Info Booklet

Client: Learning Direct Ltd, Mayfair, London

Audience: Corporate staff

Brief: Create a booklet for companies to give away to staff taking their second step up the corporate ladder

NOW YOU'VE BEEN PROMOTED …

Congratulations on your promotion.

Now you're going to have to think differently about your job, your responsibilities and - most importantly - the company you work for.

You're also going to have to learn new skills and develop new attitudes towards the company, your fellow workers and the job you'll be doing.

This booklet is here to help you do just that.

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TO START WITH

Now you've been promoted, you need to know exactly what is expected of you. Get a clear job specification - in writing - describing your new responsibilities, what you are expected to achieve, the resources available to you and the limits of your authority.

If there is no written job specification, write it up yourself and have it approved - and signed -by your new boss. Now anyone can refer to this document to eliminate any doubt about your new position.

You are now no longer just a cog in the corporate machine - you have a more significant role to play than before. Start thinking about your company as an entity: what are its objectives, how are they to be achieved, within what time-scale and with what resources.

Use your previous experience as a springboard to better and greater things. Talk to your new boss about ideas you may have had before that you weren't able to discuss with him then.

There will be new timetables and schedules at your new level. Make sure you are not just organised, but seen to be organised, right from the beginning.

There will be lots to learn in the first few weeks in your new position. Don't try and carry everything in your head: make the learning process easier by writing down important facts as you come across them - preferably in something you can carry with you and refer to wherever you are, when you have a spare moment to go through them.

Group together specific activities like discussions, phone calls, correspondence and administrative tasks, and set aside a time of day to deal with each group. Once people are aware of your personal schedule, they're more likely to arrange themselves around you, rather than expect you to arrange yourself around them.

Don't just switch off and go home at the end of each working day. Organise yourself for the next one by taking five minutes to write a "to do" list that you can go through as soon as you come in the following morning.

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CONTACTS

While you're still settling into your new position, take the time to find out who is going to be useful to you. Once you know who's going to make your job easier - in any capacity - make sure they know they're important to you and that you appreciate their help.

If you need to contact someone, don't ask anyone to arrange an introduction - it will take too much time. Call the person direct and tell them why you need to talk to them.

If a senior staff member asks you "How are things, then?", he's expecting a generalised answer - in his terms - rather than a detailed monologue.

If, however, there's a problem you think he ought to know about, let him know, but more importantly, tell him what is being done about it.

Very senior management are most likely much older than yourself, and appreciate common courtesies like your standing up when they enter the room, and keeping your hands out of your pockets while talking to them.

To make contacts within the company, volunteer to take your boss's place at meetings he can't attend; put your name down for seminars; join committees and get involved in extracurricular activities.

To make contacts outside the company, join industry or professional organisations for people with the same interests and at the same level as yourself.

Whoever you have on your new list of contacts list, make sure you include the company accountant. He can give you the best overview and the most accurate information about each department, because it's his job to measure performance across the company in financial terms.

If you make a good contact outside your company, make it a long-term one. You can both learn a lot as you swap notes on the way up your career ladders.

If any contact you've made asks a favour, like a nomination, reference or recommendation, do it right away. You never know when they'll be in a position to return your favour.

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DECISIONS

There will be times when you have to be decisive, and there will be others when you only have to look decisive. Don't waste weeks making a decision that can be made in minutes and which can be easily reversed if it's wrong.

Make your decision by: identifying the problem; clarifying and prioritising the company's goals; generate several options; evaluate those options, and choose the one that best matches the company's goals.

The most important part of the decision process is to define the problem correctly. Take as long as practicable to do so - not just from your point of view, but also that of other departments throughout the organisation.

If you need computer reports to help with your decision, ask for a new report to be produced for you and specify the precise data and format you need. There is no point in wasting time wading through piles of paper to find just one or two details.

Classify information you use to define the problem as Known, where there is concrete evidence to back it up; Unclear, where there could possibly be evidence to back it up; and Assumed, where you're drawing inferences from other information.

Clarify the company's goals by identifying objectives in the short, medium and long term, and how they are to be achieved.

Prioritise those goals according to: time-sensitivity; department contribution; overall importance, and benefits to the company as a whole.

Generate decision options first on your own, then with the help of those most likely to be affected. And then discuss them with someone who can look at those options from a completely detached, unbiased viewpoint - they can give you a much clearer overall picture.

Base your decision on the following criteria: How far into the future does it commit the company? How fast can it be reversed? How will it affect other parts of the company? Is it going to set a precedent? Is it in line with company policy?

No matter how carefully you make your decision, there will always be people prepared to disagree with it - they have their own agenda and there is nothing you can do about it.

If your decision meets with resistance, prove that you've made it in the best interests of the company by showing: the other options you've considered; the reasons for rejecting those options, and the benefits - financial or otherwise - to the company as a whole.

If you need feedback before putting your decision into action, make it known that it's only tentative at present, to give people the opportunity to comment or make suggestions. But make sure everybody knows that there is a time limit for those comments or suggestions, at which point you will implement that decision.

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DELEGATION

The purpose of delegation is twofold: the first is to free up your time so you can concentrate on more important matters, and the second is to give your staff a broader view of the department's function within the company.

Rotate delegated jobs around your staff, so each of them gains experience and can refer to each other - not you - should a problem arise.

Delegate: routine jobs, regularly-occurring tasks, repetitive jobs, administrative jobs, research jobs and other jobs with a definite beginning, middle and end. The more predictable the intended outcome, the easier it is to check that the delegate is doing it right.

Don't delegate: anything beyond the person's skills or experience, anything involving strategic decisions or anything to do with the discipline of co-workers.

Make it clear to the delegate that he is under no obligation to accept the task, but at the same time, make it very clear to him the consequences of turning it down: not only would he be passing up on the chance to learn more about his job and the function of his department, but also - unless his reason is valid - it would make him appear unco-operative.

If, however, he has a valid reason for not accepting the task, give the delegate a chance to come up with an alternative proposal. It could be that he feels capable of only doing part of the job, or the whole job in a different timescale.

Give the delegate definite start and finish deadlines, a clear indication of what needs to be achieved and limits to his actions and authority. The clearer the information he is to act on, the better chance he has of acting on it to everybody's satisfaction.

If the task entails a number of steps, give the delegate a "how-to" guide in writing. Go through it with him and make sure he understands each step before moving on to the next.

The best way to make sure the delegate understands your verbal instructions is to have him repeat them back to you. This has the effect of reinforcing those instructions from the delegate's point of view, and gives you the assurance those instructions have been understood.

Once the delegate has started on the task, ask him how it's going every now and then, but don't give him the impression you're checking up on him all the time. He'll start feeling insecure and won't want to use his initiative.

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HIRING

When recruiting, don't rely too heavily on word of mouth. Friends of friends could well be suitable employees, but they could also form a little group of their own, to the exclusion of their fellow-workers.

Before starting the search for a new employee, create a job description on paper. List duties as specifically as possible, while leaving scope for other activities as and when required.

More importantly, draw up a person specification on paper. Define your ideal candidate in terms of physical, mental and intellectual ability; special aptitudes required for the job; qualification and experience.

Check all CV's against the job description first, and then against the person specification. This gives you the chance to separate the wheat from the chaff, as it were, without the need for wasting time on non-productive interviews.

Thank all applicants who definitely don't fit the bill for their interest, bin their CV's and wish them success in their search for employment elsewhere. Do it as quickly as possible, not just for their sake so they know where they stand, but also for yours, so you don't have piles of useless paperwork cluttering up your workspace.

Thank applicants who might just fit the bill, and tell them you're keeping their CV on file. If another, nearly-similar vacancy arises, you can approach those applicants direct, without having to resort to the delay and expense of recruitment advertising.

Interview applicants who have the best chance of fitting the bill. You need to know: their present position, what they've done in the past; any noteworthy achievements for previous employers; their future plans and why they want to join your company in particular.

At the interview, make notes of the applicant's outside interests and hobbies, and give them time to ask about the job and the company.

Offer the best candidate the position, but keep the second-best in reserve in case he turns it down for any reason.

Once the offer has been accepted and a starting date confirmed, let the department know they'll have a new member as of that date. It will give everybody time to get used to the idea.

Allocate space, resources and equipment before the new person's arrival. If you have to do this once he's there, it wastes time and won't do much to inspire any confidence.

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THE NEW EMPLOYEE

Make sure he has a written job description waiting for him on Day One. Go through it with him to give him the chance to ask questions until he completely understands it.

Describe the company's activities, its position in the market, its history to date and the direction it's heading in. Some handouts from the publicity department will do that job for you, and can be read in the new employee's spare time.

Introduce him to his co-workers and superiors, and explain how they fit into the department's activities. If he can't remember them by name at first, at least he has a chance of identifying them by their function.

Take him round the premises so he can find his way round - and out, in case of an emergency. If there is an established meeting point should the building have to be evacuated, make sure he knows where that is.

If there are any special Health and Safety regulations pertaining to his new job, point them out to him before he actually starts working, and ask one of his fellow-workers to keep a discreet eye on him for the first few days.

He'll need to know the location of First Aid points, and how to find a qualified first-aider in case of an accident.

Don't just pass his employment details to the Personnel Department - take him there in person, so they can fit a face to the name.

Make sure his initial impressions of the company, his workplace and co-workers are favourable. In those first few days, his senses are going to be heightened and he'll be forming opinions that will remain with him throughout his employment.

During his probationary period, watch for the new employee's quantity and quality of work produced; his self-presentation and timekeeping; his ability to fit in with his co-workers, and the interest he shows in his job.

If there's a problem during the probationary period, deal with it as quickly as possible by making a note of any shortcomings, discussing them with the new employee and arranging another interview in the near future to review the situation.

If there is no improvement noted at the next interview, follow the company's policy regarding probationary periods.

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DISMISSAL

If it's your decision whether or not to dismiss someone, you need to know what, specifically, the person has done wrong and whether you are acting within the employment law.

Before making that decision, ensure that the person's behaviour and performance has been discussed with him and that he has been given the chance to improve in those areas.

Consider whether the person would be more suitable elsewhere in the company. He may have talents that could be much better used in another department.

Before committing yourself to the decision to dismiss someone, consider the morale of his co-workers. How are they going to react to his dismissal? Will they be relieved or resentful?

If it's your job to dismiss someone in person, remember that it's not a personal issue, it's for the benefit of the company. All the alternatives have been explored and all the reasons are documented.

When you're face-to-face with the person, dismiss him simply and quickly and make sure he leaves with his self-respect intact. He may not thank you for it then, but it will leave him with enough self-confidence not to consider his dismissal as the end of the world for him.

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LEADERSHIP

To be a good leader, you must be able to create a team out of a group of individuals, to treat each member of that team with respect and provide a clear target for them while helping them to achieve it.

A good team is a group of people whose results exceed the sum of its members' individual contributions, and those contributions depend on: personality, skills, training, knowledge, attitude and motivation.

To make the most of these contributions, find out from each team member what he needs to get his job done to the best of his ability - and then make sure he gets it. Not only will you have a more productive team, but its members' morale will be higher, knowing you have their interests at heart.

Motivate your team by making it clear to them that you are motivated yourself, and that you have a definite direction to head in. If you point them in that direction too, they'll feel involved ... and motivated.

To persuade a team to head in a new direction they're not so sure about: ask for their objections and be seen to have listened to them and taken them on board. Then change the emphasis from the past to the future and describe how much better things will be for the company, the team and the team member as an individual.

Your team needs to know that they are important to you and that you are taking them seriously. Set aside a regular time slot for them to drop by and discuss matters they consider important with you.

Good leadership requires the ability to admit one's own mistakes. Leaders are not infallible, but they learn from their mistakes and expect others to do the same.

Good leadership requires the patience to know when to leave people alone with their problem, and when to wade in and help them find the solution. Too early, and you'll be considered interfering. Too late, and you'll be considered apathetic.

And good leadership requires a healthy sense of humour.

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MANAGEMENT

A manager has two responsibilities: firstly to fulfil the needs of his employers, and secondly to fulfil the needs of his staff.

Be the first to arrive in the morning, and the last to leave at the end of the working day. It shows that you're ready for your staff and any problems they might bring in to work, and that you won't go home until everything and everybody has been taken care of that day.

Make sure you've identified your company's objectives before getting your team to adopt them as their own. There's no point in firing up a team and getting them motivated and enthusiastic if all their efforts are heading in the wrong direction.

Protect your team from unreasonable demands from senior management. To have to pile on extra work onto your team can be very demoralising for them - and for you.

Stand up for your team if they come under criticism from other departments. Prove to those other departments that your people are doing the best they can - and be seen to do so.

Wade in and help your team with even the most menial jobs if it helps them achieve an objective. If they know you're prepared to get your hands dirty with the rest of them, they'll accept you not only as their manager, but also one of them.

Make a point of knowing your team as individuals as well as just a group of people. What you find out about somebody's outside interests and hobbies could be invaluable when it comes to something that needs doing in future.

Don't concentrate on trying to cure each individual's work-related weaknesses. Do what you can to make the best use of their strengths.

Be available to your team members after office hours - and make sure they know you expect them to be available to you. Keep their home contact details with you, but only use them in case of a real emergency.

Be aware that your team needs: to know precisely what is expected of them; the chance to excel at what they're doing; guidance when they ask for it, and feedback on their performance.

And also be aware that your team expects: to be paid according to their contribution; to be thanked as a team, and to be thanked as individuals.

Never, ever, lie to your people. If you do, and you're found out, you will never be trusted again.

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MEETINGS

Types of meeting you may have to attend include: management, advisory, standing, investigative, co-ordination, negotiations, brainstorming and ad-hoc.

A successful meeting is one that has: a specific objective; a clear agenda; the right participants; proper preparation; well-presented ideas; the minimum of interruptions, and a clear final decision.

A productive meeting is one that keeps to the point, and concentrates on 'how' rather than 'why'.

If you're calling a meeting, decide what you want from it first, then send a memo with a brief agenda (one side of A4 is ample) to the participants.

A good agenda should outline: the objective of the meeting; related issues; the time, date and place; the approximate length of the meeting and what the participants need to do prepare for it.

Ideal participants are those who can help you achieve the objective of the meeting, but there will always be those who you feel obliged to invite, and those who feel they should be invited.

Identify those participants ho can do most for your cause, and if possible discuss the matter with them before the meeting takes place.

If it's your meeting, sit where you'll be the focus of attention, either at the head of the table or halfway down it.

If it's not your meeting, the best place to sit is opposite the person who called it.

If someone continually criticises something you're proposing, deflect that criticism by challenging him to come up with not one, but several valid alternatives within a given timeframe. It will either stop that criticism or give you a way of looking at that proposal you hadn't considered before.

If you have something important to say, remember the old politicians' trick of bridging your answer to a question to the point you want to make, as in: "I can't answer that question right now, but what I will tell you is this ..."
And now, you hold the floor.

If you're expecting opposition at a meeting, prepare for it by looking at the matter from your opponent's point of view: What do they want? Why do they want it? What are the strongest points in their favour? What are the strongest points in your favour? The more answers you have to these questions, the more confident you will be - and appear - when the opposition arises.

After the meeting, while it's still fresh in the minds of the participants, distribute minutes to them as soon as possible. This will help them remember points brought up for future reference.

And while it's still fresh in their minds, get feedback from them (preferably in writing) so you can judge for yourself how successful that meeting was.

And finally - if you want to keep your meetings short and sweet, hold them in rooms without any chairs. You'll be surprised how quickly things will draw to a satisfactory conclusion when people can't sit down.

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STRESS

A major cause of stress is worrying about events before they happen and allowing things going on around you to affect your state of mind.

Your body reacts to stress in the following ways: adrenalin is produced, extra sugar is released into the bloodstream, blood pressure rises, the heart beats faster, you breathe quicker, your muscles tense up and you start to perspire. It's your body's way of preparing for a physical situation known as "fight-or-flight" that exists only in your mind.

By itself, something may not be a single cause of stress, but as each cause builds on another until you have several stress situations affecting you all at once, then depending on your personality, the more likely you are to be affected.

There are four types of personality who are most susceptible to work-related stress:
1 - The Unassertive: unable to refuse requests until he finds himself snowed under.
2 - The Obsessional: comfortable in predictable tasks within a set routine ... until a change occurs.
3 - The Stimulus-seeker: always trying to cut corners, change routines and take risks at work and in his private life.
4 - The Ambitious: impatient, aggressive and not stopping for anything or anybody.

To deal with stress-related symptoms, set aside some time to allow your mind and body to relax completely. While you're relaxed, it's much easier to identify the sources of that stress and think about how to change them or your reaction to them.

Regular and gentle exercise does you more good than the occasional burst of serious exertion. Your mind and body will benefit more from a daily walk at lunchtime than from a fortnightly game of squash.

When there's an upcoming business situation that makes you feel anxious, define exactly what part of that situation is causing that anxiety. Then imagine the worst possible outcome from that part of the situation and you'll realise it's not a matter of life and death.

If you're still anxious about that situation, rehearse it over and over in your mind, always seeing yourself as successful, and turning difficult parts of it to your advantage.

If you suddenly find yourself suffering from a stress-related symptom, breathe slowly and deeply, while concentrating on being in control of your breathing. That feeling of control will spread until you first feel more in control of yourself, and then of the way you feel about the situation.

Your level of efficiency starts to drop after an hour and a quarter. When you feel that happening, take a quick break, enjoy a change of scenery and then return to your work feeling recharged.

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END