Sitting Next to Donald Trump

Doreen & Carolyn While I haven't had the pleasure of sitting next to the Trumpster and getting business tips (yet), I did have the honor of the next best thing. I got some great business strategies and life advice from the woman who did sit next to Donald Trump - Caroyln Kepcher. Carolyn is the former COO for The Trump Organization and she is also the woman who sat at his side for 5 seasons on The Apprentice.  I met Carolyn at theNorthern Virginia Women's Business Conference.  There, she shared insightful tips on what it takes to succeed while being true to yourself and being there for your family. Her book, Carolyn 101: Business Lessons from The Apprentice Straight Shooter, also offers some valuable lessons on how to get ahead in the business world. I wanted to share some of my take-a-ways from her with you. You're the one in charge of your learning curve. In this day and age, we don't always have the luxury of having someone walk us through something step by step - holding our hand every step of the way.  You may get the basics, but the rest is up to you.  Take responsibility for your own education, training, and learning.  Be proactive within your organization, in your industry, and with your career. When someone hands you an opportunity, don't be afraid to take it. At 25, Carolyn had never run a golf club - or even knew much about golf, but when the opportunity presented itself, she jumped on it and suggested to Trump that he give her the job of General Manager for the Blair Hall Country Club. He said yes. Balancing work and home life is not a moral issue.  No one but you has any right to say whether what you are doing is good or bad.  You have got to decide what will work best for you and your family. And always talk with your boss about what that is.  Don't expect people to read your mind about what you need to live a "balanced" life.   More of Carolyn's insights, as well as how she managed to rise through the ranks of the Trump Organization at such a young age, can be found in her book.

Looking For the Easy Way Out

It's Called Work for a Reason

I love this book by Larry Winget. It highlights the best approach people should take to achieve any goal they have set for themselves - WORK. But sadly, in our world of instant gratification, getting by, or getting over, the concept of work has gotten lost.

Dictionary.com defines work as “exertion or effort directed to produce or accomplish something; labor; toil.” But through my years as an HR Director, a college professor, and life coach, I've come to realize one very important, but disappointing, fact:

Most people don’t want to exert, give effort, labor or toil. They just want results. And they begin to spend more time trying to figure out how to get the results they want with the least amount of effort, instead of putting in the "sweat equity" to produce the desired outcome.

People want to go back to school to finish or advance their education. But then they fail to commit the time necessary to study and learn. Instead, they want to do “just enough” to get by. School is not about getting a piece of paper, it’s about learning and challenging your mind. If you’re in it for the piece of paper, you probably aren’t working that hard.

People want to advance on their job – be rewarded for their efforts through position and salary. Yet, they are looking to do just enough to meet the minimum requirements – all the while waiting for that big promotion to come through. What would it be like if you showed up on time, gave 100%, became a real team player, shared ideas, paid attention to details, refused to let a customer go unsatisfied, or never allowed your reports, presentations, or any product to leave your desk without your full confidence that it was the absolute best you could do?

People want to lose weight – so they take pills, drink teas, get shots, or try to get through 7 days of the latest celebrity diet. They are looking for that quick fix without exerting, giving effort, laboring or toiling. They don’t want to consistently exercise. They don’t want to focus on nutrition and balanced meals in the correct portion size. They don’t want to do the work.

Finally, people want a successful business. They have big dreams of doing what they enjoy and getting paid for it. They have visions of providing for their family, taking grand vacations and giving to others. They talk to anyone who will listen about their big ideas. Yet, they only give minimum effort to writing their business plan, sticking to a daily work schedule, networking, managing their money, giving good customer service and following up on potential leads.

So, if you are wondering why you aren’t getting the results you really want, maybe you should check you level of exertion, effort, labor and toil.

-----------------------------------------------------------------------

Doreen Rainey is a Life Coach and Speaker who helps her clients Get RADICAL! For a FREE 30 day membership to the RADICAL Lifestyle Women's Network or to subscribe to her bi-weekly newsletter, visit her website. Join Doreen in the Washington, DC area for the 2010 Get RADICAL Women's Conference featuring Jillian Michaels, Fitness Trainer from The Biggest Loser and Rhonda Britten, Emmy Winner Life Coach from Starting Over and Celebrity Fit Club.

Tips for Starting a Consulting Practice

I can't take credit for the following information. I came across it on the consultant's discussion forum on SHRM. I think it's great advice for anyone looking to start their own consulting practice (or coaching, training, etc).

This was written by D. Kevin Berchelmann, President, CEO and principal consultant at Triangle Performance (with a little help from other posters). A highly acclaimed strategist and thought leader in executive and organization performance, he focuses on executive teambuilding, strategy development and compensation, individualized coaching, performance improvement, and retention.

Let me know if you agree, disagree, or have more to add.

Tips for Starting a Consulting Business

1. Clients first. Nothing else matters until you've got revenue. Hold off on spending any money on anything else until you have ONE paying client. The rest of this advice is for AFTER that client is on board.

2. Web presence. Ditch the local Internet provider, AOL, or Yahoo as your e-mail address and get your own domain. Purchase and hosting will cost less than a month on AOL. Besides, you can't sell professionalism from "consultant@yahoo.com." You just can't. Start with a simple web page or two, then build over time, as expertise, comfort and business builds.

3. Paper. Buy the BEST business cards and letterhead you can afford. Scrimp somewhere else, not here. It matters. Don't print them on your computer, and don't design them yourself. Hire a designer and have them professionally printed. Trust me, it does matter.

4. Network. Contact everyone you know -- even slightly -- and tell them what you are doing. No need to sell THEM, they now know; ask them for help, to refer someone they know who might need your services. And when you go talk to that person, ask them the same question. Networking is dynamic and iterative. You have to stay on it incessantly.

5. Be prepared to tell people "what you do." I'm not a believer in this "elevator speech" business, but you do need to be able to explain to someone who asks what you do, without taking 10 minutes to do it. Say your piece as quickly as possible, then ask about THEM, with lots of follow-up questions, since...

6. ...Remember, "it ain't about you." No one really cares about your background, credentials, prior VP jobs, or Mensa membership. They care about WHAT YOU CAN DO FOR THEM. That's it. The rest may -- later -- help with credibility when selling big dollars, but it won't get you in the dance to begin with.

7. Invest in technology. Laptops, smartphones/blackberry, good cellphones/service, reliable ISPs, etc. If you look and act cheap, you will be cheap. Can't separate the two; and you’ll need the additional help that effective technology provides independent consultants.

8. Write. Articles, books, white papers, surveys. Do it all the time; always have one or more in the works. Research (learn and use Google constantly), interviews, and put YOUR OWN STUFF in there so potential clients can get a feel for "who you are." A reality -- you cannot be all things to all people, so don't even try. Make it clear who you are and why you're different. Be a contrarian, over-principled, contra-culture, whatever... just take real stands on things that matter to potential markets.

9. Meet other consultants, and help them freely whenever possible.

10. Self assess constantly. Consulting is hard work, but potentially lucrative financially, personally, and professionally. But it's not for everyone, and you need to make sure it's "for you." No shame if not, but considering the diverse effort it takes to be successful, it would be folly to try if you weren't having fun.

11. Remember that consulting is the means to an end. You are a unique individual who consults, not a consultant who has other interests. Make sure that consulting is not your "whole life."

12. Too many consultants work too hard and charge too little. Don't be afraid to raise your fees. You're delivering a service that hopefully has far-reaching value for the client. It's important to help them see it. Besides, it's not good to be known as the "cheap alternative to xxx."

13. Work with clients that are interesting and challenging. Don't take on a difficult client because you need the cash. It's a recipe for disaster.

14. Another note on networking...speak to every community group that will have you. Rotary, Lions, Kiwanis, etc. all have weekly or monthly meetings and are scratching to fill speaker slots.

15. SWOT yourself every year. Assess the environmental factors to figure out what you should be doing that you're not doing and what you need to stop doing. Another step in the self-development path.

16. Don't be afraid to take risks. The worst that can happen is you might lose some money and have a little embarrassment. So what? Risk-taking is what will propel you to the next level of success.

17. Have an informal board of advisers or some other entity or group of individuals that you can call on for advice, whether as a group or individually. Sometimes when you're in the thick of something, it's hard to see all the angles and make sound decisions.

18. Be gracious, generous and full of gratitude. Allow other people to make soft landings when they err. Be generous in praise for others. Give generously to your favorite charities, both with time and money. Express gratitude to those who have helped you become successful and who have been supportive of your endeavors.

19. And you can't say this enough.... Have fun, do good things, and make money. Done correctly – and successfully -- consulting is a great way of life.

----------------------------------------------------------------------------------

Doreen Rainey is a Professional Life Coach and Speaker who helps her clients Get RADICAL! To subscribe to her bi-weekly newsletter and receive 7 RADICAL Tips, visit her website. For a FREE 30-day membership to her RadicalLifestyle.com coaching program, click here.

Will They Hire Me?

Having spent years working in Human Resources and now training and coaching managers, I’m use to getting questions about creating high performance in staff, dealing with those who don’t meet expectations, managing conflict, and effectively communicating both up and down the chain of command. But lately, I’ve been getting questions about interviewing skills - how to stand out among all the people applying for a job.

With unemployment at its highest in decades, the job market is tough and competitive. Candidates are looking for that “edge”. That “thing” to set them apart from the other applicants. The key is to remember that even in this world of "business casual", the good old fashion rules still apply.

I have seen my share of resumes, have interviewed many, many people, and have trained hiring managers on recruiting and selecting employees. And while I don’t think there’s a magic bullet, but rather a combination of several things working in your favor, I will offer you some tips to help put you ahead of the pack.

Tip #1: Cover Letter

YES – THE COVER LETTER. Putting the job you are applying for in the subject line and attaching your resume is not enough. The cover letter allows you the chance to brag on yourself. Did you increase sales by 25%? Say it! Did you reduce production cost by 15% while increasing quality? Say it! Did you design a training program that is now taught throughout the company? Say it! Did you lead a team of people to launch a new product that beat the deadline? Say it!
If the job description or ad mentions a specific skill or knowledge area, the cover letter is the perfect place to speak to what they are looking for.

Tip #2: References
Many people put “references provided upon request”. Why? If the CEO will brag on you, why not put it out there. If your former boss is willing to speak with a potential employer, let them know upfront. Providing your references gives a sneak peek into your professional circle – and lets the hiring manager know that you’ve got some credible people that will vouch for you. By the way – they should always be PROFESSIONAL references. No one wants to talk to your high school piano teacher no matter how sweet she is!

Tip #3: Know the Company
In a world with Google, there is no reason why you can’t tell your interviewer how you can specifically help them reach their mission (which means you should know their mission). Did the company recently win an award? Develop a new product? Have their most successful annual meeting? Layoff 1/3 of their workforce and are now moving in a new direction? Whatever the case may be, let them know that you already see yourself a part of the organization. When they ask you - "What do you know about us?" Make sure you can answer!

Tip #4: Tell Them You Want the Job
I was always amazed at the number of people I interviewed that never told me “This is the job I want.” Hearing those words with enthusiasm and passion at the end of an interview always lingered with me and I tended to remember those candidates the most. Don't let them think this is one interview in a long line of interviews. Make sure they understand why you would be an asset and that you can't wait to be a part of their team.

Tip #5: Send a Thank You Letter
Email is nice and quick – but could get lost in the shuffle, or worst yet, forwarded to HR without a glance. But a handwritten note can go a long way. In this world of junk mail, it’s quite refreshing for a manager to get “real” mail. Plus, the thank you note gives you one last chance to talk about why you’re the perfect fit for the job.

Now, there’s also some things you shouldn’t do! I found this list of The 25 Worst Job Interview Mistakes. And, yes, I know it seems like common sense, but you’d be surprised how many people still make these mistakes (I've witnessed many of them over the years!).

1. Arriving Late

Nothing makes a worse impression. If you can't turn up on time for the interview, what on earth would you do as an employee? If there's even the remotest chance that weather, traffic or hard-to-follow directions might be a problem, leave absurdly early just to be sure. If a meteor hits your car, go to a phone booth and ask to reschedule.

2. Arriving Early

Getting to the office building at 3:30 for a 4:00 appointment is good; presenting yourself to the receptionist at that time is not. As Jeffrey G Allen explains in How To Turn An Interview Into A Job (Fireside, 1983), "When it comes to interviewing, only fools rush in." It pressures the interviewer - and could make it look as though you have nothing better to do than read magazines in the waiting room. Instead, go to a nearby restaurant for a last-minute cup of coffee and a final check of your hair and clothing.

3. Dressing Wrong

Speaking of clothing, it matters. How you look has a lot to do with how you're seen. "Oftentimes in the very first few minutes of the interview, the decision is made whether it's going to be a turndown or a second interview," stresses John L. LaFevre, a human resources director based in Ohio and author of How You really Get Hired (Arco/Prentice Hall Press, 1986). "It either clicks on or it clicks off, and the remainder of the interview is spent validating that early judgment." Dressing too casually or flamboyantly can ruin your chances. The safest choice for any interview is a tailored suit in a conservative color like navy, gray or tan. Even the executives in wildly creative fields (TV, music, advertising, etc.) will respect you for knowing that a job candidate should look businesslike.

4. Dressing In a Rush

Don't. If you select your clothes right before you leave, you won't have time to fix the loose button or scuffed shoe you've just discovered. On the job interview, neatness counts more than it has since your last grade for penmanship. Try on your entire interview attire the night before the appointment, if not earlier. That way you can make any necessary improvements or repairs.

5. Smoking

In one Seattle University study, up to 90 percent of all executives surveyed said they'd hire a nonsmoker over a smoker if their qualifications were equal. Anyway, smoking makes you look nervous.

6. Drinking

Even if this is a lunch or dinner interview and others are ordering cocktails, it's better to stick to mineral water or club soda. At the very most, ask for a white wine spritzer (a tall glass of wine and club soda on the rocks) and don't have more than one. You need to be alert for this experience, not mellowed out.

7. Chewing Gum

Gum is not a good substitute for cigarettes or self-confidence. Gum chewing looks appropriate only in vintage movies.

8. Bringing Along a Friend or Relative

Tempting though it may be, resist the urge to bring someone along to hold your hand or help you fill out applications. Even being seen saying goodbye to your best friend or your spouse at the building door can make you look as if you didn't have the nerve to get there on your own. Being picked up afterward also reeks of dependency.

9. Not Doing All Your Homework

It isn't necessary to memorize the company's annual sales and profit figures, but you should know something about their products or services. One candidate lost out on an AT&T interview by mentioning their involvement in a news story that had been about ITT, and there was no way for the candidate to regain credibility after such a glaring error. Check out information about large companies in business magazines or corporate directories at your public library, or call the company to ask for a copy of the annual report. For smaller organizations you may have to rely on the grapevine; some of the best information can come from people who used to work there.

10. Skipping a Dress Rehearsal

You wouldn't make a speech to your PTA or church group without planning what you're going to say, yet people walk into job interviews every day just assuming that brilliant words will leap to their lips. Don't assume. Make a list of the questions you'd ask if you were interviewing someone for this job, and then rehearse the best possible answers using a tape recorder and/or a friend for feedback.

Read the remaining 15 mistakes...

Are You Above the Line or Below the Line

This was an article I wrote for my last newsletter. It sparked some great feedback so I thought I'd put it on my blog as well.
-------------------------------------------------------------------
It is inevitable. You can't avoid it. You've either experienced it. Are currently experiencing it. Or will experience it in the future. What is "it"?

"It" is something going wrong on your project, your team, with your performance or in achieving your business (or personal) goals.

Whenever something like this happens, you only have two options in how you respond. You will either respond Above the Line or Below the Line. The decision you make will be critical to how successful you will be in moving forward from the situation to seek a resolution.

One of the best business books out there is The Oz Principle: Getting Results through Individual and Organizational Accountability by Roger Conners, Tom Smith, and Craig Hickman. Based on the concept of accountability, the authors challenge anyone dealing with "it" to respond Above the Line.
The dictionary defines accountable as "subject to having to report, explain, justify; being answerable; responsible". Beginning with the words "subject to", this definition implies that there is little choice in the matter and that accountability is confession oriented - viewed as a consequence of bad performance or something going wrong.

Now, check out the authors' definition of accountability: A personal choice to rise above one's circumstances and demonstrate the ownership necessary for achieving desired results. If you accept and act on this definition, you are Above the Line. What does that mean? Take a look:

How to react Above the Line:
See it
Own it
Solve it
Do it
_________________________________________________

How to react Below the Line:
Wait and See
Cover Your Tail
Finger Pointing
Ignore/Deny
Confusion/Tell me What to Do
It's not my job
In other words - the blame game

How does this play out? Here are two examples:

Situation #1:
An employee has several meetings with his supervisor about his poor performance, lack of planning and timeliness, and inability to be proactive. When this reaches the critical stage where the employee could lose his job, the employee begins to explain the real issue: his boss isn't giving clear instructions. Other departments aren't providing the needed information causing him to miss deadlines. Also, one of his co-workers has it out for him and has not been very helpful in providing the data needed to complete his reports.

Situation #2
An employee has several meetings with his supervisor about his poor performance, lack of planning and timeliness, and inability to be proactive. When this reaches the critical stage where the employee could lose his job, the employee begins to explain his next steps: he will be sure to follow-up on each stage of all projects to make sure he is following instructions. He will meet with other departments regularly to ensure they work together to get the information needed so that deadlines would be met. Finally, he would set aside personal feelings about co-workers and focus on building a working relationship based on respect and the common goal.

Can you guess who reacted Above the Line?

What about you? When something goes wrong - whether it's in your professional life or your personal life - how do you respond? Does your actions line up with what's Above the Line or what's Below the Line?

The Problem with HR Professionals

In my last post, I mentioned that some HR departments aren't as helpful as others. I spent a large chunk of my corporate career in Human Resources and I've seen the good, the bad and the very ugly. I've also listened to many people talk about their HR departments and how ineffective they could be. From that, I've come up with my top 10 problems HR professionals have.

Now, my thoughts about the problems with HR are just that - MY THOUGHTS - so feel free to disagree. So let's get right to it:

Problem #1: They aren't objective.

HR has the unique role of being a management representative AND an employee advocate. The key to maintaining that balance is really not caring about who the people are on each side of the issue, but to focus on the policy, process or the solution to the issue. I call it "not having a dog in the fight".

Problem #2: They fire people.

The only people HR should fire are the employees that work for them. Managers fire their own employees - not HR. While HR should be there, it is that employee's supervisor that needs to manage their own staff - which means that if someone needs to be fired, the manager of that employee should do it.

Problem #3: They don't know how to terminate employees.

If a termination meeting takes more than 5 - 10 minutes, it's too long. It's not a discussion, it's a notification. If it gets messy - it's HR's fault. They should control the meeting.

Problem #4: They forget that perception is important.

Hanging out with employees, taking smoke breaks together, always laughing and joking with people outside of HR is not a bad thing, but if staff begin to feel you have favorites, they will doubt your ability to be objective.

Problem #5: They're afraid of conflict.
HR is all about conflict. Not necessarily "bad" conflict, but you can't be afraid to deal with issues head on, be assertive in your role, and advise people when they are on the wrong track (regardless of their position). You have to be able to have direct conversations with people about salaries, promotions (or denial of promotions), performance issues, and even the dreaded talk about body odor.

Problem #6: They want to be seen as strategic but are not qualified.

Does HR know how to read financials? Do they have a deep understanding of the strategic plan and how they can impact whether the implementation is a success or not? Have they seen the latest industry reports, annual report, or taken the time to truly understand operations? Can HR show metrics that support what they do and how they do it?

Problem #7: They care about losing their job.

The greatest attitude to have in HR (and maybe in any position) is not caring about whether you lose your job - that frees you up from trying to please certain people. If the CEO wants something, and you know that's not the best course of action, you can speak up. If a VP wants to fire someone and you know its premature, you can speak up. Never be afraid of losing your job for doing your job. And tell your boss that.

Problem #8: They don't invest in their education.

I'm not talking about workshops, certifications or seminars telling you how to recruit, conduct progressive discipline or write a handbook. I'm talking about business courses, negotiation strategies, mediation courses, communication classes, presentation skills programs, and the such. HR people are responsible for telling others how to manage, grow, develop, recognize, motivate, discipline and terminate employees. They should invest in the skills to do these things effectively.

Problem #9: They can't apply the education they have.

Having skills and being able to use them to do your job well and advance your career are two separate things.

Problem #10: They can't keep their mouth shut.

This is my biggest pet peeve of all. How does confidential information get out? How do people know the layoffs are coming? How do people know who makes what? How do people know what disciplinary action was taken against someone? How do people know about upcoming policy changes that management is not ready to announce yet? Now, granted, leaks can come from other places, but if you are in HR and you can't keep your mouth shut, ultimately you will lose the trust of your peers, company employees, and your superiors.

Well, that's it for now. Was I perfect in my HR career? Yes!

Just kidding!!!

I had my fair share of challenges and mistakes, but if you can conquer problems 1-10, you're well on your way to a rewarding career in HR where you impact the production, morale and the bottom line of the company you work for.

Your Bad Management Is Not A Secret

During my career in human resources, I've had the chance to work with some exceptional leaders and managers. I've also had the pleasure (or displeasure) of working with managers and leaders who were NOT very good. The interesting thing about most bad managers is that they think they fall into the category of exceptional.

So, how do you know if you are a bad manager? Take my quiz and find out!

1. Do you have poor performers that work for you and you haven't done anything about it?
2. Are you afraid to confront some of your employees because you don't like conflict?
3. Do you avoid difficult conversations about salary, performance, projects and deadlines?
4. Do you ignore problems between your staff or between staff and customers/clients?
5. Have you received feedback about your poor management skills and ignored it or explained it away?
6. Do you avoid asking for feedback on your management skills because you fear the results?
7. Are the only times your employees get feedback during the annual evaluation or when something is wrong?
8. Do you keep employees you should fire?
9. Do you tell your employees "HR made me do it?" (Making HR the enemy instead of taking responsibility for your own team/department and presenting a unified front with HR?)
10. Do you tell your employees "HR made me do it?" (Making HR the enemy instead of taking responsibility for your own team/department and presenting a unified front with HR?)
11. Do you tell your employees "HR made me do it?" (Making HR the enemy instead of taking responsibility for your own team/department and presenting a unified front with HR?)
12. Do you try to be your staff's friend instead of their manager?
13. Would your employees say you "play favorites" and know they can't say anything negative about that person because you'll protect them.
14. Does your HR department roll their eyes every time you come their way?
15. Are you too passive - letting people roll over you and your staff?
16. Are you too assertive - you have to be right, even when you're wrong?
17 . Do you think you're exceptional but have no proof?

Okay, I'll just stop there!

If you answered yes to at least one of these questions - get help immediately! We, in the HR field, would like to invite you to finally face your shortcomings. It's okay. We understand. We know you are a great person that just needs to brush up on your management techniques. We would love to coach you to becoming a stronger, effective, more efficient manager that will create an environment where your employees can thrive!

Now, believe me, I know that not all HR departments are created equal - they can be ineffective, inefficient and can answer yes to just as many of my questions as a bad manager (but more on that in my next blog!) So, if that's the case - get a coach. Someone who has the experience, education, and the boldness to honestly assess your skills and help you develop them. Someone like...let me see...who could I recommend...oh, yea - me!

You know why you should take me up on this offer? Because...your bad management is not a secret!

• Everyone knows about the employee you have yet to fire.
• Everyone knows about the employee that's not carrying their weight.
• Everyone knows about the employee that you are afraid of.
• Everyone knows about the employee that is protected because they are your friend.
• Everyone knows that you don't know what you're doing and pretending that you do.
• Everyone is wondering how you became a manager in the first place.

Not only do they know it, but they talk about it among themselves.

So take it from me...someone who has worked with lots of bad managers. Get it together. Because your bad management is not a secret!