Many coaches believe they should help people come to their decision or insight, not tell them. This is often the best tactic BUT I know, and have experienced, times when it is unreasonable, impractical, or even dangerous not to offer some form of advice to the client.
In my 20+ years of coaching I have shared many of my corporate life and sole proprietor experiences and lessons, as well offered stories of the trials and tribulations of other coaching clients.
It is amazing how consistent some of these challenges remain and how the advice, insight, and solutions stay relevant. Here are a few of the most popular and long lasting.
Ask yourself “Is this a job or my career?” It dictates how you work, how much you will give, requires different tactics and strategies.
Are you a renter employee or an owner employee? If you want to grow in an organization, you must demonstrate you are there for the long haul and willing to constantly improve the organization.
Managing up will get you further than managing those below you in rank.
Never make your boss look bad.
Showing up early looks anxious, lateness is rude, on time is neutral and never an issue.
Create a defense file. Fill it with lists of accomplishments, accolades, positive notes, email from others, and reminders of conversations that would back you up if needed.
Always have a mentor and an advocate, internally and/or externally.
Know your current salary value in the open market.
The hardest worker usually isn’t the best employee. If someone is working outrageous hours, on a regular basis, they are either not qualified or your expectations are unreasonable.
Hire slowly, fire quickly. Finding top notch people is a numbers game. You must interview a reasonable number of people to find the best. Promise yourself you will live with the opening rather than settle for second best. Once you have decided a person is not working out, end the relationship quickly. It is unfair to the person, and you, to drag things out. Better yet, help the poor performer to quit.
If an interviewee falls into the “maybe” pile, move them to no.Whatever gave you pause will be an issue after the hire.
Dress for the position you aspire to hold.
Find an internal and/or external style model and copy their wardrobe at an affordable price. Buy a full-length mirror
Go early to all work events. Stay long enough to thank the host, talk with some people, then leave before the alcohol makes fools of some invitees.
Set a goal of people you want to meet in any networking event. Spend limited time with each person. If the conversation is useful, schedule another day to meet again.
WAIT — why am I talking? Post it in a place you will see it often.
Work events are work.
Jumping jobs strictly for money generally doesn’t work out.
Ask, never demand, what you want from your boss. You would be amazed how many supervisors have no clue what their employees want.
Never threaten to quit unless you mean it. They are likely to call your bluff
Don’t cry openly at work. Someone dying, a major catastrophe, would be an exception. Colleagues feel helpless and awkward. It is not a burden you want to put on them and they may hold it against you in the future. Go to the rest room, take a walk, and if necessary, go home or log out.
It takes one to know one. If you hope to understand people, you need to first understand yourself. Raise your emotional intelligence.
Posting on LinkedIn raises your profile. Not sure what to say? Forward interesting articles.
The headline in your LinkedIn profile should say what you do not necessarily for whom. Use powerful, specific, words to attract people who need or want to know you.
Current LinkedIn recommendations are your references. Ask former bosses, colleagues, and people who work(ed) for you to contribute. Offer to write one for them to get what you need.
The higher up you go the more you need to listen. Mid-level and top-level people should aim for a 75% listening goal in most meetings and conversations.
A salary offer is an opening number. Most employers expect you to negotiate. You are leaving money on the table if you don’t try.
If you think there are no politics in your company … think again.
Make yourself essential to your boss, the team and organization. Best job security and value you could ever have.
This is but a short list of the many challenges, issues, and opportunities my executive clients bring to our sessions. Some of them know intuitively what to do and say, most must learn. The challenge is they often have to make the mistake to get it and that can have consequences. Coaching helps them prevent the missteps.
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