4 Ways to Stand out at Work
I am not asked to attend certain meetings where I believe my input would be helpful. I don’t know what to do.
I am being slighted at work. I don’t get the good assignments. And I need those skills to move up in my organization.
These comments and others from my seminar participants suggest that some people believe they are being overlooked at work. Yet there are often two sides to a story. As the quote below illustrates, sometimes when people are given opportunities to be noticed, they don’t make the most of them.
I was nervous when I attended the senior management meeting. I stood by myself and didn’t talk to anyone. My boss was furious at me. She said it was my opportunity to get known and I blew it.
Regardless of which side you identify with, here are some general guidelines to help you stand out – in a good way:
Don't make it easy for people to ignore you.
Walk into a room like you belong there. Go up to people and introduce yourself, shake hands correctly, and make conversation with others. Pay attention to your nonverbal communication. Look people in the eye when you speak. Don’t cross your arms. Speak loudly enough to be heard – many people don't. And dress professionally. Your clothes need to be clean, pressed, in good condition, fit well, and be appropriate for your position.
Speak up if something is bothering you.
If you don't bring up situations that you believe are unfair, others may assume you are passive, and it’s unlikely anything will change. The key is to pick situations that are important, and to voice your concerns assertively. "Boss, I haven't been asked to attend the marketing meetings, yet I believe my suggestions on the budget would be helpful to the team. I would like to attend next week's meeting."
Make use of your network and mentors.
Talk to people you trust about your specific situation. Get their suggestions. If you don't have mentors or a network, start developing them. (Additional information on building your network can be found in my new book, The Communication Clinic: 99 Proven Cures for the Most Common Business Mistakes.)
Have “fire in your belly.”
Have a powerful sense of determination – of working hard to succeed. Some people seem to be born with this attribute; others have to develop it. To ignite that blaze, go above and beyond. Do more than what is expected of you. Help others. Show initiative and do good work. Make sure you have all the necessary schooling and/or certifications. Convey enthusiasm for your work. Meet or beat your deadlines. When you can, solve problems. Get to work early, and don’t rush out the door at the end of the day.
There are many other things you can do to enhance your career, but these four items are key to helping you get noticed – an important part of any professional’s development.
Most Read IRIS Articles of the Week: April 17-21
Here’s a look at the Top 11 Most Viewed Articles of the Week on IRIS.xyz, April 17-21, 2017
Click the headline to read the full article. Enjoy!
Like so many others in the industry, I was wrong. For years, I was certain that the bull market was nearing its end. I thought the market was over-extended, and that, surely, the wild equities run was coming to an end. But everyone else was bullish, and perhaps rightfully so. And while I’ve watched equities continue on their spectacular rise, I do think now is the time (really!) to put a hedge in place. Here’s why. Here’s how. — Adam Patti
The realities for fixed income investors have changed. How is this being reflected in markets? Bond investing has become increasingly difficult over the past decade. Markets have been heavily distorted by ultra-low interest rates and quantitative easing, as well as by extreme risk aversion in response to the global economic crisis and the eurozone debt crisis. — Nick Gartside
Is being a financial advisor worth it? I am an optimistic person and I encourage other people to keep a positive mental attitude (shout-out to Napoleon Hill and W. Clement Stone). However, by taking a good, hard look at the negatives in life, we can successfully pivot towards the positive aspects that will help us achieve our goals. — James Pollard
How do you treat one of your most valued, existing clients? Here’s a list of some things that come to mind. — Andrew Sobel
According to many advisors I speak with, the only clients that leave are those who have died. And while attrition may not be a big problem in this industry, I have to assume that at least a few clients change advisors without doing so via the funeral home. — Julie Littlechild
I was talking with an advisor last week about how to get into conversations about what he does. He was relaying the story of going jogging with a friend who could be a good client but is, more importantly, connected to a large network of people who fit this advisors ideal client description. — Stephen Wershing
Big picture thinkers are not unicorns - rare and mystical. And they were not born with the innate ability to think big. They do, however, pay attention to the broader landscape and take the time to think, analyze and evaluate. — Jill Houtman and Danny Domenighini
Your reputation is who you are and how you show up, Monday to Monday®. Many of us take our image and reputation for granted. Give careful thought to the kind of reputation that you would be proud of Monday to Monday® and that would resonate with your purpose and priorities. — Stacey Hanke
The generational changing of the guard is a fact of life as old as time. Young replaces old in responsibility, importance, control and culture. Outside of the family, the workplace is perhaps where this is seen most regularly by most people. — Shirley Engelmeier
Next time you hear your prospects give you price objections, it’s not because of the price. The give price objections because they don’t know the full value proposition that they’d be paying for. And it’s not based on their need, or your features and functions. It’s based on the buying criteria they want to meet internally. — Sofia Carter
Last week we wrote about the economic rationale behind going independent vs. moving to another major firm as an employee. As a follow-up topic, we thought it prudent to analyze transition packages attached to big firm moves and peel back the layers of the onion to show the components of these deals. — Louis Diamond
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