awareness about your brand and value; so here goes:

Develop Internal Relationships
:  Although they never teach you this in college, careers are often based on WHO you know rather than WHAT you know.  Are you actively building good relationships with your colleagues, senior leadership, clients and industry leaders?  Remember this axiom: For every client you work with, you might well be interviewing for your very next job.  Countless corporate officers are hired away from their agencies by kicking butt on client accounts.  Also, when great people leave, they often take other great people with them.  Be a great coworker.

Volunteer:  There are plenty of volunteer opportunities in every workplace.  Ask around.  What else could you do that might help someone else?  Could you do a little extra research for another manager who has a huge new account to pitch?  Does the Christmas Party Committee need a few extra hands?  The trick here is to find the team, which already has members who have cultivated their own positive personal brand.  Join a team with people whom you aspire to be like.

Steer clear of any team that includes: Spencer Pratt, Kanye West, Skeletor or Michael Vick.

Contribute to the Industry
:  Being published is one of the most important and easiest ways to build a brand as an expert.  Obviously you won’t be able to do this right out of the gate, but if you have a specific trick or technique that you think would be a “value-add” for the industry, ask your supervisor if there are some trade publications or blogs you might be able to contribute to. Take a look at the most recent national PRSA newsletter, it’s full of industry contributions.  Your recognized expertise is only 500-words away.

Join Industry Organizations
:  If you are in public relations you absolutely need to be a member of PRSA.  Most companies will pay for your membership if they see it as a good value.  If not, it’s a tax deduction for you.  Marketing folks should be involved with AMA.  Advertising folks should be seeking membership in AAAA or AAF.  If you are in Portland, Ore., consider the PAF.  Graphic designers should consider AIGA.  This will also help you contribute to the industry.

Be KindIt costs you nothing to be kind.  Smile at people.  Offer to help.  Ask what is going on in other people’s lives.  Open the door for older karma+symboladults.  Hold the elevator for people.  Be nice to the administrative staff.  Kindness builds karma.  You might think it’s hokey, but we guarantee good karma will get you better parking spots, superior office cubes, more friends and fewer health problems.  Again, it costs you nothing.

Here’s the final word on this topic.  Only try to take on a couple of these suggestion at one time.  You still need to get your real (read: billable) work done.  You still have clients to satisfy.

You most certainly DO NOT want the brand: “Guy who joins everything, networks too much and never gets his own work done.”

L8r Sk8rs,

PDXSX

Five Strategies for Becoming the Star Employee – Part 3

September 16, 2009

Okay, over the last few posts we have discussed the importance of: Understanding the Requirements of Your Organization and Understanding the Requirements of Your Clients.  Today we are going to chat about one of the more difficult steps for becoming the star employee: Figuring Out What Yet Needs to be Done and Doing It.

Why is this step so particularly difficult? Because it requires that you have fully mastered the first two (2) steps we have discussed – that is your organization and client’s requirements/needs. Therefore, it is very unlikely you will be able to succeed and move on until you have fully realized the importance of the first two steps.

Realistically speaking, your supervisor, her supervisor, the vice-president and the CEO of whatever organization you are working for; be it a boutique firm or a large multinational holding company, cannot reasonably be expected to know every unmet need and go about solving them.  There is just too much to know about.  But it is a HUGE opportunity for you to rack up some serious street cred.

It’s like trying to participate in a healthy Twitter debate without utilizing Tweetdeck, HootSuite or some similar sorting software to organize the vast data flow.

images-2The nifty thing about being able to master this step is that it will immediately impart value to your personal reputation and can help ensure job-security.  But there is a warning to boot, just announcing these “needs” without offering a solution to fixing them is akin to being the playground tattle-tale or spotlight hog.

  • Don’t point out inequalities at the office and expect them to be solved
  • Don’t point out things you believe to be unfair and not take the first step toward making them more fair
  • Don’t point out client dissatisfaction without a plan to make them immediately satisfied
  • Don’t be Kanye West at the most recent VMA ceremony (forward to the 0:40 mark)

However, actually solving some of these needs will the key to your success.

According to The Journal of Healthcare Management, some of the most common unmet organizational needs are: client dissatisfaction, inefficient processes, lack of innovation or creative thinking, poor communication or a focus on unprofitable actions (2003).

These hold equally true in the many fields of allied communication (PR/ADV/MKT).

Think about it from another perspective, had Grand Moff Tarkin imparted his construction teams with a sense of responsibility and subordinates with enough trust to do the job images-1correctly, the likelihood of a small, individual X-Wing fighter penetrating the Death Star’s defensive lasers would have been strikingly low.  They could have easily closed or defended the small (2 meter) exhaust port from proton torpedoes, encrypted the super weapon’s schematics and used good judgment throughout the construction process, thus ensuring a devastating rebel defeat.  

Figuring out What Yet Needs to Be Done and Doing It

1)  Take an inventory of what is going on around you in the workplace.  Some of the things that need to be done might be right in your area of expertise.

2)  Look at others in other department and other seniority levels.  It will never hurt you to complete your tasks and then ask your supervisor, “Hey is there anything I can do that would make your day easier?”  Even if they say no, your willingness to lend a hand will go a long way.

3) Go back to your client’s needs.  Is there anything that hasn’t been tried which you think might add immediate value?

One of the best examples of this strategy is actually an urban legend.  But it’s an urban legend that this organization has profited from.  Perhaps you are familiar with the story, the one about Nordstrom and the snow tires?  You can read about it here.

What is the point?  Well, if it were a true story (which is isn’t), the clerk had solved a very unmet need and, instead of moving it up the chain-of-command, took care of it.  Why was the clerk able to do this so simply?  Perhaps it’s because of the way this organization trusts it’s staff to discover what needs to be done and then take care of it.  They have carte blanche to meet what yet needs to be done and the trust to take care of it.  Not all organizations impart this much trust in their employees, but in certain industries they probably should.

Now this part IS true.  And it is directly from the Nordstrom Employee Handbook.  A handbook, which at one time, had only 75-words little words in it.

Nordstrom Rules:

Rule #1: Use good judgment in all situations. There will be no additional rules.

The same should apply to you.

TTFN,
PDXSX

Five Strategies for Becoming the Star Employee – Part 2

September 10, 2009

Understanding the Requirements of your Clients

Okay, recently you have mastered the art of Understanding the Requirements of your Organization: delivering great work, asking for feedback, finding a couple of mentors, and really showing some passion for your work.  Now let’s say that you have finally been hired by a stellar boutique marketing agency, who’s largest client at $18,500 per month, is the Oregon Dairy Council (ODC), and you are on the Cheese Team.   It’s time to understand the Requirements of your Client(s).

Seems easy, doesn’t it?  It’s cheese.  Nothing more than acidified milk coagulated by rennet and pressed into forms.  Sometimes it has a bacterial culture; sometimes it’s colored.  But it’s still cheese.

Since you are a fantastic account coordinator, you do your daily research and you have your Google Alerts set for “cheese” and derivatives of cheesiness.

You voraciously read all the industryCasu Marzu trade publications like: Cutting the Cheese, Whey Culture, and Today’s Cheesemonger.  You know there are varieties and sub-types of cheese and you are familiar with what cheese pairs best with which fruit or wine.  You know the finer points of a white Gouda and blanco Emmentaler, and you know they are very, very different. You recently tried your first sample of illegal casu marzu, smuggled in from Sardinia.

You are a Cheese Whiz.

But is this really all you need to know about your clients?  They are already cheese experts.  Do they need to pay you a monthly retainer so you can learn all about soft-ripened Camembert or virulent Stilton bacteria? We hardly think so.

More to the point: your major client, ODC, is very concerned about some recent legislation, which will increase taxes on organic milk.  However, because you were busy trying to produce value everyday by knowing the subtle differentiation between cheese types, you totally missed the legislative brief.  In fact, you don’t even know who or how many sponsors are for this law (which already looks like it has enough votes to easily pass).

Bad news.

Your client will, in no uncertain terms, let you know about their dissatisfaction with your ability to understand their requirements.  After a new RFP, they’ve decided to move their account to a new firm with a better understanding of the industry.

“…But, but, but,” you stammer, trying to regain some sort of composure, “I didn’t know it was relevant?!”

Plasma Lamp

The key is that you must understand and anticipate those vague performance expectations.  The marketplace is constantly changing, like those fantastic purple plasma lamps from The Sharper Image ($59.95), that make *all* your hairs stand up when you lick it.

Are you good at meeting expectations that are not directly communicated to you?  Not all of us are.  Do you possess the resolve, moxie and cunning to be able to figure out what needs to happen when an unexpected change takes place?

The trick here is: client anticipation.

You have to know what is important to your client from a global perspective, not just a small slice of life’s cheese wheel.  You know what might be important?  Government tariffs, regulations, competition, international disputes, rennet prices, milk yields, protein counts, and of course, negative publicity, brand infringement and food critics.   And there is still more.

You should be learning constantly.  Both external and internal learning.  Learn about their financing.  Learn about cheese technology.  Learn about dairy farming.  Do you think and act like a Cheese Ninja?  Because that is exactly what your client is expecting.  That is what they are paying for.  It might be different from your reality, but reality is all about perspective.  If the client perceives you to be a weak link then that is your reality.  Be a ninja.

Ask questions.  Ask your mentor.  Ask what are the three most important things your client would like you to focus on.  Ask your client, what do they really want to gain from your team.  You might be surprised.

Just don’t be surprised that because of your inaction or lack of understanding your agency lost an annual account worth more than $200,000 and you lost your job.images-1

It would be even worse if you were surprised you lost your job because you didn’t anticipate this scenario.

Be nimble.  Be quick.  Anticipate.

…Oh and try Trader Joe’s Goat’s Milk Cheddar, it’s godly.

Five Strategies for Becoming the Star Employee

September 8, 2009

Booyeah!  You’ve polished your resume, pulled together a fantastic portfolio, collected letters of recommendation, selected the ideal organization you want to work with, nailed yourchampagne-bottle-dd-temp three (3) face-to-face interviews, fired off your handwritten thank-you letters and accepted your offer. Congratulations, you have just landed your very first professional job out of college!

Can you feel the glow?  Right there in your tummy?  In your smile; the one where you can’t hide your teeth?  That is pride, baby.  Sweet, delicious pride, decanted from the unfathomable saccharine in the Zinfandel of Professional Success.

Yet the professional world remains a prickly and fickle place.  Your performance will be measured and analyzed on Day One, not only by your new boss but also by your colleagues, who view you as an untested liability that will require plenty of supervision and ramp-up time before you become a valued member of the team.  This is especially true if you have selected a career in client-services or agency life (PR/ADV/Design).  Arguably, this perception will hold true in every career where you are the “new guy,” no matter how much previous experience you have.  New Guys are the lowest life-form on the workplace totem pole (poll).  Just sayin’.

Some advice is pretty straightforward. You probably already learned most of it from previous jobs.  But for your career, this advice is even more important. For the first 90-days, show up 30-minutes early, leave 30-minutes late.  Try not to take any sick days for this initial period.  Always try to under-promise and over-deliver on any commitment.  Bring your supervisor options, not problems.  Be a team player.  But don’t make your colleagues look bad.  Ever.  Believe it or not, they are your first contacts.  If you play your cards right, they may even be your path to your next career iteration.

Now, here are five strategies great strategies for building job security and becoming a valued team member, brought to our attention from The Journal of Healthcare Management 48:3 (May/June 2003).  They even work in a down economy – maybe they work better BECAUSE of a down economy.

  1. Understand the requirements of your organization
  2. Understand the requirements of your clients
  3. Find ways needs are not being met and meet them
  4. Make your colleagues aware of your value
  5. Ask yourself, “Am I happy do I continue to be valued here?”

Today we’re are going to address your first strategy for success.

Understand the requirements of your organization

Sounds simple, right?  You go to work.  Do your job.  Smile. Cash your paycheck. And everything takes care of everything else!  Hooray!  Just like you always knew it would be.

Then again, perhaps this game isn’t as simple as you had thought.  Your first month or so at your new organization will be quite a learning experience, but you won’t really have the big picture just yet.  You should plan to develop a good internal network and find a good mentor if one hasn’t already been assigned to you.  Set a goal for yourself to meet with your selected mentor for a business lunch at least twice a month.  In addition, plan to speak with another peer over coffee or on a break at least once a week.  The goal is to seek out information for yourself rather than waiting for information to come to you.  Remember this word: proactive.  Learn about the organization, who are its biggest clients?  Which clients are the most fun?  Which clients are the most challenging?  Have any clients left recently?  Why?  Has the organization resigned some accounts lately?  How come?  What are the goals of the organization for the next year, three years and five years?  How do you fit into that picture?

In finding a good mentor, you’ll want to identify several types of people.  Unlike the movies, no individual mentor knows everything.  There is usually someone in every successful organization who knows everything, and that is the boss.  But unfortunately, the boss isn’t very accessible as a mentor.  They are far too busy making sure they know everything, in order to properly steer this vast ship, the USS Workplace, into a safe harbor.

So pick a couple people from different departments to approach.  You don’t have to tell them they are your mentors, you just need to form relationships or get to know some of your colleagues from different departments who can help you understand the smaller pieces of the total picture.

http://springfieldpunx.blogspot.com

via SpringfieldPunx

The best mentors are: Intelligent, kind, thoughtful, have many contacts inside and outside the organization, well liked, admired, very knowledgeable about your field, will have your best interests at heart, sincerely want to help you succeed and understand that your success will ultimately help them continue to be successful.

A mentor doesn’t always have to be a senior officer or someone with more tenure or professional experience (although most are), sometimes great mentors are subordinates who will actually tell you the truth.

It will fall to you to approach a potential mentor.  Ask them to coffee.  Ask them how you can help make their job easier or if there is something your department could be doing better which would make life easier for their department.

Finally ask people for feedback.  Ask your supervisor or boss how you are performing and if you are meeting expectations.  Actually listen to what they say.  If the information isn’t what you had in mind, don’t argue with them or make excuses.  Don’t get upset.  If you are confused or uncertain, ask for suggestions on what will help you meet their expectations and be more successful.

Sometimes it’s hard to listen to constructive criticism.  Once you have heard it, ask around.  Ask your mentor what they think and how they might handle your situation.  If you truly want to be successful and it shows, people will be more than happy to help you be successful.

But if you aren’t really interested in what people have to say about your performance or how to be more successful at your workplace, you’ve probably stopped reading this post already.

Just don’t email us and say, “I wasn’t successful in my career because I didn’t understand what the organization’s requirements were.”

Make the ask.  Desire to be successful.


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