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How to Success On The Job from Job Hunting to Keep Your Job and Get Most of Out of It
INTRODUCTION This article will prepare you for the difficult task of job hunting. Not only will it show you how to get a job but it will show you how to keep your job and get the most out of it. You will be able to use the most modern...
Management Skills: Productivity in the Workplace
Most people just want to be appreciated. If you're a manager, that's something to seriously think about as you set the tone for maximum productivity. Ever work for someone who preferred a 'bullying and intimidation' managerial style? This type of...
Six Fatal Mistakes to Avoid While You Still Have a Job
Good for you if you currently have a job. But NEVER take it for granted that you’ll have a job forever! You could lose this job because you have lost favour with your boss or your boss’ boss. You could lose your job because the company you work for...
Software for Organizing and Automating Students
The student writing at the university level is typically a four-phase cycle, A professor issues a set of instructions for a writing assignment, A student constructs a document, The professor reviews and comments upon the document and The professor...
Study Smartly and not Hard Part 1
Working Smart and not hard I define smart work as the right amount of work done at right time and in right direction. For example even if you want to plant a sapling you have to select the right timing, right season, right amount of water and...
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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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