Make It Happen

How long does it take - or should it take - for you to master a new skill? Conventional wisdom suggests that after doing something several times, you should know it fairly well. After doing it for a few months, you should have proficiency. And after a year, you're an expert.

Or are you?

The knowledge that is embedded within an organization is often found in long-time employees - those who have been around for 10+ years. Typically, these are the people who can answer questions about long-time clients and suppliers. These are the people that have strong organizational knowledge - they are the organic databases and walking knowledge management systems. Their skills and experience have developed with time.

Businesses are now (or soon will be) at an interesting turning point. The last generation of long-time employees will soon be moving into retirement. A new generation of "millennials" - all apparently with short attention spans - will be taking their place. Will these younger employees have the skills and the patience to develop the deep knowledge necessary for corporate (and national) success?

This issue came to mind in the strangest of circumstances. I had demonstrated a lengthy karate sequence of moves to my karate sensei the other night. After a demonstration, there is usually a fair amount of critical feedback. In this case, I was told that it was a wonderful demonstration, and that I had finally mastered the sequence.

It had taken me twenty years.

(After a year, you're an expert? Inexperience prevents many people from seeing how much further progress is possible.)

The Long Game

I recently spoke at an event filled with undergraduate business school students. Before heading to the podium, I talked to a student who was to address the group after me; his topic was how to be hired as an Investment Banker. I wished him luck, and asked how he learned about his topic. (Summer job.) I then asked if he had started the field's key professional certification. (No since it was valueless.) Despite whatever he said at the podium, to me this person demonstrated both arrogance and ignorance. How did he see the certification as valueless? And how can a summer job make one an expert?

While it may have been quite some time since your student days, there is a concept -- the Long Game -- that is more relevant as your career progresses. While instant gratification is satisfying, longer-term fundamental advancement often takes much longer. Said another way, Rome wasn't built in a day, and neither should your career.

Long Game activities meet three criteria:

1. an investment in time (and sometimes money),
2. the return will not be instant,
3. the results are sometimes uncertain.

Here are a few examples:

Volunteer at a not-for-profit. Initially you might work at an event, and eventually manage part of it. After several years, you might work yourself up through the committee structure, and eventually become a member of the Board. While there are short-term benefits to your participation, the Long Game benefits might include a broader skill base, a great network, and solid non-work references. Where will this lead you in the future? Unknown - but nowhere but up.

Attain a professional certification: The vast majority of certifications take (at least) several years to earn, and often require academic coursework, self-study, examinations, association membership, and work experience. While your short-term learning might help you in your current position, going through the process will deepen your subject matter expertise, build a network of others with that certification, and result in greater professional opportunities down the road.

Stretch yourself within your role: Why not volunteer to be on work-related committees or special projects? At the beginning, this will help you broaden your skills, but doing so on an ongoing basis develops your reputation for going the extra mile, always contributing to the team, and generally moving the business forward. And once again, it develops your network.

Other Long Game ideas:

* Learning a new language
* Building skills through a hobby
* Starting a small business on the side
* Seeking a transfer to a different country

This Week's Action Item: Choose two Long Game activities and schedule them into your calendar. Don't expect any recognition from others for these activities, but check back in 18 months - you'll be surprized at how far you've gone.

Note: The Make It Happen Tipsheet is also available by email. Go to www.PersonalBalanceSheet.com/news to register.

Randall Craig
www.RandallCraig.com
www.PersonalBalanceSheet.com/news

Closing Statements: The last thing you say is the first thing they remember

Have you ever been in a sales pitch, job interview, or other important meeting, and the person you are meeting asks you if there is anything else you would like to say, or ask? How should you approach this situation?

Essentially, you have three choices: say nothing, say something new, or summarize the key meeting points.

* Say nothing: If you are at or beyond the meeting end time, you might choose to respect the schedule, and not say a thing.

* Say something new: During your interview, you may have been asked a question that you didn't have a ready answer for. This might be the opportunity to supplement an earlier answer, or to ask a question that is important to you. Especially when you ask a good question, it helps confirm that you are a thinking person. Or, if there is an idea that you wish to germinate, consider planting the seed at this time.

* Summarize: Alternatively, you can use this time to summarize the next steps or reinforce your key points. Doing this reinforces the clarity of your thinking, and closes the interview or meeting on a high note..

No matter which approach you take, the last thing you say (or don't say) will be the first thing they remember. Make sure that what comes out of your mouth speaks to your value.

This Week's Action Item: Before you next meet someone, pre-write your closing statement. This could be your three key points, your hoped-for action items, or perhaps the seed of an idea that you wish to plant. Then at the end of the meeting, when you are asked if there is anything else, update your closing statement and use it.

Note: The Make It Happen Tipsheet is also available by email. Go to www.PersonalBalanceSheet.com/news to register.

Randall Craig
www.RandallCraig.com
www.PersonalBalanceSheet.com/news

Were you ever at a restaurant when the service was really terrible? You probably promised yourself that you would not go back. And when the service was absolutely top-notch? You probably rewarded the waiter or waitress with a big tip. Either way, if you were asked about the restaurant, you would have responded with your opinion, good or bad.

While you may not work in a restaurant (or even in a service business), it is a great paradigm for your workplace. In every relationship that you have, whether it be with your staff, peers, manager, suppliers, or customers, there is always a service relationship -- just like the waiter-customer relationship in the restaurant. You do something for somebody. Somebody does something for you. But unlike the restaurant, the quality of your "service" is not reflected in a tip, but in your reputation and market value.

We forget about this service relationship concept because it gets obscured by day-to-day pressures. And it gets further obscured by some of today's business terminology: partnerships, teams, task forces, etc.

To clarify your service relationships, trace your responsibilities through any intermediary roles, to the end customer. For example, a purchasing manager serves the warehouse manager, who ships the product to the customer. A research analyst serves the broker who serves the client. Tracing this service chain backwards allows you to identify (and quantify) your impact in terms of the ultimate end client. By defining the impact on those we serve, we can then describe this impact in our annual review - or in an interview.

This week's action item: When you are next given a task, confirm to yourself who the customer is, their expectations, and how you will exceed their expectations. When the task is done, make a note of your impact: add it to your career file and possibly your resume. When you always exceed expectations, your "customer" will always have something nice to say about you - and will always give you a great reference.

Note: The Make It Happen Tipsheet is also available by email. Go to www.PersonalBalanceSheet.com/news to register.

Randall Craig
www.RandallCraig.com
www.PersonalBalanceSheet.com/news

How can you do better at job interviews? It's not about being "lucky", nor is it about winning a beauty contest, it's about preparation, presentation, and perseverence:

1) Fish where the fish are: Only apply for those positions where you have a strong chance of success. Energy wasted with pointless applications can best be applied prepping for interviews where you're in a position to win.

2) Research the company and the industry: Learn about industry issues, the corporate structure and priorities, and the jargon. You'll look more like an insider if you do.

3) Research the corporate culture: Is it aggressive and cut-throat - or supportive and nurturing? The interviewer will be on the look-out for a match - and so should you.

4) Identify the problem that they are hoping to solve: If you know why they are hiring for the position, you will be able to quickly describe your experience to solve it.

5) Rehearse. Like any skill, the quality of your interview will get better with practice. But don't memorize your answers to so-called standard questions - customize them for the situation.

6) Know your stories: Every phrase on your resume should connect to an example story that is relevant to the interviewer. If you can't recall the details behind the words on your resume, then you have no right being there in the first place.

7) Get a good night's sleep: This will improve your processing power during the interview, and help prevent that "tired" look.

8) Dress appropriately and be well-groomed: Learn about the standard workplace attire. Don't dress too informally, or this will reflect poorly on you. Yet don't dress too formally, or you will appear haughty - and you may embarrass your interviewer. If you can, use a mirror for a last-minute check before you go in to the interview.

9) The interview starts in the elevator: It continues with your introduction to the reception, and in the walk to the interview room. It ends when you are safely out of eyeshot (and earshot).

10) Answer the first question well. Usually, the first question is "tell me about yourself", and is designed to make you feel comfortable in the interview. Don't give too detailed a history, but highlight the accomplishments that you are most proud of, which are also relevant to the situation.

11) Follow-up. Whether it be a simple thank you, a more detailed elaboration on an issue, or several questions that you need answered, following-up shows that you are engaged in the process, and remain interested in the outcome.

This Week's Action Item: Did you think that these tips only applied to a job interview? They are relevant every time you need to sell an idea to a colleague, supplier, or client. Look on your calendar for your next important meeting, then go through this list to make sure you're in a position to win.

Randall Craig
www.RandallCraig.com
www.PersonalBalanceSheet.com/news