Team Taskmaster

Folks, I have an announcement to make: Team Taskmaster is taking its final bows this week.

After a year and a half of sharing with you my take on productivity, leadership, and management, I’ve decided it’s time for me to move on. But I don’t want to leave you all high and dry, so for the next few days I’m going to recap some of the most helpful and/or popular Team Taskmaster posts.

First up: hacking your career.

• You already know you need a killer resume, right? Well, there’s plenty of fine-tuning you can do to really make it sing. First, decide if your CV should be one page or two (the experts like one). Next, apply five simple tips for improving your resume. Finally, make your resume kick ass by making it reflect who you are and what you do.
• When that resume is all spiffed out, it’s time to put it to good use. Start by using the rule of thirds for job-hunting. Be shrewd and get the most out of a headhunter. Be creative, but don’t try stupid job-seeking tactics that brand you as desperate. Play hard-to-get in your job search, at least a little bit. And when you land that coveted interview, make sure you ace the dreaded “What’s your weakness?” question.
• Hired? Great! Now get ready to put your career on the fast track. Take a page from recent research and try to think and act tall to get ahead in the workplace. Work hard to win over your new boss. Do five things to make your boss and colleagues love you. And think of strategies to maximize your productivity, like shifting your work hours or even working remotely.
• But be careful. For some people, a job can literally be life or death — just look at the rise in workplace suicides. You don’t want to get in that deep. If you hate your new job, it’s okay to quit. And remember your perspective: it’s only a job, after all. There are more important things in life.

Got anything to add? Share your thoughts in the comments section.

When it comes to our brethren in Europe, we tend to have a love-hate relationship with the French. I’m a Francophile myself, having lived in Paris once upon a time, but I have plenty of friends who jumped on the Freedom Fries train and consider the French to be rude, snobby, and generally insufferable.

(Of course, I have French friends who consider Americans crude, slobby, and generally unutterable, so I guess we’re even.)

So I thought it was funny to see some recent statistics that indicated that the French may be both lazier than Americans — and simultaneously more productive.

A survey from UBS has shown that the French continue to work the least amount of hours per year in the world. The average in surveyed cities was about 1,900 hours per year, but workers in Paris and Lyon are logging only about 1,600. (Most hours worked? Cairo, at 2,373 per year.)

However, point out Vincent Fernando and John Carney of The Business Insider, the real message here isn’t about laziness — it’s that the French are likely some of the most productive people in the world.

Think about it. Nationmaster ranks France as #18 in terms of GDP per capita, at $36,500 per person, yet France works much less than most developed nations. They achieve their high standard of living while working 16% less hours than the average world citizen…Plus, if you visit France you’ll also realize that their actual standard of living is probably much higher than GDP numbers would indicate.

Thus, if one were to divide France’s GDP per capita by actual hours worked, you’d probably find that the French are achieving some of the highest returns on work-hours invested. Labor Alpha, if you will.

In fact, crunch the numbers and you’ll find that the French Labor Alpha is about $0.50 GDP/capita/hour over the U.S.

It may sound small at first, but add that up across millions of people, and a few decades. Now you’ve built a lesson for the rest of the world to learn.

The message? Work smarter, not harder. And maybe revisit your assumptions about the French work ethic.

(image by mabel flores via Flickr, CC 2.0)

If you’re looking to get ahead in your career, you already know you need to bring solid skills and savvy to the table. But what really separates the go-getters from the complacent are the so-called soft skills: traits and qualities that make good people great.

Amit Gupta, writing on Dumb Little Man, came up with a list of nine soft skills that can rock your career. Among them:

• Take ownership. When no one is willing to step up as a leader, it’s time for you to step in. A process with a good leader, input from others, and true direction has a much better chance of success than a project with multiple stakeholders.
• Have a solution-seeking mindset. It’s easy to complain or point out problems, but much harder to suggest solutions. Don’t take the easy way out. A positive mindset can garner you good attention, especially if you offer ideas to solve issues and put out fires.
• Be willing to help. Yes, you’re busy, but the business world works on a give-and-take system. Be ready to offer or provide help to others when asked — and they’re more likely to return the favor when you need it.

For the other half-dozen traits, read Gupta’s full post. And tell me if there are other qualities that can help make you a workplace superstar.

Back before the economy imploded and unemployment hovered near 10 percent and some of my most-respected colleagues began exploring Amway as a valid income option, we were always counseled to play hard-to-get in job interviews.

Don’t talk salary first. Be enthusiastic, but don’t gush. Remember that you’d be bringing value to their organization. Above all, make sure you negotiate, because after all, any job offer is just a starting point.

Has that all changed?

I just read a piece by Tim Tolan on Fistful of Talent in which he expressed consternation that a candidate might go through several rounds of vetting and still show up at the final interview with a “you’d be lucky to have me” attitude. His point seemed to be that with unemployment rates as high as they are, anyone should be swooningly grateful to have made it that far.

“Maybe they don’t understand math or are so caught up in themselves they simply don’t get it. Can you say ‘clueless’? Thanks.”

Now, maybe he’s talking about people who are still saying “I’m not sure this is the direction I want to go” in that final interview. If that’s the case, he’s dead-on. If you’re so unsure of whether this job is the right fit, why in tarnation did you keep interviewing up to this point?

But if he’s talking about a candidate who’s confident in his abilities and is expecting to have his prospective employers show him a certain amount of wooing, well, I think he’s dead wrong.

I recently interviewed for a gig that would have been a huge win-win. I brought to the table a unique skill set and background that would fill a gaping hole in their structure. They were a smart organization that would have provided me new challenges and opportunities. And they recruited me; I didn’t approach them. It took them two months to convince me to interview — for a position they were creating for me.

But when I went to meet the senior management, they spent no time at all telling me how much they’d like to have me on board, or why I’d be a good fit, or what the company could offer me. Instead, they grilled me on minutiae like start times, telecommuting, and vacation requirements.

I get it that you need to figure that stuff out. But considering the effort they put into pursuing me, you’d think they wouldn’t treat me as if I was someone who’d just walked in off the street with a “Help Wanted” ad clutched in my grimy hand.

In the end, I said no, despite a fair offer. Recession or not, I want to be part of an organization that values me, not one that expects me to be grateful just to have a paycheck.

I’m sure I’m going to get plenty of comments from people who will flame me for turning up my nose at a steady income, but so be it; my job satisfaction comes from more than just money. As long as I’m getting by, I’ll hold out for that professional respect.

So I say playing hard-to-get is still the right approach. If you don’t respect yourself, how can you expect a potential employer to respect you?

(image by WTL Photos via Flickr, CC 2.0)

Want to make yourself indispensable at work? You can help bullet-proof your career (or get yourself noticed for a promotion) with five simple steps, says Ali Hale of Dumb Little Man. The first three:

1. Do your job and do it well. Sound obvious? Well, it’s not. How many of us coast through some (or all) of the day, turn in an “OK” rather than “stellar” report, or tell ourselves something isn’t worth putting effort into? To become a company hero, you need to not only do your job, but do it to a high standard, says Hale.
2. Mind your manners. You’d never be intentionally rude to your boss, but have you ever snapped at a colleague? Or been snotty with a receptionist? How you treat others, from the janitor to the CEO, gets noticed. Make sure it’s for the right reasons.
3. Get positive, even if you have to fake it. Sure, maybe you’re not completely engaged with a project or a challenge. But moaning and whining about it won’t win you any points. Be the “can do” person, the one with a smile even when the situation gets difficult. Focus on the things you enjoy about your job and take the time to praise or encourage colleagues, suggests Hale.

Hale has two more tricks and some other helpful ideas, so swing on by and read her full post, How to Make Yourself Indispensable at Work. And good luck in becoming the office superstar.

It’s been a tough year or two for most of us, what with the economy imploding, jobs getting slashed, and home values plummeting. But for a few, it’s proven too much too handle.

According to The New York Times, workplace suicides rose significantly from 2007 to 2008, to a series high of 251 nationwide.

The Times reported that:

• 94 percent were committed by men
• the suicide rate was highest for workers ages 45 to 54
• white workers were most likely to commit suicide (78 percent)
• employees in management positions accounted for the largest group of suicides

And keep in mind these numbers don’t include suicides that were committed outside the workplace.

What can managers do to make sure one of their team members is not in trouble? Educate your employees on the risk signs of suicide, says Workforce Management, and create a workplace culture that lets workers feel comfortable seeking help from the company’s Employee Assistance Program or other resources.

As a manager, cultivate an open-door policy and encourage your employees to let you know if they’re having difficulties.

Recognize, and be prepared to respond to, the warning signs of suicide. According to the Suicide Prevention Resource Center (SPRC), these may include:

• Talking about suicide or death
• Making statements like “I wish I were dead.” and “I’m going to end it all.”
• Less direct verbal cues, including “What’s the point of living?” “Soon you won’t have to worry about me” and “Who cares if I’m dead, anyway?”
• Uncharacteristically isolating themselves from others in the workplace
• Expressing feelings that life is meaningless or hopeless
• Giving away cherished possessions
• A sudden and unexplained improvement in mood after being depressed or withdrawn
• Neglect of appearance and hygiene
• Sudden unexplained deterioration of work performance or productivity

It’s okay to approach an employee directly and ask, “Do you feel like you want to die?”, says the SPRC. Be ready to offer EAP assistance or help your employee find outside counseling. If you feel that the person is in immediate danger, don’t hesitate to call 911.

For more information and resources:

• Download the SPRC’s handbook on what employers can do to prevent suicide
• Call (or direct your employee to call) the National Suicide Prevention Lifeline at 1-800-273-TALK (8255).
• Read ValueOptions’ guidelines for creating a comprehensive suicide prevention plan for the workplace

What’s a surefire way to get on your new boss’s good side? Scott Eblin offers three great techniques for transitioning to a new manager — something most of us will face multiple times in our careers.

1. Ask for directions. No, not a step-by-step breakdown of how to do your work — rather, a big-picture overview of what your new boss’s direction or vision for success looks like. Take the time to get clarification of what he wants, what he expects, and what he hopes will be the end result.
2. Find out how he wants to be kept informed. Some bosses needs lots of check-in time. Others want you to bother them only in case of emergency. Guess wrong as to which type your new manager might be and you can be in trouble pretty fast. So ask how he wants to be kept in the loop.
3. Put yourself in their shoes. Ask three questions and try to answer them from the perspective of your boss: What am I thinking? How am I feeling?  What do I want? Coming up with some thoughtful responses to those questions should give you a broader perspective, says Eblin, which can help you influence your new boss.

And a bonus technique that’s worked well for me: Employ a “can do” attitude, no matter how daunting your boss’s request may seem. It’s better to say “I’m on it, and I’ll do my best to make this work” than to say “I don’t think I can do this.”

What other tips do you have for making a good early impression with a new manager? Share your ideas in the comments section.

Chances are that at some point in your professional life, you’ve been the subject of a background check. It’s de rigeur in certain professions, and many employers have hopped on that bandwagon to make sure their new hires don’t have a shady or criminal history.

I’ve had to undergo a few myself, and while I can’t say I’m thrilled to have people poking and prodding into my past, I understand the need. Companies need to know what they’re getting into and protect themselves from bad hiring risks.

But what if the screening wasn’t limited to the pre-hiring process? What if your employer was still looking over your shoulder at your private life?

According to The Buffalo News, lifestyle-monitoring services are the new trend in corporate security. Samantha Maziarz Christmann says employers look for drug references on Facebook, lapses in a worker’s mortgage payments, or evidence that a manager is frequenting the local casino.

Companies that offer such services say they’re just providing an early-warning system for employers. For example, a sudden and unusual increase in trips to the casino might mean a bank teller could be tempted to take a little extra cash home. Or talking about a drug- or alcohol-fueled binge on Facebook might indicate an addiction — and point to potential misconduct that could result in embarrassment to (or legal action against) the company.

Whoa.

This is a new extreme and I think it’s ridiculous. Employers are already keeping tabs on workers’ computer use and Internet habits, even going to such lengths as monitoring keystrokes to access private passwords (an effort, I should note, that is now part of a California lawsuit). And that’s to a large extent legit. What I do during work hours, and with company-owned equipment, is rightly an employer’s business.

But my own time should be my own time. Poking around my social-media preferences? Vetting my credit-card spending? Observing my vacation habits? Nope. To me, that’s crossing a line.

Will an employer conclude that because I lost a tennis tournament over the weekend that I’ll be less productive on Monday? Or that my recent shoe-shopping binge indicates a dangerous spending compulsion that will bankrupt me and force me to embezzle from the company?

I think that’s a crazy, slippery, Big Brother slope that’s an outright invasion of privacy. What do you think?

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(image by Rene Ehrhardt via Flickr, CC 2.0)

Better think twice before you post that Facebook rant about your job: According to a new study, 8 percent of U.S. companies have fired an employee due to social-networking shenanigans.

According to Adam Ostrow, who wrote on Mashable.com about the study by Proofpoint (an Internet security firm), that’s double the firing rate of last year. Says Ostrow:

“There have been a number of cases where an employee’s misuse of social media has lead to their dismissal. However, it appears that these aren’t just outliers, but the result of a serious crackdown by corporate America on tracking their employee’s online activities.”

What’s going on here? Ostrow theorizes that it’s a combination of employers more closely monitoring social-media sites and employees continuing to not use common sense.

But I think there’s a third factor at play. We’ve reached a point where social media is no longer a novelty to most of us — and it’s become part and parcel of everyday life for many. Along with checking e-mail and RSS fields, I also regularly peek in on Facebook, check out who’s tweeting on Twitter, and keep tabs on LinkedIn. I also contribute to all three of those sites, as well as adding comments to my favorite blogs and discussion boards.

With social media so integrated into our lives, it’s easy for the lines to get blurred. Ostrow cites as an example an employee who got fired for griping about her boss on Facebook — while forgetting that he was in her friend list.

Stupid? Sure. But if you’ve got any co-workers or colleagues on your own list, you need to realize it’s not just the overt stuff that can get you in trouble. Suppose you were supposed to be “working at home” on a gorgeous Friday, and you post an update about your newly burnished tan from hitting the links or the pool. All it takes is one snide comment at work on Monday to get you skating on thin ice.

How to avoid these traps? Well, you have a few options. You could skip social media altogether. You could silo your outlets — you know, LinkedIn just for work, Facebook just for friends.

Or you could adopt a policy once applied to e-mail (back in the day when people didn’t realize their words would resonate in cyberspace forever): Don’t write anything you wouldn’t want shouted from the rooftops for anyone to hear.

Any other suggestions for avoiding fatal Facebooking? share them in the comments section.

(image by snofla via Flickr, CC 2.0)

Sure, the recessions stinks. But for employers, the silver lining has been that it’s created a deeper talent pool. More unemployment = more top-notch people looking to land at your company — often, at a significant discount.

But what will happen when recovery hits?

According to Jack Welch, many hiring managers are going to get acquainted with an unpleasant reality: They’ll be dealing with a newly wary workforce.

“Many people have come to the conclusion that they don’t want to work for ‘the man’ anymore. They want to work for themselves or someone they know and trust…From coast to coast—and through hundreds of e-mails to our Web site and conversations on Twitter—there’s a tidal wave of emotion. To be someone else’s employee, people are telling us, is to be at someone else’s whim. The impact of this growing attitude could be profound.  When the economy recovers, most companies might, for the first time, have to deal with a candidate pool that’s not particularly excited to work for them.”

That’s not good news, because last thing most employers want is an apathetic workforce. Real productivity and progress come from people who are engaged and who look forward to getting into the office and tackling new challenges — people who get positive reinforcement (other than a paycheck) from doing good work.

So brace yourself: Your days of picking from an endless array of skilled and supplicating labor are coming to an end.

How to adjust? Welch says employers need to make their people feel needed and valued. Bureaucracy needs to give way to innovation and an entrepreneurial mindset. Companies should mimic the upsides offered by small companies and embrace candor and informality. And they must realize that their top performers will no longer be content to toil away without reward.

“Perhaps most important, companies will need to understand that when the recovery arrives, stars will no longer wait around to be given the authority to make decisions or to be promoted. The alternative—running their own show—has too much appeal.”

I think Welch’s views dovetail neatly with what I’ve often written about engagement, management, and motivation. Treat your team like a valued asset. Make people matter. Care about what they think and feel, and if they’re not sharing that as a matter of course, ask them. Help foster work/life balance. Recognize both effort and achievement.

As Welch says, we know the recession will eventually be over.

And when it is, a brave new type of employee will rule the day. And only brave new companies will be able to entice them back.

Read the full post to get Welch’s complete take, and share your own opinions in the comments section.