Posts Tagged “get”

1

The first 90 days of your new job are crucial to set yourself up for long-term career success. It’s where you make good on the promises you touted during your interview and set the stage for how people perceive you.

That’s why asking for feedback during this time is so, so important. It quickly demonstrates to your new boss that you’re invested, you’re committed to excellence, and that you’re in this for the long haul.

Plus, if done well, you can earn major brownie points that may help you get recognized later for opportunities to work on interesting projects or even advance more quickly.

Easy enough, right? Now that you know just how important your first 90 days are, here are some guidelines for how to ask for feedback to ensure you’re on the right path (or how to get on it).

When Should You Ask?

Eliciting feedback in these crucial first few days is a balance between giving your new manager and co-workers enough time to form concrete thoughts and opinions of you, while also being proactive in prompting feedback that will help you as you get onboarded.

Rule of thumb: Don’t expect a formal review by the end of week one. After that, it’s all a judgement call. How much real work have you actually had a chance to do? If you’ve just completed a big project or finished a tougher assignment, now may be the perfect time to ask for some input on how you did. Regardless of the above, don’t let three weeks go by without making the big ask.

A good rhythm for how frequently you continue to check-in will hinge on the volume and involvement of your work. That said, a good best practice is no more than once a week, but no less than once a month.

How Should You Ask?

Don’t pounce at the water cooler or in the bathroom while your boss is washing her hands. Reach out to your manager via email or in person and request a meeting directly. Explain what the meeting is for—people will appreciate having a heads-up so they can prepare ideas ahead of time.

Try something like, “I’d like 15 minutes of your time to talk about how you think things are going so far with me. Are you satisfied with what I’m doing, and the work I’m producing? Is there anything I can be doing differently?”

What Should You Ask?

Give your manager suggestions on what you want to hear, such as, “How am I integrating within the team?” “Am I operating at the speed you need me to?” or “How is the quality of my work? Any development areas you have already identified that I can work on?”

This is also the time to coach your manager on what you need in terms of resources. Would you benefit from regular one-on-ones or additional training? Perhaps a tracking system that you and your manager have access to to share what you’re working on?

Who Should You Ask?

Besides your boss, co-workers are also a great resource for feedback. While it doesn’t need to be as formal as with a manager, try crafting an email along the lines of, Hey, I’m loving it here so far, and would love to get some feedback from you to make sure I’m setting myself up for long term success. It’s really important to me I’m doing a good job and making a good impression.

The reality of soliciting feedback is that it may not always be 100% positive. So, prepare yourself mentally. All your good intentions will immediately be nullified if you go into “defensive” mode. Keep your ego out of this conversation and stay open and non-judgmental.

Then, send a follow-up email thanking your manager or colleague for their time and candor, and briefly outline your takeaways and any next steps you plan to take. Implement any areas of improvement right away and follow-up with your boss to make sure the adjustments you’re making are correct and noticed.

We know there’s a lot to learn in your first 90 days. You’ve got new systems, technologies, faces, and names to remember, and so much more. It’s easy to feel overwhelmed.

Incorporating this advice displays maturity and commitment on your part, and will also give you a good indication of whether you’re doing well, or need to make some adjustments before its too late. Regardless of what you learn, it will empower you to excel in your new role.

 

Source: https://www.themuse.com/advice/how-to-ask-for-feedback-first-90-days-successful-new-job

1

When I first started working, I never understood why people hated meetings so much. I love people, I love brainstorming conversations, and I love an excuse to not stare at my computer for several hours—how could they not be anything but great?

Of course, over time, I started to understand why they get a bad rap. Take away the fact that most meetings are inefficient, if not unproductive and a waste of time, it takes around 23 minutes and 15 seconds to get focused back on what you were working on before a meeting (which is why we’re big fans of turning unnecessary ones into emails).

As someone who’s (and knows many people who have also) had days of back-to-back meetings, I know how tough it can be to get all your other work done. Here are some tips for how to get through the day the best you can, if cancelling isn’t an option.

The Day Before

Prep for the Meeting
Chances are you know a couple days ahead of time when you’re going to have a day full of meetings. So, use that prep time to get organized.

Make sure you have everything you need to present or run each meeting. If you’re an attendee, go over any documents or agendas your colleagues have sent out to get a sense of what you need to bring and what’ll be discussed (if you have none of this, ask for it!).

Knowing what’s coming up will save you from scrambling day of to find files, or track down information, or waste any mental energy on being shocked at what you’re learning

Get Work Done Ahead of Time
Look at what you have coming up the day after the meeting. Is there anything you can get done in advance? By working through your lunch or staying just 30 minutes later than usual the day before, you can knock off some tasks and not end your meeting-filled-day feeling like you’re way behind.

Plan on How You’ll Take Advantage of Those Bits of In-between Time
Sometimes meetings end early. Sometimes they start late. And sometimes they get cancelled. (And sometimes the presenter spends the first 10 minutes trying to hook up their computer.)

Get ready to use those spare moments wisely.

Make a list of everything that can be done in under five minutes. Then turn to that list (and not social media) when you find yourself with minutes to spare.

Block Off Any Free Time You Do Have
Another no-brainer trick is to physically block off any time you have between meetings on your calendars.

The Day Of

Work in the Meeting (When Possible)
OK, I’m not giving you permission to not listen in the meeting, but I also realize that everyone does this at some point. And I also know that fires come up that you have to address, no matter how important the discussion is.

So, if there’s a lull in the conversation, you’re merely an observer in the meeting, or you’re certain you’re not needed in that moment, I give you permission to tackle any of those low-hanging fruits on occasion—whether it’s responding to a Slack, answering an important client email, or filling out a quick document.

Actually Eat Lunch
If it’s not completely taboo in your office, please eat lunch during the meeting. And, take bathroom breaks, even if it means leaving in the middle or running late to the next one. Oh, and, bring water and a snack with you so you don’t feel famished or dehydrated.

This will help keep your energy up so you can tackle stuff later on (more on that below).

Plan on it Being a Long Day
If your day’s going to be completely packed, then it might be worth getting into the mindset that you probably won’t be leaving when you ideally want to. It sucks to have to work outside your regular hours, but knowing that it’s coming will make it a little less painful.

Cancel Your Plans That Night
With that said, don’t make your day longer by having after-work plans. Not only will this put a deadline on how late you can work, but it’ll also just mean you end the day more exhausted than necessary. Instead, make it a self-care night that’s relaxing and stress-free.

Get in Early
Set your alarm a bit earlier than usual and get to the office before everyone else. This leaves you with plenty of distraction-free time to focus before the day really starts. And this goes for night owls too—even if you get in early and just spend the first hour making a to-do list for the day, you’ll feel better.

The Day After

Avoid This in the Future
You can try following these tips to cut down how many meetings you have to attend in the future.

Or, going back to the whole “blocking off your calendar idea,” you can make sure you block off two to three hours every day for your work. This helps to ensure that you will almost always have time to work. While you’ll of course have to move those blocks to accommodate other people and deadlines, it’s a great start.

No doubt about it that having a meeting-full day stinks. However, it’s not impossible to survive a day like this and still do your job (after all, if I can do it, you can, too).

 

Source:https://www.themuse.com/advice/how-to-survive-meetings-still-do-work?ref=recently-published-1

1

Being stuck in a rut sucks. If there’s one thing I could wish for you, it’s that you never have to deal with a situation that holds you back from being happy, successful, or fulfilled.

That, unfortunately, is an unrealistic wish (even more unrealistic than wishing I could turn everything I touch into chocolate). Because like failure, ruts are inevitable. And the good news about that not-so-fun fact is that they ultimately help make us stronger, smarter, and more successful individuals.

Just look at a few people in your life who you admire—how many of them went through a struggle that forced them to reevaluate their goals or path?

Since I’m someone who doesn’t love surprises (except the birthday kind), I’m going to tell you right now exactly which ruts you’ll find yourself in throughout your career.

 

1. Being Bored
No matter how much you love your job, how many hours you work, or how large the pile of to-dos is on your desk, there will come a time when you will find yourself suddenly underwhelmed, unmotivated, or unstimulated at your job for days on end.

It could be for a number of reasons. Maybe your boss has stopped challenging you. Or, maybe you’re making the mistake of not seeking out challenges, or looking for exciting projects. Or, maybe you’ve found yourself in a new role that isn’t as exciting as you thought it would be.

Whatever the reason, boredom is usually pretty fixable. You can ask your boss for better projects, or see if you can chip in on what other teams are working on, or find ways to keep learning, like taking online classes or attending conferences related to your industry. If that still leaves you no better than you were before, it may be time to move on and find a role that’s more engaging.

2. Feeling Unhappy
Unhappiness is a more serious sign to keep an eye on.

Why is it so much more common than we realize? Because for one, we’re fickle beings—we’re always changing our minds and shifting our priorities. Which means the things we want in our careers now may change one, two, five years from now. That’s OK!

The other reason is because sometimes we’re really bad at recognizing when we’re miserable. We’ll place the blame on other things (woke up on the wrong side of the bed, had a bad commute, a crazy boss) rather than accept that something bigger is affecting us.Figure out what is making you unhappy and use that information to decide what your next steps will be.

Maybe it means transferring roles internally, changing companies, or switching industries entirely. Or maybe it’s even more simple than that. Maybe it’s talking to your boss about an overwhelming workload. Or asking your co-worker to stop talking to you when you’re working at your desk.

Whatever the cause, take the time to identify it and start making moves to solve it.

3. Doubting Your Career Path
Unless you’re very lucky, you won’t find yourself satisfied in the same role in the same industry throughout your entire career.

Don’t beat yourself up if you’re unsure about what you want to do next—even if you’ve spent 10 years in your role and are now doubting everything. The good news is that it’s never too late to make a change, whatever that means for you. The even better news is that you don’t have to have it all figured out when you’re 30, 40, 50.

As Benjamin Franklin said, “When you are finished changing, you’re finished.” Don’t be finished.

 

4. Feeling Like Nothing’s Going Right
Ever have those months when nothing’s going right? You keep messing up basic tasks, your manager keeps sending your work back with heavy revisions, your co-workers keep shutting down your ideas?

It could be your fault—if you’re job searching, for example, and getting nowhere, it might be worth reconsidering you’re approach.

But it could also be due to external forces, like a company restructuring or a bad boss. If so, it’s worth figuring out whether these can be fixed, and if not, what steps you can take to better set yourself up for success.

 

5. Having to Deal With a (Big) Change
Your company just went through a huge merger, half your department got laid off, you got laid off, they brought in a new boss, or oyou’ve moved to an entirely new city for a job.

One day, something major will happen that will shake up how you do things and think about your career. While it’s practically impossible to prepare for something like this, remember that it’s common. And, that it’s salvageable. And, that the feelings of loss and doubt and frustration and sadness won’t last forever. And, that you’ll come out stronger and more equipped to handle anything that comes your way. If you don’t believe me, read this.

 

The last thing I want to emphasize is that it’s easy to feel alone when you’re in these ruts, or that no one understands what you’re going through. But I can confidently tell you that everyone experiences these. Why else would I write this article?

So, don’t be afraid to admit when you’re in one—if you don’t, you’ll regret not making a change sooner. And if you still feel like the only one, chat with people just like you (and get some reassuring advice) on our Stuck in a Rut discussions platform.

Source: https://www.themuse.com/advice/career-ruts-everyone-will-get-into-some-point?ref=recently-published-1

 

1

Can you get me a job at your company, please?

Do you know the CEO—and can I talk to her?

Want to see my resume? It’s awesome, I swear.

These are the things we’d like to say to people when we’re networking, but for obvious reasons can’t.

So, the question always becomes, what can we ask?

I recently read Molly Beck’s book Reach Out: The Simple Strategy You Need to Expand Your Network and Increase Your Influence. And in it, she breaks down the art of networking into bite-sized steps—one of which talks about good versus bad favours.

The concept is simple: Some things you choose to ask your network are better than others. And this means the difference between someone wanting to help you out and someone wanting nothing to do with your request.

If you read the quotes above and cringed at the thought of saying them to someone you knew, you already know what a bad favour is.

So, what makes a good favour?

“The key to a great favour is to ask a particular, definable question whose answer cannot be found on Google and can be answered easily in a paragraph or so via email,” says Beck in the book.

Let’s break that down a bit more:

 

It Should Be Specific

Your ask should be tailored to the person and not super open-ended. Beck gives the example “Can I pick your brain?” as both being way too vague and asking too much of someone (and for free, mind you). You’re better off saying something like, “What advice do you have for someone who wants to break into finance like yourself?”

 

It Should Be Non-Googleable

Don’t ask someone a question that you can look up yourself. Beck uses “What open jobs does your company have?” as an example that you could easily search on your own time.

 

It Should Be Short

Many of your requests will be sent over email to someone who’s already pretty busy, Beck points out, so they should be able to answer it without spending hours crafting a response.

 

Now of course, if the person seems excited to chat with you, you can ask to meet in person. But, Beck suggests, “If and when people say yes, keep in mind that you are working around their schedule, not yours, and you should be traveling to go to a place that’s easy for them to get to. Additionally, when you do meet for coffee or even a meal, you should be paying for them.”

Finally, the author says, every favour should come with a gift. Because this person is going out of their way for you, you should do the same—meaning you should include at least two beneficial things in your initial reach-out. Now, before you worry that you have to send a fruit basket and a bottle of wine every time you ask someone to grab coffee, don’t. It can be as simple as a compliment, a book recommendation, or an introduction to someone you think they would benefit from knowing.

(But if they end up helping you out in a big way, you might want to send them one of these thank you items.)

One of the most memorable favours I’ve ever gotten asked was when a reader of my blog emailed me to say that her friend was a big fan of my writing, and would I consider doing a birthday shout-out on the blog to her? It made my day that she and her friend thought so highly of my blog, and it was such a cool way to make someone feel special on their birthday. Of course I said yes. That super-unique favour opened up a great line of communication between all three of us.

Your request may be simpler (or, even more complicated) than this, but that doesn’t mean it’s not worth asking. If you follow the guidelines above, you’ll make it that much easier for someone to say yes—and be excited about it, too.
Source: https://www.themuse.com/advice/a-networking-expert-on-how-to-ask-people-for-career-favors-and-get-a-yes?ref=carousel-slide-3

2

A messenger from another planet was spreading the gospel of change in Newcastle two weeks ago.

Her name: Kaila Colbin.

Her message: prepare yourself for great technological change.

Colbin is an ambassador for Singularity University, a Silicon Valley think tank and business incubator that aims to educate people about technology change in society.

Singularity University has planned its first Australian Summit for February 2018 in Sydney, with several speakers covering topics on technology and change.

Colbin, who lives in Christchurch, New Zealand, curated the organisation’s first summit in New Zealand.

Among her chief interests is artificial intelligence (AI).

“I’m interested in technological unemployment. What are we doing about jobs, that are being replaced by AI,” Colbin says. “Do we have systems, processes and structures in place to retrain people for new jobs. Are we looking effectively at all the possible policy responses to that, in terms of minimum basic income or affirmative action for humans, or a whole range of possibilities we can be thinking about now.”

Among the topics that come into that discussion: provision of a universal basic income and continuous learning.

Colbin points to the notion of society changing its lifestyle model – “Right now, the first third of our life is education, the second third is work and the third is retirement. We have to move away from that model and towards a model where we take those things and we slice them up into thin slices and we shuffle them together.

“So we do a bit of education and them we deploy that out in the real world, then we do some more education and we deploy that in the real world.

“So instead of you’ve learned to be your thing . . . you are that thing for the rest of your life, it is a model of continuous adaptation for the rest of your life because we don’t know what jobs are going to look like 10 or 15 years from now.”

Colbin was keen to visit Newcastle, even for day, because she had heard much about it from the ReNew Newcastle project created by Marcus Westbury. Colbin is heavily involved in the regeneration of Christchurch.

She called it “one of the most fascinating cities to live in in the world”. And acknowledged it has much in common with Newcastle.

“We have similarities in collective sense – our unique position, our scale, the society that we have, the kind of people we have. We have the opportunity to reimagine the way we want to live together in a new way,” Colbin says. “We have the opportunity to be innovative in a way that larger cities struggle with.”

Colbin addressed several groups in Newcastle in her short stay, encouraging attendance the Singular University Australia Summit, where technology and change will be front and centre on the agenda.

Source: http://www.theherald.com.au/story/4953443/finding-our-way-into-the-future/

1

If you’ve ever had a manager ask you for feedback, then you probably also remember the way you reacted.

You likely hesitated and, if you’re like many professionals, shared some positive reinforcement. If you were feeling courageous, maybe you added a small “this is good but could be better!” area of improvement. But if there was a larger issue at hand? You said nothing, bringing it up felt too risky.

Now you’re in that manager’s position and you’re not getting real feedback from your team. They say things are fine but you know better—no one’s perfect, you probably do have a few areas you could improve in, and you know that the more you improve, the better off your team will perform.

So how do you get honest feedback as a leader? (And before performance review season?) Ask. And ask again.

Assuming that your team will proactively tell you how to improve is a mistake. As the boss, it’s your job to open the door (repeatedly) to make them comfortable to say something. And because I know this can be hard, I came up with the four types of questions that’ll help open up that dialogue.

1. The Open-Ended Question

If you rarely ask for feedback, a simple open-ended question may be enough to speak conversation.

Try one of these out:

I’m always trying to improve as a professional and as a manager. Is there anything I could be doing better or differently?

Getting feedback is how I keep improving and I love using the SSC framework for it—is there anything I should stop, start, or continue doing?

2. The Project-Specific Question

Sometimes people are more comfortable being open when the feedback doesn’t feel as personal. Try asking questions around a project you’re working on with them to get the scoop on what you could do better.

A few examples of how to do this:

Hey Jane, I noticed that the team was scrambling at the end of the week to deliver the project to Client X. Is there anything I could’ve done differently that would have made that smoother for you? I want to make sure I’m helping remove obstacles for the team, even if one of those obstacles includes me or my current process.

The annual gala was a big success! While it’s still fresh in our minds, I’d love your feedback on anything we could do differently next year or ways I could change what I did to be more helpful to you and the team.

3. The Self-Identified Area-to-Work-on Question

In some cases,  it’s not a surprise what you need to work on. You may have identified it yourself, or been told at your last review that you really need to have better attention to detail or be more responsive to your team.

When you know what you’re looking to improve, that’s a great chance to ask more targeted questions like:

At my last review, one of the areas of feedback from the team was that my responsiveness wasn’t where it needed to be. I’m actively working on that, but I know that sometimes I slip up and would love your feedback when I do. Is there anything right now you’re waiting on me for?

I’m working on my attention to detail, since I know it’s an area I’m not always as strong as I need to be. Could you give me feedback after this afternoon’s presentation on any places I didn’t get the details just right?

4. The Question That Takes Guts

Finally, there’s the nuclear option. It’s not an easy ask, but hearing an honest answer to it can be one of the most valuable gifts someone gives you. When asking this, it’s incredibly important that your tone, body language, and response be truly open.

Please tell me the thing you think I don’t want to hear.

Before you run off and start asking these questions, let me first share an important rule.

How you react during this discussion is really important. If you get defensive or angry, that employee will be much less likely to share anything with you again, and will likely spread the word to others who report to you.

So make sure to thank them for being honest with you, and tell them you’ll think about what they said. You don’t have to agree, you don’t have to act on it, but you do have to consider it.

Plus, even if you don’t agree, someone out there thinks that of you, which means others might as well; at a minimum you have an area of improvement when it comes to perception or communication. (If you think this might be a challenge, here’s advice on taking constructive criticism like a champ.)

And even if you don’t agree this time around, you want them to bring you the next round of feedback which might be right on the money. As I said earlier, your team will only do better when you grow as a manager.

Source: https://www.themuse.com/advice/dear-managers-this-is-how-you-get-honest-feedback-from-your-team?ref=carousel-slide-0

1

At the John Lewis department store in the UK, they call the employees ‘partners’. It isn’t just a word bandied around to make people feel more engaged, they have a genuine focus on their staff. It’s a reflection of a management belief that they have a shared responsibility for the consumer, and that the way the company treats their staff is the way their staff will treat their consumers. As a result, everyone in retail wants to work there. But employee engagement doesn’t always work this well. And in the gig economy, where workers aren’t considered employees at all by many companies, behavioural psychology is being deployed in a way that can even work against employee self-interest.
Inevitably, it is Uber that is a master of employee manipulation, as reported in the New York Times exposé on this topic, How Uber Uses Psychological Tricks to Push Its Drivers’ Buttons

When demand for drivers peaks, local managers for Uber in the US are urged to use all kinds of techniques to get drivers to move to particular locations, such as adopting female personas in text messages, as they have been found to be more persuasive. Uber also tries to keep drivers working when they are inclined to knock off. By gathering information on how much their drivers want to earn each week, they will send message alerts such as: ‘“You’re $10 away from making $330 in net earnings. Are you sure you want to go offline?”

So what, you may be thinking. The drivers are making money. No one is putting a gun to their head.

Where’s my motivation?

Consider why we do what we do.

Extrinsic motivation is when somebody works for a tangible reward, such as their salary. Intrinsic motivation is what we want for ourselves; things we would do regardless of external recognition. They’re both important.

Although an employee may join an organisation for the money and benefits on offer, they may come to believe in the organisation’s goals, both because those goals are worthwhile and because the employee learns that when the organisation succeeds, they succeed. This growing understanding comes from promotions, salary bumps and professional development.

(Of course, other HR functions help achieve the same thing, including work flexibility, growing a positive culture of respect, etc).

But such organic development is not really possible in the gig economy, because there are no promotions, no salary bumps and no real opportunities to learn skills that will help the contractors or “independent business people” get a better job. They’re not considered employees by the company so there’s no seniority, no benefit to long service. So it’s difficult to argue that when the company succeeds, they succeed.

In fact, due to certain dynamics in the gig economy, the opposite is often the case.

The dark side

So how do you achieve intrinsic motivation in a situation like that? Well humans have certain cognitive triggers, behavioural adaptations we have evolved to help us thrive but that can be manipulated. This manipulation is much easier to achieve in a contractor relationship, where you have fewer responsibilities and interaction is almost exclusively conducted via a phone app.

One of the most basic and powerful methods is to provide positive feedback. Everyone is motivated by goals and progressing towards them. According to the NY Times, Uber found there was a drastic drop in driver attrition after their 25th ride, so they implemented push notifications to warmly remind new drivers as they closed in on that number.

This might seem fine, and much like your manager evaluating your performance and providing encouragement, except that it’s automated. If your manager encourages you, that probably means they’re invested in your career, and that if you do well they’ll notice and you’re likely to be rewarded. Uber’s feedback doesn’t involve another human, and means little long term.

Similar to this is the gamification concept of badges – little graphics Uber sends to let you know when you’ve worked hard, provided an entertaining ride and so on. Again, they get you to internalise the company’s goals while costing them nothing. And yes, they do work. In the NY Times story there’s a particularly poignant moment where a driver, who quit riding for Uber because he was running at a loss, is still proud of his badges. Imagine earning a company money while not making enough for yourself, and being proud because they emailed you some congratulatory emojis.

So, who would you prefer to work for: John Lewis or Uber? Or is that like comparing apples and pears?

The fact is that isn’t going away, and as we move towards wider automation, and the job market increasingly favours flexibility in workers, the temptation for companies to cut costs by creating as one-sided a version of engagement as possible might only grow.

What are your thoughts on this issue? Can you think of other examples, outside the gig economy, where engagement is gamed rather than earned? And do you think this is a trend we’ll see in the future of work?

Source: http://www.versatileresourcing.com/get-engagement-employees/