May 20, 2015

You Can Be A Rainmaker and Still Have Work Life Balance

Yuliya

(Yuliya LaRoe and Marla Grant talking to women lawyers on how to develop business)

It used to be that "rainmaker" was a term exclusive to men. It was used mostly for men who spent lots of time on the golf course or dining at lunch clubs with big wigs whose business they were trying to land.

Today, rainmakers are male or female. They are anyone who is able to bring in new business. Honing this skill makes you valuable as an employee, manager or owner. While some might think of rainmaking as a time consuming task, it can be part of your daily activities. The key is knowing how to ask for business and where to look for it.

If you're a parent, start with your kids. 

When Paul Ranis got a call from the owner of a large Canadian company asking to retain him for its legal employment work, Ranis asked an obvious question: “How did you find me?” The man replied with the name of the person who referred him. After a few minutes, it clicked. “Oh, that’s A.J’s dad,” Ranis responded.

When Ranis is attending his daughter’s soccer matches or his son’s math competition, he extends a handshake to other parents and builds the kind of relationships that often lead to new business. “The opportunity for business development is much greater than through a typical meet-and-greet where you will see 50 attorneys and everyone is handing out their business cards,” Ranis says.

Next mine your contacts.

Look at your Rolodex and peruse your LinkedIn. Who might you want to reconnect with? Who can refer you business? Think about former co-workers, classmates, neighbors, friends, people in your book club or poker group who would want what you offer, says Marla Grant, a South Florida business coach.  “A lot of us are sitting on a gold mine, and we don’t even realize it.”

 
Send an email. 
 
Business development can happen from the comfort of your desk with a quick email. “It’s about reminding people what you do and saying something like, ‘If you have these issues, call me, I can help you with that,’” Grant says. Having built a giant contact list, Sallie Krawcheck, owner of  owner of the women’s networking community Ellevate, will send out “Hi, how are you?” emails, and other times she will take it a step further and ask for business. In fact, Krawcheck finds it easier to ask for business by email than face-to-face: “I feel bolder.” However, the email always reflects what she can do for the other person: “It has always got to be about them.”
 
Join groups.
 
Years ago, men bonded and formed inner circles at country clubs or lunch clubs. Today, there are all kinds of professional organizations, advocacy groups, church groups and even fitness clubs where people are introducing each other to prospects who can throw business their way. The important step is move the personal relationship into a professional relationship and get comfortable with asking for business.
 

Use your hobbies.

Successful rainmakers are passionate about multiple and diverse interests and use those passions as way to connect with people and drum up business. Miami banker invites his clients to concerts with him, using it as an opportunity to deepen relationships and see his favorite bands. “The key with rainmaking is to incorporate it into your life rather than letting it take over,” he says.

Make speeches.
 
Speech-making can be an important part of rainmaking. It allows you to get in front of larger crowds of potential clients and position yourself as someone they would want to hire.
 
Use meal time effectively.
 
The people who are most successful at business development do not commit “random acts of lunch,” says Sara Holtz, founder of ClientFocus, a coaching company that helps lawyers become rainmakers. By that, she means inviting prospects to lunch without knowing much about why they would need what you offer. She says more effective rainmakers take existing customers to lunch and get them talking about their needs. They then let them know how they can address those needs.


Rainmaking is not as difficult as some people think. Yet, lots of people go about it wrong. They oversell, over-promise or convince themselves they aren't good at it without even trying. What do you find difficult about rainmaking? Have you tried any of these approaches?
 
 

May 18, 2015

How being a working mother benefits your children

One day my daughter came home from school and told me she looks forward to the day she has a job she loves and can come through her front door telling her family about her great day at work. She said she knows she is going to be doing something that will benefit children and that she is sure it will be rewarding.

That was one of the best single moments of my life.

As a working mother, I have worried (like most moms do) about how my job might take away from my kids. This was particularly true when I worked long hours from the newsroom. In that moment when my daughter said that to me, I realized she had learned passion and drive from seeing me work.

An article yesterday in the New York Times gave new comfort to working mothers. The article notes new evidence is mounting that having a working mother has some economic, educational and social benefits for children of both sexes. "That is not to say that children do not also benefit when their parents spend more time with them — they do. But we make trade-offs in how we spend our time, and research shows that children of working parents also accrue benefits," .

As working mothers, the ways our kids benefit are huge.

This new study of 50,000 adults in 25 countries found daughters of working mothers completed more years of education, were more likely to be employed and in supervisory roles and earned higher incomes. Having a working mother didn’t influence the careers of sons, which researchers said was unsurprising because men were generally expected to work — but sons of working mothers did spend more time on childcare and housework.

Here are some mighty interesting statistics: daughters of working mothers earned 23 percent more than daughters of stay-at-home mothers, after controlling for demographic factors, and sons spent seven and a half more hours a week on child care and 25 more minutes on housework.

 

So, we can lose the mommy guilt because kids will be just fine if their mothers work -- and they will even benefit from it.

I found this research especially interesting because it comes on the heels of an article I read last week that found mothers have become our daughters mentors. "A growing number of women managers and professionals today are mentoring their own daughters—sometimes in the same fields—as the young women build careers," wrote Sue Shellenbarger of the Wall Street Journal. Few of today’s senior managers had their own mothers as professional role models.

I'm excited about the next generation and I feel great that my kids see mom and dad as role models who contribute to the household and the family income. Instead of feeling guilty for missing school events or feeding our kids fast food some nights and instead of feeling overwhelmed by the challenges of work life balance, let's focus on the advantages to our kids.

Julie Talenfeld, president of BoardroomPR in Plantation, Florida, invests a lot of time in building her public relations/marketing firm and pleasing clients. This often means attending evening events. Talenfeld says she often feels guilty but she also feels like she is a good role model for her daughter, currently a college student. 

For all those successful working mothers like Julie, it's time to pat ourselves on the back. We're inspiring the next generation -- whether or not we realize it.

J&J

(Publicist Julie Talenfeld and her daughter, Jacqueline)

 

May 15, 2015

More workers than ever are struggling with work life balance

                                                 Woman nyc

 

Today, I spoke with a female executive while she walked through the streets of New York on her way to a business meeting. I could hear the horns honking and the street sounds as she explained to me it was the only time she could fit the conversation into her busy day. As it was, she explained, she was already going to have to work late into the evening.  

It's no wonder that more than a third of 9,700 workers surveyed by tax and professional services firm Ernst & Young say managing work life balance has become more difficult in the last five years. Here is how and why people are struggling with work life balance:

People are working more. Around the world, about half of managers work more than 40 hours a week and four in 10 say their hours have increased in the last five years. I think that pretty clearly shows the traditional 40-hour workweek is becoming obsolete.

People are stressed. And as people work more and struggle with balance, they are not happy about it. The survey found dissatisfaction highest among white-collar workers in their 20s and 30s who are establishing families at the same time they are moving into management and other jobs that carry more responsibility.

People are struggling. These workers say their salary has not increased much, but their expenses and responsibilities at work have increased. That's making work life balance more difficult to achieve.

Here's a finding that might surprise you: U.S. men are more likely than women to change jobs or give up a promotion for work life balance reasons. Clearly, everyone is struggling with work life balance, not just women. 

People are suffering when they use flex schedules. Nearly one in 10 (9%) U.S. workers say they have "suffered a negative consequence as a result of having a flexible work schedule." That rate is higher for millennials, of which one in six (15%) reported either losing a job, being denied a promotion or raise, being assigned to less interesting or high profile assignments, or being publicly or privately reprimanded.

People are encountering work life hurdles. The biggest hurdles faced when U.S workers try to balance their personal and professional lives were: Getting enough sleep, handling more responsibility, finding time for me, finding time for family and friends and additional hours worked.

People are quitting their jobs. EY looked at the leading reasons full-time workers quit. The top five reasons were minimal wage growth, lack of opportunity to advance, excessive overtime hours, a work environment that does not encourage teamwork and a boss that doesn't allow you to work flexibly.

People are feeling the effects at home. The economy caused one in six (15%) full-time workers to get divorced or separated and almost one-sixth (13%) to delay getting a divorce. Nearly a quarter (23%) decided not to have additional children and more than one in five (21%) delayed having additional children.

So what exactly is it that employees believe will help them achieve work life balance? After competitive pay and benefits, employees want to work flexibly (formally or informally) and still be on track for a promotion. The want paid parental leave and they don't want excessive overtime.

Do you think some of those wants are doable? Will it make a difference when more millennials become bosses? 

 

 

(The Global Generations survey, EY’s second attempt to study generational issues in the workplace, was conducted in the U.S., Germany, Japan, China, Mexico, Brazil, India, and the U.K. In addition to international findings, 1,200 full-time U.S. workers were asked about major changes they have made, or would be willing to make, to better manage their work-life balance, paid parental leave, and couples’ work schedules by generation.)

 

April 06, 2015

Why women and young people don't want the top job

Gap


Inside the cubicles at many workplaces, there's a strange trend taking place.

Young people are comfortable and really don't want to upgrade their cubicle for the corner office. A new survey calls it the "Aspiration Gap".

In a recent study by talent management firm Saba and WorkplaceTrends.com, just 31% of Millennials said they aspire to a C-level position at their company. Also disinterested in the top job: women. Only 36 percent of women versus 64 percent of men aspire to be C-level executives in their organization.

What's going on?

While millennials do prioritize work life balance, Dan Schawbel, Founder of WorkplaceTrends.com., says the reason for the aspiration gap could be simple: "They just don’t see the path up."


According to Fortune, an obvious factor that explains why fewer women respondents expressed an interest in executive positions is not for a lack of ambition, but rather a lack of women role models at the top. After all, there are only 24 female CEOs in the United States’ biggest companies.

“You can’t be what you can’t see,” says Caroline Ghosn, founder of Levo League, an online community dedicated to helping women in the early stages of their careers. “If I look up the food chain in my company and I don’t want to be any of the people that I see, what’s my incentive to advance?”

Schawbel says companies don't realize there's big trouble ahead: The lack of interest in leadership comes at a time when 30 percent of HR executives polled said they were struggling to find candidates to fill senior leadership roles. It also comes as 10,000 boomers retire every day.

"Most companies are waiting around. This is not as big of an issue now as it will be in the next 3 to 5 years," Schawbel says. "But we see problem now and think they should start to do something about it before it's too late."

One way simple way to do this is to provide employees with more opportunities to learn new skills. The survey found one reason workers lack interest is because they feel they aren't getting proper training for top jobs.

Emily He, Chief Marketing Officer of Saba, said: “There’s more at play than the retirement of Baby Boomers; the fundamental approaches businesses take to find, develop and inspire leaders at all levels need to change.”

Schawbel said employees are looking for personal career direction and suggests employers address the aspiration gap in these ways:

* Train and engage potential leaders so they have a better chance of becoming future executives.
* Help women and young workers feel their requests for leadership development are heard
* Provide more learning opportunities at all levels, particularly for women.
* Initiate succession planning programs
* Pair new hires with mentors

"By providing training and making millennials more confident in their roles, they might be more aspirational," Schawbel says.

What are your thoughts on why young people and women don't want the top job? Do you think they need more training? Or, do you think they are put off by the time commitment required of top leaders and the lack of work life balance?

April 01, 2015

Career or job?

Yesterday, I was on the phone with a business owner who mentioned she had interviewed a woman for a job at her company. She wanted someone for the position who planned to work beyond expectations and strive for advancement.

This business owner was frustrated.

The woman she interviewed had the qualifications, but wanted a 9-to-5 job. She had kids that needed to be picked up from daycare and dinner to put on the table. She turned the owner off by asking about the hours. "There's a big difference between a career and job," the annoyed business owner said to me. "She has a bunch of degrees, but this woman just wanted a job."

Yes, she did, and there's nothing wrong with it.

I agree with the business owner that there is a difference between a career and a job.

The people who have a career rarely work 40 hours a week. The people who have a career think about work during their off hours. The people who have a career make sacrifices in their personal lives to be more productive at work.

I've often thought about the difference between a career and a job, particularly when my husband is irritated by my taking a work call in the evening. I consider myself someone with a career and that means I'm going to take the late night call to make my article the best it can be, regardless of whether it infringes on my personal time.

In the career vs. job debate, pay is not a differentiator. Some careers pay the same as jobs.

Titles are not a differentiator. Some job titles sound glamorous, even though the job holder has little responsibility.

Advancement is not a differentiator. Some jobs may allow you to advance, however, not by much. Careers build on experience and the expectation of advancement. They require an emotional investment.

At some point, your work life needs may require you hold just a job. At other points, you may want to ramp up and concentrate on a career.

The key is knowing what the expectations of a position are and making sure it suits your work life balance needs at that point in time.

There is no shame in either choice. Jobs can help people start careers. They can get people through challenging times when work life balance is a concern. They can provide income without major responsibility.

It appears this woman was not a fit for the position in which she interviewed. That's something to know before going in. No one should judge whether anyone else is "wasting their education." Life is about choices and individual happiness and ramping up and down according to life's demands.

Being clear about whether you want a job or career can save you and your boss and tons of frustration. If you're in a position that you just need a paycheck, do the tasks you are hired to do and conserve your emotional and mental energy for the other pieces of your life. If you want a career, be upfront about your aspirations,turn on the passion and put in extra effort it takes to advance.

Either one -- job or career -- is okay, and don't let anyone tell you otherwise.

March 27, 2015

Working parents: your boss may be judging you

Image
(Katharine Zaleski)

If people don’t quit their jobs, they quit their boss. How do you become a boss that workers refuse to leave?


The answer looks obvious from recent online discussion: Refrain from judging employees with an outside life.


In an apology letter to working mothers that set off a firestorm of online buzz, the president of an Internet startup gave a harsh account of how workers with family responsibilities are unfairly judged by their bosses.


As a manager at The Huffington Post and then The Washington Post in her mid-20s, Katharine Zaleski admits that she judged other mothers or said nothing while she saw others do the same.


“I secretly rolled my eyes at a mother who couldn’t make it to last-minute drinks with me and my team,” she wrote in a letter that appeared in Fortune. “I questioned her ‘commitment’ even though she arrived two hours earlier to work than me and my hungover colleagues the next day. I didn’t disagree when another female editor said we should hurry up and fire another woman before she ‘got pregnant.’


In a move that goes on in many workplaces, Zaleski said she scheduled last-minute meetings at 4:30 p.m. all of the time. “It didn’t dawn on me that parents might need to pick up their kids at daycare,” she said.

Zaleski said she didn’t realize how horrible she had been until she gave birth to her own daughter. She now runs PowerToFly, a company that matches women who want to work from home with jobs in the tech field.

We all know that Zaleski isn't the only boss who has harshly judged a working mother -- or father. It can be easy to dismiss a working parent as uncommitted, a worker with elder care responsibilities as distracted, or a younger employee who wants to train for a marathon as lacking work ethic. It can be easy to call super early morning or schedule evening dinners with clients that can happen during the regular workday.

But you don’t need to be in a person’s shoes to be a boss who creates a workplace where employees thrive. A good boss thinks about the bigger picture and realizes people have lives outside of work -- and that allowing them to do both well makes them more committed to their jobs!

I find myself offering encouragement almost weekly to a working mother or father who feels judged by a boss for asking for flex time or wanting to leave by 5 to make it to their son’s soccer game. Their most common complaint: my boss will penalize me.

A report from Bright Horizons Family Solutions, an employer benefit child-care and early education company, reveals many employees - male and female - feel they can’t be open with their boss about family obligations. As more fathers want to be equal partners in parenting, they still feel they can’t express that to their boss, especially non-parents. Bright Horizons found about a third of working dads have faked sick to be more involved with their family, and one in four have lied to meet a family obligation, according to the report.


That could change.

As millennials become managers, many do think differently about work/life needs. They want to be more involved in thier children's lives and may make it easier for thier staffers to balance work and family without being judged.

If you feel like your boss or co- worker is judging you for having a life outside of work, it might be time to speak up. Communicate your accomplishments and the ways you show your commitment to your job. It's unfortunate to think that some managers don't see the value that working parents bring to a workplace.

Have you felt judged by a manager for having personal responsibilities or interests outside of work? How did you handle it?


March 24, 2015

HBO''s GIRLS producer talks workplace dos and don'ts

 

Whether or not you are a fan of HBO's GIRLS, the hit show with Lena Dunham, I think you will enjoy this Glamour Step Into My Office Segment with executive producer Jennifer Konner. It has some great career advice from Jennifer on how to negotiate salary, demand equal pay and create a fun working environment. Jennifer also addresses whether it is okay to cry at work and discloses her workplace policies.

I would want to work for Jennifer Konner. Let me know if you feel that way, too.

March 18, 2015

Pat Pineda: How She Got to the Top at Toyota

IMG_2247

 

 

 

 

At 63, Patricia Salas Pineda is a bundle of energy as she runs around Miami this week representing Toyota at one of the nation's largest Hispanic events, Hispanicize. This mother of three has spent 30 years at Toyota and holds a key spot as one of the highest ranking women and THE highest ranked Hispanic at the company. She is in Miami because she leads the Hispanic Business Strategy Group, which focuses on strengthening Toyota's already existing ties to the Latin community.

Pat talked with me about how she got to the top of her company and offered advice to other women.

Most important, she says, plotting a successful career path involves being open to opportunities within different areas of a company. In her case, during her 30 years at Toyota, she has held positions in the legal department, with the Toyota Foundation and now she is group vice president of Hispanic business strategy for Toyota Motor North America  “I feel fortunate to have spent my career with a company that supported my career and offered me different opportunities.”

Pineda says she became a Latina executive in an industry where there were very few women holding senior positions. Some acquaintances called her a “trailblazer.” Her family and friends used another word to describe my career choice: “crazy.”

I prodded Pat to find out just how she managed the climb at Toyota while raising three children.

This trailblazer was with Toyota a decade before having children, which she says allowed her to prove herself and become confident in her role. “I was one of the first female managers and proud to be among a group of women throughout Toyota’s companies who were moving up through the ranks.”

Having help at home and a supportive husband who worked from home helped with the work life juggle. “It made my situation much easier. But that’s not to say it was without challenges.” Her children now are 28, 27 and 22 and she’s optimistic about other women at her company successfully balancing work and family. “It is possible to enjoy a family life and have a successful career.” 

Pat sees positive changes ahead for working parents, particularly because of the mindset of young managers in her workplace. “The younger men want to be more engaged fathers. They are less reluctant about taking time to go to their son or daughter’s event. I think that’s helpful because they are more sensitive to others with demands at home.”

In her rise to leadership, Pat was guided by male mentors inside and outside of her company. She came in contact with those outside her company through board positions. “Serving on external boards gave them an opportunity to observe me in action. They were able to help me obtain other key board positions.”

Today, Pat serves on the Board of Directors for Levi Strauss & Co. and is a Corporate Advisory Board Member for National Council of La Raza and an Alumni Trustee for The Rand Corporation.

With the benefit of hindsight, Pat says she would tell young mothers not to worry about what others might think about their choices. She remembers worrying about who might see her leaving for a medical appoint or whether to work from home because it was the nanny’s day off. “I wish I had worried less because it was really unnecessary.”

By staying with Toyota, Pat has brought the company tremendous value. She was chosen as one of the 25 most powerful Latinas by People en Español in 2014: “Across the roles I have had, I've been good at developing external relationships that have been helpful to the company.” Her relationships span from the Hispanic community, to the non-profit world, to elected officials to the media. “I have shared with them the wonderful things Toyota is doing. I think that’s why the company has been so supportive.”

Often, Pat finds herself counseling young mothers who are thinking of leaving the workplace. “I tell them, 'don’t make that decision now.' ” Most women have thanked her for encouraging them to “hang in there” and have gone on to success in their jobs. “That’s not to say staying doesn’t have consequences but I think a lot of women make that decision sooner than is prudent.”

 

Pat Pineda’s Career Climb From present to past:

* Group vice president of Hispanic business strategy for Toyota Motor North America, Inc. She leads the Hispanic Business Strategy Group (HBSG), which focuses on strengthening Toyota's already existing ties to the Latin community

* Head of the Toyota U.S.A. Foundation, overseeing national philanthropy efforts

* Toyota Motor North America group vice president of corporate communications and general counsel.

* Vice president of human resources, government and legal affairs and corporate secretary for New United Motor Manufacturing, Inc. (NUMMI), the corporate joint venture between Toyota Motor Corporation and General Motors Corporation,

 

March 11, 2015

How to manage your boss

 

                                                    Managing-up


Have you ever walked in the door of your home grumpy because your boss spoke to you in a condescending manner or didn't think to include you in a meeting or assigned someone else a key project you wanted to be part of? We all bring our work aggravation home, it's just what we do.

Most of us realize our  relationship with our boss can be critical to our sanity, our income, our advancement, and our work life balance. That's why managing up is a workplace skill. It can make us more valued or appreciated by even the most demanding boss.

What exactly is managing up? It's not the same as sucking up.

Managing up is good communication, says Jay Starkman, CEO of Engage PEO, a Fort Lauderdale HR services provider. “It’s making sure that your manager is getting from you what they need in order to do their job and look good to their boss.” By managing up, you deliver information in the style and manner your manager prefers, “not the way you would want it if you were in their position.”

Starkman encourages his staffers to manage up by sending him regular emails. If there are problems, he wants his employees to communicate them but also include solutions. He believes people who manage up are more effective, and happier in their jobs, because they are working as a team with their boss.

Managing up is thinking ahead and responding to the boss's needs before he has to ask for something. It's bringing a problem to his attention with a solution. It's going beyond the tasks your manager has assigned to you so that you can enhance his work.

Even if you have a difficult boss, you still can manage up.

With a difficult manager, learn his pet peeves or preferences: “You need to ask: What are expectations? What do you think I can do to set myself up for more success?” explains Marla Grant, a Miami certified coach, strategic advisor and professional speaker. Employees who make the effort can change the dynamics of a troubled relationship: “It doesn’t happen overnight,” Grant says. “But you can create room for a shift if your boss sees you as valuable to them or someone who makes them look good."

Along with advancement, managing up can lead to better work/life balance. Sandra Fine, vice president at RBB Public Relations in Miami, has reports and a boss. As a manager, she appreciates when her staff manages up by communicating when they will be out for a while and how they have covered their accounts. “I’m an email person, a much better reader than listener. I like knowing the details are taken care of and my employee is not leaving things on my plate to figure out.”

If you’ve built a relationship and good communication, a manager will give you leeway when you need to work from home, or turn down a promotion, or trust you when you take a new approach with a client,” Grant says. “If don’t have that, a boss will be more judgmental. That’s what managing up is about.”

Do you manage up? Do you see managing up as much different than sucking up?

 

 

 

February 23, 2015

Do you really want honest feedback?

Most of us tell ourselves we want feedback at work -- until we actually receive it. It's kind of like when we ask our spouse if a certain pair of pants makes us look fat. We aren't actually okay with the answer being yes.

Now, employers are asking managers to ease up on harsh feedback for their staff. At a time when younger workers want ongoing feedback, they want the managers to accentuate the positive instead of negative. I'm not sure that's a good thing.

While positive feedback definitely helps with motivation, I want to know the honest truth about where I stand. If something I'm doing is holding me back in my job or career, I want to know it, just like I would want to know if I'm walking around in pants that make me look fat.

There are nice ways to deliver the harsh truth. Good managers have mastered the art of giving truthful feedback in a constructive way. Of course, not every manager has skills to find a constructive way to tell someone he or she is not assertive enough or productive enough or focused enough to get ahead.  While criticism may be awful to hear, if something I'm doing is standing in the way of a raise, promotion or plumb assignment, I want to my manager to empower me correct it.  Having a manager give me only the positive is not going to be enough to open my eyes to the need to change my behavior.

As Talent Management Magazine notes: In a perfect world — and with a perfect employee —  focusing only on the positive is likely effective. But sometimes — and in specific industries — being a little tough can be beneficial as well, especially with an employee who perhaps has taken advantage of a "nice" manager and whose work has suffered as a result.

One boss I know always gives negative feedback. No one wants to work for her. That's not a great approach either. I have seen it lead to bad morale.

I want my manager to extol my strengths and heap praise on me for what I'm doing well, but I also want him or her to be honest about real or perceived weaknesses that might be holding me back. If I'm a remote worker and the perception is that I don't work hard, I want to know that so I can do something about it. If I see myself as a leader and no one else does, I want to know that, too, so I don't put in long hours and become frustrated when it doesn't lead to advancement.

Providing the right kind of truthful feedback -- which includes strengths and weaknesses -- separates a mediocre manager from a great one. A really great manager might tell me how to use my strengths to improve my weaknesses.

What are your thoughts on feedback from the boss? Do you only want to hear the good stuff? Do you think allowing a manager to give critical feedback is opening the door for bad morale?