Roanoke Times
Copyright (c) 1995, Landmark Communications, Inc.
DATE: SUNDAY, November 26, 1995 TAG: 9511250016
SECTION: BUSINESS PAGE: G-4 EDITION: METRO
SOURCE: CAMILLE WRIGHT MILLER
DATELINE: LENGTH: Medium
A: Barbara Lampros with Owens & Co. Realtors in Roanoke believes success in that field comes from what one can and will put into the work. She cautions that you must have ``enough money to carry you through the first year.''
Lampros notes that you'll face numerous expenses, regardless of income, for such items as advertising; signs; license fees; association dues at national, state and local levels; lock boxes; business cards; a beeper or cellular phone; and errors and omissions insurance. Also, continuing education, marketing materials, car expenses, business lunches, and fees to your office for desk space.
You also ``have to pay your own federal, state and FICA taxes as well as maintain retirement funds and health insurance.'' Lampros concludes that one ``shouldn't go in on a shoestring.''
She sees the characteristics of successful agents as ``liking people; having a strong sense of self, since you do get rejected; and being flexible.'' Additionally, you must be ``self-motivated and self-disciplined.''
Lampros says there are more than 900 agents in the Roanoke area. If you want to be in the forefront, ``you'll work hard. Count on working most ``weekends and many evenings. It means a lot of hours.''
If you're ready to commit the money and time, Lampros recommends taking the necessary courses. There are three private schools in the area teaching courses to prepare for taking the state agent's exam, and Virginia Western Community College offers a program of career studies, which grants a degree in the field.
Q: I assigned a staff member a project I usually handle. It didn't meet my standards, but I'm the one catching grief from my boss. More than ever, I believe it is easier to do it myself.
A: First, you are accountable for what you delegate. With an important project, review a draft and final version before its release.
Second, promotion to supervisor doesn't mean doing former work plus supervisory tasks. It means supervising others, deciding what and how to delegate, and training employees to handle challenges.
Supervisors delegate both for efficiency and to increase skill levels. Part of their job is to increase their employees' talents and to prepare them for expanded roles. Remember, you'll never be promoted if you haven't trained someone to take over your position.
Review your delegation techniques. Were requirements specific? Did you explain how results would be used?
Did you provide examples of previous projects? Ask for updates? Provide a timeline?
If you didn't provide supervision, fault your delegation practices. Offer another opportunity. Give excellent guidelines and support. When the new project is presented, evaluate both your role and the employee's performance.
Q: I was reprimanded for violating a rule I can't find in our handbook. How can I work when I'm blindsided by invisible rules?
A: Organizations have formal policies, informal rules and - occasionally - rules that have yet to be written down. Formal rules are included in handbooks; it's critical to be familiar with the policy manual.
Informal rules are learned through observing co-workers. Note what others do and don't do. When reprimanded by a supervisor for an ``unwritten'' rule, be polite but firm. State that you've read the handbook, don't recall having seen that particular policy, and that you strive to adhere to company policies. Ask to have the rule pointed out to you so you'll be sure not to violate it in the future.
If it exists in writing, apologize and commit to adherence in the future. If it doesn't, thank your supervisor for bringing it to your attention. Ask for confirmation that the incident won't be placed in your file or used in your evaluation, since you were unaware of it.
Suggest that the rule be distributed as a handbook addendum and included in the next printing of the policy manual.
If your supervisor declines, meet with the personnel manager to confirm if you actually violated a rule. Your personnel officer can handle matters from there - no company wants to deal with the liability of sanctioning employees for rules that aren't in writing and provided to every employee.
by CNB