Entries from November 2008 ↓

You must take action 

By Ralph A. Dise Jr.

When I was growing up, my Dad worked for US Steel, where safety was always a key issue. In fact, my Dad’s annual bonus was conditioned on the annual safety record of the plant he managed.

On occasion, I’d visit Dad at his office. There, I saw yellow signs and stickers all over the place that read: “Knowing’s not enough.”

As a kid I used to wonder, what the heck does that mean…“Knowing’s not enough?”

Steel mills evoke images of strenuous, hot, and dangerous work. But, it’s not enough to know that a work place is dangerous. Your every day behavior must reflect your awareness of that deadly danger too. 

Mammoth machinery and molten metal can be hazardous, unless safety procedures are rigidly observed. Hard hats, safety shoes, protective eyeglasses, earplugs, and fire retardant clothing are a requirement in steel mill production areas.

So knowing is absolutely not enough. It’s the “doing” that counts. To keep accidents to a minimum everyone must wear safety equipment and follow safety rules, every minute of every day. Getting the entire team to behave in a way that keeps it productive, and safe from harm, so each member can return home to his or her family is an important job of plant leadership.

It occurred to me quite recently that this idea of “Knowing’s not enough” is a universal truth in business. For instance, executing strategy is the doing all the things that you must do to make your company succeed.

Here’s a critical question: Do your people, from your top management to your working-level people, know how to execute your strategy? It’s easy for everyone working in a steel mill to understand the need for safety, even so, accidents happen. Your senior staff may be able to recite your strategy, but do they know what to do, how to do it…and are they taking the actions necessary to do it? Do they enlist their people in the strategy every day?

What if you’re trying a new strategy? What if you’re trying to launch a new product Line and cross-sell into existing accounts? Or trying to identify your greatest supply chain risks to avoid predictable loss? Are your people doing what they need to do?

Time and time again, strategic implementations fail.  And when they do, it’s because somewhere in the organization, people aren’t delivering on crucial tasks. They may “know” what is to be done, but they’re not doing it. Someone may have told them. There may have been a lot of heads nodding up and down. But deep down inside, they really don’t know how or why their job supports the strategy and they’re not motivated to take action.

The tactics they’ve been called on to execute don’t compute, and don’t translate into what they’re supposed to do between 8 and 5 (or burn the midnight oil to get the job done).  So everyone proceeds full speed ahead with business as usual –whatever that means to him or her. And the strategy sputters out and dies.

Implementing a strategy, whatever strategy you choose, requires the right culture, the right structures, the right systems, and the right processes. But most of all leadership focused at every level of the organization, committed to the daily work it takes to make the strategy happen.

It’s not about having the best ideas. It’s about executing ideas—even mundane ideas—like hardhats, safety shoes, protective glasses, earplugs, and protective clothing…but making sure they get executed without fail.   

At the end of the day, it’s not about what you know; it’s about what you do and how you behave on a daily basis.  

Don’t tell me you know – show me you know.  Because “knowing is not enough.”

Ralph A. Dise, Jr. is the President of Dise & Company, the Presiding Director of Lincolnshire International, and has worked in the field of Human Resources his entire career. You can contact Ralph directly at the Pro People Page on Diseco.com.

How you can polish your networking skills to land a position in a down market

By Greg Reynolds

According to the U.S. Bureau of Labor Statistics, 70 percent of all jobs are found through networking.

The importance of networking, which is a crucial component of any job search, increases exponentially in a down market, because there are fewer opportunities and more candidates competing for positions.

If you are looking for a position, remember many of the people you’ll be networking with will not know of an immediate job opportunity, but they may know someone who does.

So your job is to create a favorable and lasting impression on as many people as possible, until you daisy chain your way into enough interviews where you’re back in the driver’s seat, and you have some options, and find the job you can’t live without. 

Remember you create your own luck: “Luck is what happens when preparation meets opportunity.”

The number of opportunities you’ll uncover correspond directly to the number of networking events and calls you make. The more events and the more calls, the more opportunities you’ll find. Most importantly don’t forget to follow up with a note, an email, or even a phone call to leave a lasting impression on the people who could open the doorway to your next position.

Here are some things more things to can do to enhance your preparation, actions, and follow-up, and network your way into a new position faster.

1. Be prepared

 Create “Interim” Business Cards:  Nothing answers the question:  “Who are you? What do you do?” better than a business card.  VistaPrint offers Free Business Cards, or you can order 500 cards for $11.99 plus shipping. Include your name, a title that the job you’re looking for, and your contact information. Make sure to include your personal email address that looks professional.  If you don’t have an email address, sign up for a Gmail or Yahoo account and use your full name or a variation of your full name.

Practice your elevator pitch:  When you’re networking, you should plan to spend the majority of your time focused on others, and learning more about what they do. But you need to be prepared when someone asks you “What do you do?” Your response should be well-rehearsed, and let them know you’re in between positions, and looking for new opportunities.

Have your resume available (if needed):  At a networking event you might actually run into someone who could hire you. You should have some resumes in a folder if needed. But resumes should be given out only to those who ask. Don’t be tempted to start handing out resumes because then you can look desperate. You want to look prepared not desperate.  

2. Move into action

Attend as many events as you can:  Seek out many different types of social functions.  Social events are a great way to network with people who are not always connected in your business circle: Holiday Parties, Church Functions, Non-Profit Fundraisers (if you can’t afford to give money—offer your time),   Professional associations (Not a member?  Ask to attend as a guest),  Job fairs, Job Search Support Groups, and more.  Remember you never know who you will meet and where.  Did a neighbor invite you to join him at the annual non-profit fundraiser he attends?  Go.  Because you never know who he might introduce you to that is looking to hire or knows someone who is looking to hire somebody exactly like you.

Make a game of listening: Remember, if you’re going to engage others. It’s not about you. It’s about them. Ask questions: “So what do YOU do?” “Where do YOU come from?” “How did YOU get started doing that?” It only takes a few questions to get the ball rolling. People love people who are good listeners.  Your objective should be for people to say: “Wow, I’ve really enjoyed speaking with you—so what is it that YOU do?” And that’s your chance to give your elevator pitch. 

Bring your gear and your goals:  Business cards should be exchanged with everyone.  See how many business cards you can collect.  Make a game of it. Make sure you can answer who you are trying to meet and what is your desired goal or outcome.  Do you want to walk out of the event with 10 new contacts?  Make sure you talk to twice that many people.  It will increase your potential outcome for achieving your goal. 

3. Follow up

Don’t forget to say “thanks”:  Send a thank you note, and email or a follow-up phone call after meeting someone who could help you. Thank them personally every time you connect with one of their referrals.  It keeps you top of mind.  Schedule contact on a regular basis to keep them updated on your search, and keep them involved until you have found the job you’re looking for.

Make the best use of your time:  And be cognizant of other people’s time. When you’re making follow-up phone calls, instead of requesting an informational meeting (which could take away time from you finding your next position), be honest and tell them you’re on a mission to find the job you can’t live without. Give a short description of yourself, i.e., your 30-second elevator speech with a big benefit statement, and say “Do you know of anyone who could benefit from hiring someone like this?” If you end the call with two or three (even one) more new contact , you’re that much closer to landing a new position.

Use Social Networking to your advantage: Create an account on Linked-in and Facebook, and request the people you’re speaking with link back to you. In your profile, simply put “Looking for a new position as <your title>”.  That way people will now you’re in the market, and when they link to you, it may occur to them that they know someone in their network who could help, and introduce you on the spot.

Networking, especially in a down market, can produce positive results if you’re prepared, you’re active, and you follow up effectively.

If you follow these three simple guidelines, you will be well on your way to landing a new position before you know it.  You may even surprise yourself at how much fun the process can be, and the new friends and connections you’ll make who could help you for the rest of your life.

Greg Reynolds is the Director of Client Development for Dise & Company. You can contact Greg directly at the Pro People Page on Diseco.com.

How to build lasting results through proactive management of key positions

By Bill Marshall

Many companies are plagued by what I call the ‘out-of-sight, out-of-mind syndrome.’

It is usually caused by, more than anything, having way too much on your plate. A very common condition in today’s business environment.

We see companies with operations that were at one time highly profitable slip slowly into marginal profitability.

Recently, one of our clients discovered that morale at one of their most important factories was at an all time low.

After investigating the reasons for the low morale, it became clear that the plant manager was treating employees unprofessionally, and that he operated the plant not as a leader should, by setting the standard of behavior, but by creating a culture of fear and intimidation. This plant manager’s abuse of power created palpable dissension, and virtually destroyed any semblance of team spirit. It became increasingly difficult to hire workers near the plant because this manager’s reputation was so bad.

After the plant manager’s termination, we conducted a dedicated, focused search to find a manager to replace him. However, not all the candidates who applied for the position, after learning of the situation there, wanted to work in an environment that was so hostile and emotionally charged. Many of the candidates eliminated themselves from the running. 

After a thorough search, we identified two exceptionally qualified candidates, either one of whom would have been great for the job. Eventually, the company chose the candidate who lived the closest to the plant, and who had a proven record of accomplishment of improving morale in several factories he had managed previously.

Several months have passed, and after just a short period of time, this new plant manager has had an important impact on his new employer. Morale has improved. Productivity has improved. Turnover has been greatly reduced. And profitability has returned.

To many, this sounds like a management nightmare. But these are precisely the types business needs that we seek out. It’s not easy. Terminating a key manager never is. But sometimes it’s best for everyone involved.

In this instance, each of the stakeholders wins: (1) the employees are treated professionally and with courtesy and respect, (2) the new plant manager found a new position of responsibility and trust, (3), and the client company is charting a course to higher profits. 

It makes me glad to know that we, as executive search professionals, by helping companies proactively manage key positions, can make an essential contribution to the success and profitability of our clients.

Bill Marshall is the Vice President of Executive Search for Dise & Company. You can contact Bill directly at the People Page on Diseco.com.