Author Interview: ARE YOU PREPARED FOR THE...
ARE YOU PREPARED FOR THE WORLD OF BUSINESS?
You may think you are prepared for the world of business...but sometimes there are twists, turns, and blind alleys that even the most intrepid aspiring executive or entrepreneur finds challenging. Every professional, no matter how experienced, is sometimes unaware of the needs and desires of subordinates, co-workers, and superiors that undoubtedly arise.
THE 101 GREATEST BUSINESS PRINCIPLES OF ALL TIME, edited by Leslie Pockell with Adrienne Avila, will help readers communicate with, empathize with, and inspire colleagues and customers alike. It has already been an excellent resource for some businessmen and women out there.
Dear Leslie:
I was recently promoted and will now have an assistant of my own. Although I am looking forward to my new position and added responsibilities, I'm slightly anxious about delegating tasks; seeing that I've never had to manage another person, I'm not entirely sure how to approach my new assistant. I also haven't had the greatest managers and don't have a management style to imitate. Can you offer me any suggestions?
Thanks,
Recently Promoted
Dear Recently Promoted:
Every person has their one way of managing; however, it's hard to suggest what will work for you, especially without knowing the industry you are in or your own personal work ethic. I think the best advice I can give you may actually sound quite trite, but it is full of practical wisdom. There's a Chinese proverb that says:
Tell me and I'll forget, show me and I may remember, involve me and I'll understand.
I think the key is to involve your assistant from day one. Don't keep him/her guessing on what to do or how to do it; invest some time in the beginning with your assistant and get him/her familiar with all your projects. Before you know it, it will become clear to you what your assistant's role should be.
Dear Leslie:
I recently sat down with my boss for my annual review, and she was quick to point out that I am not "meeting my expectations" because I "lack motivation and drive". I don't know why she feels this way, considering that I have an MBA from one of the top business schools and always complete my projects on time. This really sucks because I was sure I'd be promoted this year. Now I have to keep my dumb title and wait another twelve months before I can be considered for a promotion. I'm not sure what more I can do-I don't know what she expects of me!
What is your take on this?
Frustrated
Dear Frustrated:
I wish I could tell you that all you need to be successful is a strong business education and long hours in the office, but that would be wrong. Perhaps your education and your ability to get a job done has allowed you to get as far as you are, but unfortunately (and apparently) skill is not enough if you want to be promoted. Based on your boss' comments, if you want to move ahead, then you need to work on being more enthusiastic, self-motivated, and ambitious. I am reminded of what Vince Lombardi once said:
The difference between a successful person and others is not a lack of strength, not a lack of knowledge, but rather a lack of will.
I think if you want to be promoted next year, then you can't afford to put in the average amount of hours and rely on your MBA-I think you need to make more of an effort to seize every opportunity. Perhaps create your own opportunities, even! And find out what it is that can help you become more self-motivated and driven. But no one is going to make you do this. You need to figure out if this is what you want.
Dear Leslie:
I started my own business (a wine bar) a few years back and have not been able to sustain any profits. I was sure that after my third year in business, that I would — at least — be climbing out of debt. Instead, it's five years later and I find myself with fewer customers, in greater debt, and asking for larger loans. This wine bar was a dream of mine for the longest time, but it's turned out to be a nightmare!
Any advice?
Whiny entrepreneur
Dear Whiny,
It's hard to get a business off the ground. And decreasing sales and eroding profit margins can be a sure sign of trouble ahead. Determine if the culprit is external or internal to your small business. And although not known for her savvy business sense, but rather her way with words, consider the wisdom of Gertrude Stein:
It is awfully important to know what is and what is not your business.
I think it's easy to convince yourself to give projects that are close to your heart a little more time to manifest, but I'm afraid that if you allow more time (and money) to pass, you may regret it. As it is, you already sound concerned. If you aren't experiencing profits five years later, then maybe you should let go of the dream and accept the reality. Good luck!
Dear Leslie:
My company recently merged with another company, and HR has reorganized our departments. As a result, many of my old colleagues were let go, meanwhile, new people were introduced, and I was made team leader. As an authority on our clients and the company's approaches, I feel that my knowledge and experience allows me to make the best decisions on projects. A couple of team members have complained that I do not take their thoughts and expertise into consideration, but honestly, I think I know best. My best friend at work (he isn't on my team) tells me that this is ineffective leadership, but I don't agree. What do you think?
Thanks for your advice,
Just follow the leader
Dear Just follow the leader,
I think I have to agree with your friend. Being a leader does not mean you do things your way and that's that. Kenneth Blancdard said:
The key to successful leadership today is influence, not authority.
And Andrew Carnegie said:
No man will make a great leader who wants to do it all himself, or to get the credit for doing it.
Correct me if I'm wrong, but Blanchard and Carnegie accomplished great things and they didn't do it by "hitting people over the head", as Dwight D. Eisenhower (another great leader) said. Remember, you are part of a team.
Copyright © 2004 Leslie Pockell