Mutual Attraction by Shawn Graham

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Managing Employee Vacation Days

Holidays and/or nice weather usually mean employees are going to schedule vacation days…and lots of them. And with that, it’s up to management to make sure the department is staffed accordingly and honor vacation requests in an equitable manner.

I’ve been lucky enough to work for some great bosses. And one of the things that made them great was their making sure that everyone on the team was able to take the time off they needed even if that meant they themselves had to work on a day they would have normally taken off just to make sure we were fully staffed.

However, that’s not always the case. Working for management with a “me first” mindset often means they are more worried about scheduling their own vacation than they are making sure that the person with the least amount of seniority gets to take a day or two off (even when that person technically has more seniority than they do). Or, even worse, they refuse to cover for one of their direct reports because they feel that would be beneath them. Regardless, it creates an obvious morale problem-- especially for those managers with a very small staff.

Around holidays and other lulls in your business cycle, when possible make sure everyone on your team has a chance to take some time off…even if it’s only one day. And if that means you have to come in to cover for them, why not take one for the team?

Shawn Graham is Director of MBA Career Services at the University of Pittsburgh and author of Courting Your Career: Match Yourself with the Perfect Job (www.courtingyourcareer.com).

08:57 am | 0 recommendations | 1 comment

Personal Branding Lessons from an Advertising Exec

One of the cool things about working at a university (and in particular a business school) is having a chance to sit in on presentations by business leaders from an almost limitless number of industries. Each has their own unique story and each leaves me with at least one takeaway.

I first became familiar with Brunner Advertising (formerly Blattner Brunner) from my friend Andy who happened to work there at the time. I don’t know if it was their cool website or a little Andy-bias, but since then I’ve always thought they were one of the coolest businesses around. And others must agree as they’re consistently ranked as one of the top 100 advertising firms in the country. So, when I heard their CEO was coming to speak at the business school, I jumped at the chance. And, although Michael Brunner’s presentation focused on the advertising business and advertising a business, I thought a lot of the principles he talked about related directly to personal branding. In particular…

Do compelling work--clients notice. As he pointed out, consumers (or in this case recruiters) have “thousands of choices. You want to be noticed and scene.” Use the quality of your work (or your pre-interview preparation) to differentiate yourself from other candidates.

Invest in your brand. This can apply to so many areas. Invest time—figure out what you want to be known for. Invest financially—make sure you’re dressing the part and that you have the right training even if it means enrolling in some courses on your own dime.

Learn and grow professionally. One of the cool things about his vision for the firm is their focus on professional growth. At work, ask questions and take on new responsibilities. Set stretch goals for yourself.

Define and articulate your vision, mission, and message. At Brunner, he mentioned that the vision, mission, and message are posted everywhere. He did that so members of his team keep them top of mind in everything they do. As a job seeker, what is your vision (both your personal vision, and your vision for the position for which you’re interviewing), your mission (what are you about? What do you hope to accomplish?), and your message (those 3-4 sound bites that you want recruiters to remember about you).

Stay connected. Whether you’re a business or an interviewee, you’ve got to stay on top of industry news and trends. I’ve said it before, but Ii you have time to update your status on Facebook, you have time to read relevant industry publications before a job interview.

If you have some extra time before you leave for the holidays, you might want to take a second to check out Brunner’s site—especially their mantra.

Shawn Graham is Director of MBA Career Services at the University of Pittsburgh and author of Courting Your Career: Match Yourself with the Perfect Job (www.courtingyourcareer.com).

12:15 am | 0 recommendations | Be the first to comment

Back in the U.S.S.A

I'm happy to report that I arrived safely back in the states yesterday (Tuesday) after a two day bus/van trip from Bangkok to Kuala Lumpur and a 20+ hour flight.

For now, I've got to focus on filling out one heck of complicated expense report and filing a claim to try to get my employer reimbursed for the additional costs.

More details to follow.

Shawn Graham is Director of MBA Career Services at the University of Pittsburgh and author of Courting Your Career: Match Yourself with the Perfect Job (www.courtingyourcareer.com).

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Stranded in Bangkok Equals Lots of Waiting and Waiting and Waiting

The good news is I'm safe and I have food and a place to stay. The bad news is protesters have taken over the Suvarnabhumi International Airport and there doesn't seem to be an end in sight any time soon.

I was scheduled to leave for Manila yesterday morning. I was packed and ready to go but, uncharacteristically, decided to glance at the local newspaper as I headed out the door. The headline read "PAD shuts Suvarnabhumi." I didn't know what PAD stood for at the time (People's Alliance for Democracy) and i wasn't quite sure if that was my airport, but the secondary blurbs caught my attention "Thousands stranded as outbound flights canceled," "Army refuses to step in to boost airport security," "Somchai to call emergency meeting of security agencies." I might have been half asleep when I picked up the paper, but I woke up in a hurry.

So that was yesterday at 6am in Bangkok. Updates have been few and far between.

I'm lucky to have some awesome friends and colleagues. As it turned out, I don't have a global phone--in retrospect, not the best idea when traveling to Singapore, Bangkok and Manila (oh, and i missed the Manila leg of the work trip). But, because I was only going to be out of the country for a few days, I thought I could use calling cards and emails to stay connected with friends and family. And that's where my support network has checked in. Everyone has been offering to help me find transportation, update my family back in PA, and otherwise giving me a lot of moral support.

For the most part, I've been able to remain pretty cool. Except for when I was on the phone with a travel company and the person I was speaking with told me she didn't believe their insurance policy covered war. Needless to say, at this point I'm really not too worried about their policy on war. Hilarious.

Then news of the terrorist attacks in Mumbai. Reading about that conflict really made me appreciate having safety, food, and a place to stay.

I'm not sure when I'm going to get out of Bangkok but I hope it's soon. That's all for now.

Shawn Graham is Director of MBA Career Services at the University of Pittsburgh and author of Courting Your Career: Match Yourself with the Perfect Job (www.courtingyourcareer.com).

10:08 pm | 1 recommendation | Be the first to comment

Just Because I Got Laid Off Doesn't Mean You Can't Talk to Me

As a good friend and mentor put it after learning that he was going to be laid off, the hard part of learning the news wasn’t as much about the actual layoff as it was those awkward conversations that followed in the hours and days after news of the layoff started to find its way throughout the department, division, and company. As word spread, instead of reaching out to console him or offer to help, coworkers instead started to avoid eye contact or speaking with him at all costs. I’m not sure if it’s guilt over their not getting laid off right along with you or not knowing exactly what to say, but it’s one of the unpleasant aftershocks of being let go.

Do you cut all ties with the colleagues or do you use the layoff as an opportunity to build networking opportunities once you’re gone?

My friend decided to confront the situation head on. Instead of waiting for colleagues to come to him, he launched his own campaign. Shortly after the news was public, he visited informally with former coworkers one-on-one to reassure them he was going to be fine.

He joked around. When approaching a coworker, he might say something along the lines of “Just think, when you’re sitting in that eight-hour staff meeting, I’m going to be sitting on my deck drinking a margarita.” His light hearted (while still professional) approach immediately took some of the edge off of conversations and also steered them in a positive direction.

When asked how they could help, he was able to clearly articulate the types of jobs, companies, and industries he is considering. He also asked that they keep him in mind if any leads cross their desk. 

However, most layoffs are swift—you’re told your job ends today and you’re instructed to pack up your belongings. So, if you get the feeling that a restructuring might be possible, save a copy of your contact list or company directory. That way, if you have time to access it, you can identify the coworkers you really want to connect with before you make your exit. Or, if not, having the list will allow you to follow up within a few days with phone calls to those you were closest to and emails to everyone else to set the tone and let them know you'd appreciate their assistance.

Will my friend’s efforts pay off? It’s still too early to tell. But, based on the initial response, it seems like his approach has resonated well with his former coworkers. And, if nothing else, he’s making sure he maintains his network of former colleagues now that he’s officially exited the organization.

Shawn Graham is Director of MBA Career Services at the University of Pittsburgh and author of Courting Your Career: Match Yourself with the Perfect Job (www.courtingyourcareer.com).

09:12 am | 1 recommendation | Be the first to comment

Syncing Business Trips Using Google Calendar

I got an email from my friend Jeff about using Google calendar to input/track his trips and those of friends and colleagues when he’s traveling with his job or even while he’s on vacation. As has happened to most of us when we’re traveling on business, he often found out after he’d returned home that he was in the same area at the same time as someone he would have liked to meet up with. By creating a designated travel calendar on Google, he’s able to share his travel plans ahead of time with people (like me) in his network.

Using Google calendar or a similar application also allows you and your colleagues to coordinate simultaneous trips to the same city. By knowing travel schedules ahead of time, you could coordinate hotel stays, flights, and even client meetings.

I hope I will be diligent enough to add my travel plans to his calendar going forward…even if I missed a good excuse to connect with him during his current trip to Vegas.

Shawn Graham is Director of MBA Career Services at the University of Pittsburgh and author of Courting Your Career: Match Yourself with the Perfect Job (www.courtingyourcareer.com).

03:08 pm | 1 recommendation | Be the first to comment

Branding Yourself as a One-Trick Pony

Gone are the days of companies branding themselves as specialty retailers. Dunkin’ Donuts now offers pizza, Radio Shack seems to sell pretty much everything but radios, and Linens ‘n Things is closing its doors. To survive, they must overcome the very brand that’s made them famous, redefining themselves and their brands to attract a broader customer base.  

According to my impromptu focus group of one Dunkin’ Donuts employee while I was making a late night coffee run, it sounds like the expanded assortment of menu items is actually working. But convincing consumers that the same place they’ve looked to for donuts is now selling legitimately good pizza is a difficult proposition. It’s pretty much the same reason why you’ll never see McDonald’s successfully launch McMeatloaf. 

As I waited for my medium coffee with cream and sugar and one sour cream glazed donut, I started thinking about the branding challenges these businesses are facing, and comparing them to some of the challenges we face on the job and with our careers when we brand ourselves as a one-trick pony—the very thing you work hard to be known for ultimately pigeonholes you to a particular job or career path instead of opening more doors down the road. 

It’s really quite puzzling to me. Early in your career, you want to be known as the “Radio Shack”…a specialist in a particular area. Maybe you’re the “numbers” person or you’re really good in sales. But, at some point, there’s a good chance those around you will start to see you as  merely that, and you’re going to have to work hard to overcome your brand. 

Additionally, most hiring managers aren’t able to take a step back to look for strong athletes who have a proven track record of success if they don’t neatly fit in the pre-defined skills bucket for the position they’re hoping to fill. For many it’s not enough to point out “transferable skills” in a cover letter; they want the real thing. 

So, your challenge as an employee is to manage your brand in a way that allows you to initially position yourself as an expert in one thing while also exploring opportunities for brand extension. That way, if you decide to move from being the donuts specialist to a pizza peddler, you’ve already built in some optionality. 

Shawn Graham is Director of MBA Career Services at the University of Pittsburgh and author of Courting Your Career: Match Yourself with the Perfect Job.

07:56 am | 1 recommendation | Be the first to comment

How to Get a Raise: What Not to Do

Initiating a conversation with your boss about a possible raise is something that shouldn’t be taken lightly. The thoughtfulness of your rationale and the thoroughness of your argument could not only determine whether you get more money, but it could also impact (positively or negatively) the way your boss sees you from that point on.

So what can you do to make sure you don’t get a raise? After speaking with colleagues and looking back at my own personal experience, I’d say the reasons fall into two buckets— weak arguments and bad timing.

Weak arguments or bad judgment…

“Everybody else in the department makes more.” If there’s one argument that will set most bosses off, it’s bringing up the salaries of coworkers as part of your rationale for asking for more money. In a perfect world where salaries were more transparent, it would be a different story. But we’re not there yet. So instead, reference industry averages for people with similar years of work experience working in similar positions outside of the company you’re working for.

“But I’ve got bills to pay.” Unless you’re Warren Buffet, Oprah, or Suze Orman, so does everyone else. Raises are usually handed out based on performance, not because you think the company should give you more money so you can pay back your student loans. Focus on your impact on the department, organization, and bottom line results of the business.

“If you won’t give me a raise, I’m going to have to consider other options.” Nothing like a good old threat to persuade the boss to give you more money. This is almost always a one way ticket out of the company. If you’re even going to go that route, 1) be ready for your boss to call your bluff (assuming it’s a bluff) and 2) have another job lined up because you’re probably going to need it.

Bad timing…

During the first month working with a new boss. Maybe the raise has been something you’ve been stewing over for a while, but it’s not in your best interest to approach your new boss about it before he or she even has time to observe your contributions to the team. Give a new boss at least six months before you start asking for a bump in pay.

After missing key milestones. If you’ve been unable to perform at the level expected of someone in your role, that should be a pretty clear indicator that you’re not ready to ask for more money. You should be firing on all cylinders on a consistent basis before you have that discussion.

During an unscheduled drop in. Bosses don’t like to be caught off guard on most issues and that especially goes for raises. Instead of popping your head in his or her office or bringing it up by the copier, schedule a time to have the discussion. That will allow you and your boss to be fully prepared.

During a recession or after the company just finished massive layoffs or both. Nothing says selfish than asking for a raise during an economic crisis—especially when the company you work for has just had to lay people off. Some companies are struggling just to keep their doors open. Gauge the health of the company you work for to determine whether or not any discussion about compensation is appropriate given current circumstances.

Shawn Graham is Director of MBA Career Services at the University of Pittsburgh and author of Courting Your Career: Match Yourself with the Perfect Job.

10:06 am | 2 recommendations | 8 comments

Would You Like Fries with That Outsourcing?

I was in the drive-thru of a national fast food chain the other day. As I placed my order, something seemed out of sorts. Was it their menu choices? No…that wasn’t it. The prices? Nope. Initially, I was surprised by thoroughness of the person taking my order. Not only was I asked if I wanted to order fries with my drink (something that usually doesn’t happen with any degree of regularity), but the person even asked me if I wanted lemon in the sweet tea (I didn’t even know you could get a lemon). When I pulled around to the ever popular “second drive-thru window,” (you know the one that only allows enough space for 2.5 cars to fit thus pretty much negating the benefit of having two drive thru windows?) I commented on her thoroughness. “Oh, we’re routing our drive thru orders through somewhere else…I think North Dakota” she responded.

Say what?

Let me get this straight--I’m in Pennsylvania ordering a sweet tea and a small fry and the person taking my order is in North Dakota? Now that I think about it, her accent did seem a bit off but at the time I attributed that to poor speaker quality.

That’s when it hit me. Anything can be outsourced…and I mean anything.

The benefits in this case are likely focused around resource optimization and quality control. Through a call center, they can reroute orders from franchises throughout the country without having to staff them on site. But I’m thinking the bigger benefit has more to do with quality control. As I said earlier, it probably was one of the most thorough orders I’d ever placed and, in an industry with ever shrinking margins and increasing competition, their ability to capture the add on sales can be huge. Outsourcing allows them to consistently train their staff without having to leave it up to individual franchisees.

The only thing I don’t understand is the inefficient use of the cashier. For now, we still need someone to stand at “the first drive-thru window” to take our cash. If that person isn’t the one taking your order, it seems that position isn’t being fully utilized.  What’s next on the outsourcing horizon? I guess we’ll have to wait and see.

Shawn Graham is Director of MBA Career Services at the University of Pittsburgh and author of Courting Your Career: Match Yourself with the Perfect Job.

07:08 am | 2 recommendations | 2 comments

Can your business win with “C-level” players?

Something I hadn’t given much thought until a consultant mentioned it during a training session last week. In his mind, if you’re going to “win,” the only way you can do so is if your team is made up of entirely “A” and “B” level talent. If you’ve got “Cs,” you’ve got to move them out and I mean yesterday. 

He used the example of the Chicago Bulls. And it’s hard to argue their results—the Michael Jordan-led Bulls racked up 6 NBA Championships in 8 years. Jordan was clearly an “A+++” player. Scottie Pippen was an “A” or “B” depending on who you ask. And the same holds true for Dennis Rodman and other members of the team who might not have been the strongest overall athlete at their position but who knew and could execute their role.  

And that’s what got me thinking. When the Bulls were making their championship runs, their centers were, if I’m not mistaken, a combination of the likes of Bill Cartwright, Will Perdue, Bill Wennington, Luc Longley, Scott Williams, and Stacey King. Collectively, at center, I think most sports fans would agree the Bulls had C-level talent. And that begs the question--in business can a team win with “C” players? 

As a manager, and in the interest of full disclosure also a big Phil Jackson fan, I would argue it’s more about your system and your ability to get the most out of every member of your team than it is rushing to jettison your C players. To me, the real question is about commitment. Are the members of your staff totally committed to your business and to the team’s success? If so, I believe it’s possible to put systems in place that will allow them to be successful (assuming they’re in the right position). For example, if you have someone who is interested in taking on more of a client-facing role but who struggles to think on his or her feet, you can develop a script of possible scenarios ahead of time that he or she can use as a guide. You could also develop a pitch book that can be used as a reference point to give otherwise open-ended conversations some structure. 

Had the Bulls roster been made up of all “A’s” and “B’s”, there definitely wouldn’t have been enough shots, rebounds, or assists to go around. Before you rush to get rid of your “C” players, look for ways you might be able to get them to fit into your organization. And don’t forget, a key part of being a championship team is coaching. Look for opportunities to get the most out of the players who are already on your squad. 

Shawn Graham is Director of MBA Career Services at the University of Pittsburgh and author of Courting Your Career: Match Yourself with the Perfect Job (www.courtingyourcareer.com).