The Charlotte Business Journal Offers: April 6, 2011
"Affordable Franchise and Business Ownership" Seminar
Learn why so many corporate employees (and others) are choosing business ownership over the corporate world. Learn about the affordable and scalable franchised businesses they are buying and the resources available to help potential new business owners. Presentations on: -Making the transition to your own business through franchsing -How to finance your business -Legal considerations for starting your business -Several affordable, scalable, fast growing and highly ranked franchise companies. You will have the chance to speak with all the presenters and get your questions answered.
Sponsor: SBA; Charlotte SCORE; Bishop Dulaney & Joyner; FranNet Carolina; FranFund
When: 2011-04-06, 1:00PM - 4:00PM
Location: Raintree Country Club: 8600 Raintree Lane off Hwy 51 just West of the Arboretum.
Cost: Free with pre-registration: $10.00 at the door.
To Register: Click here or call for more informaiton: Andrea Kelly/Mike Hall at 704-522-9394
Read more: Business Events Calendar - Charlotte Business Journal
Job seekers meet about employers during LCC job fair
David Anderson
Staff Writer
An estimated 1,200 to 1,300 job seekers crowded into the Lenoir Community College gymnasium on Wednesday to meet with about 130 employers during the college’s annual job fair.
“Our employers were very pleased, and that’s the main thing we try to do. … I think that a lot of students got to see human resources people they would normally just be sending resumes to,” said Frances Gaskins, LCC’s director of cooperative education and job placement.
The college, and the N.C. JobLink Career Center based at LCC, sponsored the job fair.
Gaskins said 128 employers were signed up, and a few more came at the last minute.
One of the most popular employers who had signed up was Sanderson Farms.
The Mississippi poultry firm opened its Kinston processing plant earlier this year, and applicants were lined up outside the gym doors for a chance to land a job.
“I’ve been trying to get with them for a couple of months now, driving trucks,” the Rev. Donnie Dixon of Grifton said of Sanderson. “But I found this opportunity, so I decided to come on out and take it.”
Dixon is pastor for Giving and Adding a Hand Ministries of Goldsboro, an unpaid position.
“I don’t do it for the money,” he said of leading the Wayne County ministry.
Manny Moreno, second shift personnel supervisor at the plant, scheduled one person after another for job interviews next week. Sanderson is looking to fill hundreds of positions on its second shift.
He encouraged applicants who might screen their calls to pick up the phone when Sanderson calls, because with the high volume, they will not call back or leave messages.
“We were really happy to come here to Kinston and help the economy out,” Moreno said.
Spirit AeroSystems, Lenoir County’s other newest industrial anchor, also saw heavy traffic at its job fair table.
“Just the fact that it’s aerospace, is what attracts a lot of people,” said Betty Brock, human resources generalist with Spirit.
LCC student Mark Grant of Kinston, who said he was interested in high-technology work, “beelined it” to Spirit’s table when he arrived.
“It’s the newest, highest-tech thing out here,” he said of Spirit.
Jay Repass of Kinston, who was laid off last April after 17 years in the finance sector, also visited Spirit.
“My resume screams finance, but I feel I can do pretty much anything administratively,” he said. “I’m willing to be more open, and I’m hoping employers will be.”
A variety of entities catered to the hundreds of job seekers, including government agencies, law enforcement, the U.S. military, small and large businesses, retail outlets, restaurants, health care businesses and others.
Yvonne Deatherage, director, mentor and coach for The Pampered Chef’s Kinston affiliate, said many were interested in giving in-home cooking demonstrations to supplement their income.
“I think people are interested because people can leave (home) four to eight times, and they can earn anywhere from $500 to $1500 a month,” she said.
John McPhaul, franchise owner of the Chick-fil-A on U.S. 70 West, said he is looking to increase his workforce for the spring and summer, especially with community college students.
Student Michael Cox of Deep Run said he though Chick-fil-A would be good part-time work for him.
“It’s new, I figured they’ve probably got things going (well) for them. . . . And they’ve got good food,” he said of the restaurant.
Irene Layne, chiropractic assistant for the Goldsboro Spine Center, said job fairs are effective venues for employers and applicants to connect, that attending a job fair “shows initiative.”
“I’ve worked at the office for about a year-and-a-half, and they found me at a job fair,” she said.
David Anderson can be reached at 252-559-1077 or danderson@freedomenc.com.
BREAKOUT BOX:
For more information on finding a job locally, visit the JobLink Career Center at LCC; call 252-527-6223, ext. 104; or visit the Lenoir County ESC office, 2100 Presbyterian Lane, Kinston. You can reach the ESC office at 252-526-4435.
Staff Writer
An estimated 1,200 to 1,300 job seekers crowded into the Lenoir Community College gymnasium on Wednesday to meet with about 130 employers during the college’s annual job fair.
“Our employers were very pleased, and that’s the main thing we try to do. … I think that a lot of students got to see human resources people they would normally just be sending resumes to,” said Frances Gaskins, LCC’s director of cooperative education and job placement.
The college, and the N.C. JobLink Career Center based at LCC, sponsored the job fair.
Gaskins said 128 employers were signed up, and a few more came at the last minute.
One of the most popular employers who had signed up was Sanderson Farms.
The Mississippi poultry firm opened its Kinston processing plant earlier this year, and applicants were lined up outside the gym doors for a chance to land a job.
“I’ve been trying to get with them for a couple of months now, driving trucks,” the Rev. Donnie Dixon of Grifton said of Sanderson. “But I found this opportunity, so I decided to come on out and take it.”
Dixon is pastor for Giving and Adding a Hand Ministries of Goldsboro, an unpaid position.
“I don’t do it for the money,” he said of leading the Wayne County ministry.
Manny Moreno, second shift personnel supervisor at the plant, scheduled one person after another for job interviews next week. Sanderson is looking to fill hundreds of positions on its second shift.
He encouraged applicants who might screen their calls to pick up the phone when Sanderson calls, because with the high volume, they will not call back or leave messages.
“We were really happy to come here to Kinston and help the economy out,” Moreno said.
Spirit AeroSystems, Lenoir County’s other newest industrial anchor, also saw heavy traffic at its job fair table.
“Just the fact that it’s aerospace, is what attracts a lot of people,” said Betty Brock, human resources generalist with Spirit.
LCC student Mark Grant of Kinston, who said he was interested in high-technology work, “beelined it” to Spirit’s table when he arrived.
“It’s the newest, highest-tech thing out here,” he said of Spirit.
Jay Repass of Kinston, who was laid off last April after 17 years in the finance sector, also visited Spirit.
“My resume screams finance, but I feel I can do pretty much anything administratively,” he said. “I’m willing to be more open, and I’m hoping employers will be.”
A variety of entities catered to the hundreds of job seekers, including government agencies, law enforcement, the U.S. military, small and large businesses, retail outlets, restaurants, health care businesses and others.
Yvonne Deatherage, director, mentor and coach for The Pampered Chef’s Kinston affiliate, said many were interested in giving in-home cooking demonstrations to supplement their income.
“I think people are interested because people can leave (home) four to eight times, and they can earn anywhere from $500 to $1500 a month,” she said.
John McPhaul, franchise owner of the Chick-fil-A on U.S. 70 West, said he is looking to increase his workforce for the spring and summer, especially with community college students.
Student Michael Cox of Deep Run said he though Chick-fil-A would be good part-time work for him.
“It’s new, I figured they’ve probably got things going (well) for them. . . . And they’ve got good food,” he said of the restaurant.
Irene Layne, chiropractic assistant for the Goldsboro Spine Center, said job fairs are effective venues for employers and applicants to connect, that attending a job fair “shows initiative.”
“I’ve worked at the office for about a year-and-a-half, and they found me at a job fair,” she said.
David Anderson can be reached at 252-559-1077 or danderson@freedomenc.com.
BREAKOUT BOX:
For more information on finding a job locally, visit the JobLink Career Center at LCC; call 252-527-6223, ext. 104; or visit the Lenoir County ESC office, 2100 Presbyterian Lane, Kinston. You can reach the ESC office at 252-526-4435.
Supercharge Your Sales
The Charlotte Business Journal Offers: April 5, 2011
8:00 a.m - 9:00 a.m
Join Allen Clark, Circulation Sales Executive of Charlotte Business Journal, as he guides you through the Charlotte region's premier source of business news and sales leads.
In addition to learning how to identify new customers, increase your bottom line and stay ahead of the competition, you'll learn how to obtain contact information on over 1,600 companies in the Charlotte region. He'll also share with you behind the scenes information on stories, daily email updates and upcoming Charlotte Business Journal events.
We even share ideas on how other businesses and professionals use the Charlotte Business Journal to get customers and increase their business! This seminar has great value for subscribers and non-subscribers alike.
Read more: Smart Reader Leads Generation Workshop - Charlotte Business Journal
Smart Reader Leads Generation Workshop
When: Tuesday, April 5, 2011 8:00am - 9:30am
Where: 1100 S. Tryon St., Suite 100, Charlotte, NC 28203
Suggested Dress: Business Casual
Read more: Smart Reader Leads Generation Workshop - Charlotte Business Journal
If you need assistance or would prefer to place your order over the phone,
please call 704-973-1126 8am-5pm Monday-Friday or email acclark@bizjournals.com
8:00 a.m - 9:00 a.m
Join Allen Clark, Circulation Sales Executive of Charlotte Business Journal, as he guides you through the Charlotte region's premier source of business news and sales leads.
In addition to learning how to identify new customers, increase your bottom line and stay ahead of the competition, you'll learn how to obtain contact information on over 1,600 companies in the Charlotte region. He'll also share with you behind the scenes information on stories, daily email updates and upcoming Charlotte Business Journal events.
We even share ideas on how other businesses and professionals use the Charlotte Business Journal to get customers and increase their business! This seminar has great value for subscribers and non-subscribers alike.
Read more: Smart Reader Leads Generation Workshop - Charlotte Business Journal
Smart Reader Leads Generation Workshop
When: Tuesday, April 5, 2011 8:00am - 9:30am
Where: 1100 S. Tryon St., Suite 100, Charlotte, NC 28203
Suggested Dress: Business Casual
Read more: Smart Reader Leads Generation Workshop - Charlotte Business Journal
If you need assistance or would prefer to place your order over the phone,
please call 704-973-1126 8am-5pm Monday-Friday or email acclark@bizjournals.com
Career Insurance Makes Unemployment Insurance Look Like Child's Play
 |
| Carl E. Reid, Chief Operations Officer Empowering Today's Professionals |
iPower Global Solutions
Public Relations & Event Director
Tel: 201-222-5390 Email: PRevents@Success4U2.net
FOR IMMEDIATE RELEASE
Career Insurance Makes Unemployment Insurance Look Like Child's Play
The #1 fear at work isn't loss of a job. The root cause of daily anxiety attacks at work is abrupt loss of all income associated with a job. As they walk each person being laid off to the front door, managers put their arm around people telling them "you are a valued employee". That's a frightening scenario still being played out today. Implementing a career insurance plan, which includes developing alternate sources of income, is crucial to career management survival.
New York, NY February 20, 2011 8:00AM EST—Tune into to YOUR CAREER IS CALLING, broadcast on www.1077TheBronc.com from Rider University. Chief Savvy Intrapreneur Carl E. Reid, CSI, presents “Alternate Sources of Income and Why You Need Them”
YOUR CAREER IS CALLING radio show co-hosted by Rod Colon, author of Win the Race for 21st Century Jobs and Frank Kovacs, founder of TheBreakfastClubNJ.com will be discussing with guest speaker Carl E. Reid, CSI why the best time to develop part time supplemental income is Now.
When I left my corporate job, some people in my family could not believe it – states Carl E. Reid, Business Career Coach, Chief Savvy Intrapreneur at SAVVY INTRAPRENEUR and Chief Operations Officer at Empowering Today's Professionals. “What about job security, they asked?”…well, what about it? Who says my corporate job would be there long term? If my “day job” were to disappear, what would happen? Not much, really. I would lose a source of income, but I have other sources of income to sustain me and my family”.
Mr. Reid further explains, "This is crucial to survival, as part of a career back up plan. It makes all the difference between making a living and LIVING LIFE". "With current economic conditions students, recent grads, home makers and career professionals need creative strategies for developing alternate sources of income. This definitely provides career insurance, as a part of any career management backup plan. The result can pay continuous dividends, while providing peace of mind for families. This is way better than temporary unemployment insurance."
About SAVVY INTRPRENEUR
Combining proven professional career development techniques with success as an entrepreneur Carl E. Reid founded Savvy Intrapreneur, which teaches "career minded" professionals how to run themselves like a business. He has used his life experience and knowledge gained to assist others in achieving their own desired level of success. Carl E. Reid is active in professional organizations, networking groups and volunteers for non-profit entities. Email: CarlReid@Success4U2.net Web: www.SAVVYINTRAPRENEUR.com Tel: 646-207-2299
About Empowering Today’s Professionals
The mission of ETP is to encourage, train, support, mentor and advise fellow CEOs of ME, Incorporated in all aspects of defined responsibilities to their personal Board of Directors. ETP's proven education programs and methodologies guide each member through "HOW" to specifically land a job and develop self empowering career management goals. Email: Membership@ETPnetwork.com Tel: 732-367-5580 Chapter Preview: Win the Race for 21st Century Jobs at www.ETPnetwork.com
About TheBreakfastClubNJ.com
Where executives of all disciplines: IT, Finance & Accounting, Communications, Human Resources get together with a common focus to assist each other in pursuing new employment opportunities, tackling the challenges of their current positions, and providing a support network to each other. We have highly qualified and dedicated. Email: fkovacs@comcast.net Web: www.TheBreakfastClubNJ.com
# # #
By Kimberly Fusaro
If everything’s going smoothly, you probably won’t interact with the folks in human resources much between the day you’re hired and your last day with the company. But every day in between, it’s their responsibility to make sure you’re doing your job well. Which means they know a lot more than you might think. We checked in with human resources experts to see what your current employer is keeping tabs on—and how your next employer could be judging you based on a whole lot more than the résumé you submitted.
1. Background checks have gone beyond Google.
Before calling in applicants for a job interview, HR will snoop around online to make sure there are no virtual red flags. “Social media ‘stalking’ has become the norm—especially at larger companies,” says Mary Hladio, who worked in human resources for more than 15 years and is currently CEO of leadership group Ember Carriers. “Beyond typing names into a search engine, companies will also employ sophisticated online monitoring platforms that dig even deeper. If there’s something on the Internet you wouldn’t want your boss to see, it’s probably in your best interest to take it down.”
2. Arriving super-early for an interview is almost as bad as arriving late.
Of course, if someone shows up late for an interview, he or she isn’t going to get a callback, says Amy Habedank, human resources manager ofPinnacle Services. But she’s also hesitant to hire someone who shows up an hour early. “It feels like they have no regard for my time,” she says. If you’re headed to a job interview, don’t show up more than 10 minutes before; if you get there with time to spare, catch up on email or listen to relaxing music before heading in.
3. Your physical appearance matters.
“Research suggests that the decision to hire or to deselect a candidate is made within the first 90 seconds of the interview,” says human resources consultant Steve Cohen, author of Mess Management: Lessons from a Corporate Hit Man. That means you must arrive at a job interview in a clean, well-put-together outfit with neat fingernails, smoothed-down hair and fresh breath. Also, think twice about any eccentricities. “Some people might be able to look past pink hair and black nail polish, but it will affect their decision,” says Hladio.
Check out a foolproof outfit that’s perfect for a job interview.
4. Personal hygiene counts, too.
Smelling like cigarette smoke can work against you, as can having body odor. Because both conditions are within an individual’s control, an employee or job candidate who smells bad is viewed as lacking professionalism, Cohen says. Plus, an employee who smells bad is a public relations liability. Most companies won’t tolerate poor personal hygiene in an employee or potential employee.
5. You won’t get hired to work from home if you aren’t a “home professional.”
If you’re applying for a work-from-home position, you need to present yourself as a “home professional” from the get-go. This means that when HR first calls to express interest, there better not be crying babies or barking dogs in the background. “When an applicant has no control over the noise level in her home, it’s a signal that she’s not ready for virtual work,” says Shilonda Downing, who’s in charge of hiring for Virtual Work Team. You’ll also need a quiet home office space if you’re petitioning your current boss for work-from-home hours.
6. Being overweight can work against you.
Even though overweight individuals can be fast on their feet and slim people can be lazy, an interviewer might assume an obese job candidate won’t be able to keep up at a “high-performance” company. Cohen gives the example of a manufacturing company that prided itself on efficiency and speed. Every prospective employee was taken on a walking tour of the large plant before being hired. If the prospect couldn’t keep up with the owner’s fast pace on the facility tour, he or she wouldn’t be hired. If you’re worried your size may be working against you, Cohen suggests emphasizing how adept and resourceful you are.
7. Ageism (illegally) exists.
“People who have seen their 50th birthday are losing jobs to younger people, even though ageism is illegal,” says Dennis Kravetz, head of human resources consulting firm Kravetz Associates. Older employees hoping for a promotion need to be extra-vigilant about staying on top of trends and technology. In a job interview, emphasize what you’ve learned from years of experience and explain how you’ve grown along with your industry.
8. Your relationship is being monitored if you’re dating a coworker.
“Sometimes people meet their future spouse at the office,” says Cohen. “But mostly, dating coworkers is risky.” Even if dating among colleagues is allowed, a relationship that ends badly is going to affect other people in the office. It gets extra-tricky if a romantic relationship between a supervisor and his or her subordinate sours. “Human resources is watching behavior that could turn litigious,” warns former human resources executive J.T. O’Donnell, founder of Careerealism.com.
9. Your Internet usage is probably being documented.
Don’t assume there’s any level of confidentiality when it comes to company technology, whether it’s email, voicemail or indiscriminate use of the Internet, Cohen says. “In a situation where an employee’s integrity or credibility is in question, there will always be an audit of her computer usage.” That means your boss probably isn’t randomly checking to see how often you log on to Facebook. But if he’s looking for a reason to fire you, your computer records could provide easy ammunition.
10. Your good and bad behavior matter—but the bad matters more.
“Promotions have favoritism built in,” says Hladio. Good behavior and positive experiences have a “shelf life” of three to six months. You need to continually impress your employer in order to stand out as an exceptional employee. Bad behavior and negative experiences, on the other hand, can linger in an employer’s mind for years.
Original article appeared on WomansDay.com
I would like to add some items to this list for everyone to benefit by:
Branding yourself in your interviews is important but don't stop there. Continue your branding statement is your work philosophy and ethics. Show how you are prepared and take charge with your career at your employer:
11. Volunteer at committee/group meeting with insightful views and suggestions
12. Don't be late for meetings
13. Set a meeting with your direct report to document your goals and expectations for the next year. By documenting and meeting and exceeding these goals will not only help in securing your job but marketing yourself for a raise/promotion.
14. One month prior to your review document to your direct report the accomplishments you have made. It's very easy for them to forget and by reminding them in advance will lead to a more positive performance review.
15. I can't tell you the times I held a meeting or called someone into my office to find out that come in empty handed. ALWAYS carry a note pad and pen/pencil.
16. Don't let your title go to your head when interfacing with fellow employees. Be courteous to everyone. You never know who is friendly with whom.
I know there are many more tips out there. Please share your own thoughts on the career saving survival tools you have acquired.
Everyone have a great weekend.
Frank
Frank P. Zisa
Frank P. Zisa, MBA
1357 Hillgrass Court
Toms River, NJ 08753
Cell: (908) 278-4618 Preferred Contact
Home: (732) 244-1943
Email: FrankZisa@aol.com
www.linkedin.com/in/FrankZisa
If everything’s going smoothly, you probably won’t interact with the folks in human resources much between the day you’re hired and your last day with the company. But every day in between, it’s their responsibility to make sure you’re doing your job well. Which means they know a lot more than you might think. We checked in with human resources experts to see what your current employer is keeping tabs on—and how your next employer could be judging you based on a whole lot more than the résumé you submitted.
1. Background checks have gone beyond Google.
Before calling in applicants for a job interview, HR will snoop around online to make sure there are no virtual red flags. “Social media ‘stalking’ has become the norm—especially at larger companies,” says Mary Hladio, who worked in human resources for more than 15 years and is currently CEO of leadership group Ember Carriers. “Beyond typing names into a search engine, companies will also employ sophisticated online monitoring platforms that dig even deeper. If there’s something on the Internet you wouldn’t want your boss to see, it’s probably in your best interest to take it down.”
2. Arriving super-early for an interview is almost as bad as arriving late.
Of course, if someone shows up late for an interview, he or she isn’t going to get a callback, says Amy Habedank, human resources manager ofPinnacle Services. But she’s also hesitant to hire someone who shows up an hour early. “It feels like they have no regard for my time,” she says. If you’re headed to a job interview, don’t show up more than 10 minutes before; if you get there with time to spare, catch up on email or listen to relaxing music before heading in.
3. Your physical appearance matters.
“Research suggests that the decision to hire or to deselect a candidate is made within the first 90 seconds of the interview,” says human resources consultant Steve Cohen, author of Mess Management: Lessons from a Corporate Hit Man. That means you must arrive at a job interview in a clean, well-put-together outfit with neat fingernails, smoothed-down hair and fresh breath. Also, think twice about any eccentricities. “Some people might be able to look past pink hair and black nail polish, but it will affect their decision,” says Hladio.
Check out a foolproof outfit that’s perfect for a job interview.
4. Personal hygiene counts, too.
Smelling like cigarette smoke can work against you, as can having body odor. Because both conditions are within an individual’s control, an employee or job candidate who smells bad is viewed as lacking professionalism, Cohen says. Plus, an employee who smells bad is a public relations liability. Most companies won’t tolerate poor personal hygiene in an employee or potential employee.
5. You won’t get hired to work from home if you aren’t a “home professional.”
If you’re applying for a work-from-home position, you need to present yourself as a “home professional” from the get-go. This means that when HR first calls to express interest, there better not be crying babies or barking dogs in the background. “When an applicant has no control over the noise level in her home, it’s a signal that she’s not ready for virtual work,” says Shilonda Downing, who’s in charge of hiring for Virtual Work Team. You’ll also need a quiet home office space if you’re petitioning your current boss for work-from-home hours.
6. Being overweight can work against you.
Even though overweight individuals can be fast on their feet and slim people can be lazy, an interviewer might assume an obese job candidate won’t be able to keep up at a “high-performance” company. Cohen gives the example of a manufacturing company that prided itself on efficiency and speed. Every prospective employee was taken on a walking tour of the large plant before being hired. If the prospect couldn’t keep up with the owner’s fast pace on the facility tour, he or she wouldn’t be hired. If you’re worried your size may be working against you, Cohen suggests emphasizing how adept and resourceful you are.
7. Ageism (illegally) exists.
“People who have seen their 50th birthday are losing jobs to younger people, even though ageism is illegal,” says Dennis Kravetz, head of human resources consulting firm Kravetz Associates. Older employees hoping for a promotion need to be extra-vigilant about staying on top of trends and technology. In a job interview, emphasize what you’ve learned from years of experience and explain how you’ve grown along with your industry.
8. Your relationship is being monitored if you’re dating a coworker.
“Sometimes people meet their future spouse at the office,” says Cohen. “But mostly, dating coworkers is risky.” Even if dating among colleagues is allowed, a relationship that ends badly is going to affect other people in the office. It gets extra-tricky if a romantic relationship between a supervisor and his or her subordinate sours. “Human resources is watching behavior that could turn litigious,” warns former human resources executive J.T. O’Donnell, founder of Careerealism.com.
9. Your Internet usage is probably being documented.
Don’t assume there’s any level of confidentiality when it comes to company technology, whether it’s email, voicemail or indiscriminate use of the Internet, Cohen says. “In a situation where an employee’s integrity or credibility is in question, there will always be an audit of her computer usage.” That means your boss probably isn’t randomly checking to see how often you log on to Facebook. But if he’s looking for a reason to fire you, your computer records could provide easy ammunition.
10. Your good and bad behavior matter—but the bad matters more.
“Promotions have favoritism built in,” says Hladio. Good behavior and positive experiences have a “shelf life” of three to six months. You need to continually impress your employer in order to stand out as an exceptional employee. Bad behavior and negative experiences, on the other hand, can linger in an employer’s mind for years.
Original article appeared on WomansDay.com
I would like to add some items to this list for everyone to benefit by:
Branding yourself in your interviews is important but don't stop there. Continue your branding statement is your work philosophy and ethics. Show how you are prepared and take charge with your career at your employer:
11. Volunteer at committee/group meeting with insightful views and suggestions
12. Don't be late for meetings
13. Set a meeting with your direct report to document your goals and expectations for the next year. By documenting and meeting and exceeding these goals will not only help in securing your job but marketing yourself for a raise/promotion.
14. One month prior to your review document to your direct report the accomplishments you have made. It's very easy for them to forget and by reminding them in advance will lead to a more positive performance review.
15. I can't tell you the times I held a meeting or called someone into my office to find out that come in empty handed. ALWAYS carry a note pad and pen/pencil.
16. Don't let your title go to your head when interfacing with fellow employees. Be courteous to everyone. You never know who is friendly with whom.
I know there are many more tips out there. Please share your own thoughts on the career saving survival tools you have acquired.
Everyone have a great weekend.
Frank
Frank P. Zisa
Frank P. Zisa, MBA
1357 Hillgrass Court
Toms River, NJ 08753
Cell: (908) 278-4618 Preferred Contact
Home: (732) 244-1943
Email: FrankZisa@aol.com
www.linkedin.com/in/FrankZisa
How Can You LEAD Even When You’re Not in a “LEADERSHIP” Role??
What makes a leader in the corporate world? It isn’t holding an executive level role or supervising other employees. It isn’t something you can learn overnight or even with 20 years of work experience. A leader, in the most basic sense, is someone who can guide or inspire others. Many leaders are born with innate leadership skills but some learn how to lead from great role models.
In fact, leaders can be all around us from the bottom to the top of the corporate ladder. We all have the opportunity to express a number of leadership qualities, even if we don’t necessarily see it. Wherever you are in the working world, you may exhibit leadership in your everyday work.
Show Initiative. If an opportunity presents itself, take it! Stepping forward and showing you are proactive can be a great way to lead in your organization. Don’t be afraid to offer suggestions and show your boss you can lead, rather than relying on others to do it for you.
Take risks. No one can be a leader without taking some risks. Sometimes they pan out and sometimes you have to pick yourself up and dust yourself off, but the risk is where you can show your leadership abilities and rise up. You may even want to consider taking the risk to get involved in something even if it doesn’t fall within your immediate responsibilities (just make sure you aren’t overstepping your boundaries or stepping on any toes).
Listen. Pay attention to what people are talking about. No really, listen. People want to be heard and if you can give this to them, even for a few moments, they will respect you more for it. Plus, listening to others may lead to all new ideas and opportunities for an organization. Often times, leaders follow their own views or experience by default, when sometimes it is staff recommendations that switch on the light bulbs and spark up improvements in organizations.
Be fair. In any position you hold, you can show the strength of your personal character and corporate moral values in how you act with others. Good leaders respect each and every individual and understand the contributions they make to the overall functioning of an organization. You can exemplify fairness by making sure your peers are treated fairly in your presence and in return, treating others with dignity and respect.
Be a problem solver, not a problem identifier. While identifying a problem is an important first step (especially if no one else has the courage to speak up), it is less valuable to management than someone who is thinking of creative ways to solve the problem. A problem solver is an instant leader because doing so immediately shows positive results for company time, money, morale, etc. Be a leader by taking charge of problems, figuring out what it takes to get a job done, using your resources and resolving these issues.
Prioritize. A good way to lead is simply putting first things first. You can’t be a leader of others if you don’t understand what is most important to the company, your own boss and yourself. Setting your priorities is an important part to achieving successful results!
Stay positive. People want to work with and for people who are enthusiastic, confident and who are enjoyable to be around. You can lead simply by being positive because it in turn motivates those around you! Others may look to you as this kind of leader because your demeanor makes the days go by a little easier, makes the hard times seem like they’re not so tough and just makes the overall office a more enjoyable place to be.
In conclusion, it can be said that good leadership doesn’t necessarily happen overnight but everyone can certainly do their part to exhibit positive examples of leadership in their everyday work. However you choose to exhibit leadership in your career, never forget that being a good leader comes down to a few basic things: it’s about getting things done, inspiring and encouraging others and always being an positive example for those around you. (Brazen Careerist)
In fact, leaders can be all around us from the bottom to the top of the corporate ladder. We all have the opportunity to express a number of leadership qualities, even if we don’t necessarily see it. Wherever you are in the working world, you may exhibit leadership in your everyday work.
Show Initiative. If an opportunity presents itself, take it! Stepping forward and showing you are proactive can be a great way to lead in your organization. Don’t be afraid to offer suggestions and show your boss you can lead, rather than relying on others to do it for you.
Take risks. No one can be a leader without taking some risks. Sometimes they pan out and sometimes you have to pick yourself up and dust yourself off, but the risk is where you can show your leadership abilities and rise up. You may even want to consider taking the risk to get involved in something even if it doesn’t fall within your immediate responsibilities (just make sure you aren’t overstepping your boundaries or stepping on any toes).
Listen. Pay attention to what people are talking about. No really, listen. People want to be heard and if you can give this to them, even for a few moments, they will respect you more for it. Plus, listening to others may lead to all new ideas and opportunities for an organization. Often times, leaders follow their own views or experience by default, when sometimes it is staff recommendations that switch on the light bulbs and spark up improvements in organizations.
Be fair. In any position you hold, you can show the strength of your personal character and corporate moral values in how you act with others. Good leaders respect each and every individual and understand the contributions they make to the overall functioning of an organization. You can exemplify fairness by making sure your peers are treated fairly in your presence and in return, treating others with dignity and respect.
Be a problem solver, not a problem identifier. While identifying a problem is an important first step (especially if no one else has the courage to speak up), it is less valuable to management than someone who is thinking of creative ways to solve the problem. A problem solver is an instant leader because doing so immediately shows positive results for company time, money, morale, etc. Be a leader by taking charge of problems, figuring out what it takes to get a job done, using your resources and resolving these issues.
Prioritize. A good way to lead is simply putting first things first. You can’t be a leader of others if you don’t understand what is most important to the company, your own boss and yourself. Setting your priorities is an important part to achieving successful results!
Stay positive. People want to work with and for people who are enthusiastic, confident and who are enjoyable to be around. You can lead simply by being positive because it in turn motivates those around you! Others may look to you as this kind of leader because your demeanor makes the days go by a little easier, makes the hard times seem like they’re not so tough and just makes the overall office a more enjoyable place to be.
In conclusion, it can be said that good leadership doesn’t necessarily happen overnight but everyone can certainly do their part to exhibit positive examples of leadership in their everyday work. However you choose to exhibit leadership in your career, never forget that being a good leader comes down to a few basic things: it’s about getting things done, inspiring and encouraging others and always being an positive example for those around you. (Brazen Careerist)
Harvey Mackay's Column - The ABCs of networking
The ABCs of networking
By Harvey Mackay
If I had to name the single characteristic shared by all the truly successful people I've met over a lifetime, I'd say it is the ability to create and nurture a network of contacts. I could lose all my money and all my factories, but leave me my contacts and I'll be back as strong as ever in three to five years. Networking is that important.
The alphabet is a great place to start as you build your network -- organize your contacts from A to Z. I've written two other ABC columns -- the ABCs of selling and the ABCs of teamwork. Now it's time for the ABCs of networking:
A is for antennae, which should be up every waking moment. Never pass up an opportunity to meet new people.
B is for birthdays. It's always advantageous to know the birthdays of your contacts. You wouldn't believe how much business our sales reps write up when they call on their customers' birthdays.
C is for contact management system. Have your data organized so that you can cross reference entries and find the information you need quickly.
D is for Dig Your Well Before You're Thirsty, my networking book.
E is for exchange and expand. When two people exchange dollar bills, each still has only one dollar. But when two people exchange networks, they each have access to two networks.
F is for Facebook and all other social media. These sites open unlimited possibilities for networking. Use them wisely.
G is for gatekeeper. There usually is a trusted assistant trained to block or grant your access. Don't waste their time, and make sure you acknowledge their significant role in reaching the boss.
H is for hearing. Make note of news you hear affecting someone in your network so you can reference it at the appropriate time.
I is for information. You can't (and shouldn't) talk about business all the time. Learn everything you can about your contacts' families, pets, hobbies and interests. Humanize your approach.
J is for job security, which you will always have if you develop a good network.
K is for keeping in touch. If your network is going to work, you have to stay plugged in and keep the wires humming.
L is for lessons. The first real networking school I signed up for after I graduated from college was Toastmasters. Dale Carnegie schools are designed to achieve similar goals.
M is for mentors. In the best of all possible worlds, your role models can become your mentors, helping you, advising you, guiding you, even lending you their network as you build your own.
N is for a network of contacts. A network can enrich your life.
O is for outgoing. Be the first to introduce yourself, lend a hand, or send congratulations for a job well done.
P is for people. You have to love people to be a good networker.
Q is for quality. A large network is worthless unless the people in it can be counted on to answer in an emergency at 2 a.m.
R is for Reciprocity. You give; you get. You no give; you no get. If you only do business with people you know and like, you won't be in business very long.
S is for six degrees of separation, the thought that there is a chain of no more than six people that link every person. Someone you know knows someone who knows someone you want to know.
T is for telephone. Landline, cell, internet -- this is a critical tool for staying in touch with your network.
U is for urgency. Don't be slow to answer the call, even if you never expect to have your effort repaid.
V is for visibility. You've got to get involved in organizations and groups to get connected, but don't confuse visibility with credibility. You have to give in order to get.
W is not only for whom you know, but also for who knows you?
X is for the extra mile. Your network contacts will go the extra mile for you, and you must be willing to do the same for them.
Y is for yearly check-in. Find a way, even if it's just a holiday card, to stay in touch.
Z is for zip code -- do you have plenty represented in your network?
Mackay's Moral: You don't have to know everything as long as you know the people who do.
By Harvey Mackay
If I had to name the single characteristic shared by all the truly successful people I've met over a lifetime, I'd say it is the ability to create and nurture a network of contacts. I could lose all my money and all my factories, but leave me my contacts and I'll be back as strong as ever in three to five years. Networking is that important.
The alphabet is a great place to start as you build your network -- organize your contacts from A to Z. I've written two other ABC columns -- the ABCs of selling and the ABCs of teamwork. Now it's time for the ABCs of networking:
A is for antennae, which should be up every waking moment. Never pass up an opportunity to meet new people.
B is for birthdays. It's always advantageous to know the birthdays of your contacts. You wouldn't believe how much business our sales reps write up when they call on their customers' birthdays.
C is for contact management system. Have your data organized so that you can cross reference entries and find the information you need quickly.
D is for Dig Your Well Before You're Thirsty, my networking book.
E is for exchange and expand. When two people exchange dollar bills, each still has only one dollar. But when two people exchange networks, they each have access to two networks.
F is for Facebook and all other social media. These sites open unlimited possibilities for networking. Use them wisely.
G is for gatekeeper. There usually is a trusted assistant trained to block or grant your access. Don't waste their time, and make sure you acknowledge their significant role in reaching the boss.
H is for hearing. Make note of news you hear affecting someone in your network so you can reference it at the appropriate time.
I is for information. You can't (and shouldn't) talk about business all the time. Learn everything you can about your contacts' families, pets, hobbies and interests. Humanize your approach.
J is for job security, which you will always have if you develop a good network.
K is for keeping in touch. If your network is going to work, you have to stay plugged in and keep the wires humming.
L is for lessons. The first real networking school I signed up for after I graduated from college was Toastmasters. Dale Carnegie schools are designed to achieve similar goals.
M is for mentors. In the best of all possible worlds, your role models can become your mentors, helping you, advising you, guiding you, even lending you their network as you build your own.
N is for a network of contacts. A network can enrich your life.
O is for outgoing. Be the first to introduce yourself, lend a hand, or send congratulations for a job well done.
P is for people. You have to love people to be a good networker.
Q is for quality. A large network is worthless unless the people in it can be counted on to answer in an emergency at 2 a.m.
R is for Reciprocity. You give; you get. You no give; you no get. If you only do business with people you know and like, you won't be in business very long.
S is for six degrees of separation, the thought that there is a chain of no more than six people that link every person. Someone you know knows someone who knows someone you want to know.
T is for telephone. Landline, cell, internet -- this is a critical tool for staying in touch with your network.
U is for urgency. Don't be slow to answer the call, even if you never expect to have your effort repaid.
V is for visibility. You've got to get involved in organizations and groups to get connected, but don't confuse visibility with credibility. You have to give in order to get.
W is not only for whom you know, but also for who knows you?
X is for the extra mile. Your network contacts will go the extra mile for you, and you must be willing to do the same for them.
Y is for yearly check-in. Find a way, even if it's just a holiday card, to stay in touch.
Z is for zip code -- do you have plenty represented in your network?
Mackay's Moral: You don't have to know everything as long as you know the people who do.
The Five W's of Marketing--By Steve McKee
When developing a marketing program, it's not enough to know who, what, when, where, and why. You need to keep them in order, says Steve McKee
You've heard of the Five W's: who, what, when, where, and why. They're the elements of information needed to get the full story, whether it's a journalist uncovering a scandal, a detective investigating a crime, or a customer service representative trying to resolve a complaint. There's even an old PR formula that uses the Five W's as a template for how to write a news release.
Most of the time it doesn't matter in what order the information is gathered, as long as all five W's are ultimately addressed. The customer service rep's story may begin with who was offended, while the journalist may follow a lead based on what happened. The detective may start with where a crime was committed while details of who and what (not to mention when and why) are still sketchy.
The Five W's are helpful in marketing planning as well. But unlike in other professions, the development of an effective marketing program requires that they be answered in a specific order: why, who, what, where, and when. The reasons may not be obvious, but by following this pathway you can avoid a great deal of confusion, trial and error, and blind alleys, preserving your company's precious time and resources.
Many marketers instinctively begin with questions about what and where, as in "what" their advertising should say or "where" it should appear. That's what gets them into trouble. They may have some success putting their plans together by relying on intuition and experience, but both can be misleading in a rapidly changing marketing world. These days it's easy for anyone to become confused by (or fall prey to) the latest and greatest trends and tactics.
First, Why Marketing?
Smart companies begin by asking "why"—why are we expending our limited resources in marketing? Why do we believe they're better invested here than in other aspects of our business? These questions, properly considered, force company leaders to clearly define their business and marketing objectives and confront their (often unrealized) assumptions before they get too far down the road.
In some cases they may have unrealistic expectations of their marketing efforts. In others, they may be looking to advertising to solve a non-advertising problem. In still others they may be reflexively reacting to a competitor's moves, or to any one of a number of other marketplace or internal dynamics (see "Who's to Blame When Growth Stalls?"). Beginning with the "why" can be challenging, but starting here is critical to ensuring that your subsequent efforts are on target.
The second question is "who"—who is essential to our achieving our goals? To whom should we be directing our message? Whose hearts and minds must we win in order to succeed? The answers to these questions should be derived from the business objectives identified above so that the target audience(s) for your effort are clearly related to them.
For example, a marketing plan meant to generate significant new top-line revenue would likely focus on new customer attraction. An effort that's meant to enhance margins may concentrate on improving your brand's value equation among existing customers. And a plan to enhance your company's price/earnings ratio would focus on prospective investors and industry analysts as its primary target. The better any company defines its "who"—and the more it can know about their lifestyles, behaviors, attitudes, opinions, wants, and needs—the more effectively it can address the remaining three W's.
Branding Issues
Next comes "what," as in what it is you need to offer your target audiences in order to accomplish your objectives. This, of course, encompasses a host of business decisions, from product to pricing, policy to packaging, and everything in between. But it is also where key branding issues are addressed, including positioning, differentiation, and a determination of the personality dimensions that are appropriate for both the brand and the task (see "Building a Better Brand").
To be sure, as market conditions and customer needs change, the "what" of your offering will be a continually evolving proposition. But by having a solid understanding of the "who" and "why" of your efforts, you'll be more likely to get, and keep, the "what" right.
Finally, the last two W's can be addressed as you dive into the specifics of campaign planning. The questions now revolve around where and when the best places and times are to communicate your "what" to your "who" in service of your "why." At this stage you'll be required to make many tactical decisions, but if you've effectively addressed the first three W's you'll have the context and perspective you need to make the final two work as hard as possible on your behalf.
To be sure, as market conditions and customer needs change, the "what" of your offering will be a continually evolving proposition. But by having a solid understanding of the "who" and "why" of your efforts, you'll be more likely to get, and keep, the "what" right.
Finally, the last two W's can be addressed as you dive into the specifics of campaign planning. The questions now revolve around where and when the best places and times are to communicate your "what" to your "who" in service of your "why." At this stage you'll be required to make many tactical decisions, but if you've effectively addressed the first three W's you'll have the context and perspective you need to make the final two work as hard as possible on your behalf.
In some ways the principles of marketing are simple, but their simplicity can be deceptive. Beneath them often lie hidden complexities that you ignore at your peril. The common way of citing the Five W's—who, what, when, where, and why—rolls off the tongue and is a great mnemonic device. But if you want to optimize your marketing efforts, think why, who, what, where, and when. The order makes all the difference.
Steve McKee is president of McKee Wallwork Cleveland and author of When Growth Stalls: How It Happens, Why You're Stuck, and What to Do About It. Find him on Twitter and LinkedIn. of Bloomberg Busniness Week>
You've heard of the Five W's: who, what, when, where, and why. They're the elements of information needed to get the full story, whether it's a journalist uncovering a scandal, a detective investigating a crime, or a customer service representative trying to resolve a complaint. There's even an old PR formula that uses the Five W's as a template for how to write a news release.
Most of the time it doesn't matter in what order the information is gathered, as long as all five W's are ultimately addressed. The customer service rep's story may begin with who was offended, while the journalist may follow a lead based on what happened. The detective may start with where a crime was committed while details of who and what (not to mention when and why) are still sketchy.
The Five W's are helpful in marketing planning as well. But unlike in other professions, the development of an effective marketing program requires that they be answered in a specific order: why, who, what, where, and when. The reasons may not be obvious, but by following this pathway you can avoid a great deal of confusion, trial and error, and blind alleys, preserving your company's precious time and resources.
Many marketers instinctively begin with questions about what and where, as in "what" their advertising should say or "where" it should appear. That's what gets them into trouble. They may have some success putting their plans together by relying on intuition and experience, but both can be misleading in a rapidly changing marketing world. These days it's easy for anyone to become confused by (or fall prey to) the latest and greatest trends and tactics.
First, Why Marketing?
Smart companies begin by asking "why"—why are we expending our limited resources in marketing? Why do we believe they're better invested here than in other aspects of our business? These questions, properly considered, force company leaders to clearly define their business and marketing objectives and confront their (often unrealized) assumptions before they get too far down the road.
In some cases they may have unrealistic expectations of their marketing efforts. In others, they may be looking to advertising to solve a non-advertising problem. In still others they may be reflexively reacting to a competitor's moves, or to any one of a number of other marketplace or internal dynamics (see "Who's to Blame When Growth Stalls?"). Beginning with the "why" can be challenging, but starting here is critical to ensuring that your subsequent efforts are on target.
The second question is "who"—who is essential to our achieving our goals? To whom should we be directing our message? Whose hearts and minds must we win in order to succeed? The answers to these questions should be derived from the business objectives identified above so that the target audience(s) for your effort are clearly related to them.
For example, a marketing plan meant to generate significant new top-line revenue would likely focus on new customer attraction. An effort that's meant to enhance margins may concentrate on improving your brand's value equation among existing customers. And a plan to enhance your company's price/earnings ratio would focus on prospective investors and industry analysts as its primary target. The better any company defines its "who"—and the more it can know about their lifestyles, behaviors, attitudes, opinions, wants, and needs—the more effectively it can address the remaining three W's.
Branding Issues
Next comes "what," as in what it is you need to offer your target audiences in order to accomplish your objectives. This, of course, encompasses a host of business decisions, from product to pricing, policy to packaging, and everything in between. But it is also where key branding issues are addressed, including positioning, differentiation, and a determination of the personality dimensions that are appropriate for both the brand and the task (see "Building a Better Brand").
To be sure, as market conditions and customer needs change, the "what" of your offering will be a continually evolving proposition. But by having a solid understanding of the "who" and "why" of your efforts, you'll be more likely to get, and keep, the "what" right.
Finally, the last two W's can be addressed as you dive into the specifics of campaign planning. The questions now revolve around where and when the best places and times are to communicate your "what" to your "who" in service of your "why." At this stage you'll be required to make many tactical decisions, but if you've effectively addressed the first three W's you'll have the context and perspective you need to make the final two work as hard as possible on your behalf.
To be sure, as market conditions and customer needs change, the "what" of your offering will be a continually evolving proposition. But by having a solid understanding of the "who" and "why" of your efforts, you'll be more likely to get, and keep, the "what" right.
Finally, the last two W's can be addressed as you dive into the specifics of campaign planning. The questions now revolve around where and when the best places and times are to communicate your "what" to your "who" in service of your "why." At this stage you'll be required to make many tactical decisions, but if you've effectively addressed the first three W's you'll have the context and perspective you need to make the final two work as hard as possible on your behalf.
In some ways the principles of marketing are simple, but their simplicity can be deceptive. Beneath them often lie hidden complexities that you ignore at your peril. The common way of citing the Five W's—who, what, when, where, and why—rolls off the tongue and is a great mnemonic device. But if you want to optimize your marketing efforts, think why, who, what, where, and when. The order makes all the difference.
Steve McKee is president of McKee Wallwork Cleveland and author of When Growth Stalls: How It Happens, Why You're Stuck, and What to Do About It. Find him on Twitter and LinkedIn. of Bloomberg Busniness Week>
10 Reasons Why Your Network is Your Biggest Asset
By Steve Tobak |
10 Reasons Why Your Network is Your Biggest Asset:
What’s a senior executive’s biggest asset? Most would say it’s their network. Not their social network, their real network. Ten thousand Twitter followers or Facebook fans aren’t worth ten solid network relationships to an executive.
Not that social media isn’t one way to make those contacts, but they’re only effective if and when they become real relationships. That means someone you can call, email, or get together with when you need to, and vice versa.
Vistage International is an organization of senior executives and business leaders with over 14,000 members, worldwide. One of the top reasons people sign up? The network.
I’d even go as far as to say that senior-level executives can’t be really successful without a robust network. Sure, they may pull in a decent paycheck, but they won’t rise to the top. If this is news to you and you aspire to be a successful manager or executive, then it’s time to take your head out of the sand and start networking. Here’s what you stand to gain from the effort:
1.Introductions. Whether you’re an entrepreneur in need of venture capital or a marketing VP looking for the best PR firm, you’re more likely to find it through your network than by any other means.
2.Opportunities. Over a 30-year career, most of my major career and business opportunities came from my network. Business associates, friends of friends, casual conversations, business meetings, social events, whatever. But you’ve got to pay attention.
3.Sorting out thorny problems. Anyone who thinks they’ve never met a work problem they can’t resolve has never been a CEO. The problem with problems is that they keep getting escalated until there’s nowhere left to go. The buck has to stop somewhere. And getting a fellow exec to help sort out a monster problem is a big plus.
4.Recruiting. Perhaps the most critical job of any manager is to hire talented people, and the best place to find them is through your network. And not just for direct reports, but also for recommendations on peers, key employees, board members, you name it.
5.Ideas. I don’t know about you, but most of my best ideas come from bouncing them around with like-minded people.
6.Competitive intelligence. It’s a big, hairy global market and smart executives dig for competitive intelligence. Much of that info comes from sales and marketing, but where do you think they get it from? That’s right, their network.
7.Sensitive issues. Top executives often face sensitive issues they can’t discuss with others at the company. Sometimes they just need an outside perspective from another CEO. For example, some of Oracle CEO Larry Ellison’s friends are Apple CEO Steve Jobs and Mark Hurd (when he was CEO of H-P, as well). Makes sense, doesn’t it?
8.Seeing the big market picture. A huge component of any manager’s success is her ability to anticipate significant market changes. While nobody has a crystal ball, if you get enough anecdotal data from enough sources, you can get a pretty good picture of what’s going on.
9.Moral support. Business is full of tradeoffs. Rarely are critical and complex issues black and white. When top execs wrestle with gray issues, it’s nice to be able to pick up the phone for advice and support.
10.You don’t know what you don’t know. While there are exceptions, know-it-alls don’t typically get ahead. Smart managers know what they don’t know and that means they depend very much on comparing notes with others in their network.
Is your network your biggest asset?
The Corner Office
Steve Tobak
10 Reasons Why Your Network is Your Biggest Asset:
What’s a senior executive’s biggest asset? Most would say it’s their network. Not their social network, their real network. Ten thousand Twitter followers or Facebook fans aren’t worth ten solid network relationships to an executive.
Not that social media isn’t one way to make those contacts, but they’re only effective if and when they become real relationships. That means someone you can call, email, or get together with when you need to, and vice versa.
Vistage International is an organization of senior executives and business leaders with over 14,000 members, worldwide. One of the top reasons people sign up? The network.
I’d even go as far as to say that senior-level executives can’t be really successful without a robust network. Sure, they may pull in a decent paycheck, but they won’t rise to the top. If this is news to you and you aspire to be a successful manager or executive, then it’s time to take your head out of the sand and start networking. Here’s what you stand to gain from the effort:
1.Introductions. Whether you’re an entrepreneur in need of venture capital or a marketing VP looking for the best PR firm, you’re more likely to find it through your network than by any other means.
2.Opportunities. Over a 30-year career, most of my major career and business opportunities came from my network. Business associates, friends of friends, casual conversations, business meetings, social events, whatever. But you’ve got to pay attention.
3.Sorting out thorny problems. Anyone who thinks they’ve never met a work problem they can’t resolve has never been a CEO. The problem with problems is that they keep getting escalated until there’s nowhere left to go. The buck has to stop somewhere. And getting a fellow exec to help sort out a monster problem is a big plus.
4.Recruiting. Perhaps the most critical job of any manager is to hire talented people, and the best place to find them is through your network. And not just for direct reports, but also for recommendations on peers, key employees, board members, you name it.
5.Ideas. I don’t know about you, but most of my best ideas come from bouncing them around with like-minded people.
6.Competitive intelligence. It’s a big, hairy global market and smart executives dig for competitive intelligence. Much of that info comes from sales and marketing, but where do you think they get it from? That’s right, their network.
7.Sensitive issues. Top executives often face sensitive issues they can’t discuss with others at the company. Sometimes they just need an outside perspective from another CEO. For example, some of Oracle CEO Larry Ellison’s friends are Apple CEO Steve Jobs and Mark Hurd (when he was CEO of H-P, as well). Makes sense, doesn’t it?
8.Seeing the big market picture. A huge component of any manager’s success is her ability to anticipate significant market changes. While nobody has a crystal ball, if you get enough anecdotal data from enough sources, you can get a pretty good picture of what’s going on.
9.Moral support. Business is full of tradeoffs. Rarely are critical and complex issues black and white. When top execs wrestle with gray issues, it’s nice to be able to pick up the phone for advice and support.
10.You don’t know what you don’t know. While there are exceptions, know-it-alls don’t typically get ahead. Smart managers know what they don’t know and that means they depend very much on comparing notes with others in their network.
Is your network your biggest asset?
The Corner Office
Steve Tobak
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