New Year's Resolutions for Marketers

Last year, we offered a list of suggested resolutions for corporations. This year, we'd like marketers to use these resolutions to gain more loyal fans for the brands they promote. Better yet, perhaps they would less frequently disappoint the customers they already have!

• Our membership program will be valuable to our customers, and allow for easy participation (i.e. no card to carry in already overstuffed wallets).

• Forays into social networking will be driven by a plan with measurable goals, and will be managed as a serious offshoot of our overall, integrated marketing plan.

• Our Facebook presence will reflect the personality of our brand, and provide important information that lets our “friends” feel like insiders, and presents valuable deals that lure repeat visitors to our page and attracts new customers.

• We will strive to engage our fans with our brands and products, and create opportunities for them to interact as a community, share experiences, and generate buzz.

• Managing negative feedback will be part of our transparent communication with our customers. We will view it as a positive opportunity.

If you missed last year’s blog on resolutions for corporations, click here:
http://habaconsulting.blogspot.com/2009/12/new-years-resolutions-for-corporations.html

How To Be A Bad Boss

It’s hard to verbalize all the attributes that make someone in management a good boss. But, after many years of experience in the workplace, I do have some firm ideas about what makes a bad boss. If you want your employees to despise you, here are some sure-fire ingredients for leadership failure:

• Be close-minded and keep doing things the way they’ve always been done. Ridicule anyone who makes suggestions for positive change.
• Publicly and repeatedly claim the success of your team as your own, with no mention of the efforts of your employees.
• Ensure that people that work for you that do a good job stay in their position for years and years. Allowing them to be promoted up and out would disrupt your operation.
• Be sure that you give more credence to ideas that come from highly paid consultants than those generated by your experienced team.
• Don’t trust anyone (however experienced they may be) to do their job without incessant needling, pushing, and questioning from you. It’s your job to keep them on their toes.
• Being remote and inaccessible suits your position of importance. If an employee comes to you for help, push the challenge back into their court and make it clear that you’ll be disappointed if they can’t work it out.
• You are the idea guy/gal, so be sure you not only tell your team what to do, but exactly how to do it.
• Minimize risk by squelching creativity. You can’t afford to make a mistake and look foolish.
• Make sure any training you authorize doesn’t interfere with real work.
• Business is serious – discourage levity in your workplace.
• Push on relentlessly from challenge to challenge. There’s no time to celebrate when there is so much still to accomplish.
• “Rank Hath Its Privileges”, which include vendor-purchased or hosted trips, gifts, and fancy dinners you have earned.
• Instill a little fear in your team members. It’s good motivation.
• Always balance the occasional compliment with a well-chosen criticism.
• Enlighten your subordinates only on a “need to know” basis. Explaining context and strategy to them is a waste of time.
• NEVER admit that you’ve made a mistake.

There’s so much material for this subject! Chime in, and contribute your own bad boss experience.

Make It Work

On Lifetime TV’s hit show “Project Runway”, Tim Gunn is co-host, consultant, and mentor for the fashion designer competitors. His grace, honesty and gentle humor make the show something special. “Make It Work” is Tim’s well-known directive to contestants when he is concerned that they have designed themselves into a corner. That phrase, “Make It Work”, can be well-applied in a corporate environment.

When faced with an important assignment on the job, conditions are never perfect. Challenges are ever-present, and come in various unwelcome packages. You may have an unreasonable deadline, insufficient funding, the wrong skill-set, changing requirements, conflicting priorities, and/or a lack of management support. In spite of everything – you are responsible to Make It Work. That requires fluid, creative thinking and guts.

First, discard any unrealistic, preconceived notions about the best way to accomplish your goal. That might have been the easiest and fastest route, but is not necessarily the best. Start back at the beginning, thinking about exactly what you are trying to accomplish and, for the moment, divorce the end from the means. There is always more than one way to get something done.

Brainstorm with others. Talk about your end goal and review the tools you have at hand. Look at the situation from all perspectives and kick around some “crazy” ideas. Keep your solution simple and straightforward. Assuming that the stakes are high, invest more of your own time and energy to make up for a lack of other resources. Use the specific strengths of individual team members to contribute an organic uniqueness to your solution (i.e. technical ability, artistic flair, writing skills, hole-poking, and humor).

Once you have an idea for your approach, float it past your target audience to test their reaction. Make adjustments. Dummy up a draft of the final product and see how you feel about it. Let the creativity of your team flow, and don’t be afraid to do something a little unorthodox or even wacky – it will be more memorable.

Overcome obstacles, trust in your instincts, your team, and feedback from your audience, and Make It Work. Tim Gunn would approve.

Lessons from Kindle

I’ve only had an Amazon Kindle eReader for about 3 months, but I have already experienced multiple examples of Kindle Customer Service that were really impressive. Here are the lessons customer service providers can glean from Kindle’s practices:

TIMELY & TARGETED COMMUNICATION: Before Kindle released its new generation Kindle, it announced that pre-sales were available. I ordered mine through a link made available on Facebook. On the release date, the new Kindle was shipped to me overnight at no additional cost.

MAKE PRODUCTS EASY TO USE: The Kindle is very user-friendly. Start-up was amazingly simple, and I downloaded books and started reading immediately.

PARTICIPATE IN SOCIAL MEDIA: I “Like” Kindle on Facebook, and have received many useful tips and recommendations by monitoring their page.

APOLOGIZE FOR ISSUES & MAKE IT RIGHT: I use my Kindle a lot to play word games like Scrabble, and (to my dismay) the letters started to wear off the keyboard. I called Kindle Customer Service, and the first thing they did was to apologize. Then they arranged to send me a new Kindle via overnight delivery.

GREAT PRODUCTS HAVE GREAT SOLUTIONS: My replacement Kindle came with simple instructions for re-loading content I had already purchased. I was up and running within minutes.

MAKE LOGISTICAL ISSUES YOURS; NOT YOUR CUSTOMER’S: I needed to return my defective Kindle within 30 days, in order to avoid being charged for the replacement. Kindle made it easy. I used the new packaging to pack up the old Kindle, and printed a prepaid mailing label provided via a link in an email from Kindle.

USE TECHNOLOGY TO SMOOTH THE WAY: Just as I was wondering how to “wipe” my old Kindle before sending it back…it turned itself on, activated its wireless communication, and displayed a progress bar indicating that content was being deleted. When done, it turned itself back off – ready to be sealed up and shipped. That was a “Wow”.

The only thing that would have made the exchange with Kindle more perfect was to be reassured that they have resolved the issue with the letters on the keyboard, so that I know I won’t have the same problem with the replacement. But, time will tell.

Kindle has a new loyal customer in me, and I’ll be providing a referral to Santa for additional purchases. HO, HO, HO!

The Changing Landscape of Employment

The U.S. national unemployment rate is 9.6%, and the percentage of unemployed who have been out of work for more than a year has risen to 30.9%. (October 2010 figures from the Bureau of Labor Statistics.) The situation leads us to consider what has changed, perhaps permanently, in the corporate work environment. Here are a few trends we have heard, read and learned about that could affect decisions you make about your career:

• Companies are increasing their use of contractor resources, in lieu of hiring permanent employees. Companies don’t provide expensive benefits to contractors, which can make this practice more attractive financially. And contractors can be hired and released at will, with minimal legal implications. TAKEAWAY: Although you might prefer to land a permanent position, reconsider working as a contractor – at least in the near term. This adds experience to your résumé and money into the bank.

• During this period of austerity, when employers ARE hiring they are often looking for people with a broad range of skills and experience. They may have previously eliminated two positions that they now want to fill with one person who wears several hats. TAKEAWAY: Your resume should highlight the breadth of your interest and experience. If you lack important skills, consider taking some classes and gaining appropriate certification(s).

• Labor statistics reveal that companies prefer to hire people who have been unemployed for a shorter period of time. (A discouraging fact.) TAKEAWAY: During your unemployment, do some work that you can add to your résumé, even if it is unpaid. Take some substantive responsibility with a volunteer organization. Get involved at your child’s school. Accept a temporary contracting opportunity. Work part-time for a relative who has a cottage business. Consider starting your own small business.

• Companies are doing what they have to do to stay viable during tough times. You need to do the same. Neither an emotional investment in your work nor misplaced loyalty should cloud your judgment when the wellness of your career is at stake. TAKEAWAY: Pay attention to what is changing around you in your company’s workforce. Make decisions that are best for you, while retaining ethical behavior toward your employer.

Give Thanks

This Thursday, Americans celebrate our Thanksgiving holiday by gathering with friends and family and enjoying a bounteous feast. For my readers who are employed during this holiday season, remember to appreciate the good things about work, and give thanks for any of what’s listed below that you are fortunate to have as a result.

• A regular paycheck and paid holidays

• Company-subsidized benefits (e.g. health care, 401K)

• The opportunity to travel on business and see the country or the world

• Occasional expense account meals
• The fellowship of your co-workers
• Worthwhile work to be done
• A supportive boss
• Career advancement opportunities
• Appreciative customers/clients
• Freedom to contribute ideas
• New experiences and interesting challenges
• The power of diverse teams
• The chance to celebrate accomplishments

What do you have to be thankful for?

If you have friends who are looking for a job, have you helped them lately? You can provide friendship, encouragement, networking opportunities, references, recommendations, and/or a heads up on promising job postings you’ve run across.

Who's to Blame?

When things don’t work out as we hope in our careers, it’s tempting to look around for someone or something on which to lay the blame. It’s the fault of that boss that you think doesn’t like you or the co-worker who is undermining your efforts. You would have done better if it hadn’t been for that case of the flu you had during the annual meeting, or if they had adopted your project plan. Office politics, misunderstandings, miscommunications, in-fighting, favoritism, organizational changes - - things just didn’t go your way. The company is messed up, and you deserve better treatment and more recognition. Well, maybe so and maybe not. You need to take responsibility for your fate.

YOUR BOSS DOESN’T LIKE YOU: That could actually be true. It’s always more pleasant if your boss likes you, but it’s not strictly necessary to your success. To combat the effects of a personal mismatch, you must be vigilant about your communication. Be sure your goals are clear. Document your work and accomplishments on a regular basis (weekly or monthly) and ask for specific validation of your work plan. Never let issues fester. Instead, face them head on and ask your boss directly for clarification, advice, feedback, or assistance. If this straightforward approach doesn’t work, you may need to seek reassignment to another department. Some incompatibilities are not salvageable. But, if you make your boss look good and be successful, he/she might learn to like you more.

YOU DESERVE BETTER TREATMENT: Try to take the emotion out of your reaction. What is “better treatment” to you? I’ll assume you get a consistent paycheck. Do you want to get verbal kudos for your accomplishments? You may have to ask for them. Seriously. “Hey boss, did you see that great thing I did? What did you think? Wow, thank you!” It’s sad to have to beg for appreciation, but if you do, it helps your boss understand what motivation you crave. Hopefully, they get the message and adjust their behavior accordingly.

THWARTED BY ORGANIZATIONAL CHANGE: It can be scary and difficult to navigate the tides of organizational change, but that sort of upheaval is inevitable in today’s business environment. Get skilled at dealing with it. Make sure your new boss knows your background by providing a copy of your current resume. If you are not invited to a one-on-one familiarization meeting, ask for one. That is your chance to pitch your experience and skills, explain what you are working on, and communicate your enthusiasm for new challenges.

It is a waste of time to look for someone to blame for your stalled career. Take ownership of your fate. If the issues you face are insurmountable, it may be time to think about moving on to greener pastures.  If the timing is bad, await your chance.

An Alliance That Misses the Service Mark

When I discovered that Qwest and DirecTV have an alliance in my area, I thought, “This will make getting internet and TV a simple process.” I was encouraged by the marketing material, which promised that the alliance would provide “an enhanced customer experience through streamlined customer support and the development of integrated products and services”. Perfect. In addition, the Key Consumer Benefits stated, “Qwest customers have one primary point of contact for customer service, installation and billing inquiries.” I was sold, and placed a phone call to Qwest to set up installation.

This is when I encountered the reality of the customer experience part of this business alliance. The customer service process has been almost ludicrously onerous, confusing, and AWFUL. Here’s what has happened:

1. I called Qwest to arrange installation. The representative was knowledgeable, professional, and friendly. However, the review of package options, one-time deals, rebates, and long-term discounts took a long time, and was very confusing. They collected our personal information (including social security number for a credit check) and billing information, so we could receive the automated payment discount. After 45 minutes on the phone, I hoped I was done. But, no.
2. The first representative passed me another representative; to “verify information” they had already collected. She was pleasant, but had a very heavy accent that was a challenge to interpret. And, trying to be friendly, she wanted to chat, asking me how my day was, etc. I apologetically asked her to stick to business so I could get on with my day. We scheduled my Qwest internet installation.
3. I was provided with another number to call to schedule my DirectTV installation myself, which I did. That was fairly painless, but it was another phone call.
4. The next morning, I received an email that I had cancelled my DirecTV installation. I called Qwest customer service to find out what happened. They advised that I had scheduled my installation with a subcontractor that does not service my area. (Their mistake.) They gave me another phone number to reschedule. When I suggested they should do that for me, they hemmed and hawed and said they COULD, but it would be better if I did it myself.
5. I called the new number to schedule my installation, and reached a subcontractor who obviously works from home. (He had a noisy meowing cat in the background.) We had a nice chat during which I was rolling my eyes, and he (re)scheduled my DirecTV installation.

The good news is that the installations went smoothly. Both techs were competent and capable. My internet and DirecTV services work as advertised, and I am pleased.

But, there were still two more steps for me to complete on my own initiative:

6. Go online to register for my DirecTV rebate.
7. Call Qwest Customer Service (again) to link my Qwest and DirecTV accounts so billing can be combined.

What’s wrong with this alliance? I presume that it’s working for Qwest and DirecTV, but it’s ugly and awkward from where I sit as a customer. An alliance should be beneficial for all parties – the business partners and the customer. Their business arrangement should be much more transparent to me. Qwest and DirecTV really need to work to streamline the customer experience. I plan to contact the Senior Vice President of Sales (whose name is in the press release) to ask about their plans. Maybe they need assistance from Haropulos Bailey Consulting…

What Goes Around Comes Around

Office politics pose an insidious threat to your career. The really sneaky aspect of it is that you can do the worst damage to yourself through your own misguided actions. Then throw in twists and turns over which you have little or no control, and the picture can quickly become ugly.

I believe that competence, attitude, and relationships in the workplace are the most important contributors to your career success. Today’s subject is relationships.

A business career can last upwards of 30 years. Over time, many associates will depart your work sphere forever, but a surprising number become constants, and others leave but return unexpectedly. Developing positive and mutually-beneficial relationships with many people will be important to your long-term reputation and success. Here are three real-life (anonymous) vignettes:

Bill is a capable and ambitious mid-career executive. Circumstances presented an opportunity to improve his position in the organization. When he saw his chance, he moved quickly with a singular focus. He stepped on a few people along the way and ignored his responsibility to assist others that he had previously offered to help (because he was busy on his primary goals). A recent change in the senior management team now threatens his position. Bill is looking for allies to support him and make him feel “safe”, and is surprised to find few willing to stick their necks out for him.

Wanda was an established executive. For years, she reveled in her title and the accompanying privileges, bullying those who questioned her authority or methods of operation. Wanda had a long history with a key senior executive, and seemed to “get away” with outrageous behavior not tolerated from others (and resented by many). Her protective mentor left the company. The organization in transition reorganized her department. Wanda was demoted. Suddenly she finds herself without privilege and facing the resentment previously squelched by her peers and subordinates.

Todd was brought into the enterprise with no previous experience in the industry he was entering. His boss assigned Laura, an experienced low-level manager, to teach him the ropes and help Todd achieve success in his new executive position. Laura took her responsibility seriously and spent many hours working with Todd. Todd was unappreciative and became an imperious and domineering supervisor to Laura, who left the company shortly thereafter. A few years later, Todd applied for a position at the same company for which Laura worked. Laura’s boss asked for her opinion about adding Todd to the team. Todd did not get Laura’s endorsement…nor did he get the position.

Treat your co-workers with respect. While you work on your business goals, help your peers achieve theirs as well. Appreciate the assistance you get from colleagues, and thank them often and publicly. Cheer the success of others. Help plan and advance the careers of those who work for you. Do things to make your boss successful. Earn a reputation for consistently doing the right thing. Be pleasant to be around. What goes around comes around- every time! (Sometimes it just takes the passage of time and circumstance to be obvious.)

Compose Your Mantra

In trying times, any of us can have our confidence jarred. The cause could be loss of employment, a temporary setback in a current position, failure of a project, a disappointing performance evaluation, or just random feelings of uncertainty or inadequacy. Instead of beating yourself up, try centering your thoughts through positive self-affirmation. Compose a mantra that is meaningful to you, and use it as your own personal pep talk. It could be something like this:

I am as smart and capable as anyone else
My experience has unique value
I will not be defeated by temporary setbacks
What I know can be applied to many circumstances
There is work out there that will feed my passions
He who hires me will be fortunate
I have important work still to accomplish
I will continue to learn and grow
The best is yet to come
 
Do you have a mantra?  Sing it out loud and often!

Data + Information = Power

Do you realize that there is a difference between data and information? Data doesn't become information without the perspective of analysis and knowledge. For example, data may tell you that 500 calls came into your support center today. But when compared with the average for that day of the week and time of year, was that normal? Were you properly staffed to handle 500 calls? What percentage of those phone calls generated new tickets? Data versus information.

As a manager, knowing your data - numbers and statistics - is a vital foundation for building your reputation for competency. Of course, you can look up anything. But what do you know about your area of responsibility off the top of your head? How large is your gross budget? How many FTE's do you have on your staff? How many calls do you handle per month? How many customers do you serve? What were your net sales this month compared to the same month last year? Do you have information that allows you to quantify your department's productivity?

As a friend of mine says, "You can torture data to tell you anything you want to hear". It's true that you can often make data or statistics into information that is very misleading. Obviously, that will not serve you well. When doing data analysis, you may have a hopeful result in mind, but if the data doesn't cooperate without undue "torture" or manipulation - don't go there. You want to be able to explain your results and defend them with a clear conscience.

When embracing the possibilities for what data can tell you, think about what you want and NEED to know. What data will provide the input for the answers you need? Make sure you are collecting the data you need to produce actionable information.

Finally, data - and even information - is not enough. Whatever you learn needs to be converted into action in the form of continuing improvement of your operation. Learn so you can do things faster, smarter, cheaper, better!

Data + Information = Power... only because you can get a grip on where you are so you can navigate to someplace better. In the meantime, your obvious competency will keep others who may be critics off your back so you can continue to enhance your position of success.

GIVE and GAIN

Much of our life experience conditions us to expect to gain something in return for what we give. We give – we get. What is sown in a work environment is reaped over long periods of time, in subtle ways. Give, be patient, and have faith that you will gain in the long run.

GIVE A FULL DAY’S WORK FOR A DAY’S PAY

Project management professionals assume 6 to 6.5 productive hours a day when scheduling manpower and estimating the duration of tasks. Start with an 8 hour workday, then factor in reasonable meal and bio breaks, and that number sounds about right. Add personal phone calls and email, surfing the internet, and your social networking updates; and your actual work time erodes alarmingly. Get back to work. Gain a reputation for being productive.

GIVE OPPORTUNITIES TO YOUNG PROFESSIONALS

When feeling under the gun, it often seems easier to do things yourself. Instead, work with your inexperienced team members. Give them responsibility and guidance. Implement accountability. Gain an experienced, valuable employee.

GIVE A HAND TO A CO-WORKER

A corporate environment is a team environment. You can be successful on your own only to a point. Reach out to others when they need support. Gain the prospect of help repaid in kind.

GIVE YOUR BOSS YOUR TRUE OPINIONS
Strong teams are made up of people with diverse experience and viewpoints. Don’t be a “yes man”. When you feel strongly about something, fight to have your opinions heard. Gain respect for having your own mind.

GIVE HONEST FEEDBACK TO YOUR EMPLOYEES
Provide praise when earned, and coaching when warranted. Be honest, specific, straightforward, and consistent with your feedback. Gain productive behavior from your team.

GIVE OTHERS IDEAS CONSIDERATION
I don’t care how smart you are. Often someone else will have a better idea. Stop talking and start listening and sharing. Pay attention and be open-minded. Gain value from a team effort.

GIVE “CRAZY” IDEAS A CHANCE
Brainstorm liberally. Your next stellar success could start as a “crazy” idea. Be sure your team feels safe to throw thoughts out into the wind. Gain excitement and creativity.

GIVE EMPATHY TO EMPLOYEES IN PERSONAL DISTRESS
When personal issues encroach into someone’s work life, be sure you understand what is going on. Be considerate, generous, and fair to allow a valued employee to overcome a temporary challenge. Gain trust and loyalty.

GIVE THE BENEFIT OF YOUR WISDOM TO A PROTÉGÉ
You won’t be around forever. Share the lessons you’ve learned and counsel someone eager to learn from your experience. Someone surely helped you early in your career. Now you are in a position to help. Gain the satisfaction of paying it forward.

No Crystal Ball Required

I’ve learned a thing or two in the course of a long corporate career and survived a handful of business cycles. Thirty-plus years of experience sometimes outweighs the value of a bright, shiny Ivy-League MBA when it comes to making common sense decisions. It's not all about the balance sheet and short term profits, friends and colleagues.

This fortune-teller knows that no crystal ball is required to predict exactly what is going to happen as a result of recent misguided business decisions being made by a real corporation that I prefer to leave unidentified. I can tell you what is going to happen and how. Alas, it’s a curse to be able to see the future…

THE SITUATION
Several years ago, an infamous private equity firm (“The Firm”) acquired a renowned publicly-traded company (“The Company”), and took it private. Based on The Firm’s track record and M.O., it was understood that The Company would be reorganized, downsized, squeezed mercilessly for profit, and either sold or re-introduced into the market as a whole, or in surgically-fragmented parts. The big guys stand to make mega-millions this way, although it may take a little longer than planned considering that The Firm paid top dollar during financial heydays.

THE DECISIONS
Select service functions, managed successfully within The Company for years, are now seen as undesirable corporate expense and are being outsourced. It looks better in The Company’s financials to have fewer “head count” and lower labor-related expense (i.e. pesky costs like employee health care and payroll taxes). Scores of jobs with The Company were eliminated and large contracts with external vendors were executed. Most notably, several IT support functions were outsourced to vendors, with current middle-management tasked with implementing the decision dictated by senior executives.

MY PREDICTION

1. Customer satisfaction will erode with the quality of support provided by the call center(s). The vendors will resist providing metrics that facilitate apples to apples performance comparisons to obfuscate that fact, but the truth will come out.
2. Call volume will drop, because customers will begin to realize that they won’t get the help they need if they call. Why waste time trying? Vendors and senior IT management will declare the reduction in call volume a sign of success. When coupled with the reduction in cost, they will consider themselves geniuses for their outsourcing decision.
3. Dissatisfaction with support services will foment into serious complaints to senior business management outside the IT/support arena. When challenged, senior IT management will respond by torturing the middle management responsible for implementing their outsourcing strategy, demanding that they “Make it work”.
4. When flogging middle-management fails to improve the situation, other support functions will pop up within the business, outside of IT, to compensate for the lack of effective support provided by IT. Support expenses will rise, but they will be hidden by their distribution within the business, and by creative naming of the new business functions.
5. The relationship between IT and the rest of the company will deteriorate. IT will revert to its natural status of corporate Whipping Boy.
6. Finally and eventually, at least some support functions will be brought back in-house. Having dismantled a mature, successful organization, senior IT management will have to find someone willing to build a new one from scratch (an expensive undertaking). Seriously now, did that save any money? (Of course, “The Firm” won’t care if they are able to stall until The Company is sold.)

OUT ON A LIMB
One last thought that is more a risk management consideration than a prediction: Support costs are being reduced and systems development has all but halted. Customers are not receiving the product enhancements to which they have become accustomed and are entitled – to which a substantial portion of their maintenance fees has historically been allocated. The Company’s maintenance expenses are substantially lower. Support was never defined as a revenue center. Are the fees charged to customers being reduced accordingly? Savvy customers could unite and demand an accounting and/or file a class-action lawsuit. I’m just sayin’…

10 More (Proven) Ways to Screw-Up in LinkedIn

My original “10 Ways to Screw-Up Your LinkedIn Presence” article has had hundreds of readers internationally since its posting on 10 June 2009. If you haven’t read it, you can get to it via this link: http://habaconsulting.blogspot.com/2009/06/10-ways-to-screw-up-your-linkedin.html

Over the past 15 months, I have continued to witness glaring issues with how people disrespect their own online profile in LinkedIn. Since so many people are still being lazy or foolish, or simply stubborn procrastinators, it’s time to add more cautionary advice about what NOT to do when maintaining your LinkedIn presence.

1. SKIP PROOFREADING FOR SPELLING/GRAMMAR, especially for your title or headline. This makes a very bad impression on the legions friendly with the Spelling and Grammar Police. No, LinkedIn doesn’t have a facility to help – do your homework yourself.

2. PASTE YOUR RESUME INTO YOUR PROFILE, because you’ve already spent a lot of effort crafting your resume. It’s lengthy, structured, full of technical language specific to your industry, and… woefully devoid of your personality. The purpose of LinkedIn is to connect and interact with all sorts of people, so be more personally engaging in how you present yourself so that people will be interested in getting to know you.

3. LIE ABOUT YOUR EMPLOYMENT STATUS. Some who are unemployed leave their previous employment information in, perhaps because they don’t know how to represent a status of being unemployed. This is not simply lazy; it’s lying. There are many pointers available for truthful alternatives. Search Answers in LinkedIn for creative solutions.
4. INAPPROPRIATE OR TOO FREQUENT STATUS UPDATES drive some people (like me) to hide all of your status updates, forever, out of irritation. I don’t need my LinkedIn page to be “Starring You” every day.
5. SPAM FELLOW LINKEDIN MEMBERS with relentless promotion of yourself or your business. When you need to ask for something, always counterbalance your request by giving a gift of information or assistance.
6. DUELING LINKEDIN & FACEBOOK PROFILES. Prospective customers or employers are going to Google you to find out more about you. When your LinkedIn and Facebook profiles make it seem as though you are two separate people, searchers will wonder who you really are. Are you the experienced and grounded entrepreneur, or the neurotic and scattered hedonist?
7. HIDE YOUR PERSONALITY behind techno-speak and bullet points. Without going too overboard, make sure your profile information reflects your personality. Your headline should be succinct, but attention-getting. Read your summary aloud and consider whether it sounds like how you would speak, or if it is too stilted. Ask a trusted friend/mentor for objective input.
8. CONNECT WITH ANYONE WHO SENDS YOU AN INVITATION merely to pump up the number of people to whom you are connected. Connect only with people you know and respect, through positive face-to-face or online interaction. What good is it to either of you to be connected to a stranger?
9. LET YOURSELF GO STALE. You have a profile in LinkedIn, but haven’t developed it or kept it current. You never log in, and don’t reach out to make connections. Make a decision. You are either all in or all out. You’re not doing yourself or anyone else any favors with halfhearted participation.
10. DISREGARD LINKEDIN RULES AND GUIDELINES as detailed in their User Agreement (which is legally binding).

Now go review your LinkedIn profile again.

Talkin' About a Revolution

Last Thursday, I attended a seminar in Chicago hosted by best-selling author Seth Godin (http://www.sethgodin.com/). My ticket was a generous gift from a long time friend and colleague. (Thanks, Carolyn.) The following is Mr. Godin’s teaser for his session:

You don’t need more data. What you might need, though, is a different way of seeing, an immersion in an alternative approach to:
     --creating work that matters
     --spreading ideas
     --interacting with people online

     --approaching the digital world with generosity

     --realizing that small things have more leverage than ever before

I am still processing what I heard in this session. I’m also reading Godin’s latest book, Linchpin. He is introducing very important thoughts about how we are in the midst of a revolution of work, original ideas, and emotional engagement. The call to arms is that in order to be indispensable in today’s business world, individuals need to “invent, lead (regardless of title), connect others, make things happen, and create order out of chaos” (from the dust cover of Linchpin). Otherwise, we are replaceable cogs in the machinery of an old fashioned organization. A scary and challenging perspective, no?

During the seminar, Godin made a comment I am paraphrasing here: “I can’t tell you how many people I am meeting, between the ages of 55 and 60, who have retired early and now say they want to do something creative – something that matters.” My mouth must have dropped open, because I felt he was speaking directly to me (although I won’t be 55 until next month…).

The only regret I have from my corporate career is that I played it a little too safe. I didn’t rock the boat often enough, challenge the status quo, argue with my boss when I knew he was wrong, or fight to implement my wildly creative ideas. This is an overly-harsh self-assessment; but I know I ratcheted back my performance to fit the mold that was in place. The result? I was successful – to a point. I achieved a position of some respect, was well-compensated, and able to retire early. The problem? The work I did rarely fed my soul or made a lasting difference. I left the company before the new wave of Ivy League-educated, private equity “cogs” decided who was dispensable. The writing was on the wall.

Are you indispensable? Have you unleashed your creativity to produce work that matters? Do you spread ideas, take risks, and engage with the digital world with a generous spirit?

Let’s get swept up in the revolution.

Are Shifting Consumer Values Changing Retail?

Is it merely the weak economy that is changing consumer buying behavior, or is the shift due to something more fundamental to our values?

Recent retailing research is indicating that we are moving from “conspicuous consumption” to “calculated consumption”. The trend is that people are saving more and spending less; buying more with cash and less with credit. Smaller homes are gaining in popularity over “McMansions”. Conspicuous consumption is becoming passé, causing some high end shoppers to request unmarked brown bags for their merchandise instead of incurring the guilt of strolling down the avenue carrying Gucci and Armani-emblazoned bags. (It’s tough to enjoy being well-to-do when unemployment is high and people are being evicted from their foreclosed homes.)

People are clearly seeking more value and long-term satisfaction from their carefully-considered purchases. It’s more satisfying to have the experience of a cruise vacation than to cuddle up with a new fall wardrobe that will be out of fashion next season. Cooking lessons that enhance at-home dining have long-term payback. Seeing Paul McCartney in concert creates a memory that lasts a lifetime. “Staycations” can be very thrifty, and also conducive to family bonding. Activities that build relationships and cherished remembrances deliver more happiness than material possessions.

Assuming that consumers continue with this modified behavior, the challenge is on the table for retailers to create binding loyalty through experiential retailing and customer service. If people find out that they are happier spending this way, this shift may be permanent.

There’s an exciting opportunity for retailers to act on this trend and break away from the pack in terms of sales, loyalty, and profitability. Retailers that really know their customers and engage them in buying experiences that break the old-fashioned mold will be the big winners. When was the last time you saw an Apple store that wasn’t mobbed? Why does Sephora have department store cosmetic counters frantically re-tooling? Why do we shop at Whole Foods even though it’s more expensive?

Critical components of success in this new world:
• A brand identity that stirs the emotions of customers
• Unique offerings aimed with laser-like precision at target consumers
• Sophisticated integration between web sites and brick and mortar stores
• Strategic partnerships that deliver special experiences and exclusive products
• Responsive and interactive application of business intelligence
• Personalized customer service that binds us to brands and products

Acknowledgements: Thanks to Mary Gendron for posting the New York Times article that inspired this blog: http://www.nytimes.com/2010/08/08/business/08consume.html?_r=1

Encouraging Productivity Like Farmers Do

I just read an article that summarized a surprising study published in an academic journal called Anthrozoos. The research showed that “by giving a cow a name and treating her as an individual, farmers can increase their annual milk yield by almost 500 pints”. Some quick Googling and calculating of my own revealed that 500 pints reflects approximately a 3.4% increase in productivity. That's fairly good payback from a little free bovine TLC.

To me, the report was not only interesting, but oddly heartwarming. Even cows (who my husband sadly assures me are not the brightest of God’s creatures), respond to being treated as more than a number. It made me think of those commercials for California Cheese, whose tag line is, “Great Cheese Comes from Happy Cows”.

Immediately I made the connection to management practices… If even cows are more productive when called by name and treated with empathy, why don’t all managers understand how important it is to interact with their employees with personal warmth and respect?? You don’t have to be friends with everyone with whom you work. I understand that you don’t necessarily even like everyone with whom you work. But we all respond better to a little kindness, recognition, and appreciation.

Wandering through the office giving a distracted nod to your co-workers does not create relationships nor build a team. Even a hearty “thank you” doesn’t cut it, without personalizing your appreciation to make it meaningful. Let people know you see them as individuals! Make it your business to know enough and be perceptive enough to be able to show a little personal interest.

“Susan, I was impressed by your preparation for yesterday's meeting."
“Mark, I heard you just got back from vacation. Did you enjoy your visit with your family in Florida?”
“Tracy, I heard you made those cookies in the break room.  They were awesome.”
“Bill and Martha, you did an incredible job resolving that issue yesterday. I really appreciate all the time and effort you put into taking care of the customer.”

Your job as a manager is more than planning, scheduling, writing reports, facilitating meetings, and responding to email. You are responsible for guiding and nurturing the growth of your team. It can be one of the more rewarding aspects of your career. Start by knowing – really knowing – who your players are and what they bring to the table. Call them by name. Recognize and express appreciation of their accomplishments. Show that you are paying attention.

Dairy farmers know how to encourage enhanced productivity, greater employee job satisfaction, and the respect and loyalty of their herd. So do we.

Arnold Palmer's Etiquette Wisdom

I just recently became a serious golfer. I'm not good (yet), but I'm serious about learning, playing, and enjoying it. Too bad I didn't golf when I was building my corporate career, because playing with my colleagues and other associates would have been great for relationship-building. But who had time?

Golf is challenging and humbling; a civilized game that can drive you crazy. But it employs lessons that translate well in the business world. I was reminded of this yesterday when I stumbled across an August 2008 Golf Digest article by Arnold Palmer, entitled "10 Rules for Good Golf Etiquette". When I read them, I was startled at how directly his rules could be applied to business. For the details of the rules applicability to golf, read Arnie's article: 10 Rules for Good Golf Etiquette

I borrowed the golf great's "headlines" for his rules and applied my own business twist to them:

1. DON'T BE THE SLOWEST PLAYER: Don't be the last person to arrive for a scheduled meeting, and don't be unprepared. You'll slow everything down, affect the team's productivity, and do harm to your reputation.

2. KEEP YOUR TEMPER UNDER CONTROL: Exhibiting temper in a business environment is a sign of weakness. You can succinctly express disappointment, sternly provide criticism, clearly redirect actions of your employees, and pointedly enumerate your expectations. Yelling, cursing, and throwing things is always inappropriate.
3. RESPECT OTHER PEOPLE'S TIME: Schedule meetings and provide an agenda. If you RSVP in the affirmative to a meeting - be there. Last minute cancellations or no-shows are bad form.
4. REPAIR THE GROUND YOU PLAY ON: Tidy up after yourself in a meeting room, cleaning your scribbles off the whiteboard, throwing away discarded paper, recycling empty beverage bottles and cans. When you get your coffee in the break room, wipe up your spills and any left by others. While you're at it, brew a fresh pot.
5. BE A SILENT PARTNER: Show respect for others when it's their turn to speak and share ideas. Don't interrupt. Don't hog the limelight. Your work will speak for itself.
6. MAKE YOUR GOLF CART INVISIBLE: Your ego is your golf cart. Driving it with indiscretion causes a commotion among spectators and leaves marks in the office landscape. Don't be so focused on where you're going that you fail to see the effect you've had on where you've been.
7. ALWAYS LOOK YOUR BEST: In Arnie's words, "Your appearance speaks volumes about you as a person." Dress for success.
8. TURN OFF THE CELL PHONE: There are times and places where cell phone usage and noise are beyond rude. Be aware of the settings on your electronic appendage at all times.
9. LEND A HAND WHEN YOU CAN: Corporate business is a team sport. Help your colleagues be successful and you will share in that success. Those who focus only on their personal goals may "win" in the short run, but will suffer from a lack of support from others in the long run.
10. LEARN THE LITTLE THINGS: Business has nuances that change over time. Observe and be considerate. As Arnie notes, "...every piece of etiquette you practice will be repaid tenfold.".

Thanks, Arnie, for the inspiration!

Techno-Enabled Avoidance

Technology makes us more efficient, allowing us to connect easily and frequently with friends,family, and colleagues. But for how many professionals does it become a crutch that actually hobbles their ability to develop healthy business relationships?

I have personally witnessed all of these unfortunate real life scenarios enabled by technology:

• Colleagues in adjoining offices, firing emails back and forth to each other instead of getting out from behind their desks and having a face-to-face conversation.
• People failing to contribute in meetings because they are reading and responding to text messages on their cell phones instead.
• Mean-spirited, cowardly things written in email that the sender would never have the gall to say in person.
• People "multi-tasking" during a teleconference, because no one can see that they aren't truly engaged in the virtual gathering.
• Using Caller ID as a means to avoid business calls.
• Dialing into a meeting when you really should be there in person.
• Surfing the internet during a meeting (pretending to take notes on the proceedings). 
• An executive failing to connect in person with a direct report in the same office - for OVER A YEAR.

Beware of creating personal disconnects by using technology to avoid face-to-face contact. Instead... Go out of your way to meet colleagues in your office. Have a sit-down with your boss for a status update. Walk around the department and say good morning to your co-workers. Work through a challenge with someone, using a white board and markers. Invite a new employee out to lunch. Sit down and chat with the boss's administrative assistant. Carve out a little technology-free time to do some strategic thinking, and scribble some ideas in a notebook. Stick your head into the boss's office at around 5pm to have a chat. Provide casual, constructive feedback on performance to your employees (and NOT via email). Send a hand-written thank you card to a colleague or vendor. Smile at people you encounter in the office hallways.

Make time to temporarily turn your back on technology and tune in first-hand with the people around you. The quality of the relationships you build will improve, and pay dividends throughout your career.

What Happened at HP?

Mark Hurd, CEO of Hewlett-Packard, recently resigned his high-profile leadership position in the wake of a sexual harrassment scandal. An investigation cleared him of the charges. Hurd resigned anyway, with a severance package of from $40-$50 million. Whaaat??? Something smells here, and an in-depth speculation was reported by the New York Times in an article posted by CNBC: http://www.cnbc.com/id/38704024.

Here's my takeaway:

A. Jodie Fisher (an HP contractor & former reality show "star") submitted her sexual harrassment complaint to the HP Board of Directors, and then later proclaimed that she didn't mean for Hurd to lose his job. So, Jodie, you must have just been going for a financial settlement, right? Puh-leese!

B. In his 5 years at HP Hurd had driven important metrics up, including annual revenue, profit and stock price. Four months ago, Wonder-Boy Hurd was on the cover of Fortune magazine. Yet he was forced to resign because he "fudged" on expense reports, obfuscating the fact that he had taken Ms. Fisher to dinner on HP's dime. Unseat a "successful" CEO because of a few hundred dollars (+/-) of falsification on his expenses? Hmmm.

C. There is proof of unrest (a mild word, really) among HP employees. The internet is a wonderful thing - but the pendulum swings both ways. Proof can be found at: http://fuckyoumarkhurd.com/. Ouch.

D. The NY Times reported that HP's Board of Directors neither trusted Hurd nor had faith in his leadership.

How was a "successful" Mark Hurd forced out, even though he was absolved of sexual harrassment charges? It boils down to two things. (1) Cheating on his expense account was a quantifiable violation of corporate policy, and (2) Hurd failed to cultivate positive relationships with his Board of Directors and even his employees.

I don't say this very often... but, "I told you so." Re-read these blogs:

Hurd stole from the company:

http://habaconsulting.blogspot.com/2010/06/wanna-lose-your-job-heres-how.html

Hurd failed to be a white collar hero:

http://habaconsulting.blogspot.com/2010/02/be-white-collar-hero.html

Hurd failed to lead with economic recovery and employees in mind:

http://habaconsulting.blogspot.com/2009/10/leadership-is-balancing-act.html

I hope for good fortune for HP employees and stakeholders.

Learning from Failure

Failure is a harsh word, but a reality that must sometimes be faced. Failure can be the result of doing nothing, or trying and falling short of the mark. It can be painful and humiliating, but we can also learn valuable lessons through our efforts, even if they are unsuccessful.

In order to profit from failure, don't ignore it or wallow in it. Look it fully in the face and evaluate what happened, from beginning to end. Conduct your own post-mortem, even if an official one takes place as part of wrap-up of a project. Yours can be more self-centric (and less politically charged!).

Include these retrospective questions as part of your evaluation:

• Did I start out with unrealistic expectations in terms of goals and objectives?
• When did I first suspect that things weren't unfolding as planned?
• Did I ignore any signs of impending trouble I should have recognized?
• Did I make changes to try to get things back on track?
• Did I ask for help when I needed it?
• Did I properly consider advice or recommendations from others?
• Did I articulate my concerns to project management?
• Did I document and make plans to mitigate risk?
• Could I have avoided failure through more personal effort?
• Was I a contributor to failure in an identifiable way?
• Did my team fail to do their part?
• Could my team have worked together more effectively?
• Was there anything I could have done differently to achieve success for the project?
• What do I know in hindsight that would I do differently next time?
• What specific new learnings can I take away from this experience?

Failure is part of success. Accept it, take your share of the responsibility (if warranted), add a virtual battle ribbon to your business suit, catalogue your learnings, and update your resume with your new experience. Now take a deep breath and move on - a wiser person.

When Do You THINK?

Most of us are relentlessly connected to business today, via email, text messages, IM, cell phones. With wireless coverage almost everywhere, now including many flights, we can be away - but rarely truly disconnected.

It's fantastic to be able to be so productive - to respond to a business associate's or client's inquiry immediately. But it has become very difficult to know when and how to draw the line between work and personal time. You can't help but glance at your Blackberry or iPhone when your boss causes it to buzz at 8:30pm. Do they expect a response tonight, or can it wait until morning? Won't you seem more efficient if you answer right away?

The danger is that responding to and fending off random communications fragments focus and results in poor prioritization of energy and efforts. When do you have time to THINK? Just think? When do you make task lists, document plans, research ideas, read work published by thought leaders, bounce concepts off a team, and/or brainstorm?

This week, try carving out some thinking time. Turn off your cell phone, shut down email for a while, and turn down some meeting invitations. Block out your calendar for 2 or 3 hours and clear your mind for some productive thinking. Wrestle a tough problem to the ground. Write a detailed, thoughtful report of which you can be proud. Document a plan. Birth a creative idea.

Take a deep breath. Disconnect. Think. Be really productive.

Challenge Your Processes

When it comes to customer service, applying efficiencies and technology to processes can be a dangerously slippery slope. Of course, I completely support the use of technology to be more efficient! The issue lies in the potential to focus solely on internal operations, and not enough on the customer experience. It happens every day, and it irritates and alientates customers.

Your job is to make sure you are always connected with the wants, needs and emotions of your customers. Put yourselves in their shoes. Talk to them about their likes and dislikes. CHANGE what needs to be changed to improve customer service, while creating processes that make your employee's jobs easier and more enjoyable.

Want some examples?

BAD BUT TRUE!

At a corporate-operated Verizon store, a greeter/receptionist asks how they can help you. Then they make you enter your name, phone number and what type of service you need into a touch screen system - only to assign you to a service queue! This process is clearly to make things easier for Verizon - not for their customers.

I like Dillards merchandise, and even their service. But their checkout processes are bizarrely antiquated. For every item you purchase, the clerk manually sticks a little yellow bar code on the price tag. Then they have to scan the price tag and the inventory sticker. It's insanely slow, and it doesn't benefit me - just Dillards' bean counters.

GOOD AND ALSO TRUE

As a new customer at Safeway, I was asked whether I had one of their discount cards. I did not, and really didn't want to take the time to fill out the form at the register to get one. No problem. They gave me a card, along with a form with the card number filled in, and asked me to complete it and drop it off the next time I came into the store. I got my valuable discounts right away, yet was able to fill out the form at my convenience.

My Subaru dealership allows customers to make scheduled service appointments by phone or online. On site, they maintain a perfectly lovely waiting room, complete with Starbucks coffee and high definition flat screen TV's. Yet they are so customer-focused, they also provide chauffeur service to home, office or shopping - or even a free rental vehicle for the day. Obviously, these amenities are an added expense to the dealership, but they recognize that they are important to retaining customer loyalty.

Constantly CHALLENGE YOUR PROCESSES. What worked yesterday may not work any more, because of changing customer expectations. Don't let technology itself drive your processes; it should always be an enabler (in a good way). Be sure your service procedures are really for to serve the customer - not only for ease of your operations. If you're really smart, you can accomplish both.

Beyond the Resume

If you’ve been looking for a job lately, you are painfully aware there is lots of competition because of high unemployment rates. Does your resume and cover letter have enough impact to grab the attention of a hiring manager? What else can you consider doing that will improve your chances of standing out from the crowd?

First and foremost, be sure you customize your resume and cover letter to the job posting. This doesn’t mean that you should fabricate any information (EVER!). Customization may just be as simple as re-arranging paragraphs to put your most pertinent experience and accomplishments first, and to remove or de-emphasize content with no relevance to the position you are pursuing. Your cover letter should ALWAYS be targeted on your specific interest in a particular company and job, and how well your skills and experience match their requirements.

There are important considerations and opportunities beyond the resume:

YOUR INTERNET PRESENCE: Prospective employers will Google you to see what comes up. They will also search for a profile on LinkedIn. Be sure you are represented as well as possible via your online presence. For more information, read my earlier blog on this subject: http://habaconsulting.blogspot.com/2010/01/are-you-purposefully-positioning-your.html

SUPPLEMENTAL PROMOTIONAL “BLING”: Your LinkedIn profile could feature a PowerPoint presentation highlighting your experience, incorporating some photos of you, your work, and/or your interests. People remember pictures better than the printed word, so enhancing the image you want to present by using visual imagery could set you apart. There are some pretty sophisticated programs available online – Animoto, ClipGenerator, and Stupeflix for example – that allow you to create videos with text and music, for free. The only one I have used so far is Animoto, with which I created a short promo for Haropulos Bailey Consulting:  http://animoto.com/play/hrAGsSoBjuWXlBR3D6Nq8Q

Recently, a friend of mine used video very creatively to announce his career move. With his permission, I’m including the link as another example of professional self-promotion: http://www.youtube.com/watch_popup?v=C4WZ96GHuK8

A word of caution… The type of supplemental material that would be appropriate will depend on the nature of the position you are pursuing. It would be easy to overdo it if you are a CPA looking for a position as an auditor. On the other hand, if you are in sales or marketing, a creative video might be just the thing to highlight your skills!

Keeping it simple is still a good policy. Your resume, cover letter, and solid recommendations are imperatives required for any job application. Use good judgment and run your plan and your materials by a mentor you trust if you want to try venturing Beyond the Resume.

Where Is The Love?

Forgive me as I wax nostalgic about the old days working for a corporation. I remember a time (back in the 80’s) when corporate executives behaved as though they cared about the people who worked for them. It was a time when bosses invited people to their homes for back-yard cookouts, and when spouses were invited to holiday parties. After five, co-workers would share a few laughs and a beer before hopping on their commuter trains. I loved my job and the people with whom I worked. I loved my company, and felt like that love was returned via nurturing by management, opportunities for advancement, and the occasional employment-enhancing perk.

Are those days gone for most corporate professionals? Where is the love?

Challenging economic times, legitimate scrutiny by wary shareholders, executive management types who have an immature approach to leadership, and people fearful of losing their jobs have all affected the corporate job climate. Times change, and some belt-tightening and audit requirements are certainly needed. But shouldn’t that make corporate leaders more creative about establishing an environment that encourages workers to be loyal to their employers?

In too many cases employees feel trapped in unpleasant situations, because they are “lucky to have a job”. Management under pressure can be threatening and/or uncommunicative, at a time when anxious workers most need reassurance and support. Layoffs have cut deeply and have affected not just the lazy and incompetent, but good, productive, hardworking people. The resulting environment is totally demoralizing to the survivors.

Hard times present an opportunity to forge new bonds of loyalty within a team. This is a time when straightforward, honest communication is sorely needed; when victories (however small) should be applauded and celebrated. It is a time when small kindnesses will be remembered and rewarded with strengthened relationships. Management needs to step up and set the stage for the future. What should be done?

• Conduct a climate survey to determine how employees are feeling today. (Use an outside company.) Don’t assume you know where their heads are, because they’re scared and most will tell you what they think you want to hear.
• Explain how the current economy is affecting business and how that is changing corporate goals and adding new pressure. Your employees are not stupid. Don’t keep them in the dark.
• Communicate regularly. Tell your team how often they will get an update from you, and stick to your communication plan religiously.
• As layoffs occur, announce them and immediately publish changes to organization charts. Chaos is inevitable if roles and responsibilities are murky, or if new reporting structures are left uncommunicated.
• Encourage productivity and accomplishments (however small).
• Managers, get off your ivory towers and relate to your employees. It’s hard for them to see you jet off to speak at a conference in Berlin when their budget has been cut by 20%. Help them understand your goals and priorities (and you’d better make sure they align with other things you’ve told them).
• Consider communicating with your employees via a Twitter account. “Just completed presentation to the Board of Dir’s. Got approval for our new project. Full speed ahead!”

If you want your team to stay productive and loyal, you need to add a little love back into their environment. It’s good business.

Time for a Mid-Year Review

It’s already July. Half of the calendar year is gone. You know what that means, don’t you? It's time to assess what you have accomplished at work so far this year, and how you are going to make the most of the next six months. Although the year is only half gone, the time has come to start making plans for 2011 goals and budgets, so you'd better be sure you have 2010 solidly in hand.

Don’t let another month go by before doing the following:

REVIEW SPENDING & REMAINING BUDGET: Figure out whether your expenses are falling into line in comparison to your budget. Determine whether the pace of your spending will keep you on track through to the end of the year. Did you budget major expenses that you do not have a solid plan to spend? Have you earmarked your capital expenditures for action? If your goals changed in a way that affects spending, figure out whether you need to “give back” any approved funds. Remember, although being grossly under budget may come as a nice surprise to someone in your finance department, it reeks of bad planning – just like being over budget. Make whatever adjustments are necessary to put you in line at the end of the year. If approved mandates have pushed you over budget, make adjustments in other categories if possible, or be sure that all the right people are aware of the impact of the coming discrepancy.

ASSESS PROGRESS AGAINST PERFORMANCE GOALS: You committed to achieving specific things this year. Have you kept your eye on the ball? Are you accomplishing the things you must accomplish, or spending too much time on things you find more appealing? Be realistic when analyzing how well you are doing toward meeting your goals. Document proof of what you have achieved. If you need to realign your daily efforts with your goals – do so now, because October/November will be too late. Post your goals somewhere you can’t help but see them every day. If you’re stuck in the mud – find help from a mentor or a supportive colleague.

PROVIDE FEEDBACK TO EMPLOYEES: Your team members deserve structured feedback more than the once a year they get a formal review. Schedule opportunities to touch base with all your direct reports during the middle of the year (assuming you are still several months away from their performance review). Your goal should be to give honest feedback, coaching, advice, and/or direction that allow them to make any necessary adjustments BEFORE their formal review. No one should be blindsided about issues at the end of the year when decisions are being made about performance ratings/rankings and pay increases based on merit.

SEEK FEEDBACK FROM YOUR BOSS: Touch base with your supervisor to be sure his/her expectations are still in line with your plan and goals. This is the time to know if you need to change gears or refocus your energy and efforts.

Dive into the rest of this year armed with a renewed sense of planning. Don’t let the second half of 2010 get away from you!

Wanna Lose Your Job? Here’s How.

Who hasn’t worried about getting fired at one time or another? We suffer over that little mistake that we're just sure will bring on the pink slip and send us packing. In reality (assuming a company follows the letter of employment law), it’s not that easy to terminate someone’s employment. When an employee makes an honest mistake, they usually get an admonishment and another chance. An “attitude problem” isn’t just cause to fire someone either; but may result in some painful coaching sessions and a lack of opportunities to be promoted.

In a world of uncertainty, there is one certainty in employment. Violate specific, documented corporate policies and get caught, and you will find yourself on a road to swift and ignominious termination of employment. Commit one of these “felonies”, and soon you will be saying, “How do I apply for unemployment benefits?”:

EXHIBIT CHRONIC ATTENDANCE ISSUES: Arrive late, leave early, take more than the allotted sick days, return late from vacation – it is measurable and all adds up to unreliability.

STEAL FROM THE COMPANY: Cheat on your expense account, pilfer office supplies, and/or use corporate resources for personal projects.

VIOLATE CORPORATE ETHICS POLICIES: All big companies have written ethics policies. Violating some of them can not only result in loss of your employment, but could land you in jail.

HARRASS YOUR FELLOW EMPLOYEES: Complaints about sexual overtures or any threatening behavior that creates a hostile work environment are dealt with as serious and are not tolerated by any highly-evolved organization. Harassment policies are backed by federal law.

FAIL TO ACHIEVE YOUR PERFORMANCE GOALS: How you perform against your annual goals are a measure of how well you are doing your job. If you miss the mark here, you are in trouble and (at best) will find yourself working an Action Plan to exhibit that you can improve your performance.

The author does not intend to make light of job loss, but to offer a serious review of pitfalls that can lead to termination of employment (so that they can be avoided).