Visibility Accelerator #1 - Introduce Yourself

Introduce Yourself: Visibility Accelerator #1

You may be surprised to find that “introduce yourself” is the first Raise Your Visibility & Value visibility accelerator. After all, introducing yourself to others seems so simple. What is difficult about saying “hello” and shaking the hand of a new colleague?

Carl is also surprised because, like you, he has been meeting people his entire life. As an adolescent, he found himself at parties introducing himself to new friends. As a young law student, he attended classes where he introduced himself to fellow classmates. Today, as an in-house attorney for a growing software company, Carl “meets and greets” people all of the time – colleagues, clients, and other professionals in the legal profession.

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"Presence" in the Visibility & Value Model?

“Presence” in the Visibility & Value Model

Presence is the tangible ways in which you connect with others. This is the place where activities and behaviors that help you be seen in your organization and industry exist. When you work to build your presence, you are seeking physical ways to connect with others as well as contribute to your organization and industry. You cannot be visible if you are not seen by others!

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Are You Invisible or Undervalued in Your Organization?

Are You Invisible or Undervalued in Your Organization?

It is important to recognize that visibility and value are deeply symbiotic in your organization and industry. You already know that professional risks exist for busy business professionals who are invisible or undervalued in their organization. You do not want to be visible without providing value, and it is hard to demonstrate the value that you provide if you are invisible.

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What Is Raise Your Visibility & Value All About?

What Is Raise Your Visibility & Value All About?

Research tells us that how we define something dictates the activities we subscribe to it. There is a famous example from the turn of the 19th century that illustrates this point. In an effort to change how the public perceived his company, the president of a railroad company declared, “We are not a train company – we are a transportation company!” Suddenly, by viewing his organization as a provider of transportation and not just an owner of trains, he created new customer perspectives and business opportunities.

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Professional Risks

What Professional Risks Do Change and Transparency Create for You

The frequency and pace of change in your organization, the exponential growth of your professional transparency, your lack of energy to connect with others while employed (visibility), and your lack of energy regarding your performance assessment (value), all create professional risks for you. With increased turbulence in your organization resulting in roles, responsibilities, and relationships changing with great frequency, your ability to benefit from the development of organic relationships (ones that grow naturally over time) or purposeful relationships (ones that you proactively create with a goal in mind) is being seriously eroded.

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Professional Transparency in an Organization

Professional Transparency in an Organization

Another reason networking while employed and performance appraisals are becoming increasingly ineffective is the explosive growth in professional transparency. As recently as seven years ago, unless the subject of your search was your favorite movie star, rock star, or politician, your ability to find details about another individual was challenging. This was not due to your faulty research skills – information about an average individual simply did not exist publicly.

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How Do You Know If Your Organization Has a Performance Management System?

A Performance Management Culture

How do you know if your organization has a performance management system? Once a year, your boss is thrust into the dreaded “performance management cycle.” There he is required to complete numerous performance appraisals. Many managers rush to complete their appraisals en masse the Sunday night before the appraisals are due. While most of their ratings are influenced by the rankings and bell-curve pre-established by the organization. Upon the completion of an exhausting approval process, he finally schedules a meeting with you. Following the meeting, you rush back to your cubicle, call your significant other and exclaim, “I got a 3.5 on collaboration!”

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The Often Ineffective Performance Appraisal

The Often Ineffective Performance Appraisal

History will not be kind to the performance appraisal. After decades of lackluster experiences, stale formats, and non-existent correlations between assessment and achievement, most savvy business leaders and modern management experts would tell you that the performance appraisal is a well-intended yet failed exercise in behavior modification.

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