Alexandra Levit's Water Cooler Wisdom

Using LinkedIn to Build Your Expert Brand

Have you Googled yourself recently?  Does what you saw reflect what you do best?  Does it even reflect you personally, or someone else with your name?

Even if you are gainfully employed, a robust online presence is astronomically important for networking and career development purposes.  This online presence should ideally include content that showcases why you are an expert in a particular area so that whoever happens to be looking wants to know you and work with you.

I used to exclusively recommend that people purchase their domain names (e.g. alexandralevit.com) and develop full-fledged personal websites.  I still think that’s a good idea, but for those of you who are resistant or just don’t want to pay the $20/year, the good news is that LinkedIn, which I first wrote about here in 2010 has evolved to serve the same purpose.

To tackle the question of how to use LinkedIn to build an expert platform, I tapped Glenn Raines, who does this for a living via his business, Social Media Moves.  Here are his best tips for getting started:

Devise a content strategy

According to Raines, you must first consider the art, which is shaping a narrative that conveys one’s value to a potential employer, partner, collaborator, or client.  The science, on the other hand, involves adding frequently searched subject matter keywords into your LinkedIn section titles and skill descriptors.  Use LinkedIn to share material related to your subject matter expertise, such as a new blog post, a new book you’re reading, or a key takeaway from an industry conference.  Post an activity update at least once a week to stay on the radar of your LinkedIn followers.

For more from Raines, check out my full post on Intuit's Fast Track blog.

How to Capitalize on Unpredictability

The last few years of economic and job market uncertainty have caused many of us to nearly have stress-induced heart attacks, but some fellow professionals have come out better than ever.  Why?

Business consultant Donna Every thinks she has the answer.  “Some people have been successful during the recession because they haven’t relied on the standard approaches they’d use in more predictable times,” she says.  “Instead, they look for opportunities in situations that would have been considered negatives five years ago.”

Although our economic situation is certainly improving, there’s still too much uncertainty to go back to the old ways of doing things.  To that end, here are a few of Every’s suggestions for taking advantage of the unpredictable circumstances that thwart most other people.

Build On What You Already Have

Instead of setting goals and then seeking out the resources you’ll need to meet those goals, assess what you have available and decide what you can achieve. This approach saves you time and money, and it also allows you to leverage your organization’s individual and unique strengths.

Follow the Las Vegas Rule

Tourists planning a weekend in Las Vegas will often set aside the amount of money they’re willing to gamble – and lose — on cards or the slots.  That way, they won’t lose more than they can afford.  Rather than going after the biggest opportunities as you would in prosperous times, look for the opportunities that won’t require as many resources.  Calculate how much you can afford to lose, and always consider the worst-case scenario.

For more of Every's recommendations, please read the full post at Intuit's Fast Track blog.

Is a Promotion Always Good News?

A reader recently asked this question:

I have been at my current workplace for 2.5 years, and I’ve had 3 raises and 2 promotions during that time. Sounds great, doesn’t it? Well, the thing is, I worry that these promotions are largely circumstantial and that taking them on might cause me problems in the long run. The first promotion was caused by a colleague who quit at a crucial time, and I inherited her job because I had worked on all of our department’s projects with her. The second promotion (last week) is caused by a general restructuring of the company. I was the most convenient employee to move into this new role because it overlaps a bit with my current role, so presto change — another promotion.

Both promotions created sudden changes in my job description with new responsibilities, just at the moment when I had started to feel comfortable in the old position. I was not even asked if I wanted the new mandates– both times, it was a fait accompli (which I find really strange).

My concern is that I might not have gained the experience necessary to succeed in my current role, which will now include partial managerial responsibility. I only worked for a little over a year in both my previous positions. I don’t feel that’s given me enough experience to be able to handle all the different variables that can arise in my line of work. In so many ways, I feel like I am being asked to run before I finished even learning to crawl.

How do I make sure that I don’t fail at my new position? I’m really excited about the potential I see with this job, but I also feel overwhelmed with all this new responsibility that I never even asked for and frankly would not have asked for until a few more years had passed. When people are promoted to quasi-managerial roles, how much experience is it common to have?

Here was my advice:

A person who excels at his position is often rewarded with a higher position and eventually reaches a level that exceeds the employee’s field of expertise.  This is called the Peter Principle, a concept that was put forth in the 1960s by Dr. Laurence J. Peter, a psychologist and professor of education.

Why does this happen?  Well, as in your case, most companies prefer to hire from within because internal candidates are considered to be more trustworthy and have a better understanding of how their organizations work.  For the same reason, qualified internal candidates keep getting promoted until they aren’t qualified anymore, and at that point will be stuck in a situation where they feel insecure about their abilities and produce work of less value to their companies.

It is possible to turn down the promotion without losing your reputation.  Start by graciously thanking the person in charge for the opportunity and telling him how much you appreciate his faith in you.  Then, explain why you feel it’s best for the organization if you stay in your current position.  You might say, for example, that you really love your job and still feel like you could add a lot of value to the role and learn more within it.

Remember that by turning down the promotion, you are creating a problem for management – now they must fill that job some other way.  So as best you can, try to compromise and perhaps even come up with an alternative solution.  For instance, maybe you can volunteer to assist in hiring a more senior individual and take on more responsibility until that person can get up and running.

All in all, this is a good problem to have, and you’re handling it in just the right way.

For advice from three other terrific career experts, check out Intuit's Fast Track blog.

Should You Relocate for a Job?

In a job market that still leaves something to be desired, the question on many professionals’ minds is, “should I relocate?”  Whether your current organization offers you a transfer that sounds too good to pass up or you receive an offer from an out-of-state (or out-of-country) firm that comes just as you were starting to get desperate, relocation is an issue that must be taken seriously – especially if you have a family that will be uprooted with you.

Of course, developing a list of pros and cons is a good move when making any major decision, but careful consideration of these five questions will also aid in your thought process.

Would you move there anyway?

If this job didn’t exist, is the area in question a place you’d ever want to go?  Think about what your regular daily routine will be like in the new location.  Do the pace of life and the amenities appeal to you?   How about the people, the culture, the weather, and the traffic?  Remember that a job is only one aspect of your life, and even work that you enjoy won’t be enough to overcome the distress of being stuck in a locale that’s not a good fit.

How will the move impact your family?

Relocations are easiest when you’re at a more flexible stage of life.  Once you have a family, however, you have to think about what your spouse will do in the new city.  Will he or she be able to get a good job too?  Is this area somewhere you can envision raising your children, complete with safe play areas and good schools?  Does the relocation involve moving away from extended family and friends who make life meaningful?

For more suggestions, have a look at the full post at Intuit's Fast Track blog.

Be Productive First Thing in the Morning

Once upon a time, I was a morning person.  Good thing that was back in high school, when I had to be in class at 7:30AM!  In all seriousness, though, mornings have become more difficult for me since having two young children.  However, I recognize the necessity of starting the day off right.  I’ve found that the earlier I attack my work, the more productive and satisfying my day will ultimately be.  Here are 5 tips I have incorporated:

Start on Time

Obviously, it’s critical to show up to the office on time if you have a clock-watcher boss who is taking notes.  But even if you work for yourself, keeping to a regular start time ensures that the day runs according to your schedule and that you aren’t in a frazzled state of mind.  This means leaving ample time for your commute, coffee, etc.  If you are the type of person who takes a little while to get going once in your office, consider sitting down a bit earlier.

Focus Mentally

 A friend of mine takes a 30 minute yoga class every day before work.  In my opinion, this is the perfect strategy to calm yourself sufficiently to give your job your full attention.  Women in particular are not as good at separating home life and work life as men are.  So if you find yourself rushing into work like a chicken with its head cut off, close your eyes and take some deep breaths before you turn on your computer.

For more tips, have a look at the full post on Intuit's Fast Track blog.

 

How to Be More Optimistic at Work

I was born a pessimist.  From a young age, my thoughts have gravitated to the glass half-empty mentality, negatively impacting my own life satisfaction and my relationships with others.

Over the last several years, though, I’ve been working to change my outlook.  Dr. Noelle Nelson, the author of Make More Money By Making Your Employees Happy, thinks this is definitely a good thing.

Research from Yale University found that being optimistic adds an additional 7.6 years on average to our lives, which is more than low blood pressure, low cholesterol, healthy weight and regular exercise. From the Harvard School of Public Health, study results are similar: the most optimistic people had 50 percent less risk of a first heart attack when compared with the least optimistic.

“Other studies show optimists experience significantly less stress, less depression, and heal faster than pessimists,” notes Dr. Nelson. “Not only that, but optimists outperform their own abilities. You may be good at something, but if you’re an optimist, you’ll be better at it. No matter what you undertake, you’ll experience more success and joy by the simple decision to become an optimist.”

So how can you become more optimistic at work?  For recommendations, please visit Intuit's Fast Track blog.

 

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.

5 Truths About Work/Life Fit

My friend, Cali Yost, is an internationally-recognized expert on work/life fit.  In her new book, Tweak It: Make What Matters to You Happen Every Day, she suggests ways to hone in and make time for your most critical priorities.  But before you can do that, she shares some essential truths about work/life fit that are important to understand if we are to be satisfied at work and at home.

Truth #1:  A work/life mishmash is the new reality

As recently as the last decade, the hours of 9-to-5 were standard in most organizations.  You did your work during that period, and then you went home and took care of your personal life.  But the reality of people’s lives no longer matches those neat, rigid expectations.  The growing mismatch is causing people and business to suffer.

Truth #2: It’s not just your employer’s responsibility

Companies and managers alone can’t solve the work/life challenges of their employees.   Managers and HR departments can’t tell each person in the organization how to manage their work and life because everyone’s circumstances on and off the job are completely different.  Employers must create a work environment in which it is okay to discuss potential flexible work/life solutions.  Then we, individual employees, need to meet the organization halfway and come to the table with a plan that takes into consideration our needs and the needs of the business.

Truth #3: It’s work/life “fit,” not “balance”

Using “balance” to describe the goal of flexibility for individuals causes more problems than it solves.  That’s because there really isn’t a “balance” or ideal 50-50 split between work and life.  Most of the time, what we’re after is not working less, but working differently.  By shifting hours, allowing telecommuting, and changing the way work is completed, everyone can manage the way work fits into his or her life.  The goal is to create an environment where all of those different work/life fit realities can live together to achieve the goals of business over time.

For more truths from Cali's book, have a look at the full post on Intuit's Fast Track blog.

Reader Question: Dealing with a Micromanaging Peer

This question was submitted by a reader at the Fast Track blog:

I’d like to get your input about how to deal with a coworker who micromanages laterally. I am a manager, and one of my peers, another manager, often takes it upon herself to tell the other managers how they should run their departments (even though we haven’t asked and it’s not within her realm of responsibility). It doesn’t happen all the time, but every few months or so she’ll go on a tirade and drive all of the managers crazy. For example, she’ll get on a dress-code policy kick and scrutinize every article of clothing staff wear, and then send repeated emails to department managers saying that it needs to be dealt with. The most recent time this happened, when I went to check on the “offensive” clothing, they fell completely within the code — perhaps she just didn’t like what the person was wearing?

She tells us which staff members need disciplining (when they don’t), tells us how to deal with clients, recites well-known procedures to us over and over, and will even go so far as to reorganize our service desks because she doesn’t like how they look! And I don’t mean just a little — I’m talking moving computers to a completely different location, and leaving post-it notes everywhere about why something isn’t right or shouldn’t be the way it is.

Usually I try to see where she’s coming from and consider whether she has a valid point, but often it’s just trivial things that don’t matter or don’t make sense. I’ve tried ignoring her, giving in to her, and being firm and telling her why my department chooses to do things a certain way and that we won’t be changing it. Nothing seems to help. I think she acts this way because she cares about our organization and likes to see things run smoothly, but it’s too much at times, and ultimately not her responsibility. Our organization functions well and overall our staff have good morale. I am perfectly capable of handling my team and, if I do say so myself, do a darn good job of it. How can I get her to back off when she gets like this?

Here was my advice:

I think it’s time you had a formal sit down with the micromanaging peer.  Ignoring her might be the path of least resistance, but at this point it sounds like her behavior is negatively impacting the productivity of your team – and this is a problem that’s yours to remedy.

Ask her to lunch.  If it isn’t completely out of the ordinary, go offsite so you won’t risk being interrupted or joined by another teammate.  Tell her there’s something important you need to talk to her about, and preface the discussion with a comment along the lines of what you said in your e-mail to us:  “I admire how much you care about our organization and I know that you want to see it run smoothly.”  This will help to mitigate her natural response (i.e. defensiveness) to what you’re about to say.

Next, tell her that while you appreciate her input on your team’s discipline, dress, etc. you are capable of managing these issues yourself and that you’d prefer it if she would confine her improvements to her own group.  Use a “this is what’s best for the organization” type of argument, such as “Right now my staff feels that it’s getting confusing cross-direction, and their work is suffering.”  Try to be assertive rather than wishy-washy.  You are a manager for a reason and your judgment should be trusted.

If this doesn’t work and she continues to interfere and wreck havoc around the office, you should talk to your boss on the down low.   Just remember to be solution-oriented and bottom-line focused in your comments, as the last thing you want to do is come across like you are whining or complaining.  You are not a tattletale and this is not a mere personality conflict.  Be clear that you are genuinely concerned that because of this woman’s actions, the organization is not operating as optimally as it could be.

For guidance from Fast Track's other amazing experts, check out the full post.