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Bishoprics
BISHOP OF CARCASSONNE: - There are so many exemplars of deceit and greed who have worn the mantle of Bishop or Arch-Bishop. It continues to the present day to say the least but fortunately some of these men of the cloth are being exposed in court...
Career Development - When It's Time for a Change
Your career might be going great guns - or it might not. You may be 27 or 47; you might be at the top of the tree or you might be just a couple of years into your career. Male or female, pfahh, it doesn't matter a single jot! You don't feel right...
Preparing For Your Job Interview: What You Need To Know To Be Successful
In the limited time an interviewer has with you, their mission is to know you and assess your worth, especially in relationship to the other candidates interviewed. Asking you questions is the way they accomplish that mission. You’ll be asked to...
The Hidden Job Market: Real Or Imagined?
The hidden job market has been touted as the place to go if you want to find the best jobs. It’s been said that this sector of the job market accounts for seventy-five percent of all the job openings out there. If that is true, then what we see in...
Work Stress: Techniques to Reduce Work-Related Stress
Many surveys and studies confirm that work pressures and fears
are, by far, the leading source of stress for adults in the
western world. Here are just a few statistics. More than 50% of
workers often spend 12-hour-days on work related duties...
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Building Performance Trust
You can have outstanding ideas, yet never leverage them into winning at working results. That's because the secret behind those ideas lies in performance. Yours.
Getting the okay to pursue your idea is directly related to the level of confidence other people have in your ability to deliver it. And if you do, you will create for yourself opportunities on a regular basis. One successful idea delivery leads to another and another and another. Bigger and bigger ideas are entrusted to people who consistently turn ideas into reality.
You see, not only does an idea need to be a good one, but the idea-maker needs to be a performer who can deliver the vision. That doesn't mean you need to have executed lots of ideas before getting one approved. It does mean the base quality of your work is a deciding factor.
In twenty years of management, I've vetoed more good ideas than I've approved. Most were vetoed for one reason: performance trust. I didn't trust the person to deliver the idea they had. A mediocre idea from a strong performer will win approval over a great idea from someone with inconsistent follow-through and poor results.
If you can't do the little things, why would anyone give you bigger or more important things to do? And while every idea might not be big, it takes energy, time and resources away from other work endeavors. Not all ideas that get approved turn out to be successful. That's OK. Lots can be
learned from the ones that fail, too. Look at Edison and the light bulb. But if an idea fails because it was poorly executed, we only learn the competency quotient of the initiator.
There is a mercenary side to idea approval. What happens with your idea is a reflection on the person who approved it. I know, for one, I'm not willing to risk my reputation on someone's half-baked or half-executed idea. That doesn't mean I don't take risks on individuals or ideas. I do on both. But, business decisions are about odds and risks. Make sure both are in your favor. Being a strong performer is the best way to get your ideas noticed and sell them to the powers that be.
You can start enhancing your performance reputation by implementing ideas that don't require anyone's approval. Do what needs doing, what would be helpful if implemented or beneficial if created. Of course, this at-your-discretion work is always in addition to current responsibilities. People who are winning at working use ideas to build performance trust. And performance trust builds careers.
(c) 2005 Nan S. Russell. All rights reserved.
About the Author
Sign up to receive Nan's free eColumn, Winning at Working, at http://www.winningatworking.com. Nan Russell has spent over twenty years in management, most recently with QVC as a Vice President. Currently working on her first book, Nan is a writer, columnist, small business owner, and instructor.
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