Finding a Good Boss!!

Courtsey:Marilyn Haight,Yahoo

Whether you get hired for a new job, promoted, or reassigned to a new position, you will most likely have a new boss. Each time that happens, you must develop a new professional relationship with the person you rely on for direction, development, and future advancement. You need to quickly determine if this new boss is a good match for you and your career goals. But how can you tell? Try these five questions.

1. Does your boss showcase your work? If you're not sure, you could ask him, "What leadership opportunities will I have in my job?" If he says something like, "There's only one leader here -- me," you may have what I call a "Suppressor Boss." A boss who replies, "We're all leaders here; you'll be in charge of projects that need your expertise," will have no problem appreciating your role and contribution.

2. Does your boss solve problems? Try asking, "How should I escalate problems to you when I think you need to get involved?" If she insists you must solve your issue alone, then she could be a "Confounder Boss" who ignores problems, which makes them worse. A good boss might say, "Give me detailed examples; I'll determine the cause and work with managers at my level to correct the issues."

3. Does your boss let you complete your work? When in doubt, try asking him or her when you can start handling tasks from start to finish. If the answer is, "I'm a hands-on manager; we do everything as a team," you've got trouble. This is a "Player Boss" who does parts of your job he likes and leaves problems for you. If you hear, "Tell me when you think you're ready; I'll give you guidelines and be available only when you need me," you'll know your boss trusts your skills.

4. Does your boss listen to your suggestions? If not, tell her that when she cuts you off you wonder if she values your opinion. A reply like, "I have the final word," could mean she's a "Manipulator Boss." A good boss will say something like, "I'm sorry, I wasn't aware I was doing that. Please bring it to my attention next time it happens." A good boss always listens attentively.

5. Does your boss treat you and your co-workers equally? If you notice preferential treatment among your co-workers, try asking your boss, "What measurements will you use to evaluate my job performance?" If he says, "Every case is different; I use my judgment," he could be a "Dumbfounder Boss" who uses the wrong measures to evaluate job performance. A better answer, like, "Your work will be evaluated according to the documented standards we've already agreed upon," will signal your boss's fairness.

Listening skills, problem-solving, a sense of fairness, and an ability to trust are just some of the hallmarks of a good boss. A good employee will learn to spot and appreciate those attributes, and then move toward building a mutually successful relationship.

Humor Is Key for Good Managers!!

Courtsey:Tom Musbach, Yahoo.

When you think of the ideal boss, actress Carol Burnett and late-night TV host David Letterman probably don't come to mind. But those two celebrities have a quality that most workers say is essential to being a good boss: a sense of humor.

When asked in a recent poll how important it is for a manager to have a sense of humor, 65% of workers answered "very important," while 32% answered "somewhat important." The survey, conducted by staffing firm Robert Half International, also revealed that most of the workers (87%) rated their managers as having good senses of humor.

Max Messmer, chairman and chief executive of RHI, said the survey underscores that humor can make a boss seem more approachable, but it's not a license to be a clown.

"To be taken seriously, supervisors must balance their desire to keep the mood light with the need to accomplish business objectives, inspire great performance, and maintain professionalism," Messmer said.

When asked in a recent poll how important it is for a manager to have a sense of humor, 65% of workers answered "very important," while 32% answered "somewhat important." The survey, conducted by staffing firm Robert Half International, also revealed that most of the workers (87%) rated their managers as having good senses of humor.

Max Messmer, chairman and chief executive of RHI, said the survey underscores that humor can make a boss seem more approachable, but it's not a license to be a clown.

"To be taken seriously, supervisors must balance their desire to keep the mood light with the need to accomplish business objectives, inspire great performance, and maintain professionalism," Messmer said.

Humoring the Boss

What if you don't think your boss is very funny?

"Humoring a not-so-funny boss is OK," says Bywater. "Think of it as being kind and sensitive to the feelings of another human being. Don't, however, humor a boss who has gone over the line from funny to offensive."

Manage the Punch Lines

For bosses who want to flex their humor muscles more, Bywater suggests the following guidelines:

• Do not make jokes about anyone's physical appearance.
• Do not attempt humor that could be construed as sexist or racist, even if it's not intended as such.
• If you've got a direct report who is particularly sensitive or has no sense of humor, it's best to play it straight.
• Having a good sense of humor at work helps everyone, Mandel concludes.

"Both bosses and employees need to stay on track and be productive, but everything doesn't have to be heavyweight," she says. "Sometimes it's good to just have a big belly laugh, especially when things go wrong, and look forward to the next day to get back on track."

Open Door Policies!!

Many companies and executives, I expect, have open door policies. What about you? Do you have one? Does it work?

For me, the only open door policy that works is my policy of opening my door, getting off my keester, and heading out to see the shop floor or customers.

The old-fashioned idea (my door is always open; when you want to talk, c'mon in) was supposed to give people down the line access to you and your ears. The idea was that folks from layers below you would come and clue you in on what was really happening.

I don't think that ever worked for most of us. Most folks didn't have the courage to come in, so we only learned what was on the minds of the plucky few. We were in our environment, not theirs. We couldn't verify what we were hearing by looking, touching, and listening in the first person. And we got fat from all that sitting.

But there are good reasons to open your door and get out and about:

• Like the old policy, it will give you access to ideas you don't normally hear. It's a great way to listen to the periphery.
• It will give folks on the floor - and customers - access to you. Important difference from the traditional policy: you're in their environment where they are more likely to be comfortable talking with you.
• You get the chance to see for yourself what's really happening. If, that is, you take the time to stand still and observe.
• It facilitates "digging to bedrock" on an important issue. One of my most frustrating bosses also taught me one of my most useful lessons - with a critical issue, it often pays to dig, and dig, and dig, and dig - until you reach bedrock. It's tough to do that digging behind your desk.
• And it's good for your health! Check out what Mark Graban has to say on the subject.
• I find it a great stress reliever to get away from the phone and email and get out in the field. And it clears my head.

How I make it happen

• I schedule time in my calendar for getting out in the field, and then I do it.
• I often go out with a specific objective in mind - something to learn about. Norman Bodek (via Mark Graban) wrote this useful article on how to structure such a walk.
• Remember not to zoom through. Walk - and stand. When I was a 27 year old shift foreman, Joe Rashall taught me to wash up the basement floor for 30 minutes every shift. This wasn't because the floor needed to be cleaned. It was to force me to stand in one place for awhile and listen to the machinery. I got used to the usual sound, and could pick out a change that might signal trouble.
• Step back ten paces from the action and watch what's happening. How are people interacting? What gets in their way? Where are the hazards? Where is the waste?

An Approach to Interview!!

A lot of people know how to write a resume and talk their way into an interview. But when they get into the make or break dialogue, they stumble upon tough questions. Below, is some advice on approaching the tough questions that interviewers like to throw at job applicants:

Why did you leave your last job?

Real answer: It sucked.

What you should say: I felt my talents and abilities were underutilized.
************************************************************************************
What are your biggest weaknesses?

Real answer: I can't concentrate for more than five minutes, hate all forms of authority and tend to fall asleep at my desk.

What you should say: I'm a workaholic. I just don't know when to put down my work.
**********************************************************************************
You don't seem to hold on to a job long. Why should we think you'll stay here any longer than you've stayed elsewhere?

Real answer: My employers have always had a hang-up about keeping only competent employees..

What you should say: I'm at a point in my career where I am tired of moving around. I really want to feel part of a team, a long-term enterprise, where I can make a contribution.
**************************************************************************************
For all those of u aiming for job switches.... ......... ..

How do you handle change?

Real answer: I deal with it everyday, unless I'm out of clean underwear.

What you should say: I think everyone knows that today the only constant is change. I thrive on it.
*************************************************************************************How do you get along with others?

Real answer: Fine, as long as they stay out of my face.

What you should say: I think the interpersonal dynamics of the workplace can be among the most satisfying aspects of any job.
**************************************************************************************
What does the word success mean to you?

Real answer: It means that I don't have to drag my sorry ass out of bed to kiss yours.

What you should say: Success, for me, would be knowing I am making a difference working with a team of people to make a more profitable enterprise.
*************************************************************************************
Do you get along with your current boss?

Real answer: I get along fine, considering what kind of a malicious person he is.

What you should say: I don't think I'd call him a boss; he's been more of a mentor to me.
***********************************************************************************
Do you ever get angry with co-workers?

Real answer: I don't get angry, I get even.

What you should say: Nothing angers me more than to see a co-worker not pulling his weight, goofing off or stealing. Yes, sometimes I do get angry with co-workers.
*************************************************************************************
Can I contact your references?

Real answer: Sure, but they won't know who I am.

What you should say: Some of them are out of the country right now. Maybe I can arrange to have them contact you.
************************************************************************************

Guidelines for Group Discussion!!

GROUP DISCUSSION

A group discussion (GD) is a simulated exercise, where you cannot suddenly put up a show, since the evaluators will see through you easily. In this page you can find tips on GD and how to handle them to ensure a positive outcome.

Here's how most group discussions work

Normally groups of 8-10 candidates are formed into a leaderless group, and are given a specific situation to analyze and discuss within a given time limit. The group may be given a case study and asked to come out with a solution for a problem. The group may be given a topic and asked to discuss on the same.

A panel will observe the proceedings and evaluate the members of the group.

OBJECTIVE
Lets start from the basic. One needs to know what one's objective in the group is. A good definition of your objective is - to be noticed to have contributed meaningfully in an attempt to help the group reach the right consensus. What does this essentially mean?

The first implication is that you should be noticed by the panel. Merely making a meaningful contribution and helping the group arrive at a consensus is not enough. You have to be seen by the evaluating panel to have made the meaningful contribution. What does that mean in practice?

• You must ensure that the group hears you. If the group hears you, so will the evaluator. That does not mean that you shout at the top of your voice and be noticed for the wrong reasons.
• You have to be assertive. If you are not a very assertive person, you will have to simply learn to be assertive for those 15 minutes. Remember, assertiveness does not mean being bull-headed or being arrogant.
• And most importantly, you have to make your chances. Many group discussion participants often complain that they did not get a chance to speak. The fact is that in no group discussion will you get a chance to speak. There is nothing more unacceptable in a GD than keeping one's mouth shut or just murmuring things which are inaudible.

Participate in as many practice GDs as possible before you attend the actual GD. There is nothing like practice to help you overcome the fear of talking in a GD.

• The second important implication is that making just any sort of contribution is not enough. Your contribution has to be meaningful. A meaningful contribution suggests that
• You have a good knowledge base
• You are able to put forth your arguments logically and are a good communicator.

The quality of what you said is more valuable than the quantity. There is this myth amongst many group discussion participants that the way to succeed in a group discussion is by speaking loudly and at great length. One could not be more wrong. You must have meat in your arguments.

Therefore, think things through carefully.

Always enter the room with a piece of paper and a pen. In the first two minutes jot down as many ideas as you can.

When you jot down points, keep these pointers in mind.
If it is a topic where you are expected to take a stand, say for example, "Should India sign the Comprehensive Test Ban Treaty?" note down points for both sides of the argument. It will be useful on two counts.

One, if you do not start the GD and are not amongst the first five speakers and find that everyone in the group is talking for the topic, then it makes sense to take the alternate approach and oppose the topic even if you initially intended to talk for the topic.

Second, it helps to have a knowledge of how group members who take a stand diametrically opposite to yours will put forth their argument and to be prepared with counter arguments.

Everybody else will state the obvious. So highlight some points that are not obvious. The different perspective that you bring to the group will be highly apprecaited by the panel. Some pointers on being relevant while having a different perspective are:

Be careful that the "something different" you state is still relevant to the topic being debated.

• Can you take the group ahead if it is stuck at one point?
• Can you take it in a fresh and more relevant direction?

The last implication is that you must be clearly seen to be attempting to build a consensus.

Gaining support or influencing colleagues is the mantra adopted by many a successful Business Leaders.

Nobody expects a group of ten intelligent, assertive people, all with different points of view on a controversial subject to actually achieve a consensus. But what matters is "Did you make attempts to build a consensus?"

Avoid these six Interview mistakes!!

Tip #1: Don't discuss pay too early
As the manager of a software store for 10 years, I can honestly say that questions about pay in the first interview from anyone other than a temporary applicant always bothered me a little. Temp jobs aside, if you are not really out there just for the money, asking this question right out of the gate is going to make any other questions you ask sound conniving and insincere. Unless the subject comes up, don't wade into the issue of the pay in the first interview. You can talk about it after you impress the employer enough for a second interview.

Tip #2: Talk tech to techies only
Feel free to discuss what you know, but remember: If you are talking to a nontechnical manager or human resources representative, you are not going to impress them with talk about life in the trenches. My previous supervisor was totally unimpressed with anything to do with technology. A sure way to put the man to sleep was to begin any story that had to do with computers.

When I interviewed for a previous position, the department manager actually had a technically savvy person participate in the interview to ask and respond to questions she would not understand. When I saw this tactic being used, I knew it was not a time to try to impress with a lot of techno babble.

Answer questions about your work history briefly and keep the tech comments to a minimum until you know the history of the company and the people involved in the hiring process. If you have questions about the technology in use at the site, keep your questions specific and relevant to the position for which you are applying.

Tip #3: Keep your philosophy to yourself
If you hate Bill Gates, Windows XP, and the whole Office Suite, keep it to yourself. Ranting about your tech philosophy can ruin your chances at the position.

I once interviewed a young man for a retail sales position in a software store. When I asked about his opinion of the then-new Windows 98, the applicant ranted about "the revolution of UNIX" and loosening the grip of Microsoft on the PC market. I am not exaggerating; the man sounded like he was ready to sign on to a paramilitary group. I almost didn't have the heart to tell him my company was a Value Added Reseller for Microsoft.

Chances are, you will work with many people who need your help with one of the Microsoft products, so you don't want to blast the tools you will likely be using and supporting. If you are asked about how you feel about a product, be honest, but don't preach. The interviewer probably just wants to see how you respond to such questions.

Tip #4: Don't climb the advancement ladder in the interview
If you are joining the ranks of a new company, the last thing the interviewer wants to hear is, "How fast can I get out of this job?" Do not ask about opportunities for advancement until the second or third interview. If you are joining a company just to advance into another position, silence is golden. Keep it to yourself unless the interviewer asks or unless it is somehow already known that you'll be advancing quickly. Remember that what you say now can come back to haunt you later. You don't want to brag to someone who might be under your wing after a promotion.

Further, you never know what may happen if you actually get the job. Learn to accept and adapt and, above all, be happy you have a job. Due to downsizing, a former coworker of mine did not move into the network administration position she wanted and was expecting to get. The bitterness fostered by her broken expectations eventually caused her to resign. In the tight job market of the time—similar to the one now—and with her lack of certified qualifications, she ended up seeking work at a local restaurant.

Tip # 5: Avoid the dreaded electronic interruption
Cellular phone and pager etiquette might seem a trivial thing to those that are hooked up, but you can kiss any job opportunity goodbye if you interrupt an interview to take a telephone call, especially if the human resources representative has a low tolerance for personal digital devices. Only if you are exchanging information by invitation should you reveal the fact that you carry a PDA. If you wear it on a belt loop or somewhere that is exposed, lose it, along with any other electrical device hooks and loops, and store them in pocket, purse, or briefcase. If you can't spare the time away from the rest of the world to do an interview, why are you applying for the job?

I have conducted training classes with people who, when asked to turn off their phones and pagers during class, place their devices in silent mode. When giving a lecture to a class or holding a discussion, watching a person being silently buzzed is terribly distracting and also aggravating.

If you think getting rid of electronic communications devices isn't important, just ask any human resources rep who has had a person answer a cellular phone during a job interview. Then ask if the person got the job.

Tip # 6: Remember to say thank you
Beyond thanking your interviewers for their time as you leave, it's vital that you follow up in written form. If the competition for a position is tight, a follow-up thank you note can mean a lot. If the manager is slow to hire, the arrival of a thank-you note can serve as a reminder about the candidate who's awaiting the manager's next move.

Just after you've completed the interview, take note of anything specific you discussed and make a point of referencing it in your thank you letter. Even a nice greeting card is better than nothing.

It may seem like a small detail, but the experts will tell you that this tried-and-true tactic really makes an impact. A coworker of mine, who successfully worked as a job coach, used to keep a stack of generic notes in her desk. When a participant in her program applied for a job somewhere, she would give the person one of these notes to have them drop in the mail on the way home.

Leadership Training-Key to Employee Retention!!

Attracting and retaining employees is a topic of endless articles, conference sessions, books and webcasts, as well as the basis (the "raison d'etre") for numerous product launches.

Yet, although retaining talented employees requires effort and focus, it might not be such a challenge, according to Impact Achievement Group.

Superior management practices and effective leadership are key missing ingredients in many organizations, evident in the many organizations that Rick Tate and Julie White, Ph.D., senior managing partners for the leadership development firm, have consulted. Companies giving low priority to developing leaders eventually might realize a domino effect through the organization in terms of retention.

Recent research by Gallup has shown that competitive pay, benefits and amenities are the market ante for any employee - superior, mediocre and poor performers.

But Tate and White say how long people stay and how well they perform is determined in large part by their personal and professional relationships with their immediate supervisors.

"The exodus of talented individuals to other companies for positions with only a modest increase in pay or benefits is a compelling question," Tate said. "Why leave when there's not that much gain? Ultimately, it's because people don't leave companies - they leave managers."

So, when companies invest in developing competent leaders, they are aiming a direct salvo in the war for talented and committed employees.

Tate should know - he and White have been consulting and speaking for more than two decades on the topic of leadership development, service quality, performance management, customer loyalty and communication aimed at solving problems.

Impact Achievement group offers some real-world advice for companies: The quality of your managers defines your company.

Do they conduct purposeful workplace discussions, effectively problem solve and create an environment which engages discretionary effort, and is their behavior aligned with the organizational values?

Do your managers ensure people have the opportunity to do their best and listen to the opinions of direct reports, and do they hold people accountable to performance standards? Most important, do they have a passion for leading others?

Leaders must understand what high-performing direct reports demand from their work environment to engage their best efforts and loyalty:

1. Clearly communicated job requirements, focused on contributions instead of job tasks.
2. Resources to do their best work.
3. Ability to meaningfully participate it what affects them on the job.
4. Genuine acknowledgment of their contributions.
5. Genuine concern for their career.
6. A performance review process that differentiates excellence.