| A dear friend and colleague once shared a
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| | light is to be a team player who pitches
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| secret to his success. Upon waking each
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| | in for the department's benefit. Ask
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| morning, Ed Oakley, CSP, asks himself,
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| | yourself: How can I make sure everyone
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| "What question should I be running on
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| | benefits from my thought or idea? Then
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| today?" Ed uses that simple question to
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| | follow through. Your boss will appreciate
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| trigger his mind to reflect on his
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| | the initiative you take to create
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| potential and frame his thoughts for the
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| | solutions to your department's
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| day ahead.In my work as a performance
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| | problems.6. Am I giving my boss what he
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| consultant to the top executives in the
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| | needs to succeed? As a young manager, I
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| leisure industry today, I've seen
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| | frequently found myself working
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| firsthand how a simple tool, like asking
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| | side-by-side with my staff at the front
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| the right questions, can help put you in
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| | counter. It was a very comfortable place
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| the right mindset to master the
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| | for me and, because I hated paperwork, I
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| challenges ahead and to take the reins on
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| | preferred serving customers over
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| your future-to become the kind of
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| | completing reports. One day, however, my
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| employee that gets noticed and rewarded
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| | boss called me into his office and came
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| on the job.What questions should you ask
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| | unglued. A report I was responsible for
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| to increase your chances for promotion
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| | was long overdue. My response? "The front
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| and recognition? The following will help
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| | desk staff needed me. Aren't our
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| you to begin thinking about how you can
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| | customers more important than a
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| put your career on the fast-track to
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| | report?"But here's the thing: I hadn't
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| success.1. Do I take responsibility for
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| | considered how my procrastination
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| my mistakes? When something doesn't go as
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| | impacted everyone up the chain of
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| planned on the job, admit your mistakes
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| | command, starting with my boss. He needed
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| to your boss immediately and own the
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| | the information in my report for his boss
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| slip-ups. Try saying, "In retrospect, I
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| | who was preparing a bigger report for the
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| think I should have done this
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| | Executive Director who needed it for a
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| differently." or "Here's how I can make
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| | Board meeting later that week. Customer
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| the project better next time." Your boss
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| | service was important in this case ...
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| will appreciate your honesty and focus
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| | internal customer service.7. What image
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| more quickly on what you've
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| | am I projecting? Gaining visibility is
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| learned-instead of dwelling on what you
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| | crucial to getting ahead. And that means
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| did wrong.2. Do I know what drives my
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| | maintaining a professional image at all
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| boss's decisions? Before asking your boss
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| | times. Ask yourself: What kind of image
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| for input, think about what information
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| | am I projecting? Are you viewed as a team
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| she will need to make a decision. If your
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| | player or a loner? Someone who works
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| boss is a numbers person, bring the data
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| | behind the scenes or is a self-promoter?
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| with you to the meeting. If your boss
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| | A person who solves problems or someone
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| bases her decisions on people, know the
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| | who creates them?The impression you
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| players. If she is most concerned about
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| | create on the job can have far reaching
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| the number of complaints you've received
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| | effects-a hard lesson I fortunately
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| on a certain issue, have those numbers
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| | learned early in my career. Here's what
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| and specific concerns available. In other
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| | happened: A colleague and I were
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| words, help your boss to help you!After
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| | competing for the same promotion. When
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| working with a new boss for a few months,
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| | she got the job, I became her
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| I realized that every time I sought
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| | subordinate. Chalk it up to youthful
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| approval for a special project she would
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| | ignorance, but I had the misguided notion
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| ask me, "Is it in the budget?" It finally
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| | that if I made her look bad, the decision
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| occurred to me to come to the meeting
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| | makers would realize what a mistake they
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| prepared with the budget printouts in
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| | had made in choosing her over me. For
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| hand. This time, when she asked me, "Is
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| | three long years I made her life
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| it in the budget?" I was ready to answer
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| | miserable. I talked behind her back.
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| her question intelligently and give her
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| | Criticized her every decision. Mocked her
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| the information she needed to make an
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| | to my co-workers. Finally, I had enough;
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| informed decision.3. What can I do to be
| |
| | I decided to move on. I applied for eight
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| more proactive? Avoid going to your boss
| |
| | jobs outside the organization, got a few
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| with a problem until you've first spent
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| | second interviews, but no offers. Year's
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| some time thinking about possible
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| | later; I had the biggest "Ah Ha" of my
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| solutions. That way you can foster an
| |
| | career: I finally realized that all of
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| environment that allows you to offer
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| | the people who had been in a position to
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| suggestions for review. For instance,
| |
| | hire me were the same people who I had
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| try saying, "I've been thinking about
| |
| | been complaining to about my boss. It
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| (the problem) and have an idea. What
| |
| | didn't matter that I had talent: They had
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| would you think about...?" You can
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| | seen me at my worst. Not surprisingly,
|
| create positive and powerful perceptions
| |
| | none of them wanted to hire me. Heck, I
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| about your capabilities by providing
| |
| | wouldn't hire me!We all need to let off
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| ideas that can help your boss easily
| |
| | some steam occasionally. But when you
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| resolve the issue at hand. Just be sure
| |
| | engage in boss-bashing and complaining,
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| you've outlined the pros and cons of each
| |
| | everyone will notice. Pick and choose
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| so that you can demonstrate that you've
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| | your battles carefully and always
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| thoroughly considered each option.4. How
| |
| | maintain a professional image. Remember,
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| can I manage my boss's expectations? To
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| | what you say about others says more about
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| get your plan approved, it has to be well
| |
| | you than it does about them!As you think
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| received. And that means considering
| |
| | about your plans for the future, ask
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| carefully how, when and where to bring up
| |
| | yourself: "What question should I be
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| a new idea to your boss. Ask yourself: In
| |
| | running on today?" When you focus on
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| the past, what approach, situation,
| |
| | putting your best foot forward, you'll
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| location and timing has elicited the best
| |
| | quickly find the fast track to career
|
| response? How can I use this approach
| |
| | success.Ruby Newell-Legner, CSP, draws on
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| for the same success? Depending on the
| |
| | her 25 years of experience in the leisure
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| issue, you may want to schedule a
| |
| | industry to offer staff-development
|
| meeting, discuss the topic over lunch or
| |
| | programs that promote better
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| add it to the agenda at your next staff
| |
| | relationships from front-line employees
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| meeting. The key is to choose the right
| |
| | to customers, from co-worker to
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| delivery time and location to make sure
| |
| | co-worker, and from managers to the
|
| your idea gets heard.5. What can I do to
| |
| | employees they supervise. To sign up for
|
| further my organization's missions? One
| |
| | Ruby's free electronic newsletter "Great
|
| of the traits common to most
| |
| | Customer Service for Leisure
|
| fast-trackers within an organization is
| |
| | Professionals," visit schedule training
|
| their ability to make their boss look
| |
| | with Ruby call Ruby's office in
|
| good. They understand that sometimes the
| |
| | Littleton, Colorado at 303-933-9291.
|
| best way to cast themselves in a positive
| |
| |
|
