Guidance for Young Professionals

Interviewing has been compared to dating, representing a dance of give-and-take in which one party is always sizing up the other. It can be a challenge that distracts far too many employees from asking the questions that are important for them to ask for a successful conclusion.

Like dating, interviewees become obsessed with "getting the job," and focus too much on issues of salary, benefits and title when really they should be considering issues that aren't found on the job posting. Issues include:

Every job requires mental and physical energy. From a "single, entry-level employee" to a "married-with-kids senior manager" it is a consideration that is essential for future job satisfaction. An honest evaluation of whether you fit the job's energy demands must be made during your interview process. Salary, benefits and title will make little difference in the long-run if the job de-energizes and wears you out.

Imagine the interview process for a moment. You have contacted the company, or perhaps have been recruited, and now you find yourself in the interview. You focus on the questions you are being asked, the person asking the questions, your answers, and how you are portraying yourself.

But what about the other people in the office? Could you see yourself among these co-workers? Do they have the kinds of personalities you enjoy at work? What is the overall chemistry of the office environment?

Don't forget to delve into questions about this key area. Ideally, you may be able to interview with these employees during the interview process to getter a better indication of personalities and office setting.

Just because you can work spreadsheets does not mean that you want to do it all day. And just because you are able to relate to customers does not mean you want to work with them for eight hours straight. Far too often people focus on what they can do rather than what they want to do, and the result is a job that is unfulfilling and often far more stressful than one anticipates.

Make sure that the position has the mix of right brain activities and left brain activities that you want. For some, that is an even balance. For others, one side predominates. You'll stay most energized at work the closer you match your mix of analytical and creative work needs with a position of similar composition.

Due to financial needs, insecurity, or another factor, a person may take a position to fit short-term needs and not long-term career goals. The person is qualified to do the job, but is not really energized by the it. Initial motivation can turn to increasing disinterest over time.

Career passion is clearly rooted in long-term career goals. With passion comes performance on the job day-to-day. And with performance comes possibilities over the long-run.

Every employee owes it to himself/herself satisfying work at the least and a passion-driven career at the best. Continuously focusing on how a current job situation fits with long-term career goals is critical. If the short-term job diverges from the long-term goal, the long-term goal will remain just that—in the distant, never-to-be-reached future.

We know the type. Or we may be the type. The person who loathes going to the office, counts down the hours to lunch, avoids taking initiative at work and lives for the weekend. This person hates his job.

On the other hand, imagine a world where employees were excited to go to their job and where companies only had excited employees? Where people found the workdays too short, rather than too long? Where every day felt like a weekend day?

It's not impossible to have a work world like that. Have you seriously asked yourself what you want from a job, what kind of environment is ideal, or what kind of organization energizes you? Employers likewise, are wise to consider employees that fit the jobs they offer, the environment they have, and their industry.

Winston Churchill once said, "For most people, work is work and fun is fun. But it's those who have found work that is fun that have discovered the secret." Find the job, environment and the company that fits you best. That will move you toward work that is fun. It's a win-win for you and the organization, which in turn will reinvest in you for the great work you do!

At Henle Management we believe that passionate work fuels performance which generates possibilities. Employees that follow this direction will experience the most career satisfaction and their organizations will have the happiest and most productive employees.

In the movie "Any Given Sunday," Al Pacino plays a football coach who, before the big game, gives a pep talk to his players. In that speech, he talks about life being a game of inches - about the "six inches, in front of your face!" This is the same philosophy of many working adults in this country, focusing on the immediate, living paycheck to paycheck.

While the sentiment works well for sports, and particularly well for a Hollywood script, it falls short for effective career planning. Many young professionals focus too much on the “six inches in front of their face,” and need to consider the yards ahead that represent their long-term career goals.

Developing and nurturing a successful career starts with an awareness of one’s long term goals and aspirations. Working diligently at developing the skills and knowledge needed to attain those objectives, while also focusing on the “six inches in front of your face,” increases the likelihood of career success. Below are some specific tips:

One way to remain on a steady career track is to take positions corresponding to your interests. Whether it’s a first job out of school or a later position that will build your experience, make sure that you are doing things you like in challenging environments where you feel comfortable.

This is important for a number of reasons. First, you will be motivated to develop the skills and knowledge you need to move forward in your desired career. Second, you will be happier and, consequently, more productive in your job. Third, you will actively expand your professional network, learning from and meeting people who you enjoy and are working in your desired field

Sometimes, this process is not easy to do. You may experience short-term temptations such as better pay or lofty title for positions that do not inspire you. Ask yourself whether the career moves you make keep you pointed in your desired long-term direction. Take positions (and training opportunities) that keep you angled toward the long-term. If you don’t do that, your long-term career desires will remain just that --- in the never to be reached long-term.

Unlike Al Pacino’s character, patience is an important coping mechanism which assists in effective decision-making. It also brings other positives. You will not be desperate in your career move or job search, but will wait for the right opportunity. You will not be hard on yourself when things don’t move as quickly as you want. And if you like your organization and it appropriately rewards achievement, you’ll impress others by doing great work in your job and not sabotage your advancement by being overly aggressive without production.

Likewise, protect yourself from pressures brought by colleagues, friends or family to make any career move now! You control your career destiny and must take ownership of it. Maintaining patience and guarding against derailing temptations, it may take longer to find an energizing opportunity, but you will excel when you do find that opportunity.

Patience, however, should never be equated with laziness. A patient person is someone capable of strong functioning and calmly awaiting an outcome or result; someone who does not act hastily or impulsively. A lazy person is someone who is poorly functioning, slow-moving or sluggish.

The key to being successful in your career pursuits is to be patient without becoming lazy – to continue to strive for a strong outcome while simultaneously remaining calm. This is accomplished through persistence and effective effort. If you are going to be successful, you must continue to work towards a goal while enduring setbacks and disappointments. You must remain committed to your dreams and pursue your passions, despite obstacles that fall in your way.

Persistence can appear in many forms. It might mean pushing forward after a de-energizing work project. It might mean putting in the extra time on a daily basis to be better at your current job. It might mean taking part in training or workshops to extend your strengths or improve on weaknesses. And, it might mean spending an extra fifteen minutes a day in your job search. As Thomas Edison once said, genius is 1% inspiration and 99% perspiration.

Finally, realize that there’s always one more thing that can be done. On a daily, weekly or monthly basis, take the time to pursue one more lead, learn one more thing or ask one more question. By the year’s end that will add up to either 365, 52 or 12 extra strides you have taken towards your end goal.

Stay focused on both the short and the long-term; on both what you can do today and what you can work toward in the future. If you are able to find this mix, you will be that successful rarity in life – someone who is driven yet calm, focused yet relaxed, ambitious for the future yet living in the present.

One of the things we hear from employers is that young employees tend to either take too much or too little initiative. Finding the right balance commensurate with your role, expertise, and department needs is critical. Here are some tips to take the best initiative:

It's great to build your expertise in an area and become the "go to" person. If you can build a solid foundation in an area because you are the expert, you will more freely be able to take initiative and make things even better. Of course, in the early going you'll need to consult with your boss about new initiatives, but over time he/she will allow you more freedom to take the initiative if you attain good results. Use your areas of strengths to open up your freedom of action!

Don't just dive headlong into something you think your department needs to do. Check it out. Evaluate the needs, the value you will bring if you lead your proposed project, and whether the time commitment is reasonable. Ask yourself, "In the sum total, can I add value and not fall short on my other responsibilities?"

After you assess needs, you'll need to determine key resources that will help you accomplish your task. Certainly you may not be able to identify all of them up front, but make a reasonable effort to do so. The old saying that "Not preparing a plan is preparing to fail" holds true. Anticipate resources and your ability to access them, knowing full well there will always be more you'll need than at first thought.

Nature abhors a vacuum. Typically, so do bosses. Keep your supervisor informed of your progress. Daily updates may not be necessary, but determine the best timing given the project and your supervisor's schedule. And be sure to adjust your communication content and style to your manager's preferred way. Make it easy for him/her to understand where you are at on the project and don't become a burden. Remember, it is your initiative!

We all want to be heroes, at work or outside of work. In Greek mythology there are many tragic heroes, who meet disaster. Work, however, is about production and you need to get results. Make your new initiative manageable and one you can succeed on. Attain successes in steps if that is appropriate. Your project may build and you can have additional victories along the way. But don't swamp yourself in the early going by taking on an insurmountable task.

The most important aspect of credibility is following through on what you say you'll do. There is almost nothing that will determine your work reputation more than this. Once you start your project, make sure you meet your commitments to people, time and budget. A key guideline is that it is always better to under-promise and over-deliver. While that may not be suitable for every situation or suitable to advertise, keep it in mind as your project ensues. The great tennis player, Arthur Ashe once said, "If one's reputation is a possession, then of all my possessions, my reputation means most to me." Make that your philosophy and you will follow through too!

First Impressions: Do You Know if Yours are Good?

Making good first impressions is absolutely critical in the workplace, whether it is in a job interview, with a new boss, new co-workers, or new clients. Do you know what first impressions you create when you meet someone for the first time? Have you monitored and evaluated yourself about those first impressions?

One determinant of first impressions is how a person looks. Psychologists tell us that people judge us first on how we look, then on how we say things, and least on what we exactly say. Whether we like it or not, looking good makes the biggest impression on others. Looking professional including dress, positive facial expressions, and the like is a first step to good first impressions.

How we say things includes the attitude we portray through our words. Expressing a positive attitude makes a good impression compared to "going negative." This is frequently a problem for new college graduates since complaining about college has been the norm for generations. Speaking with a mix of confidence, respect, and open-mindedness generates good feelings in others and the likelihood others will open up and be welcoming to you. And don't forget about humor, which is a great way to connect with others.

Amazingly, what you say to others has the least impact concerning first impressions. Nevertheless, you must be aware of what you are saying. Using appropriate language and topics goes without saying. In a work setting, be careful of going for the "big splash" concerning work projects. Don't overdo corporate-speak, overwhelm with overly detailed information, or speak beyond your actual knowledge level.

And in the end, realize a positive and honest impression is a great combination in the business world.

First Impression Questions

Do you know what first impressions you make upon meeting someone new?
What are some of the obstacles you must overcome to make a positive first impression?
Think of someone you know and respect. What are the first impressions they make and what can you learn from them concerning first impressions?
What is the ideal first impression you would like to make among: (1) a new boss; (2) a new co-worker; (3) a new client or business associate; (4) a new social acquaintance
How will you improve your ability to make good first impressions

Every month check out this series of articles aimed at improving the work lives of young professionals

Coaches-Mentors-Managers: How they Differ

Younger employees may not realize how coaching differentiates from other sorts of mentoring positions. Here’s a quick guide to what separates coaches from mentors and managers, and why coaching is an essential part of the equation:

Managers

Manager relationships may be the least intimate that young employees experience, Most managers are interacted with in a vertical perspective — which is to say that they are meant to be seen as superiors and treated as such. They foster a spirit of accountability through measuring a person’s productivity and offer advice on performance improvement — or how to be better producers.

Mentors

Mentors are dealt with on a more horizontal perspective. They are neither colleagues nor supervisors. They have a bearing of indirect authority and foster a spirit of self-responsibility — which is to say that their aim is to help mentees better themselves. In a work environment, they are more concerned about career thinking and process, and offer advice on how to broaden one’s career viewpoint — or how to be better career thinkers. This helps the mentee develop a more global perspective to their career development.

Coaches

Coaches are interacted with on a dynamic partnership basis, with a strong relationship underlying the process. Unlike supervisors who typically "tell" employees what to do on "tactical" issues, coaches help the employee gain insight and derive plans, actions and solutions for their long-term development. Unlike mentors, coaches bring a stronger level of accountability to the relationship with the person being coached. They serve as an external mirror for a person’s behavior and thoughts and foster an environment of self-insight. They are concerned with the personal and professional growth of those they coach. They dialogue, question and offer advice on further development — or what course of action will help someone be even better in the future. As such, they are not focused in the present, but in the future — striving to help someone become the best they can be in the long-term.

Always be aware of the different strengths each of these types of individuals brings to a relationship with you. While there is some overlap across areas, be sure you seek guidance from all three resources. That approach will help you become a more rounded professional in all regards.

Every month check out this series of articles aimed at improving the work lives of young professionals