In order for an organization to obtain value from you and for you to raise your value within your organization, you must capitalize on either an existing way of creating value or identify new ways to create value. You can create value in your organization in the following ways:
Raising your value is defined as performing activities that connect individual contributions with business performance. To be considered a valuable employee, you must tie as many of your activities as possible to how your organization measures how well it’s performing. For most organizations, business performance is predominantly measured through financial performance. As you work to create value for your organization, you must focus your activities on your company’s financial performance.
Internally, your organization needs to be managed in ways that ensure investors and customers stay interested. In order for your organization to survive for the long-term, it needs to obtain value from vendors and employees.
There are numerous variables your organization manages internally to keep external stakeholders interested through value creation. One of the most significant ways to create value internally is by managing expenses with vendors and employees.
All organizations operating in complex environments are impacted by external and internal forces. Externally, your organization needs to raise capital in order to invest in its growth and generate revenue to cover its operating expenses with vendors and employees. In order for your organization to obtain capital or generate revenue, it needs to create value for investors and customers.
Other people are similar to you. They are working hard to stay afloat and stay ahead. Their workplace is fast-paced and ever-changing, just like yours.
All of you have grown up in a culture focused on numerical ratings, bell curves, and annual performance assessments. You rush from meeting to meeting and conference call to conference call so blindly that months pass by before you open your eyes to see where all your rushing has taken you. You have little time to think about yourself. You defend “where you are” professionally by deluding yourself that being a good performer is enough. Yet, today’s competitive and fast-paced workplaces are demanding more from business professionals. Your organization does not have the time or money to train you to be a good performer. As a stand-alone differentiator, good performance is no longer enough – it is expected!
As part of my recurring marketing effort, I love to network with prospects, friends, and colleagues. A great colleague of mine, Mimi McGrath, contacted me last week to grab a cup of coffee and catch-up.
Among a number of items, Mimi wanted to share some observations that she had personally experienced related to content she had read in my new book, Raise Your Visibility & Value: Unlock the Lost Art of Connecting on the Job.
I typically visit with clients every other week at their offices, and one of the details I observe is the status of my client’s office whiteboards.
A whiteboard that does not change from meeting to meeting reflects your state of mind – inflexible, boring, and inactive.
Raise Your Visibility & Value highlights seven visibility accelerators. Our seventh visibility accelerator is “Manage Your Reputation.” Learn the importance of ensuring that, when your colleagues speak about you when you are not present, it reflects the way you want to be spoken about.
When you are avoiding a hard conversation with a boss, colleague, or subordinate, it is usually because you don’t know how to start the conversation. You worry that once you open your mouth, things will begin to fall apart.
Hard conversations do not have to be dealt hard. The good news is that the conversation falling apart is not likely to happen if you go in softer versus harder.
Raise Your Visibility & Value highlights seven visibility accelerators. Our sixth visibility accelerator is “Engage with Industry Associations.” Learn how to interact and participate with colleagues outside of your organization.