Look for their unique selling proposition.

Filling a position requires a lot of work on the hiring manager’s part – going through resumes, selecting those who appear to be a good fit, interviewing them, imagining each candidate in that job. Your choice will affect the company’s performance, so it’s a responsibility. Wouldn’t you want that responsibility to be a bit easier, and some of that work done by the applicants themselves?

The best ones, those who have the potential to be the biggest “return on investment”, will do just that for you – they’ll research your company, they’ll envision themselves in the position and will link their specific skills to the company’s bottom line in their unique selling proposition. Those are the people you need – those who are ready to go an extra mile, who are able to see themselves in the big picture. You won’t miss them – they’ll always stand out in a crowd of interviewees. And you’ll want them, even if their specific credentials require you to alter the job description or restructure a department.

Have a look at my recommendations to job seekers on creating their unique selling proposition in my latest article for Psychology Today. I bet you’ll feel that you’d hire people who take that approach.

Any manager is a human being. Duh! – I hear you say. Bear with me, for it is something that can be helpful to always keep in mind. What I mean is that no matter how talented a manager you are, your personal tendencies have a bearing on your behavior in the workplace. Some of those features may be helpful, some not so much – that’s why it’s a good idea to be aware of them so you can control the impact. In the latest issue of my Psychology Today blog I address – from the employee’s point of view – one feature that people often describe as particularly taxing in their superiors: a tendency to complain too much. To them, the employees.

Understandably, we all get frustrated over one thing or another. Airing one’s frustration to the others does offer an easy outlet – there’s no arguing that. No matter what the pesky issue is – talking about it to the next person always helps. And when a bunch of “next persons” (translation: your team) is always within an arm’s reach, most of the day, it’s easy to loose track of how that soothing “exchange” (translation: venting) affects the workflow.

Read the complete article at PsychologyToday.com where I analyze the true reasons behind some complaining tendencies and offer employees tips on how to handle a whiny boss. It will help you make sure you yourself never need any such “handling”.

So, you are doing great, you say. Terrific, now what about your unit, group, subdivision, department – the people who need your leadership? Take a careful look: do you pay enough attention to their needs and problems? It’s natural to be proud of one’s achievements – the results of your hard work and administrative talent. Yet, you are not alone; you need those people around you to get the job done. Be sure not to make it all about yourself – appearing self-centered in the eyes of your co-workers can hurt feelings, cause withdrawal and inertia and lead to loss of productivity, damaging your team’s performance and, by extension, your own career.

In my recent article for Psychology Today I offer employees tips on how to stand up for themselves (diplomatically) when they feel neglected by a preoccupied manager – four ways to manage up and save one’s job satisfaction and success. Be sure to read it so you see the potential problem from your team’s perspective.

Employees take their “attitudinal” cues from their bosses. If the boss is upbeat, then the employee acts in kind. If the boss is all over the map, your workplace may be morphing into a sugared up schoolyard, complete with sugar crashes in the afternoon.

If your employees are wearing more “Goth” attire lately, you might want to check on your managerial approach. Are your moods as changeable as the stock market? In my latest Psychology Today blog, How To Manage Your Boss’s Mood Swings, I explain what may be the cause of mood swings and how to handle them. It’s an opportunity to see if this is occurring in your own backyard.

Of course, if you feel your management style is fairly stable, then you can use my five tips for managing moody mayhem to lighten up your own managers. By doing so, your workplace can change from the Perfect Storm to smoother sailing this New Year.

Holiday time is a time for joy, cheer, and perhaps you may feel some adult version of “separation anxiety” — fear that not everything at work is going to be done before the holidays.

As a manager, have a plan ready and decide what can wait until after the holidays. Too much pre-holiday workload may result in employee burnout and tarnish your reputation (you don’t want the name “Scrooge” brought up!) To avoid being a TOT, read my Psychology Today blog to learn about boss holiday separation anxiety. . . before you start seeing long faces at the holiday party!

Remember, a little break now will translate into a happier, more productive 2012.

If you’ve recently been promoted to a management position or just wavered at times in your career—you may be asking yourself, as a good manager and coach, should I be liked or feared to be effective? In my latest BloombergBusinessWeek article I posted the fact that instead of vacillating between being a feared power player or a well-liked pushover, leaders should try to earn respect.

A recent LinkedIn discussion I led supported my premise that respect is really the goal. Most members of the Human Resource Management group felt that in order to garner respect, being liked is indeed better than being feared—but that at times some fear of authority is necessary to get the job done.

In the business world, the greater good of the company sometimes necessitates unpopular decisions. But managers can’t execute them without a foundation of respect. Please take a look at BloombergBusinessWeek for a perspective on how real power thrives on respect.

If you’re a senior manager or in Human Resources, you know that Terrible Office Tyrants (TOTs) wreak havoc in your business. You want to mitigate the behavior as much as possible. You also want to ensure that your staff is TOT-free.

TOT-taming is reaching out to more beleaguered office workers this month with articles appearing in Forbes, CBS/MoneyWatch and Media Bistro. Forbes highlighted Seven Ways to Tame an Office Tyrant — don’t let them see you sweat, listen actively, be a role model, be a problem solver, harness strengths and weaknesses, use humor and show empathy. Of course, in my book, there are many more tips. Check them out!

At CBS/MoneyWatch you’ll find suggestions on what to do When Your Boss Acts like a Toddler, which included my favorite acronym: CALM—Communicate, Anticipate, Laugh and Manage. Communicate with your boss openly, honestly and frequently. Anticipate problems before they become larger problems and have solutions ready. Levity helps break tension, diffuses issues and punch through barriers. Managing up doesn’t mean kissing up. It means speaking the truth and setting expectations with your boss.

In Media Bistro’s Dealing with the Terrible Office Tyrant (TOT) I told public relations professionals that the onus was on them to spot a TOT and put some real teeth behind that great PR reputation. With some behind the scenes TOT-taming they can increase those moments of agency euphoria.

Try some TOT-taming techniques in November, as the holidays and a short month create a fertile environment for more stress!

In my latest article for Psychology Today I talk about winning in that high-stake game – the job interview. Seemingly insignificant mistakes can lead to a job opportunity slamming shut in your face. But putting attention on a few key things and keeping a positive attitude will help you to get through. Here is a snippet:

You haven’t had a job in months, money is tight, and you’re losing patience in your search. Then you get “the call!” You secure a job interview and think, “Did this hiring manager misdial? “Did I just hit the lottery?” You leave your home for the appointment, but your downbeat persona follows you. If you’re finding that during interviews, your posture, expression and responses show you’re not on top of your game—stop the presses! It’s time to hit “reset” if you really want to land a great job.

It’s very easy to become jaded after countless failed job search efforts, but you can make a concerted effort to change your attitude to the positive. If it’s any easier, consider it a challenge to try a new mindset. Even if you won the Nobel Peace Prize—twice—a negative tone would offset that lofty achievement! Most everyone can afford to take their level of enthusiasm up a notch during job interviews—and they will likely increase their odds of success significantly.

Although you might have regretted an interview response or two in the past, as most mortals have, you can avoid some faux pas by knowing some of the more common pitfalls in advance. For the five DON’Ts and Do’s to help you shine in your next job interview, read the article at PsychologyToday.com ]]> http://www.lynntaylorconsulting.com/blog/five-things-not-to-do-in-a-job-interview/feed http://www.lynntaylorconsulting.com/blog/turn-a-distant-boss-into-an-interested-one http://www.lynntaylorconsulting.com/blog/turn-a-distant-boss-into-an-interested-one#comments Wed, 28 Sep 2011 01:22:17 +0000 Lynn Taylor http://www.lynntaylorconsulting.com/blog/?p=530

Recent departure of Steve Jobs as CEO of Apple sent some major ripples throughout the business community. There is a universal feeling, though (reflected in the way its shares’ prices behaved after the news), that it’s not going to weaken Apple in any way. Being a truly great leader, Jobs has made Apple the best a company can be — a perfect fusion of cutting-edge creativity and business genius. In my recent article for Psychology Today I take a look at what makes a great leader and what would enable every manager to be a Steve Jobs for his own team. Here’s an excerpt (or, better yet, read the whole article here):

Some believe you’re either a business leader (great motivator or figurehead, for example) or a creative type who quietly sits in the corner like the gifted (or “mad” scientist) — and bingo, another killer product is born! Well perhaps we now have highly visible evidence that you can do both, although the leadership side is much easier to dissect.

For example, the most innovative work environment you can create is one where it’s safe for success - one that allows your team to take risks and offer suggestions for improvements, even if small mistakes occur. Some of the best advancements in a company come from people who are in customer-facing positions, on the front lines.

In one national independent study we commissioned among 586 workers, 91 percent felt that it’s positive for morale when managers even change course after getting employee feedback. Too often, there’s a logjam of ideas emanating from your people up the chain of command — due to territorialism. So things stay status quo.

Steve Jobs and Apple kept to the vision, but also kept the pulse on the ever-changing customers needs, 24/7, as the best marketers do.

Certainly Apple has its challenges ahead. But do you - in trying to create a fertile environment for creativity while managing a team? Do you seek to make your workplace safe for success? I would venture that some of these approaches came naturally to Steve and will be part of the continuing management culture.

For tips on how to be a good leader, continue to PsychologyToday.com