Become A Leader At Work, By Making Your Company's Decision Makers Take Favourable Notice Of You!

Every Employee/Manager Wants To Get Promoted

Well, all kinds of people exist on the planet Earth, and they daily have different unique experiences that make them take decisions which may appear curious to others around them. So, I guess I could re-phrase the above heading a bit by starting it with "Under Normal Circumstances". By this I mean there is a possibility that someone, somewhere, may NOT (for reasons best known to him/her) want to get promoted from his/her current job position.

As for the rest of us, the phrase "Every Employee/Manager Wants To Get Promoted", I am sure reasonably reflects expectations that a career minded person is likely to have - and many do actually have it. However, the challenge for most people is often how to go about making their expectations become reality - and whether they can apply the sustained effort needed to succeed.

How does a supervisor or junior level employee get promoted to manager's status? What will s/he have to do to be considered competent, by decision makers, for elevation to such a position in the organisation? What will it take for YOU to get given that opportunity to relieve or replace YOUR boss(e.g the Technical Director about to go on leave or retire), having spent say the last ten years as head of your department, on what now appears to be a plateau in your career advancement path?

You, like any other person who aspires for career advancement, must consider these questions against the backdrop of information about the work to be done in the position you have set your eyes on, and the results expected to be delivered by the incumbent or post holder at any point in time.

I Successfully Used The Ideas Offered Here As An Employee - YOU Can Do The Same

This article offers very practical ideas, and somewhat unconventional thinking, about how any willing employee or manager can take personal action to regularly create opportunities for him/herself to win high profile career secondment opportunities and promotions in the workplace.

A lot of what I propose here is based on what I did(sometimes initially purely on instinct, until I made it a habit, having noticed the attendant benefits), quite successfully during my time in paid employment, and which I also observed others do equally - if not more - successfully. It also contains useful insights obtained from studies of the career lives of other persons who achieved significant successes as executives in high profile corporate organisations.

Six Practical Steps You Can Take To Get Favourably Noticed By Decision Makers

1. Forget What They Teach You In (Management) Courses: Okay, maybe you shouldn't "forget", but don't let it hold you back at work. (Management) School studies present issues in an orderly manner. Real-life situations often present themselves in the EXACT opposite way, even as they demand YOUR prompt action! I suggest you identify individuals you look forward to relieving, and focus on studying what they do that makes them competent to occupy their positions. Also, read books based on real-life studies/true stories about successful career persons. Apply what you learn.

2. Remind Yourself Of Your Boss' Expectations/Act On Them & She Will Tell Others: Ask yourself what role you need to play to help him/her and the entire team, succeed. Do this often enough and you will soon be thinking like him/her(i.e. as it relates to getting the job done in line with legitimate requirements), sharing his/her concerns - and taking appropriate action to get the desired results.

It will only be a matter of time before s/he stops "worrying" about following up with you to be sure you're doing what s/he NEEDS you to do in order that s/he might deliver the results management expects. Evidence of this will reveal itself in how readily s/he leaves you in charge - justifying doing so to superiors if necessary - whenever there is a need for him/her to go away for long periods(e.g on leave, unexpected temporary re-deployments etc).

3. Demonstrate(And Act Based On) Keen Awareness Of The Company's Priorities - And You'll Get Noticed: If you can work hard enough to understand WHAT is important to your boss/company, WHY it is important, and HOW you can do YOUR own job to help achieve those important goals, you WILL ALWAYS be a valuable member of the team. Do this long enough, and s/he(plus "others" who watch) will be unanimous in recommending you for assignments or secondments to higher positions.

4. Master Your Area Of Interest Or Intended Activity - And Word Will Spread About You: Your demonstrated competence on the job and proficiency in implementing related tasks will boost your chances of doing well when you get the opportunity to act in a higher position. This is why you MUST work HARD on yourself - relentlessly. In addition, make it your number one priority to gain as deep an understanding/insight as the person you know to be BEST in each area you expect to be responsible for, if/when you go on secondment.

For instance, if there is a particular problematic machine whose performance determines how well your department will perform in terms of output, you want to find out ahead of time:

(1) What is required to keep it working with minimal stoppages?

(2) Who the best hand(s) is(are) to get it back in working order if it does stop working?

(3) What alternative options are available to you in the event that it REFUSES to work despite efforts to revive it?

Pssst: Here's a secret. Many times the old hands, usually in the lower cadres or rungs of the ladder know the answers you seek. Not because they have more education, but because they've been around so long, and seen so much of it happen again and again, with the benefit of also witnessing what solutions worked and WHO came up with them. Get them on your side, and they will open doors of insider information/pockets of wisdom frequently inaccessible to persons unwilling to get down from their high-horses.

5. Always GTEM(TM)(i.e. Go The Extra Mile): But Do It Intelligently. Going the extra mile when necessary, specifically to the extent that it helps achieve the organisation's goals without incurring avoidable/unjustifiable losses or other negative consequences, will set you apart from the crowd.

Majority of employees typically do about enough to meet their obligations as employees. And I don't just mean resuming at exactly 9.00am and closing at 5.00pm sharp. GTEM(TM) goes beyond - or may not even include - exceeding normal working hours(which some people exploit to earn overtime pay, even though there was no reason to stay that long!!), to things like say...following up the phone call you made - 5 minutes to the close of YOUR shift - to the laboratory technician about the beer tank sample which needs to be IMMEDIATELY analysed so the bottling line does not run out of beer, in another half hour.

In this regard, it could in fact mean YOU stopping over at the laboratory, AFTER closing your shift/on your way out of the brewery, to get the result(confirming the beer is good for bottling) and reading it over the phone to the bottling hall operator so s/he can connect the new tank to the line and avert the impending line stoppage.

You would do this because you KNOW it is important to do all that YOU can to help the company team - which you are a part of - do well by meeting the set target output. You would not do it out of fear that you could be blamed if you did not. (After all, technically speaking, it would not be you ON DUTY, if the lines stopped bottling because the results of the beer in the next tank for bottling are late in arriving!)

In otherwords, you would readily do necessary work to move the company forward regardless of whether you've closed for the day or not!

Your colleagues, reports and bosses will notice this selfless, team oriented behaviour, and decision makers will ultimately consider it a quality that gives you potential to succeed in a higher leadership position.

6. Show That You Are NOT Scared Of Taking Tough Decisions, Intelligent Risks And/Or Initiating Change. Collin Powell once said "Being responsible sometimes means pissing people off." To convince decision makers that you can hold important positions, you MUST show that you can take needed decisions/actions - regardless of who is affected.(This of course does not mean you would be insensitive to the needs and feelings of others).

Also, you must not suppress your creative instincts in doing the things outlined in 1 to 5 above. Successful companies know their progress depends on periodically re-inventing themselves internally and externally. That's why they value people who DEMONSTRATE that they have the guts to break from established traditions, to develop new ways of thinking and doing things - which inevitably equip the company to better pursue its goals.

Actively(and responsibly) explore opportunities to introduce useful change. Sometimes your instincts will tell you the recommended "way" will not yield the best results, and a different solution would pop into your head. If you have worked hard enough on yourself as suggested above, you will KNOW when it would be right to follow YOUR instincts. Anytime you feel that way, DO IT! When you succeed, the news will get around.

Sometimes you may not succeed :-). But that would not be bad. You would have learnt something useful. If your boss is smart, s/he will acknowledge you for taking a decision that required courage. Decision makers could even take that to be evidence that you have the makings of someone who can lead others/occupy higher positions(YOUR desired goal)!

Summary

If you were to take all that I have said here and summarise it in ONE single sentence, it could be something along the following lines: If you want decision makers to give you MORE frequent opportunities for career advancement, work hard, but responsibly, to DO THINGS that will GET YOU FAVOURABLY NOTICED by them.

By "thing", I mean what you will do that helps the company move forward, even as it also makes you look good, BUT as much as possible, without deliberately making any other person(s) look bad. If you can do that successfully, your organisation's leaders will show their faith in you, by repeatedly demonstrating (through choices they make) a preference for you, over others who may otherwise be considered equally talented, qualified or competent.

"All successful employers are stalking people who will do the unusual, people who think, people who attract attention by performing more than is expected of them." -- Charles M. Schwab

"'Luck is when preparation meets opportunity" - Anonymous

Powell's Rules for Picking People: " Look for intelligence and judgment, and most critically, a capacity to anticipate, to see around corners. Also look for loyalty, integrity, a high energy drive, a balanced ego, and the drive to get things done".

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Seven Steps to Making Better Decisions

Heads or tails? Have you ever agonized over a decision and wound up wishing you could just flip a coin for a quick yes-or-no answer? Or do you catch yourself twiddling your thumbs and hoping no one will notice you're stalling? Some decisions have life-or-death consequences-and some are even more important than that.

Education, career and marriage choices can affect the course of our whole life. Character and spiritual choices can have an even more far-reaching impact. Tough decisions and complicated choices can thwart us. But just putting off a major decision doesn't solve anything, and may even be the worst choice.

Here are some commonsense strategies that can help you overcome an overwhelming choice.

1. Seek wisdom.

This includes prayer, study of the subject in the Scriptures and seeking wise counsel throughout the process.

Those who believe in God and the power of prayer know why this step is first. Sometimes there isn't time to do anything else.

George Evans, a retired architectural engineer, tells of a time he was between jobs and praying for God's help to find a good one. He made an appointment to meet with the head of a firm he was considering.

"We pulled into the parking lot together, and he asked for my resume as we walked in," Mr. Evans said. The boss offered him a job on the spot: to manage the complete restoration of the Statue of Liberty before the U.S. bicentennial celebrations in 1976!

"I'd prayed about it," Mr. Evans said, but his answer was needed right away, so he couldn't formally go through any other steps. To him, this was a clear answer to prayer.

Other decisions have a clear answer in the Bible. If someone is asking you to cosign on a loan, Proverbs 6:1-5 gives a warning. If your sales manager wants you to shade the truth to make more sales, the Bible emphatically tells us not to lie (Exodus 20:16; Revelation 21:8)-though exactly what to say or not say to the sales manager probably requires additional wisdom.

The Bible encourages seeking wise counsel. For spiritual decisions, seek a wise, biblically sound minister. For financial advice, seek someone trained and experienced in the field, and avoid anyone who has a conflict of interest-who has something to sell. The temptation might be too great to try to fit a square financial instrument into a round hole.

2. Clearly state the problem/opportunity.

Usually this means looking at the problem from all sides, gathering as many relevant facts as possible, then boiling it all down to try to isolate the key issue.

Stating the problem can often be half the battle. It's hard to aim at a fuzzy target, but when you have identified the bull's eye, your chances of success increase.

Part of stating the problem is to consider: How important is it? A critical decision deserves a major investment in research and time, while a day-to-day decision, not so much.

What blind spots might you have in clearly seeing the situation? For important decisions, get advice from someone you trust but who may not look at it the same way. In the biblical story of the Exodus, it only took Moses' father-in-law a day of watching Moses judge long lines of people to see that this wasn't a long-term solution. "Both you and these people who are with you will surely wear yourselves out," he told Moses (Exodus 18:18).

Seeing the situation and a proposed solution through his father-in-law's eyes helped Moses avoid premature burnout.

3. What would the ideal outcome look like?

Consider it in the context of your mission, values and goals.

In the real world, it can seem pointless to consider the ideal solution. Reality dictates decision making as the art of the possible. But for important decisions-who you will marry, where you will go to church, where you will work, where you will live-why not make the time to imagine the best possible outcome? One that meshes with your mission in life, your godly values and your personal goals?

Aim high!

4. Brainstorm for options.

Your research and thought to this point have probably identified several options. But often with difficult decisions it's good to apply your mind and enlist your family, friends and experts in finding a few more. Or in those seemingly impossible scenarios, you may need to create some options where none existed before.

However, studies show we can be stressed out by too many choices, so there's no need to invent extra options just for good measure.

About options: In a crisis we may not have many or may not see many. But a proactive approach to life-planning, setting goals, developing skills-generally gives us more options.

"To be lucky, you need skills." That's how Dr. David Campbell put it in his vocational guidance classic, If You Don't Know Where You Are Going, You'll Probably End Up Somewhere Else. If luck describes the probability of a good outcome, then choosing to develop a variety of useful skills can really increase your luck.

5. Wisely weigh the options.

How do you compare your choices? Only 16 percent of Americans base moral choices on the Bible, according to a 2005 survey by the Barna Group. Those who do, however, have an easier time comparing.

Some options are easy to eliminate if they break God's laws or are obviously unlikely to produce the desired outcome. After eliminating these, hopefully some options are still available (if not, you might have to reexamine those unlikely ones or to brainstorm some more).

Weigh the pros and cons of each option. For a decision about which college to attend, for instance, you might make a table comparing your main college options based on factors such as:

Strength of academic program in your field.
Faculty/student ratio or class sizes.
Cost/financial aid packages.
Distance from home, etc.

Heather, 18, considered many colleges during her junior and senior years of high school but narrowed it down to two good state schools near her home in Ohio. She looked through the stacks of beautiful brochures that kept coming in from around the country, but she said, "I knew it wouldn't change my mind unless they offered me a full ride."

Often the complexities and number of factors involved can lead to analysis paralysis. Once again, consulting wise counselors can give you fresh insights or reinforce your feelings at this stage.

6. Decide.

For many of us, this is the hardest part. The previous five steps may not have come to a clear winner. When you are uncertain, it's easy to do nothing. Not deciding is itself a decision, and generally not the best one.

Erica, 15, said, "The biggest problem I see is the people who don't decide-who let other people make up their minds for them."

If two choices are equally good and your trusted advisers are split, it may require going with your intuition or even a coin toss.

One of the biggest problems with decisions-especially moral choices-is timing. What's the ideal time to make a decision about a potential problem? Before the problem arises.

Such preparation allows you "to identify your potential temptations, weaknesses, vices, 'fatal attractions,' blind spots, cravings, addictions, etc., and you are able to proactively devise a plan of action that you will not, for any reason, deviate from when faced with any temptation, or other attractive alternatives or options" (Ken Lindner, Crunch Time: Eight Steps to Making the Right Life Decisions at the Right Times, 1999, p. 166).

7. Do.

Once you have decided, develop a plan of action and a list of deadlines and get started. No matter how much time we spent deciding, we can get cold feet.

To be effective, we have to get past this. Decision-making expert David A. Welch told this story: "A colleague of mine had to choose between offers of admission from Harvard and the University of Chicago. 'Relax,' said her mentor. 'No matter which you choose, you will regret it.' There is timeless wisdom in that comment. It is almost always possible to regret our choices, because we do not have to live with the consequences of the alternatives we pass by. We can easily convince ourselves that we would have been better off if we had chosen differently. In most cases, though, there is no good reason to believe that" (Decisions, Decisions: The Art of Effective Decision Making, 2002, pp. 44-45).

However, if it does become clear that we're off course, we can make course corrections. If we've made the wrong decision, we can go through the process again, factoring in the new insights we've learned.

Whatever decisions you face, may they be good and effective ones that will take you on the path God has for you. For more biblical background about our God-given mission in life and how to achieve our goals, read, download or request the free booklets What Is Your Destiny? and Making Life Work.

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Making of The Dark Side of the Moon - Pink Floyd - Part 4/5

The most phenomenal recording in rock & roll history: The Dark Side of the Moon. The Floyd's 1973 masterpiece remained on bestseller charts for nearly 14 years, and its enduring importance is honored here by all four members of Pink Floyd and key personnel (engineer Alan Parsons, mixing supervisor Chris Thomas, sleeve designer Storm Thorgerson, and others) who played essential roles in the landmark album's creation. Produced for the Classic Albums series that originally aired on VH-1, this thorough and thought-provoking study highlights a track-by-track dissection of the LP's master tapes (including the spoken-word passages that bookend the album), superbly interlaced with archival footage, early demo tapes, concert animations, and latter-day acoustic performances by David Gilmour, Roger Waters, and Richard Wright to demonstrate each track's contribution to the final mix--a sonic exploration that extends to the illuminating bonus features. Informative interviews abound (including Rolling Stone senior editor David Fricke), and much-deserved credit is given to saxophonist Dick Parry, solo vocalist Clare Torry, and former Capitol Records chairman Bhaskar Menon, who fostered the album's US commercial success.

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