Gone fishin'

Everyone needs a break every now and then, and so I am headed off for a brief summer hiatus. I'll return to this blog in late August or early September with a new series of management insights to share with you! Enjoy your summer!

Gen X and Y appear to have an image problem.

According to a recent survey by JobFox, recruiters aren't too keen on Gen X or Yers. Only 20 percent said they were "generally great performers" as compared to 63 percent who said baby boomers (age 43-62) were great performers.

Ouch.

It gets worse. According to press materials, Gen Y (people under age 28) was also classified as 'generally poor performers' by the largest number of recruiters polled. Thirty percent of recruiters classified them as poor performers, followed only by 22 percent of recruiters who classified seniors as poor performers..

Double ouch.

But JobFox's CEO Rob McGovern thinks that managers and recruiters are missing the boat. Managers, he says, must "learn new ways to incorporate Gen X and Y views into the workforce."

OK, I agree. Managers and recruiters always need to be looking at how they can use an individual's strengths to help a company and boost the bottom line.

But I think it's more than that. I think both Gen X and Yers need to be better at their own personal p.r.. I think that if they wait around to get the respect they believe they deserve, they may find themselves waiting a long time. Because whether they deserve the slacker reputation or not, the problem is that it exists.

Believe it or not, however, you are being handed a golden opportunity to turn things around as the economy takes a nosedive. How? Let us count the ways:

1. Staying sane. Gen X and Y have lived a life of upheaval. They've grown up with AIDS, 9/11 and Britney not wearing any panties, so they don't get rattled easily. Right now the older folks in the workplace are pretty well freaking and stressing about everything from how to make their house payment to watching their 401(k) tank. If today's new workers demonstrate that -- while they understand the seriousness of the issues right now -- they are still upbeat and positive about life, it could have an enormous impact. Inspiring others to keep it all in perspective can demonstrate real leadership, and that's just the kind of reputation they need to develop.

2. Save others time. No one is more crazed these days that workers trying to balance the demands of their private and professional lives. But GenYers have grown up juggling, and have found technology enhances their lives. Young workers are in a great position to help other workers find ways to use technology to make their lives better. There's no way that anyone would be called a slacker for helping give someone more time with their kids or do their job better. Just be careful: You don't want your help to come off as smug or arrogant. Read Chris Brogan's post to make sure you do it right.

3. Provide the global view. The world has been delivered to GenY through television and computers since they were old enough to use a sippy cup. They have friends working in Darfur, they listen to bands from Japan and think nothing of IMing contacts in Istanbul or India. If they can keep their workplace informed on how events in Cambodia or Russia or Brazil may be impacting their business and bottom line, it could be enormously valuable. And let's face it -- those that contribute to the bottom line are seen as valuable -- and top performers.

While there are plenty of people telling managers that they need to treat GenYers better and learn to appreciate them, I think that GenYers may have to do some of the heavy lifting. They shouldn't wait around for someone to discover their strengths -- they should find subtle, but very meaningful ways to change perceptions that will have a real impact on their career success.

What are some other ways young workers can improve their image?

Is Your Definition of Success Making You Miserable?

Is your definition of success a fatal mistake?

For some, success is defined in terms of the dollar amount on a paycheck. For others, it's the title on their business card. Others may define success in terms of the accolades and awards they have won.

But the problem with how people define success these days is that when they're forced to change it, they can't. Look at the businessmen who have committed suicide because they have lost fortunes. Consider the workers who are fired and then go back to work, armed with a gun.

Extreme cases, sure. Not everyone considers killing themselves or others when their livelihood is threatened. But it does point out that maybe we need to revisit our own definition of success.

Start by completing this definition: "Success to me is...."

After you complete this sentence, then review it and determine if you're on the path to achieving that success. If you were to lose your job or money tomorrow, would your definition of success still be valid? Or, would you consider yourself a failure?

I remember a job where I worked long, stressful hours and often labored for a boss who had mood swings like a freaking roller coaster. It made for a tense situation, to say the least. One day I was talking to a co-worker and the exhaustion was overwhelming. I felt so dissatisfied, frustrated and even angry. Then it hit me: If I died that day, I didn't want the only thing on my tombstone to be "Always met his deadlines."

Ugh, I remember thinking. I wanted my life to account for more than that. It wasn't until months later that I started making some real changes in my life, changes that I know made me much better able to balance my life and devote time and effort to more than my job.

Right now, times are tough and some of us are beginning to panic. But I think it's a golden opportunity to really think about what is important in your life, and weed out the things that don't really matter.

You are the one who must define what success is to you. One thing I know for sure: You are more than a job title, you are worth more than a number on a paycheck and you are more than an award to hang on your wall. Is the destination you have in mind worth the road you must travel? Only you can answer that.

So, how do you define success?

Tick,tick,tick,tick, tick....

Let’s say you have a typical life and try to live it in the healthiest way. You might allocate your 24-hour weekday this way:

Sleep: 8 hours
Exercise: 1 hour
Work: 8 hours
Eating: 2 hours (leisurely)
Hygiene: 1 hour
Travel: 1 hour (Commuting back and forth)

That would leave you a whole three hours for time with friends or family, shopping, preparing meals, chores, errands, sex, and of course homework. If you have a dentist appointment, or your talkative relative calls, or if American Idol has a two-hour special, you’re tapped out.

It’s a challenge to live a happy life if you aren’t giving enough attention to all of those categories, yet doing so is nearly impossible.

One time management strategy is to become independently wealthy, freeing up eight hours a day. But that option isn’t available to many of us. And apparently it isn’t all that fulfilling because most rich people continue to work full schedules.

Another strategy is to ignore the fact that you would be slowly killing yourself and decide to sleep and exercise less. That frees up several hours a day. The only downside is that you get fat and die.

A third time management path is to work less than you could, live economically, enjoy each day as it comes, and try not to think about living on cat food when you retire.

Which strategy have you picked?

Well I am here to say there is a better way!

Time management skills are especially important for chronically stressed New Yorkers, who often find themselves performing many different jobs during the course of a single day. These time management tips will help you increase your productivity and stay cool and collected.

1) Realize that time management is a myth.
No matter how organized we are, there are always only 24 hours in a day. Time doesn't change. All we can actually manage is ourselves and what we do with the time that we have.

2) Create goals.
Remember, the focus of time management is actually changing your behaviors, not changing time. A good place to start is by figuring our what the goal is for your day. Prioritize everything else around this. You should start each day with a time management session prioritizing the tasks for that day and setting your performance benchmark, using something like the chart below. Put your day's tasks in one of the boxes depending on if it is URGENT or NOT URGENT to get to today, and if it is IMPORTANT or NOT IMPORTANT to your long term goals. If you have 20 tasks for a given day, how many of them do you truly need to accomplish today?

3) It’s all about PLANNING!
Think of this as an extension of time management tip #2. The objective is to change your behaviors over time to achieve whatever general goal you've set for yourself, such as increasing your productivity or decreasing your stress. So you need to not only set your specific goals, but allocate your effort to meet those goals. Write down how much time you will spend on your priorities each day, and track them over time to see whether or not you're accomplishing them, and what is derailing you.

4) Eliminate personal time-wasters.
For one week, for example, set a goal that you're not going to take personal phone calls while you're working. Or you’re not going to reply to text messages as soon as they come in. Or you’re not going to check e-mails every hour and stop to respond to them. We eat up a lot of unnecessary time during our day by interrupting our productivity with other distractions. Control the time you spend on such distractions and you’ll accomplish more during the day. For instance, reading and answering email can consume your whole day if you let it. Instead, set a limit of one hour a day for this task and stick to it.

5) Establish routines and stick to them as much as possible.
While crises will arise, you'll be much more productive if you can follow routines most of the time. Routines are time savers because they lessen the amount of time you need to decide what to do next.

6) Be sure your systems are organized.
Are you wasting a lot of time looking for things? Take the time to organize. Develop systems. Is your computer filing system slowing you down? Redo it, so it's organized to the point that you can quickly lay your hands on what you need. What other things can you organize?

7) Don't waste time waiting.
From getting stuck on the subway to doctors appointments, it's impossible to avoid waiting for someone or something. But you don't need to just sit there and twiddle your thumbs. Always take something to do with you, such as a report you need to read, a checkbook that needs to be balanced, or just a blank pad of paper that you can use to plan your day. Technology makes it easy to work wherever you are; your PDA and/or cell phone will help you stay connected.

You CAN be in control and accomplish what you want to accomplish - once you've come to grips with the time management myth and taken control of your time.

Which one(s) of these ideas would work for you? Are there any other time management ideas can you think of?

Obama has his Cabinet--do you?

As Barack Obama continues in his first days in office, he'll be surrounded by trusted advisers.

Before he makes a decision, he's likely to consult members of his Cabinet. He'll probably ask their opinions on everything from foreign policy to domestic issues. In the end, of course, the final decision will be his. But he will make that decision based on input he's received from people he trusts and respects.

So, who is in your Cabinet?

You may think you don't need a trusted group of advisers. After all, you're not the president of the United States, and may believe that it's a luxury reserved for world leaders.

Not so. In fact, no one may need a Cabinet today more than someone trying to get ahead.

That's because times are tough. It's hard not to be pessimistic about the future, at least for the moment. But with a Cabinet in place, you not only can do a better job of keeping difficult times in perspective, but you can have in place people to advise you when times are bad -- and good.

Who should be in your Cabinet? Well, let's consider who Obama has chosen. Some descriptions that come to mind: Smart, savvy, experienced and diverse. His advisers are not shrinking violets -- and Obama has reportedly encouraged them to be true to themselves and offer their unbiased opinions.

That's exactly what you're aiming for with your Cabinet: Smart, savvy, experienced and diverse. Now, let's look at how you put a Cabinet together:

* Make a list. Think of those you've worked with in past and current positions, or others you've met through various professional or academic functions. For your Cabinet, it's best to steer away from personal friends and family members. You want people who are more concerned with what's best for you professionally, rather than just becoming emotional about what happens in your career.

* Don't rush. Putting together your Cabinet won't happen overnight. You need to carefully consider each person, develop a comfortable relationship with them, to be able to begin to access the strengths and experience they can offer. And, you need to be able to offer something in return -- this is supposed to be a relationship that is beneficial for them as well. Perhaps you'll be a Cabinet member for them or be able to offer valuable contacts or help when needed. If you don't think you can offer reciprocal benefits, you may need to consider someone else.

* Who has your back? In the working world it can often be tricky to know exactly who to trust. A person may say they have your best interests at heart, but actions speak otherwise. When looking for a Cabinet, think about who has covered for you at work without whining about it. Or, the person who gave you a heads up about a new project that you might like or the person at another company who alerted you to a great new job that was opening up. Your Cabinet members should be supportive of you, and show they have your best interests at heart.


* Be realistic. Your Cabinet isn't going to do your work for you. That's still your responsibility. They're in place to give you advice, to act as a sounding board and to give you their honest opinion whether you're doing the right thing or headed for disaster. Don't abuse their talents and don't take them for granted. Make sure you always offer something of value in return, and you and your Cabinet will go far in the coming years.

The time is now to begin managing your career. It can begin by building your own Cabinet or Board of Advisors. What are some other ideas or considerations for building a career Cabinet? Do you have any experiences to share about trying to build your own?

See you in January!

Taking a little year-end/new year break.

Wishing you a Merry Christmas, Happy New Year and a wonderful winter holiday season.

I'll be back in January with some more ideas to think about in 2009!

Choosing the frame that complements the picture.

A famous experiment by Nobel Prize winner Daniel Kahneman and Amos Tversky went as follows:

Imagine that the US is preparing for an outbreak of an unusual disease, which is expected to kill 600 people. Two alternative medicines to combat the disease have been proposed.
Assume that the exact scientific estimates of the consequences of the medicines are as follows:

If treatment A is undertaken, 200 will be saved.
If treatment B is undertaken, there is a one-third probability that 600 people will be saved and a two-thirds probability that no people will be saved.

Which one of the two treatments would you prefer?

Kahneman and Tversky found that a substantial majority of people would choose treatment A.

Then they gave another group of people the assignment but with the following description of the (same) options:

If treatment A is undertaken, 400 people will die.
If treatment B is undertaken, there is a one-third probability that nobody will die and a two-thirds probability that 600 people will die.

They found that, in this case, a clear majority of respondents favored treatment B! But the treatments really are exactly the same in both cases…!? How come people’s preferences flip although they are confronted with the exact same set of choices (be it described slightly differently)?

It is due to what we call “framing effects”, and they greatly affect people’s preferences and decisions.

For instance, In the first case, treatment A is described in terms of the certainty of surviving (which people like), but in the second case it is described in terms of the certainty of dying (which people don’t like at all!). Therefore, people choose A when confronted with the first treatment description, while in the second case they favor B, although the treatments are the same in both situations.

This effect is quite omni-present. How you frame a problem or solution to someone (e.g. your boss) is going to influence substantially what option he is going to prefer. How the people who work for you frame a situation while presenting to you, is also going to determine what you will choose.

Did I frame this in a way that can be of help to you?