Do your employees remember to pack their hearts when they’re packing their lunches?  Are they merely going through the motions at work? Feigning “connection to the work” while in reality spending more energy avoiding trouble versus willingly contributing their personal-best?

As the leader or manager, how do you create “meaning” at work?

Do They “Get It?”

Have you heard the story about the custodian in a large federal complex in the suburbs of Houston?

He was going about his duties one day when a group of “suits” entered the building where he was working.  One of the executives asked the custodian, “So what do you do here?”  The worker smiled and replied genuinely, “I help put a man on the moon.”

The VIPs were heading into a meeting with NASA officials that day and happened to run into this dedicated gentleman who truly “got it” — he fully understood his role.  It wasn’t simply about cleaning toilets and mopping the floors.  His work had true meaning.  Because he was faithfully on the job every day, he helped create a spotless, VIP-visit-worthy space where other employees and visitors could enter and concentrate on their work at hand… putting a man on the moon.

This gentleman “got it”…  Not only about the organizational impact of his role, but the greater effects on a nation and perhaps the world.  Without him, dignitaries and decision-makers would be greeted by unsightly workspaces, leaders and workers alike would be distracted by and frazzled by trashy offices and unsupplied restrooms. Not at all what one would expect from the nation’s space agency.

Sometimes we get lucky and hire that golden employee who just gets “it” and lives “it” day in and day out.  More often than not, however, employees need reinforcing communication around why their job, indeed why they are important to the purpose of the organization.  It’s not so much that we hire duds but that in the course of staying busy, doing our tasks as managers and employees we lose sight of the bigger “why.”  It’s that old idea of not seeing the forest for the trees.  We get stuck in the weeds and forget why we’re working so hard to create a path through them.

Exemplary Leaders Encourage The Heart

Kousez and Posner’s decades-long research into what inspires employees and creates a “personal-best leadership experience” (that is the experience an employee has with her leaders) offers empirical proof of what it takes to inspire meaningful work.  From their The Leadership Challenge, 4th Ed. they point out the Five Practices of Exemplary Leadership.

Of the Five Practices resulting from Kousez and Posner’s research, this one — Exemplary Leaders Encourage the Heart — in particular speaks to creating meaningful work. To summarize and add my own editorial comments and personal examples…

Genuine acts of caring uplift the spirits and draw people forward. Best leaders want to provide a climate in which people feel cared about and genuinely appreciated by their leaders.

One of my “personal-best leadership experiences” was in the job where I stayed for more than 8 years despite knowing there was something missing (function/strengths misfit… but that’s a topic for another post). It’s true that people leave or remain because of people more so than the work.

One example that will stay with me as long into the future is one of my compassionate Vice President of Marketing who genuinely cared about me and my experience as a new mother seven years ago.  It’s tough if not seemingly impossible to put one’s child in the care of others to return to work but we do it.  My VP at the time was already a mother of two and understood the gamut of emotions I was having about returning to work.  I couldn’t not, from a financial standpoint, but oh boy were those first delicate weeks’ commutes filled with tears.   The conversation I remember specifically was her telling me to take as much time as I needed and could afford… that time with a first baby in those first precious months needed to be cherished… that the company would survive without me.  I think I took an extra couple of weeks off at her urging and some of my most treasured memories of early-morning play time with my now first grader happened during that brief window.

That VP showed she cared and cared deeply which drove my enthusiasm for for working for her much more than the work itself.

Gimmicky, feel-good events are quickly forgotten, so forget the Hawaiian shirt days and show them you genuinely care.

It’s part of the leader’s job to show appreciation for people’s contributions and to create a culture of celebrating values and victories.

As a young manager I was guilty of often forgetting to stop, breathe and take a moment to celebrate the small victories that my direct reports and I accomplished.  Like getting a 100+-page catalog to print despite major roadblocks… closing out the year with more sales through direct marketing than the previous year… launching a new website that created back-office efficiencies… and probably countless others.  With some time and experience managing direct reports — and remembering my own less-than-exemplary leadership moments from the earliest days of my career –  I did remember, sometimes, to thank them.

Have you had one of those “You know you’ve nailed it when…” moments as a manager? One of my few such experiences actually came as a shock to me.  It was when I made an effort to personalize my gratitude in giving a small “thank you” that I figured this one direct report in particular might like.  He commented on the small gift so enthusiastically, reporting just how much it meant to him.  Who knew that something as simple as an e-gift certificate for music downloads for the ever-plugged-in production manager would have such an effect. Huh.

Leaders also know that celebrations and rituals, when done with authenticity and from the heart, build a strong sense of collective identity and community spirit that can carry a group through extraordinarily tough times.

Before during and in the aftermath of 9/11 I worked for an international tour operator.  The year that followed was extraordinarily tough for the many not the least of which was the travel industry and anyone remotely connected to it.  We had several tours in progress when the planes hit and had staff and passengers stranded in various corner of the world for days before flights resumed and we could get everyone home.  When the last tour manager arrived safely at home and the last passenger was met by relieved family members, we celebrated.  Not with a big inappropriate party or other raucous event but by rallying behind one another in the face of chaos and terror, sharing our stories and experiences, finding and telling the “good” that came from tragedy.  In those moments executive management stepped quietly aside and allowed leadership from among the ranks to stand up, shine and demonstrate community.

Ideas for Action

Lastly, let’s get practical with just a few questions to consider as you work toward helping your employees create meaning at work…

1.  Connect individuals to the bigger “why.”

What inspires you? Gives you passion? What would inspire your employees and direct reports? In what ways are you working together to create the bigger “why”, the purpose for your organization?

2.  Personalize recognition.

How are you currently recognizing individual achievement and contributions to your organization’s purpose? How do you equip managers to reward, recognize and thank employees for a job well done?

3.  Reiterate the significance of each role.

How often to you reiterate the organization’s larger purpose?  then remind each individual contributor how they in their roles help achieve that purpose? Annually in the all-staff meeting and in the performance review?  Quarterly at management reviews? Monthly in the employee online newsletter? Or weekly/daily in informal conversations about the work at hand?

4.  Celebrate.

How do you celebrate team or organizational wins? Annual bonus?  Cost of living wage increase? Or something more personalized to each contributor?

For Further Reading

Short but sweet summaries and articles to further the point.

The Leadership Challenge, 4th Ed. – executive summary

Leaders Create Meaning, by Robert Whipple, Roberts Wesleyan College

The Importance of Doing Meaningful Work – from Forbes.com

What Makes Work Meaningful? – from PsychologyToday.com

In this job market, it’s not easy [or smart] to walk away from a paycheck in hopes that something more meaningful will *poof* simply appear. Creating meaning in the work you do now is a way, not only to make your current job better, but to set yourself up to be ready for a “dream job” when the right time comes.

Let’s keep this short and sweet shall we and get right to the tips for creating meaning in your work.

Live Your Values

First, you have to know what they are.  Try this exercise.  From this list start by crossing off those values that do not speak to you.  Cross out as many as you can that truly are not important to you.

From those that remain, circle only 10 that mean the most to you.

Can you now narrow it to 5?

How about 3? THE 3 most closely held values that define who you are, your behaviors, your attitudes.

Find ways every day to live your values… at work… at home… at play.  When we live what we value, life in general has more meaning.

Adopt a Service Attitude

It’s a commonly held truism in psychology that doing something selfless and serving others has very positive outcomes.  It helps minimize depression.  Lifts us out of the “woe is me” spiral.  Supports appreciating what we do have.

In short, adopting a service attitude is rewarding and uplifting.

So try this at work.  Find a way to help someone complete a project, meet a deadline, attack some mundane task that might be more “fun” if you do it together.  Something for which you expect no reward, recognition or return of the favor.

In the process you may discover some latent passion that was just waiting for the opportunity to be put to good use.  Then consider… how can I get to do more of THIS every day? In my current job? In my next job?

Push The Limits of What You “Love”

Seriously, what do you love to do?  Are there other tasks, activities, projects, you can jump into at work that you might at least like?  Even a little?  Push yourself to try volunteer for something new.  Yeah yeah, it’s more work, but what if if makes all the difference in your day?  Wouldn’t that be worth it?

And what if, after all this, you discover a new talent, a new passion, a new purpose that you can carry over into your next job?

Let me know how it goes!  Post your comments here.

And On That Note…

Used with permission from the artist himself.

According to a recent Society for Human Resource Management (SHRM) press release, the majority of the Human Resource (HR) professionals and managers surveyed agreed that employee turnover will rise significantly as the job market continues to improve.

56% of HR professionals surveyed agree that turnover will increase. Not might. Will.

If organizations intend to keep their best employees from jumping ship, retention efforts need serious attention. Now.

In addition to running MPOWER Consulting, I am Managing Partner and Director of Homework of Masse Family Enterprises (i.e. wife and mom at to my great family).  In that position, I had a recent “retention lesson” that is absolutely applicable to the workplace.

First, a Little Backstory

Just this weekend I was helping my first grader with a report on Neil Armstrong that he will present before his class this week. How excited I was that he selected a true American hero as his subject. I jumped right in to help and before you know it was micromanaging the whole show.

With my son’s “help,” I emailed the offices of The Space Foundation (HQed right here in Colorado Springs) and asked for “props” we could borrow. Mission accomplished: my 7-year-old has a large, colorful poster of the famous photo of Buzz Aldrin suited up standing on the moon with Neil Armstrong’s reflection in his helmet; a stack of books we used for reference for dates and more; a “footprint” lapel pin of the first, one small step for man; and a NASA-logoed lunch bag that proudly carries his peanut butter sandwich and applesauce today.

Next step, filling out the homework paper with the content of his presentation. Oh, my son will deliver a Nobel prize winning report of literary perfection! Well, let’s at least make it interesting for a class of fidgety first graders.

We establish ourselves at the kitchen table and set to work. And it all goes downhill from there.

Micromanaging At It’s Finest

I want him to add more content for the “WOW” factor; he’s content with a few sentences that answer the question to stay precisely on point. I suggest he repeat the celebrated words Neil Armstrong made famous upon setting first foot on the moon; he agreed but reluctantly. I pushed to hurry up and get it done so he could play; he was visibly tired and needed a break.

He was frustrated at me for “bossing him.” I was weary because he didn’t want this to be the report I wanted it to be and wasn’t sitting still long enough to just get it done. I was not paying attention to the way he wanted to do his homework. We were not working together. And I was spending more time outlining “better ways” to do it versus praising him for doing it well his way.

At the very least, we needed a change of scenery. I asked where he’d like to sit. “On the couch.” Off we went, smoke clearing, frustration calming. He finished the written portion and when asked if he wanted to practice the obvious answer: “No.” He was done. “Disengaged” to say the least.

Creating Disengagement

Could you blame him? As the “manager” I assumed we shared the same vision for his report. I pushed for him to do it the way I would have done it. I forgot that he mainly needed me as a resource, to help read complicated websites and other resources to get essential information. And along the way neglected to tell him what a nice job he was doing.

Bad… bad manager. I created disengagement and of course the little project that was supposed to fun “Mommy & Son” time not only took longer than needed but put an emotional dent in our quality time. We were not as productive as we could have been, not as efficient, and the results… while the report is “effective” in the sense that my boy does have a presentation to deliver this week our relationship took a minor, yet hopefully only momentary, blow. What do you think he’ll think and do the next time he needs my help on his homework?

Leaders and managers, the lessons from my mistakes are undeniably applicable to the workplace.  There IS a better way.

1. Respect ‘em.

It starts with understanding employee needs from every perspective. Not just the over-emphasized tools and resources or even how much of your time they may require. Most importantly, it begins with understanding their unique modis operandi or M.O. – literally what their brain needs conatively in order to do their best for you.

Managing “Fact Finders”: They need and naturally uncover all the relevant facts, figures and data. Give them time to research and prioritize the necessary details that ensure they will give you the most strategic decision.

Managing “Follow-Thrus”: They need and naturally create order and systematic approaches. Empower them to create a solid plan that keeps the project organized and expertly managed. They will actually see it to completion.

Managing “Quick Starts”: They need to experiment as they are natural risk-takers. Give them leeway to brainstorm ideas, jump in head first to try out a few, learn from their mistakes and suggest creative ideas for new projects or new ways of tackling strategic goals.

Managing “Implementors”: They are your “hands-on” employees.  They need to and naturally create quality, long-lasting solutions. No thrown-together shoddy craftsmanship allowed. Give them time and resources to test their ideas and plans before rolling out the final version. Never have to “go back and re-do” again because the first implementation was the right implementation.

In other words, don’t do what I did with my son. Rather, understand the way THEY work best and let them do it. When employees are given tasks and activities that are a mismatch in terms of how they naturally solve problems, make decisions and take action, managers and leaders are forcing them to work against what is natural. It takes longer and the results often don’t meet expectations.

Multiply this by the number of individual contributors to calculate the cost loss of productivity in an organzation. Conversely, when you have the right employees in the right roles (that is, a role that allows them to do what they do best naturally) imagine the organizational cost savings and increased earning potential resulting from measurably higher productivity.

2. Train ‘em.

Of course there are cases where tasks must be accomplished in a specific way… to meet quality standards, ensure personal safety, guarantee efficiency. Invite employees, based on their natural inclinations as outlined above, to be partners in creating those solutions, empowering them to contribute their personal best (again, based on above). Then train them – and train them to train others effectively – on these best practices for reaching the common goal – be it improved quality, personal safety, higher efficiency.

And by all means, train managers to manage. A vastly different skill set than any “technician” role.

In other words, again, don’t do what I did with my son and expect him to do it my way without talking to him first about what his ideas were for how we would get the project finished. We did not agree ahead of time to how we would work together resulting in wasting time being frustrated.

Multiply that by the number of employees and teams in your organization to calculate the cost of lost efficiency. Ouch. On the other hand, when a true culture of collaboration exists – we agree on the goals, define clearly how we will work together toward that end, and we rely on one another for what each does best – how much more efficient (and therefore cost effective) we are.

3. Reward ‘em.

As managers and leaders we are quick to correct “bad” behavior. Reprimands, development plans, official warnings are all to be documented, in fact.

As parents, however, praise seems to come a little more naturally (indeed, I hope… “When you cleared the table, it really helped make clean up faster, and we got to play your game sooner!”). How often is this same idea forgotten in the workplace?

Especially after surviving the economy of the past 2+ years, employees are feeling overworked, undervalued and just plain ol’ disengaged. Rightly or wrongly, their perception is their reality, and many are ready to jump ship. In a January 2011 survey conducted by Harris Interactive in conjunction with CareerBuilder North America, 76% of the 3,900 employees surveyed indicated they were ready to leave current jobs for the right opportunity. Is their mind 100% on the work at hand?

More surprisingly, rewarding them with more money was not what would keep them on board. 68% reported that affordable benefits were more important than salary.

In fact, more money is rarely the answer for keeping best employees, especially when they feel disengaged.

Published in 1999, a study by Kenneth Kovach of George Mason University compared employees’ ranking of what they wanted from their jobs with what their bosses thought was important to the associates. “Good wages” was fifth for employees after the more important:

1. Interesting work – interesting to them not the manager; in my view interesting = a good fit based on M.O. + “meaningful” to the individual
2. Appreciation of work – a simple, inexpensive “thank you” may suffice; thank you note, family pack of movie tickets, gift card for lunch to a favorite restaurant, an extra vacation day…
3. Feeling “in on things” – knowing what the rest of the organization is up to… breaking down the silos as it were… and, they may surprise you with creative solutions to challenges outside their job descriptions
4. Job security – how much more engaged they are when they don’t have to worry about their basic needs?

Again, lessons from the homework assignment… Only when I saw that my son was completely disengaging from the work, did I bother to make changes to how we were working together. In the end, “good job!” praises flowed but was it too late?

I made it up to him with a matinee showing of “Megamind” and Whoppers. It wasn’t too late for us.

Organization leaders and managers take heed: Work now on creating respect, getting the right people in place and training them, then rewarding them with what’s meaningful to them so it’s not too late to keep your best employees from jumping ship.

If you’ve seen the movie “Office Space” you’ll remember the scene where the female coworker overhears the main character, Peter, saying he’s about to lose it because his commute stinks, his bosses are idiots, his work is meaningless and he thinks his girlfriend is cheating on him.  “Uh oh…” says the Sally Sunshine coworker.  “Sounds like somebody’s got a case of the Mondays.”

Not to be crass but, really, you want to inflict on her exactly what Peter’s neighbor suggests. (Rated R for language; not for little ears.)

Let’s Get Real

In all seriousness, do you have a case of the Mondays?  Every day?  Do you feel this way at work?  Stuck.  Wishing for something better.  Knowing that there just has to be more to work than TPS reports (again, from “Office Space”).

A few words of encouragement:

• YOU control your professional and career development. Not your boss or the company you work for.  It’s up to you to make something positive happen… and YOU CAN DO IT.
• And, a favorite idea from Claire Colvin, Senior Editor for TruthMedia Internet Group, your job does not define you but how you DO it does.

How do you show up at work now? Are you pouting or positive?  Do you mope with a little black cloud over your head or do you find something productive to do every day (or at least week) that is in alignment with your career goals and personal brand?

It starts with clearly defining what you want from your career and what you want to be known for (your career vision), then making those opportunities happen for yourself even in — especially in — a job you can’t afford to quit.

Because here’s the best news: It won’t last forever if you are intentional about reaching your career goals. You can start looking for a new job whenever you want.  In the meantime, until you find something “better”…

Add Something New

Find … better yet create … an opportunity for yourself at work to shine.  To do what YOU do best.

Fact Finders: Find a new or existing project that needs your data-digging strengths.  A new research project, a feasibility study, a fact-checking assignment.  You naturally need and seek the facts, figures, data to justify and prioritize your work.  Volunteer to do what you do best to make sure work the company is doing is worth the investment of time, energy, money.  The natural strategist, you’ll make sure what everyone is working on helps move the company toward meeting its business goals.

Follow Thrus: Is there a project that isn’t being managed as effectively as it could?  Without ruffling feathers of the current project owners, offer your natural expertise in creating a plan, defining the steps, helping to manage those steps and measuring the results.  It’s what you do… you can’t help it.  Put your talents to use to help your team or organization complete what they’ve started and measure the outcomes.  The natural project manager, you’ll make sure it gets done.

Quick Starts: You’re the natural brainstormer.  Are any of your colleagues “stuck” and can’t seem to think what to do to make progress on a project or set of tasks?  You are the natural “unsticker.”  Offer to brainstorm different solutions with your counterparts to help them work their way out of the paper bag and get moving again. You’ll save them from wasting time in “analysis paralysis.”

Implementors: You strive for quality outcomes, not just band-aid quick-fixes.  Jump in and support a project that needs “beta testing” before a full roll out.  Run the project through quality tests to ensure the biggest bugs are worked out before the whole team or organization has to implement something new.  It’s what you do best!  You’ll have your company time, money and other precious resources.

Delegate Something Old

Is there something in your job description that you’ve done a 1000 times and, well, you’re “over it?”  Could it be a development opportunity for a junior colleague?   A chance for growth for someone else on your team or someone you manage?

Three reasons to delegate it:

1. When you delegate a task, activity or project that empowers someone else to put their strengths to work and do what they do best, you’re not only giving them the opportunity to show the team and organization what they’ve got but you’re increasing their level of engagement.
2. When you give it away to someone whose natural talent(s) fits the task, that task will be accomplished more productively and efficiently than if you try to complete something that pushes you against your natural modis operandi (M.O.).
3. When you give up one thing, you’re freeing yourself to take on more in your role to fit your unique strengths… to do what YOU do best.  Please reference “Add Something New.”

Stay Positive

Get rid of the black cloud.  And fast.  No one likes to work with a Negative Nelly (or Ned).  Fake it if you have to for a while.  But put on a positive attitude and focus on doing something productive.  Especially if you suffer from what I call “workplace depression,” the best cure for on-the-job doldrums is helping someone else accomplish something great.  (See #2 on this list of 10 tips for staving off depression.

The idea of “employee engagement” isn’t foreign yet it seems that few organizations give the idea little more than lip service. In a recent Financial Times post, one CEO makes clear the business value of an engaged workforce.

To illustrate his underscoring the bottom-line importance of an engaged workforce, consider this. Think of the potential damage to the brand of and customer loyalty for an organization in which customer service is delivered by disengaged — or worse yet disgruntled — workers who don’t care about the mission or vision much less the product or service or even customers. What will the “customer experience” look like? And in a recession (recovery?) consider how especially detrimental the effects.

Conversely, think of the different experience a customer will have with an organization whose employees are truly “engaged” and not just willing but enthusiastic to participate and be fully present in their jobs. A much prettier picture, non?

Now, is it easy to achieve a fully engaged workforce? Nope. Is it worth it? Well, are higher productivity, increased efficiency, more effective results and higher profits “worth it?”

Focus on Them in 2011

Engaged employees who participate, collaborate and produce results through true teamwork are valued not only for the fact that they are warm bodies completing tasks day in and day out. They valued for what they uniquely bring to the work of the organization, given opportunities to use their brains and participate in tackling real organizational challenges (you did hire them because they were smart, right?) and enthusiastically fulfill their role in pushing the business forward.

Align Employee Strengths with Business Objectives

Managers and leaders select people for what they bring to a role and to the enterprise and for how they personally can help an organization achieve its goals. Then, in too many cases, on day one instantly forget why they’ve hired them… for their natural talents, skills, knowledge, experience… and treat them like minions who must be given direct orders and micromanaged at every step.

The formula is actually quite simple.

1. Pinpoint the global organizational goals and objectives.
2. Then hire the right people to accomplish those goals, not just for performing mundane minutia.
3. Create a clear vision for that role’s importance in meeting the 30,000-foot objectives.
4. Guide the employee in contributing her personal best every day.
5. Constantly make a clear connection between her individual contribution and the organization’s ability to achieve its strategic objectives.

And it starts with getting not only the right people on the bus, but the right derrieres in the right seats to drive organizational success.

Re-Evaluate Role Fit Enterprise Wide

Organizations preparing for or recovering from downsizing, reorging, “right-sizing”… whatever we call it… tend to reassign roles based on “proximity.” Think about it… a marketing department has been “downsized” and now the golden-girl graphics guru suddenly inherits trade show logistics responsibilities because one of her colleagues who was let go once owned that piece of the marketing pie. “Well, we all have to pitch in now,” is not an uncommon managerial response.

Agreed… but how much more effective the results of the work if we considered first

• Recording and analyzing the strategies and activities necessary to achieve business goals.
• Comparing that to the inventory of employee strengths (see above).
• Inviting employees to participate in defining new roles based on maximizing the talent within the organization (vs. assigning by proximity).

Which methodology – roles according to strengths vs. proximity – will surely result in increase collaboration, higher participation and plain ol’ better business results?

Otherwise, Suffer the Consequences

New claims for unemployment benefits dropped more than expected [in December 2010] to their lowest level in more than two years, suggesting the labor market recovery was gaining strength.

~The Economist, Dec. 30, 2010

In addition, several surveys point to a trend in growing dissatisfaction among American workers. The reality of the job market of the past two years, however, has allowed the “You should just feel lucky to have A job” brand of management to rear its ugly head. However, Employees previously afraid to jump ship are going to turn their attention to the improving job market to find an employer who does value them and their participation.

When they do, say buh-bye to your highest performers and hello to increased personnel costs in selection, hiring and training.

Tune in to your own strengths and needs first so it’s easier to articulate the value you bring to the business.

“How do I solve problems, make decisions, take action?”

Because isn’t that what you do all day, every day on the job?

We each have a unique way of doing these things, our M.O., that is hardwired for a lifetime.  Unlike skills that can be learned or personality that changes over time, our M.O. is hardwired.  And how we use that circuitry is instrumental in career success when we embrace our M.O…. or failure when we try to “do it” someone else’s way.

Start with identifying how you uniquely tackle challenges when they come up at work:

• Look for all the information to help make sound decisions?
• Create order from chaos, creating a work plan, schedule, charting a course for mitigating the challenge?
• Jump in and figure it out as you go?
• Create a “model” of the solution and beta test for quality?

Your way IS the right way… for you.  Start with understanding your unique M.O. then sell yourself as the ideal person for the functional role that allows you to operate “in your zone.”

“How do I want to make a difference, a true, positive impact?”

What does meaningful work look like to you?  It’s different for everyone.  For some it’s the honorable pursuit of finding the cure for cancer.  For others it’s closing a sale.  Forget what society, the boss, your colleagues, significant others say is the right thing to do and take time to define what “meaningful work” looks like for you.  What would make you jump out of bed every morning and think, ” I GET to go do this today!”?

Then focus on finding opportunities to make that kind of difference.  Even if it means adding responsibilities to your current role or finding a job that pays a little less in exchange for a purpose.  There’s more to a job than just a paycheck!

“What kind of environment brings out my best work?”

And by environment we mean everything from your personal workspace to the people you work with and for.  Get intentional about articulating exactly that you need to do your best work.

• Office with a door for quiet focused work?
• Windows and bright colors to give you energy?
• Open space for open collaboration and constant sharing of ideas?
• Being outside?
• A boss who allows you to work from the occasional coffee shop for a change of scenery?
• Colleagues who share your sense of humor? Values?

Understanding this about yourself will help you know to whom to attach yourself politically in your current role, what to ask for in terms of workspace and justify why you need it.  It also helps job seekers ask the right questions to know if a new company is a good fit culturally.

Your actions should be based on this one simple rule:

“People don’t care how much you know until they know how much you care” – John C. Maxwell

And when they know how much you care, you are no longer “just another job seeker.”  You’re someone worth telling others about.

RELATIONSHIPS, RELATIONSHIPS, RELATIONSHIPS

Tis true.  It’s about much more than just getting out.  And while the getting out part is indeed the first step to repowering your search, it’s what you do with the time you spend out there that truly counts.

Once you have made the decision to disconnect from the computer and all the online job boards to attend functions with other live human beings, your goal is to make connections and create mutually beneficial relationships that can help you in life as well as your job search.

Some tips on how.

BE AN EXCELLENT COMMUNICATOR.

Don't be THAT guy.

First rule of excellent communications: LISTEN.  When you’re out networking make it your goal to be the best listener in the room.  Take notes if you need to to remember key conversations and those with whom you spoke.  A quick note on the back of the other person’s business card to remind you of that one critical thought or piece of information will prove valuable when trying to recall who said what.

When it is your turn to talk, you have to be exceptionally clear about what you want, what value you — and only you — offer, and be able to articulate this for others to “get it.” Work on honing that 30-second “elevator” pitch to answer “what’s in it for you or other potential employer if you hire me?”  Indeed, why YOU over the job search masses?

ROLL UP YOUR SLEEVES.

While listening you’re bound to pick up on other’s needs that you can fulfill.  Even if it’s mowing the lawn for the grandma of the CPA you just met… doing the make-up for the Realtor’s 17-year-old daughter for the big Homecoming dance… teaching an entrepreneur QuickBooks to create a more efficient billing process… Introducing another job seeker to one of your contacts who might help them… The point is listen and find something you can contribute to making the other person’s life a little easier.  And if you can fill a need that aligns with the work you are looking for, all the better.

BE THE EXPERT.

Give presentations to local groups. Blog.  Post and answer questions on LinkedIn.  Rally groups on LinkedIn.  All around a topic related to the work you want to do.  Tweet about news-worthy industry trends.  The more you show you know what you’re talking about, the better.  This is especially true when you are trying to make a career transition into a new role or field in which you may not have the most experience of all possible candidates. Just be aware of how you come across. Strive always to provide information that is practical, applicable, useful.  Not to puff up your own chest.

CREATE CHAMPIONS.

All this work will pay off as you create “brand champions” for YOUR personal brand.  You become “referrable” as a job seeker.  Your resume becomes “forwardable” because they like you and want to help.  Remember, we all do business with (and hire) those we know, like and trust.  Work to establish the relationships and position yourself as the “go to” gal or guy for the work you want to do, and you’ll have people touting you when you’re not even looking.

STAY AUTHENTIC.

The trick here is to be the expert, the one worth referring with personality.  When you show a little of who you really are while imparting information your “audiences” can’t live without, you endear yourself in an emotional way.  Think Marketing 101: it’s about engaging people on a personal, emotional level so they’ll trust and appreciate the information.

And let’s face it, no job — unless you are truly desperate financially — is worth checking your personality, your strengths and natural talents, your instincts at the door.  Can you do it?  Sure.  I worked for 15 years in a career path that was all wrong both from a functional mismatch standpoint (my strengths were not what the job required) and the cultures I was in didn’t appreciate my goofball personality.

I’d would be happy to share my story in more detail to help underscore the all-importance of this:  Stay authentic.  No matter what.

If you’re like most job seekers, you’re spending your day searching job boards, sending your resume fiendishly to anything that looks close to what you might want to do and crossing your fingers that someone…ANYONE… will just call you in for an interview.

My friends, it’s time for a change.

First… So you’re feeling a little… let’s face it… unmotivated, maybe bordering on apathetic.  It happens to all of us at one time or another so first, please know: YOU ARE COMPLETELY NORMAL.  You’re allowed to have your feelings, and I always encourage family, friends and clients alike to REALLY FEEL them.  What you’re going through right now is no fun to say the least.  But I also would not be doing my job and fulfilling my mission if I were to let you stay there too long.

So this is your official kick in the pants.   Get up.  No, really, right now.  Stretch.  Take three deep mind-clearing breaths.  And set your mind to GET OUT.  Out of your doldrums AND out from behind that computer.  That’s right: it’s time to DO SOMETHING DIFFERENT.

“GET OUT? BUT WHERE?”

My strongest recommendation for your “theme” for the next month:

GET OUT! Step away from the computer and get your face out there in front of people who can hire you, recommend you, refer you.

Some ideas (and I and other readers welcome your comments below with more suggestions!):

CHECK THE CHAMBER. Does your local Chamber do ribbon cuttings for new members?  You will find attendees to these events aren’t the typical cast and crew of most networking events.  Go and be ready to introduce yourself to all the new faces.

ATTEND GRAND OPENINGS. Keep an eye out for the businesses that are opening their doors at grand opening events.  Again, not the usual cast of characters and a great way to meet the people from the surrounding businesses.  Open houses, too.  If you know of businesses holding open houses, go!  For all the same reasons noted above.

GET SOME CLASS. Go to a computer class, a LinkedIn class, a class related to your hobby (art, cooking, wine tasting, pottery, quilting, golf, exercise, fly fishing…), something that engages your brain, helps you learn a new or keep up a skill, gets you into a space with others who are doing the same.  The trick is you cannot be shy.  Again, introduce yourself and start to make new connections.

“MEET UP.” Love hiking?  Speaking a foreign language?  Check MeetUp.com for local “meetups” in your area to find like-minded people who enjoy the same activities you do.  You’ll have one thing instantly in common and may find that will accelerate the ice breaking to start talking about how you can support one another in other ways.  You support them with what they need; they’ll support you in your job search.

VOLUNTEER. Everyone and their grandmother will tell you that volunteering is a great resume builder and that volunteers often have the first “in” for positions as they are available.  (“Duh,” Meredith.)  But I’m talking about volunteering for the sheer joy of helping someone (or some “thing,” cause, crusade, etc.) else other than yourself.  Go give to someone else selflessly for a day.  Consider volunteering for a cause where you stay busy helping others and focus on their challenges rather than your own.  Helping others gives you the satisfaction of knowing you are making a difference in the world.  That alone will elevate your mood. And don’t ignore those other volunteers.  Have I said it enough? Introduce yourself and really connect with the other volunteers.  You never know who they know.

GO TO LUNCH. Schedule lunch with former colleagues, community connections, employed friends and others who might know people you need to know who can help in your search.  Buy them lunch (or coffee) in exchange for time to tap their expertise.  Tapping into their ego in this way works.  EVERYONE loves to be asked for their expert $0.02 and advice.  Everyone.  And it gets you out of the house.  Be prepared with specifics you want to ask about.  Make the most of your time and theirs.  In the process you’re starting to create champions and advocates for ” Cause: You.”

ASK. All this “getting out” is all very well and good, but make the most of it and ask people with whom you are developing these relationships for help with exactly what you need: introductions and referrals.  Get specific: “I would love to meet anyone who works in XYZ industry, ABC company or holds 123 position in an organization.  Do you know someone like that you could introduce me to?” Or “I saw an opening at ACME Company and remember you mentioning you knew people there.  Would you help me be get my resume in front of some people there?”

FOLLOW-UPING. My friend TC of Very Direct Marketing coined the term to replace that nasty “c-c” word we all hate (Cold-calling).  As you GET OUT and build your “database” (little black book, contacts in your Blackberry, friends on Facebook, connections on LinkedIn), you have to stay in touch.  Contact them at least once a month to stay top of mind (another favorite TC-ism) and remind them how they can hep you.  This includes your best friend’s mother, the manicurist at the salon where you get your hair done even if she doesn’t do your nails, the guy at Goodyear who changes the oil in your car, your favorite bartender and her manager.

“WHY BOTHER?”

BECAUSE NETWORKING WORKS.

“But, Meredith, I hate networking.”

Maybe this will help motivate you to change your mind:

• 75-85% of job openings are never published on those job boards you so love to spend your time on.
• Even better, 70-80% of job seekers report finding their “next position” through networking.

Enough said?

“WHAT DO I NEED?”

A kick-@$$ resume. Even with all the social media in the world, you still have to have a resume.  Consider it your personal brochure that answers, “What’s in it for me if I hire you?” every hiring manager is asking. (Resume help here!)

A decent 30-second “commercial” describing what you’re looking for, what you offer and how others can help.  Again, the more specific, the easier it is for people to know how to help you.

Personal business cards. Yes, get business cards even if there’s no company and title to put on them yet.  Include all your contact information and consider using the space on the back of the card to put some “promotional” wording about why YOU are the best one for the job.  VistaPrint.com has a nice selection of FREE business cards.  You pay shipping.

A little courage. I promise, with practice, it gets easier.

Again, step away from the computer.

And when you do, report back here!  Tell us about your successes.  Recall your funniest snafus.  Let us help you refine your networking techniques to help you land that job faster!

One in particular asks, “Job searching without success?”  The reasons given by job seekers for being overlooked and remaining un-(and under-) employed are many but a few clear themes stand out.  Here’s what they’re saying… and what to do about it… starting with your resume.

“I’m Not Getting Called for Interviews.”

IYRS… It’s your RESUME, silly.  The sole purpose of your resume is to ensure you survive the automated keyword search, make it past the HR department screeners, land on the hiring manager’s desk and have her think, “WOW… I HAVE to call this one in for the interview.”  Then, of course, the trick is to impress the hell out of ‘em in person.

If your resume reads like a job description of your current and past positions, you’re sunk.  Likely the 100s (if not 1000s) of other applicants applying for the exact same position can claim the same experience in the same tasks.  Sorry, but it’s true.  What the potential employer actually cares about is whether or not you can produce results.  Specifically results that will make or same her money.  Demonstrate the VALUE you will bring to the next job by articulating results you’ve produced in the past while a showing a bit of your personality to help them understand if you’re a good cultural fit.

[Stay tuned for a follow-up post outlining How to Avoid 3 Big Resume Mistakes.]

“I’m Too Old.”

Ageism is alive and well in this economy despite what all my HR friends are saying.  I know too many Boomer s(and older) seekers who complain about being overlooked.  So, unless the dates of your education are recent and important (you just received your PhD in Organizational Leadership, your MBA in Marketing or your BS in Information Systems), leave dates off that point to your age or a professional career that is more than 20 years old.  Same goes for certifications and awards.  List them, leave off the dates.

“I’m Overqualified.”

Position your experience as a Unique Value Proposition to the employer.  Show them that you can produce results the day you step foot in the door and connect those results to their future success.

You also do not need to give the history of your professional life back to the first job in high school, college or post-graduation.  Dedicate the precious real estate on your resume and LinkedIn profile to the MOST RELEVANT experience.  And, yes, it’s OK to tone down your past job titles.  I know many a returning-to-corporate-American entrepreneur who list themselves as “Director of Business Development” or “Operations Manager” in companies they’ve owned.

“I’ve Had Too Many Jobs.”

Job hopping is somewhat expected for Gen X- and Yers though Boomer hiring managers still roll their eyes if you haven’t managed to stay in one position for more than 2 years.  Minimize the appearance of job hopping on your resume by eliminating the months and taking out any insignificant positions you were in for only a fews months especially when that position has no relevance to the position you’re going for.

Try It And…

Report back.  If making these simple changes continue not to get you noticed, I want to know so we can delve deeper and get you The Job, not just another paycheck.  ASAP.

What Is A Brand?

A brand is so much more than your logo, your signage, your tag line. A brand is a promise… It is the promise put forth by a company, product, service or individual to key stakeholders as to what they can expect from said company, product, service or individual.  In short, it’s the sum of all experiences a “consumer” has with the entity that produces the emotional and psychological relationships between the entity and its “consumers.”

So, that said…

Do You Have a “Personal Brand?”

The answer is always yes.  Whether you have been intentional or not about creating it, you do have a brand.  You have a reputation, something or several that you are known for whether you want to be known for them or not.

The key to effective personal branding is to be intentional.  You must know who you are, what you stand for, what value you offer then demonstrate that promise to the world.

And as with company, product and service brands, your personal brand is best built on your UNIQUE VALUE PROPOSITION (UVP).  That is, the unique value only you bring to any situation — on the job, in volunteer capacities, at home — that no one else can offer.  What place do you own in the minds of your key “stakeholders?”  What do you want to be known for?  What promise do you make to your “consumers?”

Your UVP.

You add the most value when you are true to what you do best: your innate strengths, your natural talents, your unique instincts that make you YOU.

Once you understand these things about yourself and are ready to embrace them fully and shout your UVP from the mountain tops, the next step is to demonstrate that you are in fact already that person.

For a business owner, your UVP to your customers might be that you are easy to do business with, especially compared to your competitors.

For a leader or manager, consider creating your UVP for your employees as one who empowers your people to focus on their strengths to add the most value to bottom line results.

For an employee, your UVP ought to be that you are The One to turn to for those things you do better than anyone else on the team.

For a career changer 0r job seeker, focus your UVP on the value you will bring to a potential employer by doing what you do best naturally.  It’s just what you do and you’re really good at it!

So What?

Why care about personal branding?  In this day and age of faster-than-the-speed-of-light, reputation-demonlishing social media (did you hear about the fake BP Twitter account?), you have to own and manager your brand as fervently as you would your teenage daughter’s reputation.  Seriously.  Because if you aren’t intentional about it yourself, someone else will undoubtedly manage your personal brand for you.  Why leave it to chance?

Here are some ideas on “how to.”

10 Commandments of Personal Branding

10. Own Your Brand

• Be intentional about developing your personal brand or others will create it for you.

9. Be Consistent

• Facebook or face-to-face, send the same message.

8. Appearance Matters

• Don’t dress for the position you have. Dress for the position you strive for. Same goes online, too.

7. Stand For Something

• The most memorable brands have a point of view. What’s yours?

6. Stay Focused

• Act in alignment with your values and your ultimate vision and goals.

5. Do Unto Others

• Demonstrate how you wish to be treated and do for others what they need from you. You go first.

4. Create Brand Champions

• Equip your network to advocate for your brand.

3. Keep It Personal

• Face-time and other personal touches earn the most points and show you care.

2. Don’t Tell. Do.

• Demonstrate your brand in your words and actions. Walk the talk.

And the #1 Commandment…Authenticity. Authenticity. Authenticity.

Be true to YOU: your strengths, your values, and the value only you can add.