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CV stories

August 6, 2018

You cannot write a CV before you know who you are
The other day I was building a cover letter with a student, and as ever there was some difficulty in getting the stories out. This is understandable because usually we do not have to tell our stories because it is enough for our acquaintances and loved ones to say, “they are detail-oriented”. For a CV, it is just these stories, and the evidence which they contain of your efforts, which recruiters and your prospective managers wish to see. So, show, don’t tell, them who you are.
I am someone who has found numerous errors in cash flow statements which has saved the company over a million euros since I began working their six years ago.
Let other people decide whether they like you by showing them what you can do
The result of these stories is that you have shown what you can do for the prospective company, and you have done your best. If they don’t like your university degree, or work style, that is all right, and that is their choice. Stories are your best way in to show what you are capable of.

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Just say no

June 11, 2018

The other day I was asked to put together the pieces of what someone may need in order that they can adequately refuse requests and maintain, or even raise, their status within the company. Here are the pieces I put together.

As a side note, the person will need more than wiki pages, but will have to work through these topics as activities. A mentor may be useful here.

1. Know your values so that you know yourself what is and is not important for you to do. Values is a big topic for me these days, almost as big as

2. Find out why you are doing or not doing something. This lays the foundation for

3. Setting expectations. So that you know and define your limits, and others are aware of what you can and cannot and will and will not do.

4. Prepare for the difficult conversation. That is, determine how you are going to persuade and build trust.

5. Manage your anxiety and use the jujitsu method for dealing with attacks in order for you to get what you want out of the encounter.

6. Use the three step feedback method to create opportunities from conflict, and finally

7. Revisit the difficult zone and keep a diary in order for you to plan and better prepare for next time.

Notes on The Rise of the Individual for Compensation

June 1, 2018

A

few days ago I wrote on LinkedIn a brief comment from a HR Executives.com article called What ‘Rise of the Individual’ Means for Compensation(http://hrexecutive.com/what-rise-of-the-individual-means-for-compensation/). This was part of the recent World At Work Total Rewards 2018 conference.

The comment was: it gives a new angle to training, considering the recipient of the training and how they fit into the company, rather than the ordering party (HR and line managers) and what they require from the individual.

Here I shall elaborate on my words as far as I can.

Usually HR and managers define the training needs with small input from the actual participant. However, with the rise of the individual, then it is the participant, in line with company goals, which define the training needs with HR and managers seeking to engage the participant, which puts HR and the managers somewhat in the backseat.

As a butterfly flits from flower to flower, drinking from the best flowers’ nectar and then, when the nectar has gone, moving on, so the “Rise of The Individual” means for companies that when the nectar has dried up and gone the butterflies will have left, or, if they have remained, will be looking outwards at other opportunities, rather than looking inwards to change the company so that the nectar returns.

As flowers have evolved to fit a particular drinker for its nectar, so must a company these days firstly decide what kind of employer for its rewards it would like to be, and then decide how that employee must “earn” those rewards, and finally decide what those rewards must be.

What kind of employer for its rewards it would like to be

For flower evolution it is the physical attributes of the pollinator which determine which creature gets its nectar reward, while for humans it is matching values which are the gateway to the company and its rewards.

Find your values

For each process and each decision your company makes there is a nod towards a particular value. Get to your values by asking why you do X as opposed to Y. These values are a reflection of who you and your company are, warts and all, and these are the sort of people you want.

Once you have your values, you can then select for these values at interview.

How that employee must “earn” those rewards

Working according to your values is natural, as it is the path of least resistance for a person. This is because your values are an implicit part of you, so “earning rewards” is a matter of course and will happen naturally. As the idea of rewards is something extra, or on top of what you would normally expect, then “earning” the extra ought to demand extra, and extra would be either going outside of your values, or committing to your values in a difficult situation. It is particularly these latter occasions which need documenting and holding up during appraisal times.

Decide what those rewards must be

Note that up to a certain point money does not affect work and its quality. Thus, values can come to our aid once more. As both the company and your employee share values to a great degree, a values assessment can determine which of your employee’s values shine out the strongest. The result of such an assessment is to reward the employee by allowing them to demonstrate that value in a part of the company which requires a more explicit use or demonstration of that value.

Further, it could well be that you have a value, or would like to experiment with a value, which is not on your “big values” list. Finding someone who has this “hidden” value and giving them the delivery project may well be the super-motivator you have been looking for. The downside to this is that there needs to be trust mechanisms in place to ensure all parties that there is not going to be any double crossing.

How can I help?

I can help with values training, that is train the company to acquire, recognise, and embody particular values.

How would it look?

For the company – what are your values? DISCOVER and SET UP a workable charter. Follow this up with building the charter into processes and systems; that is communicating the values through having appropriate processes in place which ensure those values are met.

For the new joiner – learn what their values are, and then find which of their values are most appropriate and beneficial to the company. Also, they discover which of their values, and so their actions, are going to clash with the organisation and remedy, note, and red flag such areas and make remedial action or pre-emptive action.

Conclusion

At each stage of this process to recognise and reward employees there are opportunities to learn about yourself and to grow in directions outside of your comfort zone and into new ways of seeing the world and thinking about your world. If, indeed, it is true that the individual for compensation has arisen, then managing your values are your best way in.

Notes on The Rise of the Individual for Compensation

June 1, 2018

A

few days ago I wrote on LinkedIn a brief comment from a HR Executives.com article called What ‘Rise of the Individual’ Means for Compensation(http://hrexecutive.com/what-rise-of-the-individual-means-for-compensation/). This was part of the recent World At Work Total Rewards 2018 conference.

The comment was: it gives a new angle to training, considering the recipient of the training and how they fit into the company, rather than the ordering party (HR and line managers) and what they require from the individual.

Here I shall elaborate on my words as far as I can.

Usually HR and managers define the training needs with small input from the actual participant. However, with the rise of the individual, then it is the participant, in line with company goals, which define the training needs with HR and managers seeking to engage the participant, which puts HR and the managers somewhat in the backseat.

As a butterfly flits from flower to flower, drinking from the best flowers’ nectar and then, when the nectar has gone, moving on, so the “Rise of The Individual” means for companies that when the nectar has dried up and gone the butterflies will have left, or, if they have remained, will be looking outwards at other opportunities, rather than looking inwards to change the company so that the nectar returns.

As flowers have evolved to fit a particular drinker for its nectar, so must a company these days firstly decide what kind of employer for its rewards it would like to be, and then decide how that employee must “earn” those rewards, and finally decide what those rewards must be.

What kind of employer for its rewards it would like to be

For flower evolution it is the physical attributes of the pollinator which determine which creature gets its nectar reward, while for humans it is matching values which are the gateway to the company and its rewards.

Find your values

For each process and each decision your company makes there is a nod towards a particular value. Get to your values by asking why you do X as opposed to Y. These values are a reflection of who you and your company are, warts and all, and these are the sort of people you want.

Once you have your values, you can then select for these values at interview.

How that employee must “earn” those rewards

Working according to your values is natural, as it is the path of least resistance for a person. This is because your values are an implicit part of you, so “earning rewards” is a matter of course and will happen naturally. As the idea of rewards is something extra, or on top of what you would normally expect, then “earning” the extra ought to demand extra, and extra would be either going outside of your values, or committing to your values in a difficult situation. It is particularly these latter occasions which need documenting and holding up during appraisal times.

Decide what those rewards must be

Note that up to a certain point money does not affect work and its quality. Thus, values can come to our aid once more. As both the company and your employee share values to a great degree, a values assessment can determine which of your employee’s values shine out the strongest. The result of such an assessment is to reward the employee by allowing them to demonstrate that value in a part of the company which requires a more explicit use or demonstration of that value.

Further, it could well be that you have a value, or would like to experiment with a value, which is not on your “big values” list. Finding someone who has this “hidden” value and giving them the delivery project may well be the super-motivator you have been looking for. The downside to this is that there needs to be trust mechanisms in place to ensure all parties that there is not going to be any double crossing.

How can I help?

I can help with values training, that is train the company to acquire, recognise, and embody particular values.

How would it look?

For the company – what are your values? DISCOVER and SET UP a workable charter. Follow this up with building the charter into processes and systems; that is communicating the values through having appropriate processes in place which ensure those values are met.

For the new joiner – learn what their values are, and then find which of their values are most appropriate and beneficial to the company. Also, they discover which of their values, and so their actions, are going to clash with the organisation and remedy, note, and red flag such areas and make remedial action or pre-emptive action.

Conclusion

At each stage of this process to recognise and reward employees there are opportunities to learn about yourself and to grow in directions outside of your comfort zone and into new ways of seeing the world and thinking about your world. If, indeed, it is true that the individual for compensation has arisen, then managing your values are your best way in.

Some Thoughts about Speccing

April 24, 2018

Making a choice can be extremely difficult at times. To help, people makes lists of the pros and cons, the costs and benefits, or other criteria or sets to place the options in. another method is to specify what it is you actually would like to do, to be, or to have, at the end of the decision. Another word for this is speccing, or specifying your needs. This from a dictionary: “the range allows buyers to spec their truck to their needs”. I am sure we are all aware that this is also a sales ploy. Take shoes. You buy the pair of shoes you would like, and then the sales assistant adds on polish, a brush, and a spare pair of laces for you, even though this was not on the “spec”, yet they are reasonable and logical extensions of the purchase.

The trouble with speccing is that you may either miss something, or end up defining something which has more nice-to-haves rather than absolute essentials. The result of this would be overpricing and even ending up with something you did not intend or really want. One poster wrote that the trouble with not having any experience of a particular solution “[it] always ends up with a higher end product, more cost, higher expectations, and so on.”

Of course, if you know exactly what you want, then there is no choice or option to create or custom build, and so naming your wishes is a simple matter.

The real problem with speccing is that there is often too much choice and freedom of movement, so, the grass being greener on the other side of the fence, you tend to look outside of what you may already have, and certainly further than what you actually need. What’s more, with a detailed description of design criteria for a piece of work you can easily get function or feature creep.

So what is to be done? Yes, have some criteria. You may need a personal assistant. You may require that they speak many languages, are able to answer the phone and put appointments in your calendar for you. Recently I was choosing a replacement tablet for my old Galaxy Note 10.1, which was excellent and did everything as I wanted and had irreparably broken. The further I delved into this search, the more mired in unwanted elements I became as the nice to haves and if this then thats bled into what I really wanted. This led to confusion and insecurity and discontent about any decision. In order to cut through this mire, this is what I did.

  1. Describe the core functions I would like the tablet to perform (that I can write with a stylus on it during my lessons.
  2. Draw the line regarding financial cost and specifications (that it must cost less than EUR 400, and must not be a 2-in-1 or convertible laptop hybrid. Only the tablet.
  3. Understand that many features would not be necessary and what features there were would help (such as automatic stylus integration and palm rejection), not ultimately hinder the use of the tablet.

This made the act of choosing a lot easier and more focused. Here is a more work-a-day example. A few years ago I was asked to find a language qualification for the staff of the company I was working at. After some research, and even an interview with a salesperson, I still found those who had commissioned this quite noncommittal on price and availability. I shall follow the three steps above.

The core functions The examination should be recognised by other offices in the regions, not necessarily by the clients.
The cost The financial cost was set at very low overall, while taking staff out of work for study leave, and the fact that the examination should be closely linked to their work meant that an external examination was out of the picture.
What is necessary, what is unnecessary Based on the comments for the previous two criteria, I found that an examination was not necessary, but rather a continuation of the language support with closer job integration would closer fit the needs. Hence there was no examination.

 

Constructing a Difficult Message

April 23, 2018

Sometimes you would like to send a message which is difficult to identify. It is not easy and not enough to start with the easy beginning of the why which could well be a more difficult to write, “I am writing to cancel our long-term partnership.”

 

The best way for me in these difficult times is to start in the middle and build up your “onion” layer by layer. An advantage with this is that you are focussed on each part of the message, the apology, the reason, the word choice, all without rambling and losing track. Here is an example.

 

I first write this

 

I would like to cancel our partnership.

 

Then I add some kind words

 

It is with regret that I would like to cancel our partnership.

 

Then I could give a reason by adding more.

This is due to a change in my circumstances.

 

So the whole so far, reads

 

It is with regret that I would like to cancel our partnership. This is due to a change in my circumstances.

 

This, then, is essentially the message. Now all it needs is a top and a tail.

 

So now the message reads

 

Dear Joan,

I am writing with some unfortunate news.

It is with regret that I would like to cancel our partnership. This is due to a change in my circumstances.

All the best for the future.

 

As it stands I could send this and it would be alright. However, I would like to polish it yet further. Let’s see what else can be done. And at this strange I may even alter the central idea’s wording.

 

Dear Joan

I am very sorry to be the bearer of some difficult and unfortunate news.

It is with regret that I would like to terminate our longstanding partnership. This is due to a combination of a decline in clients and our proposed move to Distanttown.

This decision has been made particularly difficult by our excellent working relationship, and I have learned a lot during our time together

All the best for the future.

 

In this almost final version I have added my feelings about the decision while making the reasons less personal and mysterious, and more tangible. Doing this also offers a way to keep the partnership: more clients and do not relocate. In a future edit I will also change the closure because “All the best for the future” in this context sounds too much like, “No hard feelings, eh?”

 

I would not put any particular admin into such a message (other meetings, documents to pass around) because I want only to focus on the difficult emotional aspects, not the prosaic to do list.

 

As a result, by starting with the central idea and building around it I was able to construct a difficult message which still has all the ingredients of the simple version of why, information, and action.

Trust two-day seminar

April 11, 2018

 

Here is a two-day seminar: Trust course 2 days’ seminar 2018

 

Who is this course for?

This course is for those who in a business context need to build trust and work with trust issues with coworkers and customers alike.  

At the end of this seminar the participants can use a variety of skills to build trust in a variety of work-related contexts. The seminar is based on the four dimensions of trust, with business-focussed skills associated with each dimension taking half a day each.

What are the four dimensions of trust?

The four dimensions of trust are safely expressing thoughts, being consistent, being credible, and listening deeply and acting appropriately.

At the end of the course you can

  • Give developmental feedback to further a conversation
  • Set expectations
  • Resolve a conflict in a critical conversation
  • Use questions to actively listen
  • Persuade
  • Ask for help and advice without appearing weak

If you are interested, then drop me a line.