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