Project U. Blog

Saying thank you – and acknowledging someone in your workplace for a job well done or a meaningful contribution not only can make your workplace happier – it can improve retention and performance.  

You and I don’t need to read all the polls and data to know that one of the top reasons people leave a job is because they don't feel appreciated.  Money is very important, but it only goes so far.  We all want to be recognized for the value that we contribute.  At work, a simple thank you and a show of appreciation can make all the difference.  Even Gallup, the research organization, has years of research that shows engaged employees are more productive employees. 

Case in point: Doug Conant former CEO of Campbell Soup believes that giving a pat on the back is an essential part of successful leadership.  Over a ten-year period, he wrote approximately 30,000 thank you notes to employees.  Moreover, there’s proof that his attention to employee recognition as a tool for increasing engagement paid off.   After he took the helm at Campbell, his corporate culture-rebuilding program “The Campbell Promise: Campbell Valuing People.  And People Valuing Campbell,” resulted in double-digit increases for five consecutive years at a company that had previously lost half its market value.  

If that isn’t sufficient evidence that gratitude has benefits in the workplace, consider the work of Robert Emmons,  psychologist and author.  He says that gratitude enhances our sense of self-worth, while at the same time strengthening social ties.  The best part, is that his studies show that expressing gratitude increases the not only the happiness of the receiver, but also of the giver!

With that, I just want to say, thanks for reading.  Wow, I feel better already! How about you?

Which statement is more compelling? 

“Responsible for advertising” or

“Reduced advertising expense 20% using customer data analysis while improving sales by 5%.”

Although both statements may have a place on your resume, using specific examples on your resume to provide concrete proof of how you’ve contributed to the success of past employers is critical.  

Your resume is not a laundry list of all the stuff you have done. It needs to show how well you fit with what the hiring company is looking for. Once you are clear about what skills and accomplishments are needed in the position for which you are applying, determine where and how your achievements match up. Highlight the skills and results that best demonstrate your track record of delivering the kinds of things they expect. 

Think about your experience this way:

1. What is this company looking for from this position? What situations/problems or goals have you worked on in the past that are similar?

2. What action did you personally take to improve or ameliorate the issue(s)? 

3. How did your action(s) positively affect the company?  Were there savings, improvements or increased profits?

Once you have a few examples of how your efforts made a difference in the past, pepper your resume with specific achievements that show how you made a difference.   You can also include results from volunteer positions if they demonstrate your ability in ways that match up to this employer’s needs.   Of course you shouldn’t fabricate, but do think about ways you can measure your contributions. Use numbers or descriptive language when you can.

Here are some examples you might consider:

• Corrected an internal problem

• Improved a service or a product

• Improved the appearance or usability of an item

• Increased membership or attendance

• Increased business

• Reduced errors

• Innovated new ways to get information, get things done

• Avoided a problem

• Saved money or time

• Increased awareness of the company, a service or a product

• Created, met or improved standards

• Devised or streamlined a system

• Increased customer satisfaction.

Think about it. A company wants to reduce its hiring risk. If you are a candidate who provides proof of your skills by using concrete, targeted examples (like mini case studies), you can increase the likelihood that you will get noticed - and hired.  

Experience says that you have a good chance of being dismissed for being "overqualified", when you apply for a position that offers less money or a lesser title than what you previously enjoyed.    Shouldn’t companies want to hire more experience for less pay and less title?  Not if you consider the risk from their point of view.  They want to hire the person who fits in, who sticks around for a while and who won’t be a problem.   After all, employee turnover and dissatisfaction cost a company money and heartburn.

In other words, HR doesn’t want you in their office a year from now telling them how inept your supervisor is, or how unhappy you are with your pay.  The CEO doesn’t want you quitting after six months when something better comes along.  Some studies estimate that the cost of replacing a new employee who leaves after a short time ranges anywhere from 85% to 145% of that employee’s salary.

So if you think you want that job, how do you overcome potential company bias? If you’re lucky, the employer will be direct and ask you if you are overqualified for the position - then you can be ready with a good answer. On the other hand, they might toss your resume into the rejection pile before you even get a call.

To prepare for either case, you can address the challenge up front – first with yourself and then with the potential employer.  If you are clear with yourself about your motivation for applying,   you will be better able to communicate why you aren’t a high-risk hire - thereby increasing the odds of getting the job.  

Start by asking yourself these questions:

• Can you honestly say that you are willing to stick around in the job for at least a year? 

• Are you willing to take direction (perhaps from someone younger or with less experience than you have) when you are used to being in charge?

• Is there a benefit that the position offers you (for example, personal development, or quality of life) that makes up for the lower pay or lower status?

If the answer is no to all of these questions, you are probably better off waiting for something else that is more appropriate for you. 

On the other hand, if you can honestly embrace the opportunity with a good attitude, and you can communicate your point of view effectively, you stand a better chance of staying in the game.

First, brainstorm all the benefits of taking this lesser paying/lesser-titled position. That might include learning something new, enjoying a short commute from home, or being part of a team again.  Then either prepare for your interview, or consider crafting a cover letter that includes your thinking.

Whatever it is, you want to clearly, honestly and convincingly communicate your intentions - in addition to selling the strengths and experience you bring to the table. 

Here are some examples:

• In a cover letter, or an interview, you can give specific examples of how and why you are willing and even excited about taking this particular position.  Share what you hope to learn; talk about the benefit of a short commute, or the work hours being perfect.  Make it clear why you are not only a great fit for the position, but also why this position is a great fit for you.  For example:

  • “While I’ve enjoyed management over the last several years, I miss the excitement of sales and look forward to working directly with customers again.”

  • “Now that all of my children are grown, I am less focused on salary and title, and very excited about the contribution that I can make working as a product developer for your company.”

• In an interview situation, you can reduce the company’s perceived risk  by suggesting creative solutions, like a trial period or a contract:

  • “I'm willing to commit for at least a year, and would be happy to sign a contract to that effect.”

  • "If you have concerns, why don’t we try a 30-day trial period so you can get a firsthand look at how my work style fits with your company?”

Get the idea? Your goal is not only to highlight your abilities, (like being able to hit the ground running) but also to alleviate concerns that might otherwise keep you from landing the job.  If you can convince yourself and prepare well, you are likely better able to convince them as well.

One of the most common complaints I hear from staff about managers and leaders goes like this, “When Jane comes in, she never says 'good morning' or 'hello' to anyone.  What’s up with that?” Employees notice this behavior. It often raises questions about their relationship with the leader in-charge, such as, “Does my supervisor care about me?  Am I important?”  While there are exceptions to every rule, generally, most of us are willing to work harder and better when we know that the person we work for, values us and the work we do.

“Good morning”, or even a brief, “Hi, how are you?”  is an acknowledgement of a person’s existence.  Acknowledgement is one of the most basic requirements for great leadership.  For most of us, greeting staff upon arrival requires little effort.  For some of us who have forgotten to take the time over the years to check in, (because we are thinking about all our deadlines, the sick child at home, or whatever!)  it may take some practice and getting used to, but it will be worth the effort. Saying hello to your team and asking how they are (with genuine interest) builds relationship capital.

Why should you care? Consider a recent Harvard Business Review blog post  by Daniel Goleman, co-author of Primal Leadership: Leading with Emotional Intelligence, and author of The Brain and Emotional Intelligence: New Insights and Leadership: Selected Writings.  Goleman writes, “You can be the most brilliant innovator, problem-solver or strategic thinker, but if you can't inspire and motivate, build relationships or communicate powerfully, those talents will get you nowhere. What Zenger and colleagues call the "interpersonal skills" — and what I call social intelligence — are the secret sauce in top-performing leadership.”

He adds, “Why does social intelligence emerge as the make-or-break leadership skill set? For one, leadership is the art of accomplishing goals through other people.”

So ladies and gentleman in leadership, managers who want to get things done and done well, please don’t forget the basics: Start by saying hello.

What is the top goal you have for yourself?  Do you need to find a new job?  Stress less?  Earn more money?

Okay, sit quietly.  Be aware of your breath for thirty seconds and decide to release all that you don’t need.  Then visualize and feel the feeling you will get once you have accomplished your most important goal.

Got that feeling?  That picture?  Hold onto it.  Breathe it in, savor it. Breathe out and let it go.

Now, make a to-do list for today, or this week.  On it, include at least two important tasks that you can do that will help you get closer to your most important goal.

• Look at your calendar. How can you make time today, or this week to get at least two of your goal related items started?  How much time can you give the important goal item today, or this week?  Start small if you need to.  Even fifteen minutes can be a great start!

Consider all of your time and how you spend it:

• What things do you have to do (obligations and commitments) today or this week?  Are they important?  Must you do these things?  Do you want to do them?  Can they wait?

• Are there less important things on your to-do list (or on your calendar) that can be postponed or eliminated? 

• What less important things can you delegate or request of others? 

• Allocate time to work toward your goals.  I don’t care if it’s think time, or gym time, or updating your resume; it doesn’t matter what it is. Schedule the time and stick to it, even if it’s only 15 minutes.   

At the end of this process, remember the feeling of satisfaction, happiness, ease, (whatever it is) that you felt when you pictured yourself having accomplished your goal. Enjoy it again.

Take a deep breath and get to work.  Start your day.  At the end of each day, ask yourself, did I invest time into the activities that are most important to me and will further my goals? 

If yes, give yourself a pat on the back. If not, ask why not?  What is getting in my way?  What can I shift or change in my life (or in my mindset) that will allow me to get to work on the things that what I care about?

Tomorrow, try it again.  Your time is your currency.  Invest it well.

I love Seth Godin’s October 2 blog post, that says, “What you do next is the most important decision in your career (or even your day). … With so many opportunities and so many constraints, successfully picking what to do next is your moment of highest leverage. It deserves more time and attention than most people give it.”

I couldn’t agree more. Since your time and energy are limited resources, how you choose to spend those assets will ultimately determine the course of your life.  What Godin doesn’t say, is how one decides to make the “right” choice of what to do next.

I believe that clarity is key to making the right decision.  Are you clear on what you want and why you want it?  What is true north for you? Acknowledging what you need and want is the first step toward getting your desires met.

Other questions to consider: Is your vision specific or general? Do you want to “make more money?” or do you want to “earn 30% more in the next year?”  Are your plans based on well-grounded assumptions, fact based evidence and instinct? Has the environment changed, or have you gathered new information that makes what you thought you wanted no longer the right fit for you or your company?  The lesson? Be open to new information; incorporate it into your plan if necessary.

To lead yourself and others, having a vision of your endgame is important.  If you can get clear about where you want to go and why, you can make a good decision about what to do next.

Remember what logician Lewis Carroll said, “If you don't know where you are going, any road will get you there.”

We often get stuck when we put our focus on the things that we can’t or didn’t do. The key to getting unstuck is to focus on what we can do. For example:

Even if you can’t lose twenty pounds by tomorrow, you can start eating less and moving more.

Maybe you can’t fix all your problems today, but you can begin to solve each problem, one-step at a time.

While you can’t change the way people behave, you can change the way you react.

Perhaps you can’t reform the government, but you can write a letter, vote and support the causes you believe in.

Action leads to progress, so don’t get stuck in a negative vacuum by focusing on what you can’t do. Make a decision about what you can do and do it.  Taking even one small step will move you closer to your dream.

A common question I hear from coaching clients is, “Why can’t I make a decision?”   Frequently, the answer is, because you are not ready. Either you need more information or you need to deal with the root cause of what is holding you back – like fear.   Rest assured, you will make a decision when you are ready to make it.  Usually, your gut knows when it’s time, like the gal in my video “Done”.  Often, you will commit to take action once the pain of staying the same is greater than the pain of making a change.

For most people who have decided, or who are in the process of deciding whether to make a big change, small steps are a good way to start, especially if the change is a scary one.  For example, if you suddenly want to change your career, you might not want to quit your job until you have done a little research and possibly some preparation.  Of course, there are exceptions to every rule. I hear many stories about people who just up and quit and do very well for themselves, but if you are not one of those personalities, then here’s a process for you to consider:

1) Create a vision of your outcome or goal.  See it in your mind’s eye as if it is already real.  Tap into the feeling of already having what you want: joy, satisfaction, thinness, safety, whatever it is.  Keep that feeling in your pocket. Revisit it from time to time, especially during times when you need motivation.

2) Think through, brainstorm and diagram all the steps you can take to get to your goal.  Consider various options and possibilities.  Try using a mind map,  a vision board or sticky notes…whatever works for you to map out a path.

3) Break each step or item down into small steps, and those down into even smaller steps.

4) Commit to taking consistent action on one or more of your small steps daily or weekly.  If needed, work with a buddy or a coach, and set up accountability for yourself.

5) Keep track of your progress, pat yourself on the back, and adjust your plan as needed.

Before you know it, one small step will lead to another and you will arrive at your envisioned destination.  In short, you are done - until it’s time for your next project!

Welcome! The Project U. blog is dedicated to providing wellness and career insights and tips on a regular basis. Many of the concepts come from coaching experiences.

There will also be guest bloggers and resources to intrigue and inspire. Please feel free to comment and share.   After all, this Project is all about you!