Surefire Ways to Get Promoted

Surefire Ways to Get Promoted

Surefire Ways to Get Promoted

Wouldn’t you like to know how to secure an upcoming promotion? Imagine being able to tap into your supervisors thought processes and learn what it takes to get promoted. These tips will enable you to understand more of what bosses look for as they make their promotion decision. Stand out and you’ll find yourself in a new role by doing the following:

Do the right thing.

Supervisors likely promote those that do the basics well. In other words, do the right thing when it comes to showing up on time, not gossiping, and treating everyone with respect.

Set your mind on the big picture.

One way to get promoted is to think like the owner with a long-term vision. The big picture is important and your supervisor will note you are thinking ahead rather than just about the day to day tasks of the company.

Play nice with others.

No one likes to work with someone who is difficult to get along with. Work hard to be a team player. Your boss and coworkers will appreciate it and respect you more. Be present when the workload gets hard rather than shirk from the responsibility.

Take initiative whenever you can.

If you want to get promoted, then you’ll want to be seen as one who takes initiative. Accept tough assignments, don’t complain, and give your all to the tasks you are to handle. Your boss will be looking for someone who is willing to step up to the plate rather than one who must be asked repeatedly to help.

Be a leader.

Promotions often go to the employees that are considered leaders. You can show your strengths by extending advice, a hand, or your skills to assist others. People will take note when you have expertise in a variety of areas. Lead by example and be sure you follow the company’s policies and procedures.

Allow your passion to be evident.

You are hungry for advancement and passionate about the company. Make sure that you allow our passion to shine through your work each day. Don’t be shy to let people know you want to lead, grow, and advance your career in ways that benefit the team.

Networking is the key to your success.

Spend your time networking with the people that can help you learn more about the role you hope to secure. In other words, try and find team members that have been in that role before or supervise the person who has that position. Networking will enable you to learn more about the role which will give you a better chance to secure the position.

Need more tips on how to get promoted? Contact us for a complimentary consultation

If you have any questions about this article, or about how we can help you with your current performance, leadership, strategic, and/or hiring needs, contact Parrish Partners today!

Copyright protected by our associate Gary Sorrell. Sorrell Associates, LLC All rights reserved worldwide. 

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The Future Workplace Experience: Is Your HR Department Ready?

The Future Workplace Experience: Is Your HR Department Ready?

The Future Workplace Experience: Is Your HR Department Ready?

The business world is focused on the need to innovate today. Try to be more innovative with your company’s culture, leadership style, technology goals, strategy, etc…

One thing that often doesn’t get as much traction is Human Resources. The future workplace experience is changing. How does your HR department measure up? Are you ready?

The Future Workplace Experience

If you want to have an Innovative HR department, then you check out The Future Workplace Experience: 10 Rules for Mastering Disruption in Recruiting and Engaging Employees by Meister and Mulcahy. This great read is helpful for both workers and human resources to see the innovative workplace changes.

The book focuses on the trends in the future from a fresh perspective.

In recent years, people began to consider the opportunity of employees to work from anywhere and on a flexible schedule. They seem to have forgotten the employer though. There is still a need for hiring managers, recruiters, and the HR department.

The Employer Side of Things

This book will shed some light on the employer side of things and the future of work. Specifically, it focuses on 10 trends that will change the way employers recruit, train, and the manner that they use freelancers for projects.  The goal is to embrace an innovative approach where you focus less on the 9 to 5 parameters of one’s day job.

Employers should shift their thinking to attract top talent and give them work that is designed for their particular skill sets. The book encourages employers to rethink the entire hiring process and to switch gears on leadership styles as appropriate.

Worth the Read

Meister and Mulcahy’s book is absolutely worth the read. Their findings are geared toward the audience of “gig economy” employers. The material is sure to give ways for leaders to implement innovative strategies for management and HR departments.

This book is different than other business books on the market. The key focus is on people. Technological innovation is great but if you miss the mark with people, then you don’t have much left. The best practices in this book will enable others to see the future workplace in a different light and give their business the opportunity to thrive.

Need help getting your HR ready? We can help!

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Copyright protected by our associate Gary Sorrell. Sorrell Associates, LLC All rights reserved worldwide. 

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New Laws Banning the Salary History Question

New Laws Banning the Salary History Question

New Laws Banning the Salary History Question

These laws are becoming more prevalent in order to counteract the disadvantages that salary history requests put on women and other minority groups. Often employers do not intend to use the info given about history against the candidate but bias opinions can creep in if the history is discussed.Potential new laws are on the horizon that would ban employers asking questions about salary history during the interview process. Restrictions in Massachusetts, Delaware, Oregon, New York City, San Francisco, and Philadelphia have already passed legislation that prohibits employers from requesting salary information from job candidates. Hefty fines will be imposed on those that do not comply.

Here are some recommendations to ensure that you adhere to such laws and prepare in advance for those that may come into play in your municipality.

Employers should avoid asking about salary history.

Once the information is out on the candidate’s pay history, it can never be taken back and could affect the thought processes of the employer. The gender gap is a real problem and minorities suffer too when it comes to prior salary history. Let it not even become a factor and simply don’t discuss it during the interview process.

Focus on the open position and the pay expectation.

Rather than discussing salary history, employers should talk with their candidate about the responsibilities and skill sets necessary required for the position. The conversation should be a two-way street where both of you discuss the expectations when it comes to salary.

Be sure that Human Resources have made the salary amount clear as far as what the company will pay. Go into the interview ready to discuss options with your candidate. Previous salary history should not have a bearing on what they will get paid.

Know that this is not just for female candidates.

The laws banning the salary history question are not only to protect women. In fact, this is important for all candidates and an essential element to a company’s culture. Avoiding these questions shows that you are unbiased and pay based on what suits the role and candidate that accepts the position.

In any situation, you want to be sure that you handle salary questions with attention and detail. The laws that have been put in place and are coming in the near future will help to protect candidates and keep employers an unbiased mindset. The compensation discussion should be beneficial to both the candidate and company. Work to keep these conversations positive with the goal to eliminate any unfair practices.

If you have any questions about this article, or about how we can help you with your current performance, leadership, strategic, and/or hiring needs, contact Parrish Partners for a complimentary consultation.

Copyright protected by our associate Gary Sorrell. Sorrell Associates, LLC All rights reserved worldwide. 

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SHIFT Into A New Way of Being Using Your Strengths

by Anita Polite-Wilson, Ph.D.

Most people make a new year’s resolution, which is admirable.  However, studies show that most resolutions are broken within the first 30 days of the new year.  Instead of worrying about making your new year’s resolutions stick, let’s try a different approach and get better results all year long.

I suggest spending time focusing on how to shift your way of being, by getting to know yourself better.  I’ve created a model that works for everybody.  It’s called the SHIFT model and it’s an acronym for Self-assess, Hone-in, Investigate, Fix, and Team.  The premise is simple, yet powerful.

After completing a self-assessment tool or, or intentionally reflecting on an area for improvement, hone-in on what stands out to you.  Next, investigate the implications of what you’ve found.  Then—and this is key—spend some time fixing your self-perception and your self-talk.  Finally, identify someone to team with to help you.

In the previous newsletter, I mentioned that StrengthsFinders 2.0 is my favorite self-assessment tool.  However, just sitting down and contemplating an area of your life for improvement is also an effective form of self-assessment to begin implementing my SHIFT model.    Below is an example of how this works in addressing interpersonal challenges at work.

I happen to be coaching a young woman whose top strength is Empathy, and she has a hard time being firm with co-workers who see her as the “last-minute-go-to-gal”.  This self-assessment revealed that, while she wants to be viewed as a reliable team player, she allows others to take advantage of her.  She honed-in on this feeling and decided it wasn’t healthy for her.  After investigating the deeper implications, she determined that she needed to set some boundaries with her co-workers.  She fixed her self-perception from being an enabler of irresponsible behaviors in others, to being empowered to help others find their own solutions and she decided to fix her self-talk accordingly.  Then, she asked me to team with her to craft a few phrases that would protect her relationships as she balanced her support for others with self-care.

This new approach has proven effective for her.  While she is still relied upon to make things happen in a pinch, she is confident that her co-workers will have done all that is within their power prior to coming to her.  And when she is really needed, they give her more lead time to ensure that everyone is successful.

Whatever you find yourself facing – be it understanding how you may be unconsciously getting in your own way, or how co-workers may be unintentionally contributing to some of your frustration – take the time to reflect and implement a SHIFT!


Dr. Anita Polite-Wilson is a Gallup Certified Strength Coach and a Certified Professional Coach with a background in human and organization systems, organizational leadership, and management.   As the newest member of Parrish Partners, we encourage you to leverage Dr. Anita for any number of Strengths-Based solutions, from the coaching of your early to mid-career professionals, to devising team charters, to facilitating strategic leadership off-sites and focused on leveraging individual strengths that accelerate organizational performance.

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Is Your Business Ready for Change?

Is Your Business Ready for Change?

Change is inevitable. The question should never be if it will happen but rather when it will happen. Everything changes from the weather to the seasons to our opinions and preferences over the years. The world is evolving, transitioning, and changing around us faster than we even realize.

What does this mean for you and your business?

Questions to Consider

In your business, are you stuck in a rut or open to change? The fast-paced world around us waits for no one.

Consider the following questions:

  • Am I open to change for my business?
  • Is it time to make some changes?
  • How would change help my business stay competitive?

Answer the question as to whether you are willing to take the plunge and make changes. If so, why do you find it necessary to switch things up?

While there are lots of reasons people go into business, the main reason is to make a profit. As you brainstorm on how you’d like to change your business, you will want to answer these questions for yourself.

  • What is the purpose of making a change?
  • How long will any disruption to operations linger?
  • Will the change be for the better?
  • If so, what would improve?

Really take some time and think through these questions. Get your thoughts down on paper and bounce your thoughts off of someone you trust. While change is good, you should make calculated decisions and work to stay a few seconds ahead of your competition.

Reasons to Make a Change

Continue to ask yourself how your business would improve by making changes. There is a difference in the words improving and changing. To improve something, you are making a change for the better. In order to change something, you are making it different.

If all is going smoothly for your business, then don’t switch things up just to do it for the sake of change. However, you will want to make changes if you are:

  • Not making the money that you want
  • Are overly stressed
  • Are handling more drama than real business issues

If any of this sounds like your situation, then change is necessary. You can take actionable steps to pull off your goals, but you’ll need to be intentional.

Daily Time to Reflect

As a business owner, you need to carve out time each day to focus on your company. Success doesn’t just happen. Take some time to do the following each day and think about and make notes about your business.

  • Find a quiet place without interruptions
  • Don’t accept calls, emails, or texts.
  • Write down any business goals and ideas as they come to mind.
  • Think through your staff and write down what’s working and what’s not.

A time of daily reflection will enable you to think more clearly about your business. Don’t get so busy that you don’t make this a priority. Be open to change and watch your business both improve and thrive in the days to come.

If you have any questions about this article, or about how we can help you with your current performance, leadership, strategic, and/or hiring needs, contact Parrish Partners today!

Copyright protected by our associate Gary Sorrell. Sorrell Associates, LLC All rights reserved worldwide. 

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The Importance of the Human Element in Your Hiring Process

Hiring has changed extensively over the years. These days’ companies are working even harder to find the most talented candidates for their teams. In fact, in the United States, the average time it takes to hire is almost 23 days.The Importance of the Human Element in Your Hiring Process

We live in an extremely social day and age. Technology networks us in constantly and yet we somehow missed the human element because of screen time with our devices. The hiring process must stay human and less technology focused. People are relational and like to stay engaged with hiring managers during the interview process.

Adhere to these tips for how employers can move forward while maintaining a personal approach while hiring. You’ll find that the process will take less time and you’ll secure more talented individuals for your company.

Employee Referrals

Encourage your top talent to refer people that they know for your open positions. Often they travel in circles with similar top performing personalities. They can network with you and if they produce a great candidate, you can reward them for their referral.

Promote from Within

When you get a notice, try to promote an employee from within your company. Professional development encourages people in their career paths and makes them want to stay longer. No need to constantly struggle to fill positions, rather move your talent up and find a new candidate to fill their shoes. You can save money on training because your newly promoted employee can train their replacement.

Applicant Tracking

Get organized with an applicant tracking system. Select a software provider that will help you schedule interviews, calls, assessments, and follow-up. No need to go this thing alone! Utilize technology to help you stay engaged which provides the important human element that people crave.

Interactive Screening Techniques

Even with the need for a human touch, technology can be useful. Interactive screening is quite popular and effective. Phone calls are wonderful but adding video to this type of interview adds a human element that is welcomed.

Video interviews are convenient and easy to schedule. You are able to visually see the candidate and assess their skills while seeing their professionalism.

Hiring is time-consuming, but the timetable can be reduced by keeping the human element intact.

Companies should be sure to keep candidates engaged so that they feel informed, comfortable and enticed to work on your team. Reducing your time to hire will enable you to save money and improve employee morale too.

If you have any questions about this article, or about how we can help you with your current performance, leadership, strategic, and/or hiring needs, contact Parrish Partners today!

Copyright protected by our associate Gary Sorrell. Sorrell Associates, LLC All rights reserved worldwide. 

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Why Top Salespeople Leave, Stay and Join a Company

At some point, every company struggles with how to secure top talent and get them to stay for the long haul. There are some common reasons for why the best salespeople leave, stay, and join a company. Consider the following and perhaps change your strategy in order to attract and hold on to the best candidates.Why Top Salespeople Leave, Stay and Join a Company

Reasons to Join Your Team

  1. Attractive compensation package

People that are in sales want to keep things simple and a package that is overly difficult will not be a perk for them. They want a plan that simply rewards their efforts as they drive sales. Top performers want something clear and straightforward.

  1. Coworkers they identify with

If you have a top candidate on the hook, then they most likely know others in their network that would benefit your company too. Offer referrals for your salespeople to refer other dynamic performers. They will appreciate the extra income and will enjoy helping to select colleagues they like to work with.

Why People Stay

  1. Professional development

Salespeople want to be invested in. They enjoy attending conferences and training sessions in order to network with others, learn, and just be able to stay on top of their game.

  1. The right tools

Top salespeople want to have the tools to do their job well. If you make that available and provide them with the latest and cutting-edge technology, they will stick around longer. They want to be able to go after sales and to do it without the frustrations that come from lack of proper equipment.

Reasons Salespeople Leave

  1. Lack of advancement

If salespeople don’t see the company offering a career path that has the potential for advancement, they will look for an opportunity to leave. In order to keep your top talent, your company will need to mentor, coach, and train them. They are hungry for sales, advancement, and a lucrative career. Give them what they want so they won’t leave.

  1. Money

Salespeople are driven by money. If they are not happy with their compensation package, they won’t stay. Touch base with your top talent and try to gauge their satisfaction levels. Listen closely to them and be open to change as needed. As the saying goes, money talks.

You have to entice the best job seekers to consider your company and then try to keep them. Be sure that you provide outstanding compensation packages and professional development opportunities in order to secure and hold onto top talent.

If you have any questions about this article, or about how we can help you with your current performance, leadership, strategic, and/or hiring needs, contact Parrish Partners today!

Copyright protected by our associate Gary Sorrell. Sorrell Associates, LLC All rights reserved worldwide. 

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Happy New Year!!!

Happy New Year

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Self Gifting with Strengthsfinder

Gift Yourself a Gift of Self Knowledge!

Anita Polite-Wilson, Ph.D., CPC

We’ve often heard that the most precious gift you can give anyone is the gift of your time.  During this season of gift-giving, have you forgotten someone?  Someone special, amazingly talented, and like no one else on this planet?  I’m talking about you.  Yes, you deserve to get in on that gift-giving, but I’m not talking about anything tangible like your dream car (save that for a milestone birthday!).  I’m talking about the gift of investing in yourself.

These days, there isn’t much time for self-reflection.  However, we must make regular appointments with ourselves to evaluate where we are in life, where we want to go, and how we’re going to get there.  That is the beauty of self-assessments.  These tools help us to “figure it out.”  My favorite tool is found in the Gallup book StrengthsFinders 2.0.

Gallup book StrengthsFinders 2.0.

In a nutshell, the Strengths philosophy is that everyone has innate gifts, or natural talents, that can be developed into strengths.  By leveraging strengths in the workplace, new possibilities, increased engagement, and productivity will present themselves.  Let me share a prime example:

A mid-level manager contacted me specifically for Strengths-based coaching, wanting to develop his skills in conducting effective career conversations with his staff.

After completing his StrengthsFinders 2.0 assessment, he discovered that his top strength was as a “Maximizer”, or a developer of people.  Being technically focused, he needed to cultivate this strength in terms that would be relevant for him.  Therefore, he created a tool that translated his technical mindset into more relational terms, and posted this document on his wall as a reminder of how best to engage with each team member during career conversations.

This method of deploying his Maximizer strength, initiated planning and facilitating a series of Strengths-based team building activities.  These activities impacted the entire team by improving internal collaborations and enhancing customer partnerships.

Give yourself the gift of discovering, developing, and deploying your unique combination of strengths. By investing just one hour of your time, you will begin to shift yourself into new levels of success that are sustainable throughout the new year and your entire life, both professionally and personally!

___________________________

Dr. Anita Polite-Wilson is a Gallup Certified Strength Coach and a Certified Professional Coach with a background in human and organization systems, organizational leadership, and management.   As the newest member of Parrish Partners, we encourage you to reach out to Dr. Anita for any number of Strengths-Based solutions, from coaching of your early to mid-career professionals, to devising team charters, to facilitating strategic leadership off-sites focused on leveraging individual strengths that accelerate organizational performance.

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Helping Your Best Employees Grow

In a previous post, we discussed how providing a positive experience for your employees is the best way in which to increase retention within your team, your department, or your company.  In this article, we’re going to address a specific way you can provide that experience, and it involves giving your best employees the proper amount of attention.

This is important for a couple of reasons.  First and foremost, it’s human nature to not pay enough attention to your best employees and top performers.  Why is that?  Because they’re usually self-motivated go-getters who need no prompting or anybody looking over their shoulder.  As a result, managers don’t feel the need to interact with them as much or to “check up on them,” if you will.

This gives the manager more flexibility and more freedom to tackle other issues.  After all, there never seems to be enough time to get things done.  If you have a select number of employees who are high achievers, people who need a minimum of supervision, it only makes sense to leave them be and let them do their jobs, right?  To a certain degree, that’s correct, but if that philosophy is taken too far, it can prove disastrous in terms of retention.

The 10-80-10 rule

For superstar employees, a positive experience with the company includes the opportunity for professional growth.

If they don’t believe that they’re growing in their current position and that they’re working toward something bigger and better than they’re going to think about leaving.  Even if they like everything else about their job—including their boss—feeling as though there’s nowhere to grow will prompt them to begin contemplating whether or not the grass is really greener on the other side.

With that in mind, here’s a practical strategy for solving two problems at once.  Let’s say that your team or department adheres to the standard 10-80-10 rule, meaning that 10% of your employees are superstars, 80% are competent but not spectacular, and another 10% are bringing up the rear.  Instead of spending precious time and energy attempting to motivate the bottom 10%, cut them loose and upgrade their positions by replacing them with star candidates.

By doing that, you’ve already increased the overall quality of your team.  In addition, you’ve created extra time for yourself, since you don’t have to devote it to your underachievers.  You can now take that time and put it to better use.  For example, you can focus on your top 10% and discover what their professional needs and career goals are.

Involve yourself now

This may sound a bit simplistic, but the best way in which to do this is by asking them.  Not in casual conversation, of course, but behind closed doors during a formal meeting.  It shouldn’t be an intensive, pressure-packed meeting, though.  It should be one that fully engages the employee and makes them feel comfortable enough to broach topics they might not bring up themselves.  Below is a loose blueprint for how you should conduct this meeting.

  • Ask what their expectations are for their employment with the company.  This type of open-ended question may prompt a response you didn’t expect, but that’s information you need to know.
  • Ask what their career goals and objectives are.
  • Ask what the company can do in order to help them achieve their goals.
  • Begin to formulate a concrete plan based on their responses to the above questions.
  • Plan to meet on a consistent basis in the future in order to gauge progress and set additional goals.

Star employees think about their career ambitions all the time.  It’s in their nature.  So if that’s the case, then it makes sense to be part of their thought process and to be involved in their plans for the future.  If you don’t make sure that your company is involved now, you increase the chances that it won’t be involved down the road.

If you have any questions about this article, or about how we can help you with your current performance, leadership, strategic, and/or hiring needs, contact Parrish Partners today!

Copyright protected by our associate Gary Sorrell. Sorrell Associates, LLC All rights reserved worldwide. 

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