October 29, 2014
I admit that I’m one of those people who always felt like running in the opposite direction whenever someone mentioned the word, “networking.” That was mainly because I wasn’t sure where to network or how to even approach the concept of “networking” (as an action verb). Read the rest of this entry »
October 16, 2014
Last week I discussed ways to deal with a boss who is disengaged, but amiable. This week I’m tackling the subject of bosses who micromanage.
The key to being able to deal with a micromanaging boss is to, first, make sure you’re haven’t caused the situation. If you aren’t the problem, then the next step is to determine your plan of action to move forward, while surviving the bad behavior of your boss. Read the rest of this entry »
October 8, 2014
It’s never fun working for a bad boss. But, the odds are pretty high that you’ll work for one (or even several bad bosses) over the course of your career. Believe it or not, the majority won’t be mean bullies; they’ll most likely be managers who are “nice,” but disconnected from the everyday work.
The key to being able to deal with a “disengaged, but amiable” boss is to make sure you’re in mutual agreement with your responsibilities, and then take proactive steps to further your career. Here’s how: Read the rest of this entry »
October 1, 2014
Who is responsible for developing a person’s career? According to a recent survey, there is disagreement about whether it should be the responsibility of an individual or an employer.
“The Real Story Behind Career Development: Who is Responsible?” is a joint research study conducted by EdAssist and the University of Phoenix to explore employees’ and managers’ perceptions of whose responsibility it is to drive career development. The results showed key disparities between the two groups’ perceptions: Read the rest of this entry »
September 24, 2014
One question I’m asked a lot is how to know if a person is ready to move from an individual contributor role into a job that includes people management. Unfortunately, determining the answer isn’t as simple as taking a few tests, such as the written and driving tests you must pass to qualify to drive a vehicle. Although, it would be nice if it were that easy.
Whenever I’m evaluating clients or employees to determine if they’re ready for people management responsibilities, I look for both content knowledge as well as the ability to consistently demonstrate behaviors that will lead to good people management. If you’re interested in moving into a management role, here are 7 areas you should evaluate: Read the rest of this entry »
August 20, 2014
I once had a new boss with horrific meeting behavior. If he disagreed with what you said he would walk over to where you were sitting, lean down close to your face, and then start yelling. He would show up late to his own meetings, interrupt others in mid-sentence, and his anger often boiled over into temper tantrums – even to the extent of throwing things during meetings. Read the rest of this entry »
August 13, 2014
Several years ago, my boss called me into his office. “Lisa, I need you to do something for me,” he said as he handed me a sheet of paper. “See that list of meetings? I need you to attend each of them and then let me know if you think the meetings are necessary.”
I thought he was joking. He wasn’t. The company we worked for had acquired several other companies and we were in the process of integrating. My boss was the CEO of one of the divisions and was receiving invitations to more meetings than there were hours in the week. I couldn’t blame him for wanting to figure out which ones were important and which ones weren’t. Read the rest of this entry »
July 2, 2014
You’re sitting in a job interview and the hiring manager says, “Tell me what you dislike the most about your current (or previous) manager.” Your heart beats faster and the palms of your hands begin to sweat. Uh oh. How should you answer the question? Do you tell the truth about how much you detest your boss? Read the rest of this entry »
June 11, 2014
In last week’s blog I provided seven tips for laying off good employees when a company must downsize to lower costs. This week, I have shifted the topic to terminating employees due to contentious reasons, such as misconduct or poor performance.
If you haven’t already read last week’s article, I suggest you read it now and then come back to this blog. The foundational tips for laying off a good employee due to downsizing, discussed in my last blog, are just as important (sometimes even more so) when you are faced with a contentious termination. There are also additional aspects you’ll need to consider to protect the employer, other employees, and the employee being terminated. Read the rest of this entry »
May 21, 2014
A young woman I was mentoring called me with panic in her voice. The recruiter had just told her that her job interview had been changed from individual interviews to a panel interview.
Due to time constraints, instead of meeting individually with the hiring manager and then with two other managers, she would now meet them all at once in a 45-minute panel interview.
“Jackie” (name changed) was worried, because she’d never been through a panel interview. The thought of sitting across from three people while they rapidly fired questions at her was terrifying. Read the rest of this entry »