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Falling Star or Rising Star?by Walter Sonyi, Jr.
Mergers, acquisitions, downsizings and other upheavals
that once took years to evolve now happen in months. These rapid changes
are creating new rules in the workplace. Key employees are expected
to quickly adapt to new cultures, altered priorities, different reporting
systems, and new job descriptions and levels of accountability. High
performers are expected to achieve the same level of performance as
before. Those who've been given additional responsibilities may
find they lack some of the skills to handle the job effectively. And
employees with outstanding skills wonder how their performance will
be judged by the new regime. Confused by the changes and unsure of their
status, they question their roles in the new order and their own capabilities.
Some wait it out, hoping things will stabilize. Others start looking
for new jobs. Some reveal it in behavioral changes. The organization
suffers from inadequately performing employees and the individual suffers
through a period of confusion. What about the new stars? Welcomed with high expectations,
they are expected to produce results immediately. But many run into
trouble because they lack the internal support systems to facilitate
these changes. It's hard to demonstrate results if you've not had the
time to understand the company's culture and values, and learn who the
chief stakeholders are, as well as their goals and deadlines. A falling star situation can cause problems throughout
the entire organization. It can affect worker morale, customer relations,
productivity levels and efficiencies, and even profits. Losing and then
finding and training talented people-a company's most valuable asset--is
time-consuming and costly. Without talent, growth is likely to suffer. What can you do to make sure your career path is on course
and that you won't become a falling star? Consider the following: Know your objectives. Request clearly defined
job expectations that spell out the critical results for the organization
and your responsibilities in meeting them. No matter how impressive
your qualifications may be, you should know exactly what you are expected
to accomplish. This will help you focus on the skills you have or must
develop and issues that must be addressed. Know the players. Identify the new bosses'
priorities and standards for measuring performance and success. Many
stars assume that if they were doing a great job in the old order, there's
no reason to change. But the company's objectives have changed. What
was a No. 1 priority yesterday may no longer apply today. Expect shifting
priorities and be prepared to accept and adapt to new challenges. Help your staff work through all the changes in the organization.
It may take time to help them adapt to the new reality, but it will
be a reflection of your leadership. Know the rules. Get to know the acceptable
behaviors and management style of the new order. A knowledge of unwritten
rules, from dress code to reporting preferences, can avoid later surprises
or disappointments. Know your competition. Identify colleagues
who are "friendlies" and those who are competing for the promotion
you want. This will help you focus on people who can further your career
while avoiding those who might hinder you. Subtly let new management know what you've done in the
past. While past victories won't necessarily signal success in the new
job or with a new regime, it can't hurt to let the top brass learn as
much as possible about the capabilities of their key people. You may
have a critical skill that the company needs. Know what's important. If you don't get
that expected promotion or are transferred to a new location, find out
the reasons for the decision so it is not misinterpreted. As an example,
a company nearly lost one of its top executives because no one asked
how she felt when she didn't get an expected promotion. Within six months,
her performance plummeted and she was within days of being fired. It
wasn't until someone asked how she was doing that she conveyed her disappointment
and erosion of self-esteem. She felt the missed promotion was a sign
that the company had little confidence in her. In actuality, her abilities
were never questioned and she was always considered a valued employee.
The new person was a better fit for the job. Be sensitive to possible negative reactions to your promotion
or if you're a new recruit. Others may not share your happiness. Who
was passed over? How will colleagues feel about a friend not getting
promoted? Is there resentment that someone was brought in from the outside?
If so, your chances for success may have been compromised because support
systems have been sabotaged. Take risks. After a company upheaval most
people keep a low profile. This might be your chance to take a creative
risk and stand out. Take a close look at what can be done to improve
a particular company process and share your ideas with the stakeholders.
Avoid decision paralysis. The greater the risk, the greater the reward. These are exciting times for American businesses with
tremendous opportunities for growth. Now is the time for the stars to
rise. If you need help with a "Star", please call; |
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