Alexandra Levit's Water Cooler Wisdom

Rule #1 in Business: It’s Not About You

Every day, I get at least three requests from people who want to write guest posts on my personal blog.  I have given up responding to these people.

Why?  Because looking at my blog for 30 seconds will tell you that I don’t do guest posts. I have never done guest posts.  I may include tips from other experts, but the writing is always my own.

Yet people continue to ask me, because THEY want to do a guest post.  They are making this initial interaction all about them.  It doesn’t matter what I want or need.

This is not a good strategy for building relationships with people, especially managers and co-workers who have no vested interest in doing what you say.

What’s in it for them?

You might have heard the story of the salesman who greets a prospect by announcing, “I want to tell you about a great new product that has a thousand new features, all for the low price of…” The prospect stops listening as soon as she hears the words I want and slams the door in the salesman’s face.

One of the biggest mistakes you can make is to enter a negotiation or interaction with someone by expressly stating what you want. As I said in this post back in 2010, no one cares – they want to know what’s in it for them.

For my advice on how to proceed, check out the full post on Intuit's Fast Track blog.

Help - My Co-Worker Can't Say No!

Over at Intuit's Fast Track blog, a reader wrote us with the following question:

Here’s the question, with our experts’ responses below:

My manager quit earlier this year, leaving me to run the marketing department with a woman we’d just hired.

I wasn’t in favor of the hire because I was concerned that she lacks professional maturity, but now she’s my co-director and we’re making do.  They’re not replacing my manager, and there’s been no conversation about how our roles have changed or what our strategic direction forward looks like—we’re just barging ahead.  My problem is this:  She’s hardworking, cheerful, and bright—and absolutely incapable of saying “no” to any request.  Whether it’s another director, a member of the senior team, or even (not making this up) a janitor with another “great idea” for improving the web site, she’s on board and happy to make it happen.  Web cams on the roof?  Sure!  Amateur photo contest?  Why not!  Some of the projects have been great, but most just clutter up the site and create huge amounts of work for me, because she doesn’t think about how her “happy to do it” attitude drags me into hours of editing work for unproven ideas that sound like fun and then backfire in big ways.  Our more boring, but important, work falls by the wayside, and our numbers are suffering because she won’t focus on fundamentals.

We now report to someone off-site, and he’s as hands-off as can be.  How can I work with her to make her understand that we need to make decisions as a team, and that her decisions set precedents for expectations we can’t undo?

Here's my response:

I can rather picture this person.  She is very idealistic and enthusiastic, but lacks the experience and critical eye to fully understand what’s doable and what isn’t.  Working with her would probably drive me to distraction too.

But that’s not helpful, because your success in your role depends on your ability to get this co-manager to cooperate with you.  So I’d appeal to what seems to matter most to her – that people like her.  I’d take her to lunch and preface the discussion with how happy you are to be working alongside one of the group’s rising stars.  Ask her if she’s amenable to developing a system for vetting projects so that the two of you are perceived as a can-do team, the one with which everyone wants to work.

Then, lay out your suggestion.  I recommend that this include meeting semi-weekly to discuss your duo’s priorities and decide what you’re going to move forward on, and in what order.  Neither of you should give other team members definitive answers on their recommendations until the two of you have met.  This will hopefully give you a regular chance to talk her out of ideas that are not feasible, or re-direct her energies into the fundamentals you mention.  Always remain positive when discussing an idea, no matter how wacky.  Say something like:  “That sounds really fun, but given that we’ve already committed to X, I think we should revisit it.”  The less forcefully you shut her down, the more likely she is to comply.

It sounds like you may be a little older than her.   If this is the case, perhaps you can offer yourself as a mentor and she’ll begin to lean on you for more strategic direction.  At that point, you can probably be even more direct with her about the problems that can arise when expectations aren’t managed properly, and your advice will be better received.

For great answers from the other experts, have a look at the full post at Fast Track.

Gen Y Employment Trends for 2013

Members of Generation Y are desperate for jobs.  

Born after 1979, most have come of age during the recession, and their professional opportunities have been limited. Payscale, a provider of compensation data and software, and Millennial Branding, a Gen-Y research company led by personal branding expert Dan Schawbel, recently found that in general, Gen Y is unemployed and underemployed at a greater rate than the rest of the working population.

Gen Y Goes Retail

The research showed that although those in Gen Y admire companies such as Qualcomm, Google, Medtronic, Intel and Microsoft, they aren't holding out for jobs that would use advanced skills such as data analysis and social media optimization, opting instead to take lower-skilled jobs to pay the rent. In 2012, many Gen Y college grads hold either full or part-time jobs as retail floor clerks and sales associates.

They Do It Their Way

While they may be working at the mall now, Generation Y entrepreneurial ambitions. According to a recent study from freelancing website Elance, Gen Y workers are embracing the freelance lifestyle at a faster rate than their older peers.  And Schawbel and his colleagues uncovered that the third most-popular major for Gen Y college students was entrepreneurial studies.

For more on what Gen Y is looking for in a work environment, check out the full article at the AMEX Open Forum.

Independent Work is Increasingly Common

Having your own business was once a rarity. 

I remember when I first took the leap. I’d go to a party and tell people what I did, and oohs and ahs would ensue. The admiration bestowed on me then was similar to that of a movie star or a neurosurgeon. Most could not even imagine being their own boss.

Today, they’re not just imagining it. They’re doing it.

MBO Partners, an advisor to organizations who want to efficiently manage their  contingent workforces, recently released its second State of Independence in America study and the results of its first Independent Workforce Index. Since 2011, the independent workforce has grown by nearly a million people and currently contributes about one trillion dollars in revenue to the U.S. economy. 

Most interestingly, though, the research tells us a great deal about the face of the independent worker–defined as people who work at least 15 hours or more per week in non-traditional, non-permanent, full- or part-time employment–in 2013.

For more on the face of the independent workforce, read my Culture Beat column at the AMEX Open Forum.

College Career Centers Are Challenged in Preparing Students for Work

The skills gap is getting wider.

According to the Job Preparedness Indicator research conducted by the Career Advisory Board in late 2011, only 14 percent of hiring managers felt that job candidates had the requisite skills to fill open positions.

At the Career Advisory Board, which is presented by DeVry University, our mission is to help job seekers and careerists advance, so we decided to go to the front lines and assess what career counselors thought about this.  This summer, we worked with the National Association of Colleges and Employers, an organization that connects career services professionals with HR professionals, to conduct a series of phone interviews and a formal survey with college career center directors.

In this research initiative, we explored some of the challenges directors face in their mission to help students land and succeed in jobs.  These obstacles include working with administrations that don’t understand the value of the career center, being understaffed, and assisting diverse students. 

As a result of their current circumstances, career centers have had difficulty ensuring that graduating students are “marketplace ready.”  Indeed, less than 25 percent of directors felt that most of their students had the tools and skills necessary to find a job.

Here, we delve deeper into the directors’ most pressing concerns and share topline thoughts on how we can collaborate to narrow the skills gap.

College Administrations Underestimate the Career Center’s Value

Overall, college career centers have a perception problem.  Many administrations view them purely as immediate “placement centers” and marginalize their role in shaping America’s future talent pool.  Unfortunately, this attitude negatively impacts student perception, and they may not use the career center as expeditiously as a result.

In our conversations, many of the directors claimed that although administrators are generally supportive of their efforts, this support is overshadowed by bureaucratic processes, budget cuts, and a lack of appreciation for the full range of available student services (assessment, employer matching, resume help, interview coaching, job fairs and educational programming – to name a few!).  Our formal survey especially echoed directors’ financial concerns: nearly thirty-two percent felt that their administrations were not particularly helpful with respect to funding support for the career center.

Unfortunately, without strong and well-funded career centers, schools’ hard-won and well-educated students will become percentages in the growing nationwide problem of youth unemployment. 

Directors must develop a value proposition of “total career preparation” and proactively market the breadth of center activities to school administrators.  They should aim to get a seat at the table in discussions around school mission and overall leadership strategy. 

Using benchmarking data from the schools who are most successful in transitioning students from college to career, directors must advocate best practices and lobby for an earlier and more forceful introduction to students (for example, implementing a mandatory career services module for freshman orientation and/or making 1-3 career center visits a graduation requirement).  Only this type of integration will ensure a solid understand of the essential steps to launch a meaningful career, and sufficiently motivate students to undertake them.

Career Services Centers Are Understaffed

When asked about their greatest need with respect to helping students, 42 percent of the directors said more staff.  Several had experienced budget cuts that made it difficult to support existing programs – let alone launch new ones.  Extra personnel in the career center would make it possible to provide more one-on-one student counseling and follow-up, expand educational programming, and enhance marketing efforts. 

Hopefully, greater visibility within the administration will result in the strengthening of career center ranks.  Career centers can also work with third-parties to offer free online and on-campus career readiness bootcamps and mentoring initiatives, and connect with local industry via meet-and-greets with students.

Private sector organizations can use their recruiting dollars to sponsor relevant software licenses for assessments, mock interviews, and other tools.   And finally, if career centers must do more with less, they should develop scripts for typical conversations like the initial student consultation and handouts for frequently requested information such as occupational research resources.

Meeting the Career Needs of Diverse Students Is Difficult

An incredible 85 percent of directors feel that they are not as effective in helping diverse populations such as adult students, international students, disabled students, minority students, and veteran students land jobs and prepare for successful careers.

One idea for directors to facilitate the advising and hiring of diverse students is to form programs that pair current students with similar alumni who are currently employed.  Such mentorships would provide insights that are unique and expressly relevant to a particular student group.

In order to better customize the approach for each student group, career centers need to create systems that will efficiently track students’ progress through the career center, and the services that are being used.  This will provide critical data with respect to what is working – and not working – for each group. 

The skills gap is a complex issue, and certainly career center directors and their staff can’t solve it by themselves, or overnight.  Nevertheless, they are a critical piece of the puzzle, and with some targeted effort, improving student career readiness is absolutely within reach.

Is Gen Y Taking Over Your Company?

Bruce Tulgan is one of the top thinkers in the world of generational differences and intergenerational communication.  In fact, he has served as a mentor to me in this space for the better part of a decade.

On his blog, Bruce recently shared this scenario:

At a major food conglomerate, summer interns are usually given an assignment, such as a big data-entry project, that they can complete during the course of their summer employment.  An executive there shared with me the story of one of his latest interns.  On the first day, she announced she had invented a new cereal. She had a box, complete with artwork and a bag of her cereal inside, that she called her ‘prototype.’ Clearly she had gone to great lengths, including the recipe and nutritional information and preparing a slide show. She wanted to know when she would be able to pitch her idea to senior executives. “The sooner the better,” she said.

Over at the Fast Track blog, we discuss what we'd do if we were this intern's manager.  Check it out and let me know what YOU think.

Help Them Grow or Watch Them Go

I am very fortunate to count Beverly Kaye among my smartest and savviest mentors.  For those of you who might not know her, Bev is a pioneer in the field of talent management and career development and continues to innovate at the helm of a large HR consultancy and with her new book, Help Them Grow or Watch Them Go.

Besides the title, I also love that the book debunks myths (Blind Spots, anyone)?  Here are a few Bev offers with respect to career development inside large organizations:

Myth 1 – There is simply not enough time.

No one will argue that time is among the scarcest resources available to managers today. But let’s get real. You’re having conversations already — probably all day long. What if you could redirect some of that time and some of those conversations to focus on careers?

Myth 2 – If I don’t talk about it, they may not think about it and the status quo will be safe.

Why invite problems? Developing people could lead them to leave and upset the balance of your well-running department, right? Wrong. Employees have growth on their minds — whether you address it or not. Withholding these conversations is a greater danger to the status quo than engaging in them.

Myth 3 – Since employees need to own their careers, it’s not my job.

No one will argue that managers don’t own the development of their employees’ careers. Employees do. But that doesn’t mean that managers are completely off the hook. You have an essential role in helping and supporting others to take responsibility. And that role plays out in large part through conversation.

Myth 4 – Everyone wants more, bigger, or better: promotions, raises, prestige, power.

If you believe this one, then your employees all look like baby birds, their mouths always wide open, wanting to be fed. This image probably loses its appeal quickly even for doting bird parents — much less busy managers. But based upon our research, this image is patently inaccurate. When asked about what they want to get out of a career conversation with their managers, the number-one response from employees is “ways to use my talents creatively.”

Myth 5 – Development efforts are best concentrated on high potentials, many of whom already have plans in place.

This one’s a cop-out. You can indeed see a significant return on the development you invest in your high potentials. But they make up only about 10 percent of your population. You probably have another 10 percent of marginal performers who are on a very different kind of plan. But what about the 80 percent in between — the massive middle responsible for doing the bulk of the work? Imagine what even a small investment in their development might yield.

Growing your business means growing your people.  And with the pending demographic shifts and corresponding talent shortage, never has this been more important.  Fortunately for us, Bev’s the perfect authority on the subject!

Do Companies Honestly Care About Their People?

A few years ago, I consulted for a Fortune 500 company on young professional development. The CEO publicly proclaimed that this incoming talent represented the future of the organization, and that nurturing it was his top priority. He put his money where his mouth was. That company spent millions of dollars creating a young professional training program that was the envy of its competitors.

The fancy training program may have impressed the young professionals when they walked through the door, but it was another story once they started their jobs and had a chance to experience the company’s culture day in and day out. The young employees complained bitterly about languishing in dead-end positions with minimal guidance for years on end. The initial bells and whistles weren’t enough to hold them. Bored and frustrated, many resigned.

Earlier in the summer, I attended the Deloitte University OnTalent Roundtable with a group of top HR executives, and John Seely Brown put his finger on exactly what I’d witnessed in that Fortune 500 company. He called it the Dilbert Paradox.  For more on this unfortunate phenomenon and what we can do about it, check out my Culture Beat column on the AMEX Open Forum.

What Martin Luther King Can Teach You About Being a Protege

In 1940, the Christian minister and civil rights champion Benjamin Mays became the president of Morehouse College, the first university for African American men located in Atlanta, GA.  Shortly after his tenure there began, Mays met the 15-year-old Martin Luther King, who had skipped both the nine and 12th grades to enroll as a freshman at Morehouse.  King developed a close relationship with Mays and was an eager student.

Mays influenced King by his own example, guiding him toward the ministry and the preaching of a social gospel.  The two men were so important in each other’s lives that they eventually made a promise – he who outlived the other would deliver the eulogy at his friend’s funeral.   Sadly, on April 9, 1968, Mays saw King’s mahogany coffin delivered to Morehouse on a wobbly farm wagon pulled by mules.

Benjamin Mays and Martin Luther King are just one of many famous mentor/protégé pairs – there’s Socrates and Plato, Aristotle and Alexander the Great, Ezra Pound and T.S. Eliot, and Camille Pissarro and Paul Gauguin.  Due in part to the prestige of their mentors, all of these protégés went on to be extremely successful themselves.  It’s a strategy that has worked time and time again: if you’re truly terrific at your work and put yourself in a position to be noticed and admired by your boss and other senior level executives, you are much more likely to land on the fast track.

The best place to start is with your immediate manager. Even though you may think she’s aware of everything you’re contributing, this is most likely not the case, especially if you work in a large organization with thousands of people, or a small organization, where every employee wears a variety of hats. 

If you want to be the person your manager considers her right hand, please take my advice over at the Fast Track blog.

 

Do I Need "Reverse Mentoring?"

I first started talking about reverse mentoring in 2007, when I did a presentation to Campbell Soup global leadership about the Millennial generation.  The company went on to develop a so-termed “bridge network” to connect promising young professionals with entrenched Baby Boomer executives.

Reverse mentoring is loosely defined as the process of a less experienced employee offering guidance to a more experienced one.  It often includes a relationship that works both ways: seasoned employees can offer advice on how to build a successful career, while newbies can provide a fresh perspective on organizational processes and innovation – especially where it involves evolving technology.

Although currently gaining steam, this is not a new concept.  According to the Wall Street Journal, it was initially championed by Jack Welch in the late 90s when he was CEO of General Electric.  He ordered 500 top-level executives to reach out to people below them to learn how to use the Internet. In return, the younger professionals achieved greater visibility in the company.

If reverse mentoring sounds intriguing to you but there isn’t an established program in your company, check out my post on the Fast Track blog for advice on how to implement it.