Here are some strategies for handling this situation: - Initiate feedback conversations yourself. Schedule regular check-ins to discuss your work and get their perspective. - Ask specific questions to elicit feedback, like "How am I doing on X project?" or "What can I do to improve in area Y?" - Share examples of your work for their input. Ask "What do you think of how I handled this situation?" - Express your desire to develop in your role and how feedback will help with that. Say something like "Feedback is really important to me for continuing to grow in this position." - If they still don't provide feedback, request setting goals and metrics for evaluation. Ask them to commit to

1. Taking Your CareerTaking Your Career
to the Next Levelto the Next Level
Jeff Ghannam
Crystal Communications
& Marketing, LLC
703.888.8203
jghannam@crystalcommunicationllc.com
@ghannam4
Lockheed Martin
Communications Leadership
Professionals Workshop
July 17, 2013

2. My obligationMy obligation
 Actionable information.Actionable information.
 Current, real-life situations from myCurrent, real-life situations from my
experiences, previous attendees andexperiences, previous attendees and
YOU.YOU.
 You will gain confidence to tackle yourYou will gain confidence to tackle your
most pressing management challengesmost pressing management challenges
and to grow personally and professionally.and to grow personally and professionally.

3. Your obligationYour obligation
 Participate, open up, and share yourParticipate, open up, and share your
stories and challenges…Vegas Rules.stories and challenges…Vegas Rules.
 Take notes on how you can apply this info.Take notes on how you can apply this info.
Walk away with “The Three Things” youWalk away with “The Three Things” you
can apply right away.can apply right away.
 Buckle up!Buckle up!

4. Know Your PartnerKnow Your Partner
Take two minutes to get partner’s name,Take two minutes to get partner’s name,
title, and what they think they need to gettitle, and what they think they need to get
their career to the next level.their career to the next level.

5. What makesWhat makes a good leader?a good leader?
 Mission and vision drivenMission and vision driven
 TransformationalTransformational
 Effective; gets things doneEffective; gets things done
 Skillful communicatorSkillful communicator
 Listens, considers input and builds consensusListens, considers input and builds consensus
 Committed to the jobCommitted to the job
 Good interpersonal skillsGood interpersonal skills
 Ethical, straightforward, and worthy of respectEthical, straightforward, and worthy of respect
 Role model; leads by exampleRole model; leads by example

6. What is the difference betweenWhat is the difference between
management and leadership?management and leadership?
““The manager’s job is toThe manager’s job is to
plan, organize andplan, organize and
coordinate. The leader’scoordinate. The leader’s
job is to inspire andjob is to inspire and
motivate people.”motivate people.”
- Warren Bennis- Warren Bennis

7. Manager or leader?Manager or leader?
Which one are you?Which one are you?
Warren Bennis on the differences between managers andWarren Bennis on the differences between managers and
leaders:leaders:
The managerThe manager administersadministers; the leader; the leader innovatesinnovates..
The manager is aThe manager is a copycopy; the leader is an; the leader is an originaloriginal..
The managerThe manager maintainsmaintains; the leader; the leader developsdevelops..
The manager focuses onThe manager focuses on systems and structuresystems and structure; the; the
leader focuses onleader focuses on peoplepeople..
The manager relies onThe manager relies on controlcontrol; the leader inspires; the leader inspires trusttrust..
The manager acceptsThe manager accepts realityreality; the leader; the leader investigatesinvestigates itit..

8. Manager or leader?Manager or leader?
Which one are you?Which one are you?
The manager has aThe manager has a short-range viewshort-range view; the leader; the leader
has ahas a long-range perspectivelong-range perspective..
The manager asksThe manager asks how and whenhow and when; the leader asks; the leader asks
what and whywhat and why..
The manager has his or her eye onThe manager has his or her eye on the bottom linethe bottom line;;
the leader has his or herthe leader has his or her eye on the horizoneye on the horizon..
The managerThe manager imitatesimitates; the leader; the leader originatesoriginates..
The manager accepts theThe manager accepts the status quostatus quo; the leader; the leader
challenges itchallenges it..
The manager is the classicThe manager is the classic good soldiergood soldier; the leader; the leader
is his or heris his or her own personown person..

9. Leaders are naturally born, right?Leaders are naturally born, right?
““Leaders are not born.Leaders are not born.
They are made. They areThey are made. They are
made just like anythingmade just like anything
else … through hardelse … through hard
work. That's the price wework. That's the price we
have to pay to achievehave to pay to achieve
that goal or any goal.”that goal or any goal.”
- Vince Lombardi- Vince Lombardi

10. The Road to The Next LevelThe Road to The Next Level
1.1. Manage and MotivateManage and Motivate
YourselfYourself
2.2. Manage and MotivateManage and Motivate
People and TeamsPeople and Teams
3.3. Manage “Up” (Your Boss)Manage “Up” (Your Boss)
4.4. Manage conflictManage conflict

11. Managing YourselfManaging Yourself
 Become more self-aware
 Deal with expectations
 Be a good listener
 Delegate without guilt

12. Managing and Motivating YourselfManaging and Motivating Yourself
Think back to aThink back to a
career highpointcareer highpoint
when you werewhen you were
happiest…whathappiest…what
specifically motivatedspecifically motivated
you at that time?you at that time?

13. Self-AwarenessSelf-Awareness
 What motivates you and makes youWhat motivates you and makes you
happy?happy?
 What are your strengths andWhat are your strengths and
weaknesses?weaknesses?
 How are you perceived by others?How are you perceived by others?

14. Assess YourselfAssess Yourself
 Personality tests (Myers Briggs, EmotionalPersonality tests (Myers Briggs, Emotional
Intelligence, Minnesota MultiphasicIntelligence, Minnesota Multiphasic
Personality Inventory (MMPI), the Big FivePersonality Inventory (MMPI), the Big Five
 Look at performance assessments in aLook at performance assessments in a
new waynew way
 Ask for honest feedbackAsk for honest feedback

15. Managing expectations ofManaging expectations of
yourself and othersyourself and others
 Set reasonable expectations right from the start.Set reasonable expectations right from the start. BeBe
clear about what you want from others and what you canclear about what you want from others and what you can
deliver to others.deliver to others.
 Agree on goals, plans, and timelines.Agree on goals, plans, and timelines. Agree onAgree on
specific deliverables, time frames and delivery dates.specific deliverables, time frames and delivery dates.
Input and agreement are importantInput and agreement are important..
 Acknowledge and adjust.Acknowledge and adjust. If not going according toIf not going according to
plan, change the expectation. Don’t put this off; it doesn’tplan, change the expectation. Don’t put this off; it doesn’t
get easier.get easier.

16. Better ListeningBetter Listening
 Make the decision to talk less.Make the decision to talk less.
 Ask questions.Ask questions.
 Focus on their most important needs.Focus on their most important needs.
 Use inviting body language…eye contact, nods,Use inviting body language…eye contact, nods,
uncrossing your arms, and facing the person speaking.uncrossing your arms, and facing the person speaking.
 Avoid thinking about what you’re going to say next.Avoid thinking about what you’re going to say next.
 Stop doing other things — all other things — whileStop doing other things — all other things — while
someone is speaking to you.someone is speaking to you.
 Don’t interrupt…the two second rule.Don’t interrupt…the two second rule.
 Summarize and repeat what you heard when it’s yourSummarize and repeat what you heard when it’s your
turn to talk. Ask for clarification if needed.turn to talk. Ask for clarification if needed.

17. Why do we “Hate to Delegate?”Why do we “Hate to Delegate?”
Why should you delegate?Why should you delegate?
1)1) helps you develop your colleagues;helps you develop your colleagues;
2)2) helps you focus on your corehelps you focus on your core
responsibilities; andresponsibilities; and
3)3) advances your organization'sadvances your organization's
capability.capability.
What tasks should you delegate?What tasks should you delegate?
Everything but your coreEverything but your core
responsibilities. Delegate tasks thatresponsibilities. Delegate tasks that
other staff need to learn, like to do, orother staff need to learn, like to do, or
are good at doing.are good at doing.

18. How to DelegateHow to Delegate
 Explain whyExplain why the task needs to be donethe task needs to be done
 WhatWhat background information doesbackground information does thethe
delegatee need to perform the task properlydelegatee need to perform the task properly
 What are the guidelinesWhat are the guidelines,, but not explicitbut not explicit
directionsdirections, for how the delegatee should go about, for how the delegatee should go about
performing the taskperforming the task
 What is the desired outcomeWhat is the desired outcome or deliverableor deliverable
 What is theWhat is the timelinetimeline for when the task shouldfor when the task should
be completebe complete
Input and acceptanceInput and acceptance from your delegatee.from your delegatee.

19. Managing and Motivating PeopleManaging and Motivating People
 Psychological needs
 Motivating people
 Enhancing Team Dynamics
 Managing Meetings

20. Hierarchy of Psychological Needs
Abraham Maslow, 1943.

21. Maslow’s motivators on the jobMaslow’s motivators on the job
1)1) Physiological Needs:Physiological Needs: Provide lunch and rest breaksProvide lunch and rest breaks
and wages sufficient to purchase the essentials of life.and wages sufficient to purchase the essentials of life.
2)2) Safety Needs:Safety Needs: Provide a safe working environment,Provide a safe working environment,
freedom from threats and relative job security.freedom from threats and relative job security.
3)3) Social Needs:Social Needs: Create a feeling of acceptance,Create a feeling of acceptance,
belonging, and community by reinforcing teambelonging, and community by reinforcing team
dynamics.dynamics.
4)4) Esteem Needs:Esteem Needs: Recognize achievements and provideRecognize achievements and provide
status updates to make employees feel appreciatedstatus updates to make employees feel appreciated
and connected.and connected.
5)5) Self-Actualization:Self-Actualization: Provide challenging andProvide challenging and
meaningful work which enables innovation, creativity,meaningful work which enables innovation, creativity,
and progress according to long-term goals.and progress according to long-term goals.

22. What are the best waysWhat are the best ways
to motivate people?to motivate people?
1)1) It’s about the mission.It’s about the mission. Ensure employees that what they doEnsure employees that what they do
impacts the whole company, organization, process or task.impacts the whole company, organization, process or task.
Let them know what they do is importantLet them know what they do is important..
2)2) Praise, thank and recognizePraise, thank and recognize the employee for a job wellthe employee for a job well
done--or even partially well done.done--or even partially well done.
3)3) Care about them professionally.Care about them professionally. Discuss ways to create aDiscuss ways to create a
more satisfying career path, including promotions based onmore satisfying career path, including promotions based on
concrete outcomes.concrete outcomes.
4)4) Add varietyAdd variety to a person’s job. Ensure that the job descriptionto a person’s job. Ensure that the job description
involves a variety of tasks.involves a variety of tasks.
5)5) Provide feedbackProvide feedback along the way, pointing out both positivealong the way, pointing out both positive
and negative aspects.and negative aspects.

23. Enhancing Team DynamicsEnhancing Team Dynamics
 Clearly state the purpose/objectives of theClearly state the purpose/objectives of the
teamteam
 Choose the right people and identifyChoose the right people and identify
roles/responsibilitiesroles/responsibilities
 Discuss and solve problems as a teamDiscuss and solve problems as a team
 Team rewards vs. individual rewardsTeam rewards vs. individual rewards
 Be an engaged leaderBe an engaged leader

24. Managing Team MeetingsManaging Team Meetings
The dominatorThe dominator.. This personThis person
uses meetings as monologues.uses meetings as monologues.
Strategy:Strategy: Look for a place toLook for a place to
interrupt, quickly summarizeinterrupt, quickly summarize
his/her point of view and turn tohis/her point of view and turn to
the group and say, "Doesthe group and say, "Does
anyone else have an opinionanyone else have an opinion
about this?"about this?"
What do you really hate about team meetings?
Failure to manage these people…

25. Managing Team MeetingsManaging Team Meetings
The wallflowerThe wallflower.. He/she has goodHe/she has good
ideas but is just too shy to shareideas but is just too shy to share
them.them.
StrategyStrategy: Encourage him. “Bob,: Encourage him. “Bob,
you’ve had experience with this. Whatyou’ve had experience with this. What
can you tell us?"can you tell us?"
If the whole group is quietIf the whole group is quiet, chances, chances
you are the problem.you are the problem.

26. Managing Team MeetingsManaging Team Meetings
The side-talkersThe side-talkers.. In a big group, twoIn a big group, two
people will huddle together.people will huddle together.
StrategiesStrategies::
1) Stop and stare with a smile1) Stop and stare with a smile
2) Call on someone who is sitting2) Call on someone who is sitting
next themnext them
3) If all else fails, “You must have a3) If all else fails, “You must have a
good idea over there. Fill the rest ofgood idea over there. Fill the rest of
us in.”us in.”

27. Managing Team MeetingsManaging Team Meetings
The gripersThe gripers.. They may have aThey may have a
legitimate point and you don’tlegitimate point and you don’t
want to shut down honestwant to shut down honest
dialogue.dialogue.
StrategyStrategy:: Summarize the basicSummarize the basic
concern; use neutral words.concern; use neutral words.
Turn to the rest of the groupTurn to the rest of the group
and say, "What about thisand say, "What about this
concern? Let’s examine it.concern? Let’s examine it.
Does anyone else feel thisDoes anyone else feel this
way?”way?”

28. Managing Up: Working with the BossManaging Up: Working with the Boss
 Feel his/her painFeel his/her pain. Let him/her know you understand the. Let him/her know you understand the
business or industry and care about the company orbusiness or industry and care about the company or
organization.organization.
 Agree on your personal goalsAgree on your personal goals and objectives and getand objectives and get
them in writing. They should be measurable.them in writing. They should be measurable.
 Report to the boss regularlyReport to the boss regularly. Schedule weekly meetings. Schedule weekly meetings
if possible.if possible.
 Be available.Be available. Notice when he/she comes into and leavesNotice when he/she comes into and leaves
the office. Be there before and stay after, if possible.the office. Be there before and stay after, if possible.

29. Managing Up: Working with the BossManaging Up: Working with the Boss
 Look for opportunitiesLook for opportunities to make your manager’s lifeto make your manager’s life
easier.easier.
 Identify and solve problems.Identify and solve problems. Don’t present problemsDon’t present problems
without bringing realistic solutions.without bringing realistic solutions.
 It’s not personal.It’s not personal. Develop tough skin. Don’t overreact toDevelop tough skin. Don’t overreact to
boss’s comments.boss’s comments.
 Show him/her your appreciationShow him/her your appreciation (but(but don’t suck up.)don’t suck up.)

30. Handling the disconnect with your bossHandling the disconnect with your boss
 Problem:Problem: Your boss assigns you moreYour boss assigns you more
than your share of grunt work.than your share of grunt work.
 Strategy:Strategy: Write a proposal for anWrite a proposal for an
assignment you would prefer and explainassignment you would prefer and explain
why you would be the right person for thewhy you would be the right person for the
project.project.
Do they know they are
not meeting your needs?
Talk to them about what
you need.

31. Handling the disconnect with your bossHandling the disconnect with your boss
 Problem: Problem: Your boss doesn't give you feedback.Your boss doesn't give you feedback.
 Strategy: Strategy: When you finish a substantial piece ofWhen you finish a substantial piece of
work, give your boss extra time to review it. Followwork, give your boss extra time to review it. Follow
up. And speak up at meetings and get feedback.up. And speak up at meetings and get feedback.

32. Handling the disconnect with your bossHandling the disconnect with your boss
 Problem: Problem: Your boss is verbally rough.Your boss is verbally rough.
Strategy: Strategy:

Do not take the gruff talk to heart. It’s really not about you.Do not take the gruff talk to heart. It’s really not about you.

Seek emotional support from co-workers who have also been subjected to your supervisor's wrath.Seek emotional support from co-workers who have also been subjected to your supervisor's wrath.

Stand up for yourself in a professional manner.Stand up for yourself in a professional manner.

If it’s unbearable, keep a record of the abuse and report the abuse to your supervisor's boss, especially if it’s bullying or harassmentIf it’s unbearable, keep a record of the abuse and report the abuse to your supervisor's boss, especially if it’s bullying or harassment..

33. Resolving ConflictResolving Conflict
 Never argue, just listenNever argue, just listen. By. By
listening, you will understandlistening, you will understand
the issue and let them vent.the issue and let them vent.
 Ask for more informationAsk for more information. But. But
don’t grill them. It shows youdon’t grill them. It shows you
have an interest in solving thehave an interest in solving the
problem.problem.
 Be positiveBe positive: “I understand why: “I understand why
you’re upset.” “I hear what youyou’re upset.” “I hear what you
are saying.” Speak softly andare saying.” Speak softly and
slowly.slowly.

34. Resolving ConflictResolving Conflict
 Show that you careShow that you care: Tell: Tell
them you “want to solvethem you “want to solve
the problem” or “this is anthe problem” or “this is an
important issue.”important issue.”
 Solve the issue at that Solve the issue at that
timetime if you can, but askingif you can, but asking
for time is good too.for time is good too.
 Thank themThank them for bringingfor bringing
up the issue. Be genuineup the issue. Be genuine
they brought it to yourthey brought it to your
attention.attention.

35. In closing…In closing…
I have learned and will apply these Three
Things within three months:
1)______________________________
2)______________________________
3)______________________________

36. What is the Key to Getting toWhat is the Key to Getting to
the Next Level?the Next Level?
“None of us is
as smart as all
of us.”
-- Ken Blanchard

37. Thank you!Thank you!
Jeff Ghannam
Crystal Communications
& Marketing, LLC
703.888.8203
jghannam@crystalcommunicationllc.com
@ghannam4