When I assert that you must achieve more than just doing your job well, I am not suggesting that doing your job well is not important. Conversely, in today’s excruciating work environments, good performance is expected. Your organization is finding less time and spending less money to train you to be a good performer. In her recent Wall Street Journal article, Herminia Ibarra of INSEAD continued to reflect that “Businesses are putting managers in a tough spot: They’re forcing bosses to take on many new responsibilities – but they’re not training them to get those jobs done.” Continue reading →
The head-spinning advances in technology, endless bottom-line financial pressures, and growing networks of global economies described earlier demand a need for superior performance and sustainable efficiencies. Organizations aspire to motivate their employees to be better, more productive, and more engaged. Leaders seek ways to create a common language behind which organizational goals and activities can align. What can replace the void that is being created by the slow demise of performance management systems? Continue reading →
On the Schmooze is a podcast that features interviews with talented professionals from different fields. Listen for insights that will help you achieve the leadership position you’re seeking, build and sustain your professional network, and find the work/life balance that works best for you. Continue reading →
As the host of a weekly meeting of business professionals who are in transition, all of them will experience many of the same things during their time in transition. I would love to tell them the following things they are guaranteed to experience. Continue reading →
In the Raise Your Visibility and Value model, raising your value is defined as follows:
You raise your value with activities that connect individual contributions with business performance.
Similar to most of your colleagues, you spend little time raising your value. You are more likely trapped at your desk working hard to be a good performer and deliver what is expected of you as defined by your boss or your job description. Your boss’s environment does not allow her to focus value creation and most job descriptions do not identify ways that your role can create value for your organization. Continue reading →