ROANOKE TIMES
Copyright (c) 1996, Roanoke Times
DATE: Sunday, April 21, 1996 TAG: 9604190076
SECTION: BUSINESS PAGE: 2 EDITION: METRO
COLUMN: Working It Out
SOURCE: CAMILLE WRIGHT MILLER
Q: I've worked hard for steady promotions. As part of my strategy, I've taken every locally available related course, seminar and workshop. I've read and created an extensive library of relevant books. Any suggestions for continuing my education as I work toward my ultimate career goal?
A: Once you've exhausted local resources, the next step is to locate an organization with a solid national reputation for delivering quality. The Center for Creative Leadership could be such a place for you.
Many companies send their top executives and executives-to-be to the center in Greensboro, N.C., for development programs to "enhance self-awareness through a better understanding of personality, capabilities and leadership styles."
In weeklong programs, participants "clarify personal vision and values, establish leadership priorities and identify the best methods to achieve them," according to the center.
If, however, you have a successful track record of educating yourself for promotions, it may be time to ask your employer to sponsor you for programs that are likely to mean you return with stronger skills for the organization.
If your employer won't underwrite the cost, the time away from your desk should be considered training and, therefore, counted as work time.
The old adage, "it takes money to make money," applies to career success. You have to invest both time and money in yourself to remain competitive and successful.
Q: It's clear our organization is comprised of armed camps engaged in turf battles. Why can't others see we're working for the same company - we aren't individual entrepreneurs?
A: Building bridges among departments is a slow process; however, it requires only one individual with determination and persistence to start the process.
The history of how camps evolved usually contains stories of slights (intended or not) and battles for status. The latter involves individuals who either want recognition or who feel unappreciated. By establishing barriers to productivity, they gain control. From control, they feel they have status.
Avoid over-analyzing why the problem exists. Rather, begin building bridges.
Compliment the work of others. Look for excellence and bring it to the attention of co-workers and supervisors. Send notes of congratulation when appropriate. In establishing a friendly environment, you're laying groundwork for collegiality.
When you have a request, walk it over. Smile. Initiate small talk. Then explain the nature of the project and make your specific request. Discuss time frame, making it clear you understand their time constraints. Work for a mutually agreeable deadline.
When mistakes occur, don't add to the lore of another department's incompetence. Instead, find out what went wrong and why. Explain to others. Treat the situation as "it's really unlike X department to err."
In the best-case scenario, others will follow your lead and camps will be dismantled. At a minimum, you'll be treated as a valued colleague and your own productivity will increase.
Q: We recently hired an executive after an exhausting search. My partner says we should send letters to rejected candidates. This really isn't a good use of secretarial time. Because the search took so long, those not hired should already have the message.
A: Cost-cutting and guarding the bottom line are essential to business survival; however, there's more to building a business than monitoring costs. A reputation for being people-oriented is essential in a competitive environment.
Rejection letters are a blend of courtesy and public relations. Anyone who has expressed an interest in working with you is owed the courtesy of being told a position is no longer available. This allows candidates to focus elsewhere.
The public relations aspect can benefit your company enormously. Professional circles are small; lapses in courteous gestures become known rather quickly. Subsequent hiring searches may be slightly more difficult if you have a reputation for inattention to detail.
Beyond future candidate pools, you're doing business with the public. Those you fail to acknowledge will remember the slight. You stand to lose potential customers.
Finally, candidates move forward. Your courtesy at this point may strengthen your position if a favor is needed later from a now-rejected applicant.
How you handle folks you don't need at the moment says as much about an organization's values as how you handle paying customers.
Camille Wright Miller, an organizational behavior sociologist who works in Lexington, answers questions from our readers about workplace issues. Please send them to her in care of The Roanoke Times, Business News Department, P.O. Box 2491, Roanoke 24010.
LENGTH: Medium: 91 linesby CNB