(Or, acquiring a “seat at the table”…)

On the way “up”, partner with managers and leaders of other functions in the business.

Look for opportunities to participate in multi-functional teams and projects.

Safe guard the policies of the business; if you have international locations, know what policies cross the border (some do), which ones don’t, and understand and communicate the differences when appropriate.

Establish objectives and measure performance to set objectives. If you have multiple direct reports, manage accountability. Pay for performance. Compensation needs to be relative.

Provide alternative solutions to partners that have or create issues. The former, proactive, the latter reactive.

Be an aggressive communicator, speak up!

Understand basic planning tools and software. Use analytics to support your positions on varying issues and subjects.

Safeguard the company’s values and “take no prisoners” when it comes to zero tolerance.

Manager and leader behaviors are visible to others. A “player” develops these, and needs to be an example: Some are inherent, some acquired through experience: integrity, professional presence, passion, leadership, teamwork, courage, humor, humility, analytical ability, planning, problem solving, performance management, decision making, inclusiveness and respect for differences, kindness, open door, intellectual rigor, risk taking, perseverance, and patience. (Not an inclusive list)

In the end “you gotta want it’ but not so much it becomes a detriment to others. You can get there, reach you career objectives, without leaving a trail of peripheral damage.

Leave ego elsewhere. Replace it with confidence and well-tuned manager/leader skills and behaviors. Be an example, mentor and coach.

***** S&E *****

Many people can benefit from this one, from a Fast Company article August 16, 2022. Including myself !

By Stephanie Vozza (3 minute Read)

A lot of people struggle speaking up in the moment. Sometimes, it’s due to the fear of saying or doing the wrong thing and suffering repercussions. Or maybe it’s because they’re not prepared and are caught off guard in the moment. The problem with not pushing back is that you don’t address the problem, says Amber Cabral, author of Say More About That . . . And Other Ways to Speak Up, Push Back, and Advocate for Yourself and Others.

“Whatever the not-okay behavior, oppressive action, or inappropriate discussion may be, it will continue to go on,” she says. “It should be resolved or addressed by pushing back.”

Cabral defines pushing back as challenging an idea or position someone else had before. In the workplace, that can be something as simple as disagreeing with someone’s perspective. Or it could be a matter of trying to create space for your ideas.

“When you’re thinking about pushing back, that means that you’re trying to challenge something that has been presented that is inequitable or doesn’t consider all the information is available,” says Cabral.

How to Push Back

There is a wrong way and a right way to push back, says Cabral. “You may be living life through your eyes, but other people are experiencing it, too,” she says. “You want to recognize how things might land, because messaging that lands well is more likely to be effective.”

For example, if your ideas aren’t being heard and you’re not being given the space you need, Cabral suggests inserting yourself by asking a question, such as, “I can appreciate what you shared. Would you be open to a different perspective?”

“What that question does is it invites folks who are listening to say, ‘Oh, there’s another person,’” says Cabral. “They have to give you an affirmative or say no. When you pose a question, you’re ‘permissioning’ those who are in the room with you, asking them to shift to their listening ear. It’s also very non-confrontational; very inviting.”

Why It’s Important to Push Back

Pushing back is important for challenging things that are not equitable. You can make space for aspects of your identity that may not get the space that they deserve. A perfect example is that just five years ago, we were not having conversations about pronouns, says Cabral.

“The reason it’s happening now is that people chimed in and pushed back, giving us an opportunity to have a collective shift to our mindset and perspective,” she says. “Pushback is one of the ways that we move our culture, our identities, our communities—and our workplaces—forward because it introduces ideas that we may not have considered, and challenges us to be willing to evolve and shift to create more inclusive and equitable spaces.”

***** S&E *****

There is a lot out there on creating and maintaining a great work culture that attracts (welcomes my be a better word), retains, and develops the various generations (various age groups) in the modern professional work force. Hundreds or articles in many forms of media.

One thing that is a certainty — all levels of management and leadership in the business are responsible for the culture in the business. They set the policies and they are responsible for business performance and employee morale and opportunity, and maintaining an environment that is based on values and integrity. And more.

So over the years, despite experts’ opinions on the work environment expectations of different generations of professional employees, consider the skills needed by the leadership and management team to create and maintain a fail-safe culture, highly desired by any generation. So easy to list, so challenging to internalize in an organization:

• A leadership/management team that is understands and is committed to culture
• Values are foundation blocks
• Communications (Listening)
• Individual Performance
• Team work
• Inclusive work force
• Professional Development
• Internal and external Community
• Opportunity and Growth
• Technology

It is not an insignificant list, nor is it inclusive. And, it is no small accomplishment to build a leadership and management team to take a business to a fail-safe culture. And here is a list of many of the competencies that the leadership and management team needs to command. No small undertaking…

Accountability,  Integrity,  Humor, Kindness, Common Sense, Communications,  Flexibility, Dependability,  Adaptability, Professional Presence, Business Acumen, Leadership,  Intellect,  Passion, Humility, Compassion.

***** S&E *****