‘Add value’ to company’s efforts, not just yourself!

Published on Wednesday, Apr 16, 2008

The trend of ‘adding value’ is taking the corporate world by storm. This has transformed into an addiction to excellence as we are always, consciously or subconsciously, looking to add value.
It’s a classic case of ‘too much of a good thing’, where the obsessive compulsion to ‘add value’ acquires destructive and combative overtones. An extreme competition has set in with everyone bent on coming out on top; by hook or by crook.
Everything from meetings and brainstorming sessions to the simplest discussions moves to a solemn plane. It’s not about sharing opinions, solving problems or generating ideas anymore, but has more to do with squelching others and making them look incompetent.
For instance, picture this: A person just starts floating a simple idea, only to have everybody else interrupting with different (read: better) ways to tackle the issue. The battle lines are drawn and everyone wants to fight to the finish. Nobody is willing to listen, minds only whir to churn out another way of doing things. And, obviously the best one is always ‘my way’.
We only have to read between the lines of the no-holds-barred wrestling match to fathom a constant and pernicious urge to win. The overriding need to be the smartest person around prevails even when one is at a disadvantage or clearly in the wrong.

Adding too much value
The die-hard and unrestrained competition where everyone wants not only to be right but also the best ends up blasting gaping holes in the very fabric of the organisation. It’s goodbye to teamwork and collaboration, organisational focus and relevance are also lost somewhere in the midst of zealous personal interests.
The overpowering drive to add value does yield instant positive effects by way of an initial motivation and spur in productivity, but not for long. It is not sustainable and soon poisons the entire atmosphere, threatening the long-term survival of the organisation.
Moreover, harbouring a winner-takes-all outlook turns unhealthy for employees too, as just a slight failure to measure up sags spirits easily making it very difficult to even continue functioning.

Let’s get real
Why is everyone so intense about the work? Business coach Karen Sentrio gives voice to the universal lament with, “How do we unwind this tightly wound ‘value add’ culture and flip the switch so that we have ‘value in’?”
This calls for making proactive efforts to foster an amiable work culture that values collaboration more than competition. Organisations should take small steps in the direction of exemplifying and rewarding constructive behaviours like mutual trust, cooperation and information sharing along with discouraging old, destructive tendencies to curb the sinister ruthlessness.
Only when employees stop viewing every activity as a contest and are willing to abandon their turf, will it create a culture of free flow of ideas and effervescent innovation. The aggressive game of constant one-upmanship can give way to productive arguments and intelligent debates only when people are not only willing and able to listen to others, but also believe in them.
Employees need to lighten up and embrace co-creation as all plans, decisions and actions turn out much better when done cooperatively. They should let go of the mindset that ‘my’ position has to prevail and winning is the only outcome to be able to join hands in promoting organisational development and contributing to growth. Then and only then, can healthy competition replace the pugnacious rivalry.
In short, seek to ‘add value’ to company efforts, not just yourself!

Payal Chanania

Tailor your resume to reflect your key skills

Published on Wednesday, Apr 16, 2008

Most people craft a standard resume irrespective of their career history, goals and type of job search. Though this can suffice in most cases, some unique scenarios warrant a particular style of resume to increase the probability of at least getting a foot in the door of a prospective employer.
The common types of resumes include:
Chronological resume – This standard and traditional format is used to highlight a strong work history marked by steady progression through the ranks of the same company or a series of well-known/sound companies. It draws attention to job continuity or a standard pattern of career development in different jobs and is favoured by employers because of the ease of distinguishing what jobs have been held and when the candidate has worked at them.
While writing the ‘timeline’ resume, present a chronology of past positions in a reverse order starting from the current or most recent one and working backwards through say, four- five jobs or 10 years alongwith the relevant dates. Also, throw light on how you evolved through the jobs by emphasising major duties and accomplishments, especially those that are closely related to your desired job and career goals. Then move on to your educational credentials in a reverse sequence again.
Functional resume – This versatile layout is practical for a first job or when one is at the crossroads and wants to break out with a major career change. It also comes in handy for cases of job hopping, successive employment gaps, a prolonged absence from the workforce or other such unimpressive work history. By showcasing skills and accomplishments, it shifts the focus to capacity and potential over employment history.
Older jobseekers can also opt for functional resumes to deemphasise a lengthy job profile or to avoid appearing overqualified.
The emphasis is on what you did, not where or how you did it. But, some recruiters/employers turn down functional resumes assuming that the candidate ‘has something to hide’ and the format is also not acceptable on some online job boards.
In the resume, list skills, qualifications, experience and achievements in functional clusters with a separate heading for each like – management, marketing, customer service, HR, technology, interpersonal skills, teamwork, leadership and writing skills. You can cover a broad range of experience without identifying the employer or job, but do list them in order of importance based on your target job and goals. With this you can group similar work experience over a range of jobs or even include transferable skills attained through voluntary work to enhance your resume.
Hybrid resume – Some people choose to combine the above two set-ups in a hybrid ‘career profile’ by first listing their skills and experience and then moving on to a basic employment history. This helps highlight your skills in specialty areas alongwith providing a synopsis of the work history.
Targeted resume – As the name suggests, this customised style is used to target unique opportunities by making an impressive case for a specific job opening or a particular organisation. It does involve more work, but the efforts will make you stand out from the crowd by showing that you are a perfect match for the position.
Tailor the resume by specifically highlighting key skills, experience and work that you have done that is most relevant to the job you are applying for.
Capabilities resume – This is a mini resume that is customised for a specific internal job or for networking purposes. Throw light on select few capabilities that are significant to the internal assignment or has career highlights suitable to your contact.
Which is right for me?
Most of us mix all the styles while rattling everything we have done. Rather than sound impressive, this rambling CV actually becomes confusing and off-putting.
Instead, understand which style best fits your circumstances - job history, career objectives, targeted position – alongwith portraying you in the most marketable and attractive light. Sift through the details to prepare a concise, simple and focussed resume that grabs attention from the word go.
And, whatever mode you select, do list your name and contact information at the top alongwith a persuasive cover letter.
All the best in your job search!

PAYAL CHANANIA

Pioneer to convert challenges to opportunities

Published on Wednesday, Apr 16, 2008

We often say, ‘I love a challenge!’ But what happens when one is staring us in the face. Do we turn tail and run or do we gamely rise to the demands?
Most people prefer the monotony of the tried and tested, and are paralysed at the very thought of facing an adversity. They shy away from any disruption and are content with the predictability of normal routines. Even the ‘threat’ of chall enges casts long shadows and overwhelms them completely.
What they fail to realise is that if they only do what they have always done, there will be nothing to show for it. Expecting things to remain the same forever without any obstacle is more ridiculous than asking for the moon!
Difficulties always have and always will keep popping up in various forms, from tough assignments to heavy workloads, from changes in job description to new workplace structures or even from a demanding management style to testing colleagues.

Challenge is the best teacher
A challenge is a breath of fresh air from the rut of the expected. It is an enabling opportunity to blossom and prove your mettle. Stretching yourself with optimism and enthusiasm alone will transform the adversities into superlative opportunities.
When a challenge is knocking on your door, opening yourself to the rich experience will help you to develop new skills and capabilities. Stepping up to the prime learning opportunity also renders the ultimate competitive advantage and enables you to stand out from the crowd. As business analyst, Rick Sparks exhorts, “Challenge energises us psychologically and physically and motivates us to learn new skills and master our jobs. Thus, challenge is an important ingredient for healthy and productive work.”
Then again, although on-the-job challenges can be difficult, effectively managing them increases job satisfaction and morale. The sense of accomplishment itself is unparalleled; forget the tremendous scope to cultivate a rising career graph with steady rise in performance. To quote American trainer Brian Tracy, “Only by contending with challenges that seem to be beyond your strength to handle at the moment you can grow more surely toward the stars!”
Ultimately, it’s up to you whether you let yourself be beleaguered by challenges or view them as stepping stones to success. After all, success does often present itself as an alluring challenge!

Get your act together
In these times of burgeoning change when our path is chequered with constant challenges, is it not better to build our capacity to face them head on? Here’s how to press the advantage:
Groundwork - Facing challenges is no cakewalk. Prepare for the adversity by evaluating your strengths and weaknesses. Equip yourself with courage, resilience and commitment to withstand the pressures without breaking down. Test yourself constantly to determine whether you can remain undeterred in the face of rigorous demands. Also, remember that slowly working through the challenges will build on your strengths and eliminate your weaknesses, thus helping you become a stronger and more confident employee.
Steady as a rock - Exercise caution and keep your sense of balance when you are under pressure. Look for ways to turn the challenges into enabling opportunities instead of being bogged down by the stress.
As Thomas Edison famously said, “Opportunities are missed by most because its dressed in overalls and looks like work!”
Trial by fire – Successfully managing challenges calls for swift and decisive action. You have to figure out strategic, innovative and viable solutions despite the limiting factors. Brainstorm possibilities, set achievable goals and put in loads of effort to fulfil your commitments. Strive to generate efficient outcomes without resorting to substandard work. Also, build a strong support system by engaging colleagues, supervisors and the boss himself, and do not be afraid to seek assistance.
Don’t bite off more than you can chew – Do not let a challenging opportunity pass you by, but also be realistic with your expectations. Going overboard and over-committing yourself beyond the realm of possibility will turn the adversity into a crisis situation.
Face up to failure – Do not be fazed by defeat; it is a reminder that you have to work harder to feel the exhilaration of victory. Rise from the ashes and go on to conquer the next challenge.
The big picture – Slowly try to learn how to anticipate potential adversities in your job and prepare for them. Analyse the changes to gauge possible challenges and tackle them accordingly.
In essence, we have to continuously deal with challenges that lie ahead. There will be many more further ahead and how we handle them will reflect our career outcome. To quote a popular citation, ‘There are no great men, only great challenges that ordinary men are forced by circumstances to meet!’

PAYAL CHANANIA

Superstar employee not always the best choice

Driven by the notion that only exceptional people can build exceptional companies, employers are willing to pay top dollars to lure ‘superstars’, even sinking to poaching top-performers from their rivals.
Seduced by the Ivy League education and multi-million deals, employers reckon that all it takes is recruiting star-performers to catapult the organisation into incredible realms of success. They blissfully suppose that with the blue chip employees on board, business will function smoothly, productivity will increase and profits will grow and grow.
To the contrary, new research shows that so-called star performers rarely do well when they leave one company for another. Harvard Business School professors Boris Groysberg, Ashish Nanda, and Nitin Nohria studied the effects of hiring star employees and revealed that a superstars’ performance actually suffers after arriving at a new company.
In fact, the apparent conquest actually ends up leaving a bad taste in the mouth. The effects of hiring stars can range from:
Square pegs and round holes - A superstar’s achievements may not only emanate from his personal competencies and capabilities, but also hinge on the systems, processes and infrastructure of the organisation he had worked for. Bereft of the firm-specific resources, his performance may fall dramatically when implanted into a new setting.
Prima donnas - The star status can translate into an overbearing arrogance making the employee almost impossible to manage – becoming high-handed, displaying a puffed up attitude, refusing to take directions and even throwing tantrums to have his own way. The underlying condescension surfaces as he looks down on the rest of the staff to the extent of even lording over them. Or, accustomed to the privileges of a large organisation and top position, he may want people at his beck and call and palm off routine tasks as ‘too small for him’, which smaller companies cannot afford to digest.
Dragging down the rest – Hiring a star from outside can demotivate the current home-grown talent who may be feel dejected and unvalued at not being promoted to the plum position, not to mention resenting the rich compensation. So, even if the star employee turns out to superbly productive, his mere presence will damage group morale and productivity. As a management writer observes, “When you bring in a superstar, you tell your company that performance and merit doesn’t matter. Entitlement does.”
Loyalty, what’s that? – It has been observed that many star performers are only interested in them and have no emotional investment in the company interests. Loyalty is in short supply; they may have been lured by the high salary and will rise to the same bait again and again. They can leave soon, actually leveraging the position for bigger things.
Erring on the side of caution
Star candidates may not always turn out to be the best choice and employers have to cut their losses by letting them go prematurely. It pays to beware of sparkling resumes and not be dazzled by the seeming shine.
But companies do have to hire good people. So, instead of ruing the decision later, hiring managers should look at what lies beneath the alluring glitter. Seek the best talent by asking the right questions in the interview like what really makes them successful (is it on the crutches of their previous organisation), and what expectations they have when it comes to resources and support staff.
Also, assess their behaviour, attitude and goal orientation at the outset.
Try to determine whether they can really transfer their skills to your company and if their style and personality will mesh with your work environment.
Once the superstar’s profile is in place, compare it with the targeted job, other applicants, future supervisor and your own stellar employees. Go ahead with the hire only if you establish that he can contribute his talent to achieving company goals, fit in with the office culture as well as inspire others, but only after aligning his expectations with yours.
Also, make efforts to integrate him into the organisation and help him cope with the available resources even while addressing your staff’s concerns.
To sum up, the ‘best’ people are not always the most skilful or successful. Instead, hiring less experienced people and moulding, developing and training their raw talent can groom them into potential superstars.
As the Harvard professors, Nanda and Nohria conclude, “In business, the only viable strategy is to recruit good people, develop them, and retain as many of the stars as possible!”

PAYAL CHANANIA

Power games in conversations may hurt your image

Published on Wednesday, Apr 02, 2008

At face value, verbal communication seems pretty harmless; yet beneath the ostensibly innocuous exchanges, a very subtle form of power play is often under way.
Some ‘powerful’ persons try to dominate a conversation by pushing others back against the wall. They employ petty tactics like squelching people’s contributions, avoiding response to comments or simply going on with their own chatter in a bid to maintain control over the conversation. Such aggressive steamrolling may boost their ego and compel others to just listen, but generates a largely win-lose situation especially in business dialogues. Power struggles - where participants are only bent on gaining the upper hand-are largely unproductive.
At times, you may also be stuck in a one-sided conversation where you want to get your point across, but people do not let you get a word in. Unable to render your line of thought, you may give up in disappointment, frustration or plain disgust.
But, staying quiet and acquiescing actually paints you as a loser. Your brightest views, perceptions, ideas and intentions are completely useless unless you can make them heard. On the other hand, the more you learn how to manage conversations, the greater are your chances of achieving success and climbing to the top.

Tips on negotiating the rocky terrain of power games in conversation dynamics:
What do you want to say?: Simply rambling on with vague ideas or thinking aloud never garnered anyone an attentive audience. It is best to first compose your thoughts so as to recognise, understand and appreciate what you have to say, and only then expect others to do the same. Besides, ensure that you are adding value to the ongoing conversation by voicing an informed, valid and genuine opinion instead of unnecessarily butting in with pointless comments.
The correct mindset: A lot also depends on how you say what you have to say. So, do not panic at the prospect of putting in your two cents. Build a positive mental approach and speak your piece with conviction. Suppress rushed speech, thoughtless words and nervous hesitations even while making efforts to sound confident, assertive, lively and interesting. Articulating your words clearly with an engaging voice inflection and a subtle emphasis in the right places can also make people ‘sit up’ or even better, ‘shut up’ and listen.
On the ball: A conversation is not all about talking or just putting your own point across. First listen to what is being said and identify the right cues for injecting your stimulating thoughts without interrupting others. If your input is still ignored, focus on the current track while gently streaming it towards your point of view. Alternatively, if you want to speak about something else, exercise conversational powers like asking leading questions to gradually steer the dialogue in a particular direction.
Stand your ground: At times, you may keep waiting for your turn to speak, but to no avail. Or, some people may try to manipulate the flow of conversation by repeatedly making mincemeat of your contributions. In such a case, do not get flustered or defensive and give in to the ambitious power play. You have to hold your own to get through what you want to say.
Refocus the conversation by repeating yourself. You can further up the pressure by firmly sticking to your point or angle for cooperation by saying, “I need your view on what I just told you...”
Else, as internationally acclaimed executive coach and author Laura Weiss suggests, “If you want to defuse the situation and allow the other person to save face while you de-escalate the power struggle, you can assume the blame for the uncomfortable conversation.”
Apart from this, do bear in mind that people who have built solid credibility and respect for themselves are more prone to be heard.
To sum up, an arsenal of effective communication skills is essential for everything from explaining or advising to persuading or selling.
These strategies will help you to turn difficult conversations into smart opportunities for grabbing attention and attaining success.
But, do not misuse them for manipulative purposes like manoeuvring your own sly agenda or controlling other people’s conversations. Simply concentrate on building a pleasant and balanced conversation, and you will not only put across your opinion but also a good impression.

PAYAL CHANANIA

Overcome presentation gaffes with panache

Published on Wednesday, Apr 02, 2008

Breezing through a presentation and wowing the crowd with aplomb are the stuff that dreams are made of! The ground reality is that business presentations are pretty traumatic with blunders bungling up at every turn. Nervousness, mispronunciation, stammering or misplaced slides are discomforting enough, not to mention bigger howlers like forgetting lines, fumbling for answers or simply freezing up and blanking out completely.
Things can become quite harrowing, especially if you happen to mess up in front of the boss, top executives or important clients. With a pounding heart and dry mouth, you may try to salvage the situation by cracking a weak joke. But the tense apprehension makes the humour all the more inappropriate, thus drumming the recovery further into the ground.

Manage the moment as it unfurls
A gaffe is only as bad as you make it to be. The first step is to accept the fact that things can and will go awry – the computer may hang up, the microphone may disconnect or you may become paralysed with fear. Reconciling with this reality and thinking on your feet will stand you in good stead for setting things right again.
Nevertheless, your reaction should be shaped by the magnitude of the lapse. For instance, do not draw excessive attention to minor slip-ups in diction or delivery; they can be covered easily without anyone ever being wise to it. Even if someone grasps the slip, it will only paint you as human and approachable.
But, what if the presentation slides go dead or you happen to forget what you were saying? Panicking or trying to wobble through will only dig a bigger hole for yourself; instead be honest and take responsibility by sincerely owning up your mistake. The mishap cannot be concealed and failure to admit it will only translate into arrogance and insensitivity.
Openly acknowledge the error, apologise briefly without resorting to excuses and gracefully move on from there. Incessantly dwelling on the goof-up will only make it worse, as a performance coach highlights, “Your reaction can be worse than the blunder itself. If you become flustered or gush with apologies, you will put your boss on the defensive and make him more likely to be irritated by your performance”.
Take a moment to steady yourself with a deep breath and confidently shift the focus to the next idea/slide to get the presentation back on track. At this juncture, you can also inject a dose of self-effacing and appropriate humour and be on a roll again! In extreme cases, if you are too staggered to keep on going or simply cannot meet expectations, be upfront and request another opportunity to present your pitch. Promise that given another chance, you will come back and give exactly what the audience wants.

The road to recovery
In the immediate aftermath of a presentation mishap, people find it very difficult to get ‘back on stage’ again. Everyone has their off-days, so do not beat yourself up over the setback. Remember that one bad presentation does not make anyone useless forever; the experience is in fact good for your self-esteem. Try to take the lack of perfection in your stride by treating it as an opportunity for learning and growth that will make you better at presenting.
While mistakes happen and you have to pick yourself up with quick thinking, do not resort to tagging the blame elsewhere. For instance, you cannot point the finger that the ‘audience was unresponsive’. It’s up to you to draw them out by interacting on a relative plane. Solicit feedback on the good aspects of your performance as well as what went wrong from your team mates or through formal debriefing sessions. Carefully absorb the pointers and criticism and develop a specific plan to correct your mistakes.
Generally, the botching up may be due to egregious preparation, erroneous information, poor organisation or plain nervousness. The onus is on you to do your homework and prime a polished and professional presentation where you are even prepared to field impromptu questions with panache. Try to improve your public-speaking skills by taking classes or practising in low-stakes opportunities.Having a clear purpose, knowing your audience, communicating engagingly, articulating well and being poised under fire will help you leave an outstanding impact.
So, conquer your fears, rebuild your confidence and get back into the presentation saddle by preparing for the next presentation with enthusiasm and energy. As a professional development trainer puts it, ‘Take the difficulty and transform it into an opportunity to show your courage!’

PAYAL CHANANIA