How To Land Your Dream Job

I asked a recent college graduate, "What is your dream job?"

"Too early to tell," came the reply. "What's yours?"

I smiled. "I'm doing it!" I answered, and then realized I was building presentation kits at the moment. I laughed. "I love being a business consultant. I love my entire job - even stuffing envelopes and writing presentations!"

"How did you get your dream job?" she asked. She was serious, and earnest, and almost looked like she might take notes on my answer.

"I treated every job I do as if it was my dream job. I figured if I apply the enthusiasm, thoroughness, and positive attitude I would have for my dream job to everything I do, I'd find more things I'm good at, and do more of them well. Then it was always clear what direction I wanted my career to take. That's how I discovered consulting was my dream job, and that I'm really good at it. People constantly ask for and follow my advice!"

I learned it from a friend. He explained that he tried to never say "no" to a new experience, and even in a job he hated, do it so well he was proud of his work. He looked at each part of his work from a labor and management perspective, educating himself on how the actions fit together into the whole. Within 5 years of adopting this attitude, he had his dream job.

I tried to do the same. I work hard, keep it positive, and learn as much as I can as quickly as I can. What I quickly realized is that when I was focused on my work, and not on my wants, I did a fantastic job, and received terrific reviews. Could it really be that simple? Yes!

It doesn't matter what job you have now. What matters is how well you're doing it. You can build skills, colleagues, and terrific references from the mail room to the board room. Flipping burgers teaches you about labor, management, and inventory control, among many other skills. Learning about management practices is often easiest by being managed yourself. Learning what skills you love and excel in is best achieved by doing. Every job educates you better about what you do and don't want to do next. And creating rave reviews for yourself will always make you an in-demand employee.

Don't expect to jump from entry level to executive level in one step. Move to positions that will teach you more about how to do your dream job beautifully, and look at each position as a specific, important step in the path to your dream job. Apply one or two steps beyond your current position, and be yourself in your cover letters and interviews. Value your own work. You'll be surprised how quickly you get to your dream job.

How To Keep Your Team Motivated

It's a long-standing concern in every business: how do you keep your employees motivated to be creative and effective, day in, and day out?  It's not hard, but it is a recipe.  Like any recipe, without any of the ingredients it won't work out.

INGREDIENTS

AUTONOMY: Employees list autonomy as the top wish in their work lives, and it's what managers

fear the most.  When employees make their own decisions without going up the chain of command, they feel respected and empowered.  They also make mistakes, which make managers aggravated, and more likely to micromanage.  Where ever possible, step back and let your team make their own decisions.  If you have educated them thoroughly on the goals of the department and the company, their creativity and effectiveness will flourish.

POSITIVE ENVIRONMENT: Employees with positive relationships with co-workers are more productive, and remain in jobs substantially longer than those who list their workplace as "challenging" or list co-workers as "difficult."  A positive tone starts at the top.  Do not complain, whine, gossip, or lose your temper at work.  When others are doing it, shut it down.  Greet people with a smile, and use their name.  It works.

TRUST IN MANAGEMENT: If your managers to treat employees fairly, ask them to perform only professional duties, and take an interest in each employee's goals, trust will be built.  Each member of the organization wants to be recognized as a human being, and a quality professional.  Transparency in management and decision-making show employees that management means what they say, and does what they say. Avoid secrecy whenever possible.

APPRECIATION: Celebrate little things, like improvement on filing timely paperwork, successfully overcoming a brutal deadline, or no absences for a week after the flu tears through the office. Recognizing these moments reminds everyone that work gets done by people working together.  If there is nothing to celebrate, bring in lunch for the team to thank them for working hard in a tough environment, and sit with them while they relax and eat.  If the whole team needs to step up their performance, institute a meaningful reward for the "most improved performance."  Talk about the achievements publicly in glowing terms, and manage failures quietly in private.

FAIR COMPENSATION:  If your organization docks pay for a variety of "infractions," multiple studies show this destroys both trust and morale.  Find another way to enforce your rules.  Pay your people as well as you can and remain competitive.  Once you've helped develop their skills, you don't want them moving on to the competition for a paycheck!  Now your investment is working against you!

COMMON CAUSE:  Share successes with the entire team.  If you sign a big contract, increase your profit margin, grow your company, or any other good news, let everyone know that their teamwork was integral to the achievement of the goal.  

If you work in an environment where all of these ingredients are present, you're probably happy to go to work every day.  If you don't, you're probably looking to change jobs.  What are your employees thinking?

Is It Time To Replace Your Sales Manager?

In sales, we rely heavily on our sales managers.  They are our cheerleaders, teachers, coordinators, and team mates.  That is, they are if they're good at their jobs.  If they're bad at their jobs, they are our critics, our nightmares, our worst enemies.  Is it time to replace your manager?

Often in a sales structure, the best salespeople are "promoted" to sales manager. Sometimes it's about seniority.  Occasionally it's a question of the boss's favorite. None of these are the best way to hire a great sales manager.

The best sales managers have five primary skills:  1) They can consistently teach others to sell the product or service in a changing marketplace. 2) They are fantastic motivators of individuals and groups.  3) They always play fairly, setting a terrific example and creating a professional tone for the department.  4) They work as hard for their team as they do for upper management.  5) They would always rather help than scold everyone on their team.

If your manager doesn't meet these five criteria, all the rest of their skills really don't matter.  Daniel Pink (author of Drive, To Sell is Human, and others) explains it well.   The best performers in any sales organization take ownership of their work, feel it is important, and have the autonomy to self-manage and develop personal approaches to their tasks and environment.  If your manager can't stimulate and support these three attributes, it doesn't matter how well they know the product, how quickly they can file reports, or how well the sales force is doing today.  

Long-term success (we all want it!) comes from ownership, pride, and autonomy.  Ownership, pride, and autonomy come from being good at your job. Being good at your job comes from clear expectations, and constant fine-tuning of skill.  And fine-tuning skills comes from a supportive, objective voice confirming your strengths, and helping to develop your weaker skills.

As a sales professional, this is the boss you want, and the environment you need to do your best.  We all know it. And when we have it, we're substantially less likely to look for opportunities outside the company.  If you, the sales pro, don't have it now, it's probably time to look for an opportunity to get it. This is your career!  You want to develop as well and as quickly as time will allow.

To upper management:  I'm not saying there's no room for discipline!  (See "clear expectations" above.)  I'm reminding that carrots and sticks have gone the way of the two martini lunch.  It's okay sometimes, but it doesn't work as a primary activity. Simple compliance is out, and motivation to comply and improve is in.  If your sales team doesn't work this way, you have a problem, because the competition's team probably does.   You don't want to lose your best people to the competition!  Give your sales team the most vital benefit they can get: a terrific, qualified sales manager.