Browsing: career matters

Kenneth Blanchard, author of “The One Minute Manager” and a management expert, said that the key to successful leadership today is influence, not authority. And the keys to influence are relationships, advises Farrell Chiles, author of “As BIG As It Gets” and board chairman of Blacks in Government (BIG) from 2002 to 2006. How can you — as an aspiring leader or current leader — build potentially pivotal relationships? Network aggressively, Chiles said in an interview. It is easier to win votes for a run for an elective office or gain support for your ideas from people who have previously…

As they say, information is power. So here are some information sources to help you increase your power to network, obtain advice, generate potentially pivotal contacts, get into the limelight and make strategic career moves. Leadership directories. Need intel on a particular fed? Gathering background information on hiring managers before interviews or on new bosses will probably help you to anticipate their emphases and to prepare effective pitches for them. Such background information may also reveal to you shared common ground that will help you establish positive rapport with them. One way to obtain such information is to download, for a fee, profiles…

Whether or not your boss requests from you a list of your achievements before he prepares your annual evaluation, you should submit one. Without your list, your boss will probably be more likely to accurately and completely remember what he achieved in sixth grade than what you achieved six months ago. How to convey your achievements in impressive terms: Begin with a concise description of your achievements; how your responsibilities increased; how you went the extra mile; obstacles you conquered, and any other overarching themes for the year. Use bullets, and start each bullet with an action verb — such…

My May 3 column explained how to give negative feedback and correct otherwise diligent staffers in a humane, respectful way. Some more tips. * Remember your purpose. Your negative feedback should be designed to provide constructive feedback that will help your staffers increase their contributions to your office — not to embarrass or demean or “gotcha” them. * Watch your voice. When you criticize or make suggestions to subordinates, your tone should be as calm, tactful and respectful as when you speak to your superiors. * Don’t pry into personal matters. Don’t relate your staffer’s mistakes to his personal problems…