Promote the need for change

Organizations don’t prosper or grow unless middle management staff identify and promote the need for change.  Staff at the middle level gather intelligence from direct contact with customers, vendors, and other colleagues.  Typically, they are in a position to see what the market will bear and what clients are looking for.  Unfortunately, too many organizations are still driven by a compliance with top-down culture, they may not voice their ideas and concerns.  Oftentimes, they find it difficult to raise issues to a higher level in the decision-making process, if they gain entry into such conversations at all.  Studies conducted by the Harvard Business Review show that senior executives dismiss good ideas from below far too often. “If upper level executives don’t perceive an idea’s relevance to organizational performance, they don’t deem it important enough to merit their attention–even it it means saving the organization significant dollars or more efficiency.”

Jane Detert and Susan Ashford introduced the concept of “issue selling” into the academic discourse, more than two decades ago, many studies have proposed tactics for effectively wining support for new ideas.  Issue sellers who accomplish their goals by looking for the best ways, venues, and times to voice their ideas and concerns.

Middle managers are more likely to speak up when they: identify with the organization, have a positive relationship and track record with upper management, feel safe because the values of the company support different ideas and solutions, believe that action will be taken at the top and care enough about the issue to invest energy in selling it.

“Ask yourself the following questions:  Where does my audience stand on this issue?  What does my audience find most convincing or compelling?  How can I connect my issue to organizational priorities?  How can I best describe its benefits?  How can I link it to other issues receiving attention?  How can I highlight an opportunity for the organization?  What is the right time in the decision-making process to raise my issue?  Getting the timing right, involving others and adhering to the operational values of the company will help you to be heard.”

Source:  Harvard Business Review January-February 2015  co-authors Susan J. Ashford and James Detert

 

Looking for employment–Tips for a professional Email

Professional EMAIL Address

In my work as a management and business consultant, I am often asked to assist with recruiting efforts.  I am amazed daily by how many resumes I refuse to look at that still don’t have a professional email address.  While ilovehighschoolquarterbacks@gmail.com may have worked while a high school student, it certainly is not the appropriate email address for your professional resume.

Cell Phone Greeting

While you may want to retain a personal email for friends and family, it is imperative that you apply some common sense when you begin the job hunt.  I would also caution you to review your cell phone greeting.   If you are applying for a job and using your cell phone as the contact number ensure that your voice mail greeting is also a professional one.  You need to ensure that recruiters or potential employers see you in a professional light.

Be Brief

Don’t write a book! Just as emails are sent quickly, they’re skimmed through just as fast.  Recruiters see hundreds of emails a day.  Keep your email brief, but professional.  Make sure you have a polite salutation and then sum up the reason for the email.  Your pertinent detail can be included in your signature line and be set up in advance of any new email you send.

Want to get into being a barista? Check out this barista resume example to help you get you the role you’re aiming for.

Spelling and Grammar

Email does not give you the opportunity to use text-style language when applying for a job.  Make sure you know the difference between a colon and semi-colon, and dash and a comma.  Don’t leave sentences without a period.  Avoid acronyms and abbreviations.   Avoid the punctuation crazies!   You want to sound enthusiastic but you don’t want to fill your text up with too many exclamation marks!!!

Abbreviations and Emoticons

A: smiley face) and “LOL” might suit a personal email.  But it is not professional and should not be used in an email to a potential employer.   That means no winks or sad faces and TTYL.

If you take the time to write a great email you will get a better response.

Taking Action on Management Issues

Once a manager understands how to contribute at a high level, employees respond positively.   The key to success is consistency and communication.   Managers should seek out feedback on a regular basis.  Feedback can come in the form of formal reviews, management by wandering around or by internal surveys that are confidential in nature.   If the culture in your company is one of open communication which includes a healthy exchange of both positive attributes and attributes that can be improved, your employees will feel free to share feedback without fear of retribution.

It is very important that managers share team results about specific feedback on their management skills.  Ensure that you thank people for their candor and their help.  This is especially true if the vehicle is a confidential survey.  It is important to talk about your overall feedback instead of trying to determine the specifics.  Focus on overall results, including your identified strengths and areas for improvement.  I feel that this type of discussion should happen at least four times per year and and at the very least annually.

It is also important for a manager to identify 1-2 attributes where the scores were high.  Make sure that your employees know that you are going to keep doing the things that make them happy and provide value.   It is also important that a manager involve employees in these discussions.  Talk with your team to determine how to continue performing and emphasizing your strengths.

It is also important for managers to identify 1-2 attributes that employees would like to see improved.   Establish your goals, and working with your team, put action plans in place for improvement.  It is then important to find ways to make this discussion a part of conversations with your employees so that you are able to monitor your progress.  Too few managers ever ask how they are doing.  Make the exception and make this part of how you manage and coach your employees.  They will respond positively if you are sincere in your desire to get better.  This type of management also opens the door for two-way conversations with your employees.  It will provide you with an opportunity to freely discuss their performance attributes as well.

For more information on how Google employs these activities:  The Harvard Business Review has an article entitled “Google’s Project Oxygen:  Do Managers matter? ”   I am sure you will find very surprising results.