Roy's Blog: Careers
April 24, 2017
Why is it essential for individuals to be different?
In a world of frenzy competition for career opportunities, if you’re not different in some relevant and meaningful way, you’ll go unnoticed, be ignored and will be just another member of the faceless herd.
To blend in is to have no personal identity; nothing special that will shout you out to others.
Being like everyone else in the crowd may feel comfortable but it is no recipe for long term survival and success.
Being different is the call for people to step out; to walk away from ‘this is the way we’ve always done it around here’ and sell ideas that are contrarian in nature. To perform a role in a unique way that produces amazing and unexpected results for their organization.
There is, however, a dark side to being different; where people try to explain away and justify dysfunctional behaviour under the banner of being different.
Being different does not give an individual the right to demean others. Disrespect them. Bully them. It’s not about committing outrageous acts with language intended to hurt someone else. It’s not building yourself up while tearing another down.
Being different is the enemy of narcissism. Create remarkable value for others and you will attract attention and recognition to yourself. Self adulation and promotion are not necessary; others will provide the energy as an expression of their love for who you are and what you contribute.
Politicians that try to out-shout their opponents with name calling and personal assaults aren’t different; they’re people who attack rather than articulate the unique contribution they intend to make.
Executive leaders who chide their managers in public aren’t different; they’re bullies who love to exert their power over others.
Team members who constantly gossip about their colleagues aren’t different; they’re opportunity seekers who want to portray themselves to leadership as being connected and having ‘their finger on the pulse’ of what’s going on in the organization.
Step out and serve others in a special way.
Step on them and join the bully crowd.
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- Posted 4.24.17 at 06:36 am by Roy Osing
April 13, 2017
If you have lived long enough, engaged in business, served in the military, or participated in sports, you have your own ideas regarding “leaders” and “leadership.”
You’ve had parents, teachers, and employers who have taught you about leadership.
You have observed political figures in the media.
Examples of leadership are everywhere.
How do you define leadership? Whether at home, work, or within your community, do you consider yourself a leader?
Leadership has many definitions.
One definition is the ability to influence. Since each and every one of us has the ability to influence, I’ll challenge you to accept that every day you live your life, you have the opportunity to be a leader.
I’ve heard it said; “The effect you have on others is the greatest currency there is.” How are you using your “currency”, your leadership, your influence?
Everything you do or don’t do, say or don’t say, will have an impact and influence those around you. My challenge to all of us, is to take this role seriously.
We expect those in power, responsible for our well-being, to be good leaders. If we hold them to a higher level, we should expect nothing less from ourselves.
We look to our leaders as public servants and expect them to “serve” us and our best interests.
As a leader, look for opportunities on a daily basis to be a positive influence, and make a difference in the world around you. Lend a helping hand, speak an encouraging word, or share a smile.
Maybe your leadership starts within your own family, neighborhood, community or job.
When I was raised, my parents always encouraged me to treat people the way I would like to be treated.
This is such a basic principle, one that still holds true today.
Leadership isn’t difficult if you make a choice to treat the people in your life the way you would like to be treated.
Be a leader and use your influence to positively impact those around you.
Lead selflessly with integrity, compassion, humility, and forgiveness.
If we take our leadership roles seriously, just imagine what a wonderful world this would be.
Bob Zimmermann is a Naval Academy graduate and a current Captain for United Airlines. He is a partner with Vector Academy. He is a motivational speaker focusing on leadership and human performance training.
- Posted 4.13.17 at 05:31 am by Roy Osing
April 3, 2017
Standout leaders are proactively adaptive who thirst for change. They drive change as opposed to letting change drive them.
They enthusiastically embrace the change process and treat it as an opportunity for the organization and themselves as opposed to treating change as a threat and something that can be avoided.
They are good at anticipating how things will unfold but are brilliant reaction agents, reacting to an unforeseen event when it occurs. When Plan A is in jeopardy they move to Plan B in a heartbeat.
They are Change Leaders, as opposed to their more traditional organizational cousin, the Change Manager.
Change Managers want to perpetuate the momentum of the business, and reluctantly move into the change mode when the forces on them leave no other option.
The Change Manager isn’t GREAT at reacting; they are limp reaction agents, reluctant to change and get dragged into it kicking and screaming with the real motive to keep the status quo for as long as possible.
They act from the belief that change can be affected in a controlled and organized fashion and tend to look to incremental improvements to address the challenges of the day. Change Managers are students of the softer more evolutionary methods of organizational change.
Incremental thinkers drive incremental change which often falls short of what is required.
Don’t look to Change Managers to be proactive and initiate required changes in your organization; to have an adrenalin-rushed reaction to move in a different direction as a result of unanticipated events.
They simply will not do it. And don’t look for an out of the box alternative to the current way of operating your business; they will always be governed at best by modest incremental changes to the current operating model.
Change Leaders, on the other hand, understand that real change with breakthrough benefits for the organization is the result of introducing discontinuities to the current business model.
They are proactive and are constantly on the lookout for operating models for running the business so that revolutionary break-through changes can be achieved. And in the face of unexpected events challenging the performance of their organization, expect Change Leaders to enthusiastically react with a sense of urgency to determine the appropriate life-saving course of action to take.
Change Leaders will present your organization with tough decisions because their proposals will require taking higher risks to yield greater rewards. Expect them to make your organization uncomfortable with the inherent risks associated with the order of magnitude changes they bring forward.
You must develop a plan to be a Change Leader; it won’t happen by serendipity. You will discover that most of your colleagues will fall into the change manager category and that differentiating yourself is very achievable and will get you the kind of currency in your organization that will highlight you for future opportunities.
These 9 steps will help you be a change leader.
1. Use your personal network to discover the most critical issues the organization is facing. You can’t lead change unless you have an intimate understanding of the threats and opportunities likely to impact your business future.
2. Focus on the critical few things that will deliver the maximum number of benefits to the organization. Beware of the long action plan list; you have neither the time nor the energy to do ten or twelve things really well nor will they be equally important in terms of the positive impact they produce.
Look for 20% of the actions - your critical few list - that will deliver 80% of the needed results and get going.
The long action plan list - pursuing numerous tactics - is a symptom of sloppy strategic thinking: a lack of appreciating the few actions required to produce the greatest impact.
Chasing numerous tactics may make you feel good about how busy you are, but it can be deadly in terms of achieving real progress.
3. Be anal about executing your top priorities. Don’t get mesmerized by the brilliance of your idea; it’s worthless until you do something about it and achieve positive results.
4. Take on a let’s do it differently attitude and way of working. Avoid linear thinking. Be a lateral thinker and look for out-of-the-box solutions to problems in the organization.
5. Purge your vocabulary of words like evolutionary change and incremental change in favor of breakthrough and revolutionary change.
6. Get on the internal speaking circuit. Talk up the importance of creating discontinuity for your organization as the way to meet the challenges your organization is facing and generate economic opportunity.
7. Increase your depth and breadth of experience and expertise. Look for job opportunities throughout the organization; don’t get pigeonholed in one specialist role.
8. Read insatiably, and develop a portfolio of new concepts and ideas that could be applied to solve your pressing business problems or lead your organization in new directions.
9. Seek out others in the organization others who aspire to be Change Leaders. Encourage them. Mentor them. Support them in their day to day activities. And be seen to be doing it.
- Posted 4.3.17 at 07:34 am by Roy Osing
February 13, 2017
I had many mentors throughout my career, and I selected each one with a definite purpose in mind.
Getting a return on investment from your mentors doesn’t happen through serendipity; it is the result of a methodical strategy executed day-in and day-out.
These 12 “mentor moves” paid off handsomely for me over my 3 decade career.
1. Try and move the relationship with your mentor to a 2-way one where over time they benefit and are not always the giver.
2. Engage regularly. Monthly. If you’re not with them continually you’re out of their mind. Take them for lunch; THAT is something they wouldn’t expect.
3. Share your achievements; wins and losses. Offer an analysis on why you have suffered a setback along with an action plan to correct.
4. Ask for advice on specific challenges in your work that you are facing, but present your solution for their comment. Bring your suggested solution to the table not a problem with an open “What do you think?” question.
5. Ask your mentor to refer you to their connections who might be able to help you.
6. Ask them to recommend networking events and organizations given your specific career goals.
7. Use “their eyes” for your resume. Ask them to review it and be overly critical.
8. Submit any major document you have prepared for their opinion. But don’t overload them; keep it brief and capture the salient points.
9. Connect with them on LinkedIn. Invite their contacts to connect with you but only through a customized personalized invitation.
10. Know something personal about them; send them a note on special occasions you discover about them. Hand write the note don’t send an email, text or use social media remark.
11. Discover what they need and offer to support them in any way that you can. Your contribution may be modest but it’s the gesture that matters.
12. Honour them. Talk them up with respect to all of your friends and colleagues. Put positive energy in the universe and it just may be returned.
A mentor is an asset to you.
Manage them well.
And reap the rewards as your future unfolds.
Check out my BE DiFFERENT or be dead Book Series
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- Posted 2.13.17 at 05:35 am by Roy Osing