THE PAYMENT OF BONUSES

We receive a large number of inquiries on our e-mail facility regarding the payment of bonuses.
Generally, the most common questions are "what does the law say about bonuses?" and "can we hold back the payment of bonuses until February?" and "can we pay off bonus in December and half in January?" and so on.

Firstly, at the outset, it must be understood that Labour Law is silent on the question of bonuses.
This means that the payment or non-payment of bonuses is a matter entirely for the employer to decide, and to negotiate with employees. If an employer who presently does not pay bonuses of any sort wishes to continue on that route he can do so, without fear of being accused of unfair labour practice.

We will deal with the three common types of bonus, namely the Christmas bonus or 13th cheque as it is known, the performance bonus and the production bonus.

The 13th Cheque Or Christmas Bonus
This bonus is normally classed as a gratuity - in other words, a payment of gratitude by the employer to the employee in recognition of a job well done, or if you like, going the extra mile.
However, over the years most employees have come to expect the payment of the 13th Cheque as a right or entitlement, or as a condition of employment. This is evidenced by the fact that at job application interviews most applicants will ask "do you pay a 13th Cheque?"

In other words, they expect to be paid a 13th cheque irrespective of whether the job is well done or irrespective of whether they travel the extra mile. They want the payment of a 13th cheque to be incorporated as a condition of employment.

It is therefore up to the employer to get things back onto a proper footing. Many employers these days have done away with the payment of a 13th cheque and have incorporated the amount into the employees basic salary. There may come a time, when after a bad trading year, an employer is unable to pay a 13th cheque despite having paid consistently for the last ten years.

It is highly necessary that the employees be informed at least six months in advance that the 13th cheque will not be paid this year. Some employers may argue that they don't know six months in advance that they will be unable to pay the bonus, but surely by midyear they must have some idea of what the profits will be like at the end of the year.


To suddenly advise employees as late as November or early December that no bonuses will be paid this year could land you up at the CCMA on a charge of unfair labour practice with respect to the provision of benefits.The employer must bear in mind that many employees count the amount of the bonus into their normal household budget during the holiday season, and they depend on the bonus to pay for the annual holiday, Christmas presents and so on. To suddenly inform them at the last minute that there will be no bonus this year is indeed unfair, and should be avoided.
Employers must examine their policy regarding the payment of the 13th cheque and should revise this so that this type of bonus is paid only to those employees who genuinely do the job well and go the extra mile.

The Performance Bonus
A performance bonus is normally paid for good performance, and should be based as a percentage of the employees salary or wages. A performance bonus can also be paid as a lump sum to a department, and split up in equal amounts to each employee in that department.

This would apply in the situation where all employees in a particular department are collectively responsible for above-average performance. The performance would be measured against laid down company standards, but the bonus would not be paid only for the occasional work done which exceeds company standards, but for consistent work exceeding company standards.This means that line management and the shop foremen and even supervisors have to become much more closely involved with the monitoring of performance on the shop floor and careful records must be kept.

In a situation where the results achieved by a department depend entirely on the collective effort of all employees in the department, the amount of the bonus could be calculated on the basis of a percentage of profits achieved over and above what was budgeted for, or as a percentage of the total profits generated by the department and so on.
Whatever the case, the method of calculation must be fair and equitable.

The Production Bonus.
The production bonus is based, not on performance measured against company standards, but rather on production measured against targets. Measurement is also based on quality of production.

In other words if the company has set a target for one particular employee or, for that matter, for a particular department to produce 100 widgets per hour, and the employee or department consistently produce 130 widgets per hour, then a production bonus would be justified.
Similarly, if the company rule is that a rejection rate of 5 percent is acceptable, but the department consistently achieves a rejection rate of only 1%, then a production bonus would be in order.
It must be admitted that the additional production and the reduced rejection rate can only mean good management within the department, and it can only mean a genuine interest in the job by the employees, thus generating additional profits for the shareholders.

The Payment Of Bonuses
In the case of the employer who presently does not pay bonuses of any sort, it is entirely up to the employer to decide whether he wishes to pay bonuses or not.
However in the case of the employer who presently pays bonuses the situation is slightly different because those employees have now come to expect the payment of the bonus as a right or entitlement.
Therefore, those employers who now wish to change the status quo regarding payment of bonuses, either by paying less, or by paying at the different time of the year than what has been the case in the past, or by splitting what was an annual bonus into two separate payments, will have to consult with the employees, explain the problems, and try to get them to accept the new system. Employers must remember that such changes do constitute a change to the employees terms and conditions of employment, and this cannot be done unilaterally - it must be negotiated with the employees.

The bottom line is that should the employees refuse to accept the change, but the employer has good, sound and reasonable commercial rationale for making the change, then he can go ahead and implement it after negotiations, even if all employees do not agree to it.

This is not to say that a few disgruntled employees will not proceed with a claim of unfair labour practice, but that is a problem that will not prove to be insurmountable.
In summary, be fair, be equitable and advise your employees in good time if there is to be a problem with the payment of bonuses or if there is to be a departure from the established payment procedures.

GRATITUDE IS A GIFT, SO GIVE IT

Firstly, let me get this off my chest. Thank you, thank you, and finally thank you! Thank you to everyone who made the 2010 world cup a success for South Africa.

Thank you to the guys who collected our recycling this morning, and thank you to all the people who write to me and say "thank you."

The reason I'm starting off in this happy tone is simply because I'm reminding myself that wherever I look I can find something to appreciate. No matter what my day turns out like, I know there are things and people I can be grateful for, and I don't ever want to overlook that.

I look at gratitude like a gift. We can choose to give it, and sometimes we receive it. You don't have to wait for a special occasion for this gift. It's something you can dish out whenever you want.

So why is it I wonder that some people always appear to be ungrateful, unappreciative and blatantly selfish?

The answer I think lies between fear and an overinflated ego. The fear part is simply that people are scared of losing things all the time.

You can be scared of losing your job, your home, your partner. It all seems so normal but in truth, we were not born to be scared and in fear of losing out. We were born to be happy.

At the risk of quoting a Chinese philosopher who you think I might have just made up to sound clever, let me share a quick line that I use often to remind myself that being comfortable with your life is not dependent on having the biggest bank balance.

Cheng Yen apparently said, "Happiness does not come from having much, but from being attached to little."

You see, attachment is about fear and ego. If you start out thinking you will only be okay if you have the best of everything, you're already on the wrong path.

If you also believe that not being okay is when you lose things, it's kind of the same problem.

In truth, joy and happiness comes from realising your full potential. It is not something you buy or get. So whether you have it all or not, you can still be okay.

So what has this really got to do with appreciation, gratitude and importantly your career? Everything really.

You're only going to be at your best when you realise that you are not defined by things. You define yourself through your thoughts, beliefs and actions.

You should be grateful firstly that you have potential. Secondly you must learn to appreciate opportunities that you get to shine. The world cup final was a great example of this.

Only one team got to lift the trophy, but in truth both teams on the field were great. The players on the losing team don't suddenly become useless because they didn't win.

And despite the fact that they will experience momentary sadness, they will remain great players because of their potential. The less they attach themselves to the trophy the more they can stay happy within themselves.

Now please don't get me wrong here. I am not saying you must not strive for things. You should always aim for your best. And if that means getting your hands on the first prize, fantastic!

But that's when you should be grateful. Show appreciation for your talent. Let that be the thing that you celebrate. And when you see others giving of their best, be appreciative too.

Give them the gift of gratitude. That's actually our natural state. Rather be happy, appreciative and giving.

Rumi the Persian poet wrote:

You were born with potential.

You were born with goodness and trust.

You were born with ideals and dreams.

You were born with greatness.

You were born with wings.

You are not meant for crawling, so don’t.

You have wings.

Learn to use them and fly.

The problem is that when you think you have to hold onto everything in case you lose out, you can get stuck.

Being worried about losing can hold you back from reaching your potential. But when you are grateful for your own ability and talent, you are more likely to want to give more of that.

And that's where it can benefit your career. So instead of building your entire career path on material gain, start with finding ways to reach your full potential.

The prizes will come. The bank balance will take care of itself when you are at your best. And most importantly you will understand what it means to be grateful for the chance to shine.

One of the greatest gifts is giving of your best. Gratitude is also a gift.

WHEN OLDER WORKERS HAVE YOUNGER BOSSES

For the first time in history, there are four different generations working side-by-side on the job. Each one has its own attitudes, perceptions and values, which can make it challenging for people from different generations to co-exist in the workplace.
When you're the youngest worker on the team, for example, older workers might not take you seriously. You could be viewed as a child who doesn't know as much, and who doesn't have enough experience or business acumen to succeed. If you're the oldest worker on the team, however, people might view you as old-fashioned and not "up with times," or they might take your input as you trying to push ideas on them.
"It's hard on the ego for baby boomers to have a younger boss," says Christine Hassler, a life coach, professional speaker and author. "Their parents taught them that seniority comes with age ... having to answer to a younger boss goes against the model they subscribed to. Not only are boomers often embarrassed and angry that they are answering to someone their child's age, they do not know how to relate to or connect with their boss and/or co-workers, which only makes them feel more separate."
Here, several workers of all ages, experiences and points of view filled in the blank on what happens when your boss is younger than you:
If you're a baby boomer working in a young environment, here are tips that will help you work effectively with a younger boss:
1. Understand the other person's point of view
If your boss is from another generation, you may have differing opinions on many things, says Barbara Safani, owner of Career Solvers, a career management firm. Observe his behavior to better understand what influences his management style and how you can complement it.
2. Keep an open mind
Don't assume that because they are younger, they don't know what they are doing. We all have different skill sets. No one is good at everything, says Sandi Grimm, marketing director for YouthFriends, a nonprofit organization.
3. Learn new things and take a different perspective
You'll want to do some hanging out with the kids to enjoy what they enjoy. Otherwise, they'll just see you as a fuddy-duddy and you'll be irritated by the boss and his newfangled ideas, says Stephanie Elsy, an accountant for Pop Labs, a digital media agency.
4. Listen!
Call it the hubris of youth or just the natural outcome of the self-esteem curriculum, but younger workers are deeply committed to collaboration and want to be included on decisions and strategies, says Rolfe Carawan, founder and CEO of Carawan Global Communications and Consulting. If you want to bridge the gaps, show them you're willing to invest, improve and understand.
5. Be the employee your boss does not have to manage
Bosses spend a lot of time managing younger employees who are just beginning to learn prioritization and time management, Be the employee whom your boss does not have to manage, by taking initiative. If you are an employee whom your boss does not have to think about, he will begin to notice and appreciate your experience and wisdom.
In South Africa, there are older generations from the apartheid “era” and they are currently mixing with the pre-1976 fighters. What will be expected out of this scenario???
Let’s engage this topic with positive minds!!!

CORRUPTION IN THE WORKPLACE

The whistleblower's guide

You've witnessed corruption at work and you're unsure of what to do about it. Here's what to do and how.

What is corruption?
The first thing you need to find out is if what you're dealing with is a case of corruption. Many people are afraid to speak up for fear of wrongly accusing someone and souring their professional relationship and many are convinced by the perpetrators that their dealings are legitimate. Here's how to differentiate between the two.

According to www.dictionary.com corruption can be defined as the use of a position of trust or power for dishonest gain.

According to section 34 of the Prevention and Combating of Corrupt Activities Act (2003), the following are examples of corruption:
Theft – Stealing or removing the property of another without their permission.
Extortion – Abusing your authority in order to obtain money.
Fraud – Deceiving or tricking another individual for personal gain.
Forgery – Writing or altering someone's signature or name.
Bribery – Taking or giving someone something in return for something else.

Why people don't report corruption
Although all workers are obliged to expose corruption very few do. Many people are afraid of losing their jobs, being victimised or being labelled as an accessory to the crime. Very few are aware of the laws that prevent this from happening.

The laws involved
There are many laws aimed at the protection of whistleblowers. Many of them state very similar points, but it's best to read through all of them before planning a course of action.

The Protected Disclosures Act (2000)
The PDA, which was introduced in February 2001, protects all whistleblowers in both the private and public sector from victimisation. This Act protects you from being fired, demoted or discriminated against after reporting corruption if you have disclosed information in a lawful manner. Thoroughly read through this document before disclosing any information to anyone.

Prevention and Combating of Corrupt Activities Act (2003)
According to Section 34 of this Act, it is the duty of anyone who is aware of or suspects corruption to report it to either a police official or a person of authority. Failing to do so is a criminal offence. This act also states that accepting bribes or any other form of reward from the perpetrator is a criminal offence and that remaining silent about what you have witnessed makes you an accomplice.

The Labour Relations Act (1995)
Section 189 states that no employee may be fired if an employer cannot prove that his reason for doing so was fair. Exposing corruption is not in breach of any contract and it is not a fair reason to be dismissed. If your employer does violate any of these laws, you should approach the Labour Court within 30 days.

The Employment Equity Act (1998)
This Act states that no employee may be discriminated against or victimised for any reason, which includes acting as a whistleblower.

The Code of Conduct for the Public Service
According to this code, all employees are obliged to expose corruption. Failing to do so is regarded as an offence.

How to expose corruption

Who should you report corruption to?
According to the Prevention and Combating of Corrupt Activities Act (2004), people in positions of authority in the public and private sectors should report corruption to the police.

The Public Service Code of Conduct states that all employees of the public service should report corruption to an appropriate authority. If they fail to do so, they will be charged as an accomplice and can be fined or imprisoned for up to 10 years.

AMUSING EXCUSES FOR BEING LATE TO WORK

There is no worse feeling than waking up in the morning, rested from good night's sleep, and glancing at the clock, only to do a double-take: You're late!
For most people, knowing they're running late for work strikes the fear of God within them and as a result, they move like there's a fire under their feet to get ready. They hustle, scramble, frantically throw things into a bag and are out the door to ensure a timely -- though unkempt and graceless -- arrival at the office.
But for a smaller group of people, knowing they are running late for work does absolutely nothing except stimulate their creative juices in order to make up the latest excuse as to why they are late for work -- again.
Twenty percent of workers said they arrive late to work at least once a week, according to a February 2009 CareerBuilder.com survey of more than 8,000 workers. Twelve percent said they are late at least twice a week.
One-third (33 percent) of workers blamed traffic for their tardiness, while 24 percent said lack of sleep was the culprit. Ten percent of workers said getting their kids ready for school or day care was the main reason they ran late in the morning. Other common reasons included public transportation, wardrobe issues or dealing with pets.
"While some employers tend to be more lenient with worker punctuality, 30 percent say they have terminated an employee for being late," said Rosemary Haefner, vice president of human resources for CareerBuilder.com. "Workers need to understand their company's policies on tardiness and if they are late, make sure they openly communicate with their managers. Employers have heard every excuse in the book, so honesty is the best policy."
Using your imagination
If you've decided honesty is not the best policy for you, don't try using any of the following excuses as the reason why you're late -- they've been heard before.
Here are 12 of the most outrageous excuses employees have heard for being late to work:
1. My heat was shut off so I had to stay home to keep my snake warm.
2. My husband thinks it's funny to hide my car keys before he goes to work.
3. I walked into a spider web on the way out the door and couldn't find the spider, so I had to go inside and shower again.
4. I got locked in my trunk by my son.
5. My left turn signal was out so I had to make all right turns to get to work.
6. A gurney fell out of an ambulance and delayed traffic.
7. I was attacked by a raccoon and had to stop by the hospital to make sure it wasn't rabid.
8. I feel like I'm in everyone's way if I show up on time.
9. My father didn't wake me up.
10. A groundhog bit my bike tire and made it flat.
11. My driveway washed away in the rain last night.
12. I had to go to bingo.
Follow the culture
The general rule is that you should be at your desk, working by your designated starting time. Technically, even if you're at your desk "on time" but you're still booting up your computer, saying your hellos and making a cup of coffee -- you're late.
Though you should always try your best to be punctual every morning, sometimes it's safe to observe the company culture. If you arrive to work every morning to find all of your colleagues diligently working as you're shuffling in, your tardiness will probably stand out. On the other hand, if most people filter in at their own paces -- within reason -- an occasional late arrival will probably go unnoticed.
To be on the safe side, try your best to be on time for work every day. Your boss, co-workers and reputation will thank you for it.

5 WAYS TO STAY MOTIVATED WHEN THE PERKS DISAPPEAR

2009 has given employers and employees a run for their money -- literally. Budgets have been cut, layoffs made and furloughs instituted, and benefits and perks have evaporated.
At the beginning of the year, 38 percent of employers said the economy would force them to make administrative cuts sometime during 2009, according to a survey by CareerBuilder.com. Sixty-five percent of those employers indicated that they would cut back company social events, 61 percent anticipated curtailing business travel, 25 percent expected to scale back on health-care benefits and 11 percent planned to reduce wellness benefits. Other areas where companies planned to cut spending included special office perks, such as coffee, ice machines or discounted vending (34 percent), incentive trips (28 percent) and philanthropic activities (21 percent).
Such perks and benefits being taken away make for a tough situation for employees. Not only are they working harder to keep their jobs, but workers have to do more for less. While some argue that it's hard to keep employees motivated in this situation, others say that they shouldn't focus on incentives, but rather think about the bigger picture.
"When perks and benefits are taken away, management often does this to allocate resources where they're needed, elsewhere. The money being saved by not buying bagels every Friday or purchasing Christmas gifts for employees may be going towards your salary," says Tom Gimbel, founder and CEO of LaSalle Network, a staffing and recruiting firm. "If you had to choose between taking a salary cut and not having free coffee versus being let go, most employees would likely take the former."
Urmil "Tracy" Marshall, coordinator for the Office of Diversity and International Affairs at Fort Valley State University in Fort Valley, Ga., agrees that it's important not to focus on what is being taken away. She says that due to budgetary constraints, furloughs were implemented at the school; but rather than get discouraged, she focused on the positive.
"I reminded myself how blessed I was to even have a job," Marshall says. "We need to remind ourselves of our priorities in life, placing a greater emphasis on what we have -- not what we don't."
Communication is key
Although it's understandable for employees to be upset, frustrated and discouraged when benefits or perks are taken away, Kevin Sheridan, founder and CEO of HR Solutions, which specializes in helping organizations to keep employees engaged, says that employees are less likely to be upset if management communicates with employees.
In fact, 82 percent of employees surveyed in HR Solutions' International Normative Database say that it's important that their organization allow them to choose from a variety of benefits to meet their individual needs. The survey consisted of more than 3.3 million responses from 2,400 organizations.
"If an organization's leadership team simply decided amongst themselves which benefits would be best to cut, employees will commonly become upset and their engagement will be negatively affected," Sheridan says. "Open communication is a key driver of engagement, and employees will immediately recognize the fact that they had no voice in the situation. If leadership had simply asked employees which benefits were important to them, this situation may be avoided."
Attitude is everything
Despite having to deal temporarily with a few displaced benefits or perks, there are benefits to sticking around with your employer until those things are reinstated.
"It's a good time to remember that the perks were never the reason that you liked the job. No one gets up in the morning saying, 'I'm really excited to go to the office because there's free coffee,'" says Paul Glen, author and management columnist. "If people feel that the [cuts] are being made in a good-faith effort to save jobs, they will be even more loyal than before, since they believe that the company is working on their behalf -- not just for executives."
Additionally, according to the HR Solutions survey, 37 percent of employees have thought of resigning in the last six months. Twenty-three percent said they thought about leaving because of pay; 18 percent because of a supervisor or manager; 15 percent because of career advancement; and 5 percent because of benefits. Thirty-nine percent considered it for other reasons.
"This statistic is especially important because many organizations have cut benefits over the last six months, and it illustrates that the majority of employees have not thought of resigning as a result of adjusted benefits," Sheridan says. "These employees recognize the advantages of sticking around with a company, benefits or not, for advantages such as career development and compensation. Also, as soon as the economy picks up, many benefits programs will be re-evaluated; employees sticking around with these organizations will not remain without benefits forever."
Workers should also remember that there could be consequences to abandoning a job just because you lost free coffee or a transportation reimbursement. If you're thinking about leaving your job for such reasons, make sure that your missing perks outweigh any possible career advancement or opportunities you would receive if you stayed.
"In this economy, it may be very hard to find another job, and there's no guarantee that one will have free coffee, either," Glen says. "Also, at the new job, even if it is good, the employee will have less tenure and is more likely to be cut in future layoffs."
If you've had benefits or perks taken away in recent months and need help staying motivated, remember these five tips from our experts:
1. Get over it
"The longer you talk about it to fellow employees, the longer you will have bad feelings, cause others to have bad feelings and be less productive yourself, which is not what will help the company be able to restore what has been taken away," says Aubrey Daniels, author of "Oops! 13 Management Practices That Waste Time and Money (and What to Do Instead)."
2. Find motivation
Sheridan encourages employees to find motivation through career planning with supervisors, interacting with co-workers or being proud of where they work. For example, an employee could volunteer to act as a sounding board for job candidates considering employment at the organization.
3. Create your own perks
Nancy Irwin, a motivational speaker and author, says employees can take turns bringing in coffee, bagels or potluck lunches to help fill the void of things that have been cut.
4. Understand what's still offered and take advantage
Darcy Eikenberg, president and chief creative officer of Coach Darcy LLC, recalls a client who didn't sign up for a course because she thought training costs had been eliminated. She realized that a co-worker was taking the course and getting it paid for from tuition reimbursement, an area that hadn't been cut. "Do a deep dive into your company's programs, policies and even discounts because there's probably something you can use now," she says.
5. Focus on the solution, not the problem
Concentrate on actions today that will affect your organization's success and growth tomorrow, says Jonathan Berger, director of human resources at Direct Agents, an interactive advertising company. "Take this time as an opportunity to offer new ideas to your managers and take an active and entrepreneurial role in helping your company overcome straining times. If you do a good job, you may be rewarded for your efforts when things improve," he says. "In addition, by taking on new challenges and opportunities, you can further develop your skills and make yourself a more valuable asset to any organization."

WHY DO YOU WORK?

You get up at six every morning, rush to work, where you spend the sunniest nine hours of the day. This is the routine for millions of people. Any of you stopped to ponder spending those nine hours differently?

Why do we work?

There are various reasons why people work, and why they do the particular work they do. Some people stick to what they're good at, avoiding challenges. Some have been doing the same job for years and can't get out of the comfort zone. And some simply enjoy what they do. But the deciding factor is usually the security bought about by a sizeable income.
The majority of the world's employed population work for money, not love. Ideally, we'd all fall into the minority. But this would only happen if love could feed the family, cover the bond on your house and materialise into petrol. However, there is a way to do what you want, despite your circumstances or experience. Here's how…

Five steps to job satisfaction

1.Take time out
You need to think about what it is you really want. As graduates, we know exactly what we want from life, what we want to be and accomplish. But five years into the job we got straight out of varsity, when work life is devoid of challenges, it's difficult to remember exactly what those goals were. Your idea of a dream job may have changed along with your priorities, so it is important to get a clear idea of what kind of work will enrich your life now. Make a list of all your personal and professional goals. Then ask yourself whether your current job will help you accomplish them. If not, you need to reconsider finding another job.

2. Take the practical route
The most practical way to figure out what will make you happy is to take a career assessment or aptitude test. These assessments take your strengths, weaknesses and goals into account and will give you an accurate indication of the direction you need to go into. Another practical route is to undergo career counselling.

3. Make plans
Once you've figured out what your career goals are, you need to set plans in action. If you plan to leave the company, you need to re-work your CV and start looking for a new job.

4. Take action
According to About.com, there are 10 top reasons to quit your job. These are:


1. You are heading for a burnout, due to work stress.
2. Your relationship with your manager has become unbearable.
3. Your relationship with your colleagues has deteriorated to the point where you can no longer work together as a team.
4. You have ruined your good reputation through behaving inappropriately in the workplace. You may as well quit before you get fired.
5. Your ethics are out of sync with the company. Even though you're not involved with the malpractice, you feel guilty just for coming to work.
6. Your company is heading for bankruptcy.
7. Your priorities have changed. If you have started a family since joining the company and your new needs are not being met, you may want to find a job that can provide you with what you require to support your family.
8. Your values and beliefs differ with the company's corporate culture.
9. You are in perfect health and yet you struggle to get out of bed in the morning. This is a sign that you no longer enjoy your work, and therefore don't look forward to doing it.
10. Work is no longer challenging and there's no chance of a promotion in the next three years.

This is when you know that it's time to go. If things at the office are not this bad, you may want to stick around and make the best of it.

5. Love the one you're with
So, you'll never be the next president. But you can make the best of the job you have. If your work's not challenging enough, spend your free time doing what you love. If you don't earn enough, turn your hobby into an entrepreneurship in you down-time. You spend 40 hours at work every week. Work shouldn't take up your whole life. It represents only a portion of what you do and who you are. Ensure that you spend the rest of the week doing the things you love to ensure you lead a fulfilling life.

TIPS FOR FACING CHANGE AT WORK

Most people can recall dozens of situations when they experienced change while on the job. Whether it's converting from one software system to another, relocating to a new office or adjusting to new or revised protocols, change is inevitable.
During economic turbulence, however, people often find that the changes they encounter on the job are suddenly much more frequent and substantial than usual. Unexpected layoffs, drastic budget cuts and the sudden expansion of one's job responsibilities are now all too prevalent in the midst of today's recession.
For employees left in the wake of such changes, it can be difficult to set aside their frustrations and anxiety to adjust to challenging new situations.
"When your company enacts change that represents some sort of threat or loss, the reflexive reaction is denial. You might tell yourself that it will never happen, it won't work or it won't affect me. Unfortunately, being resistant to change doesn't stop it from happening and may even jeopardize your job security," says Sandra Naiman, author of the recently released book "The High Achiever's Secret Codebook."
Naiman acknowledges that adapting quickly to significant change is easier said than done.
"We often resist change because we are afraid that a critical need will go unmet," she says. Naiman coaches her clients to identify exactly what they are losing. "In reaction to the same change event, one person might fear a loss of control while another might be threatened by a loss of status," she explains. "Once someone understands the source of their resistance, they are better able to manage it and proactively move forward."
In her book, Naiman reveals the unwritten rules for being successful at work. According to her, embracing and implementing change are keys to being a valuable and valued employee. To respond positively to change, despite being fearful of it or resistant to it, Naiman suggests the following strategies:
1. Define and acknowledge what is over and what is not. Honor those feelings of loss. Face them and do not deny any emotions that might surface. At the same time, identify what is not changing.
2. Look for the pony. Naiman recalls the joke about the quintessential optimist who jumps into a pile of manure, certain that there must be a pony in there somewhere. "No matter how tumultuous the change, there are opportunities available if people are open to looking for them," she says. "Identify the positives for yourself and the company, and then set your focus on them."
3. Jump on the bandwagon early. Once change is inevitable, people can choose to accept it or actively resist. "Whatever they choose, the change will take place. Those who engage sooner, rather than later, will be noticed and remembered, and so will those who go kicking and screaming," Naiman cautions.
4. Acquire new skills and knowledge that change necessitates. Be clear about what you need to learn in order to implement the change and take the initiative to do so. Read, take classes and seek opportunities to learn on the job.
5. Share with colleagues why the sudden change presents opportunities. Support peers by exploring with them ways that they can benefit from the change and help them take advantage of potential opportunities. They will appreciate your efforts, as will management.
Naiman advises that being a champion of change is not to be confused with indiscriminate cheerleading for every change in the offing.
"You will certainly lose credibility if you are perceived as misreading a situation, or worse, being untruthful. However, if a change is inevitable, you can still get behind it, do the best you can to make it work, and encourage others to do the same."

WHAT EVERYONE SHOULD KNOW ABOUT PERFORMANCE REVIEWS

Do you remember the feeling you had when report card time rolled around in grade school? If you were a good student or had a particularly good semester, you didn't dread it. You might have even been excited because you'd get kudos and possibly a reward from your parents. On the other hand, if your grades for the past few months looked more like football scores than basketball scores, you probably had some butterflies in your stomach. Maybe you even "lost" the report card on the way home.
Jump ahead a few decades and it's déjà vu. Your annual performance review is like report card day, except with nicer clothes and W-2s. You get feedback on your work for the past year, hope that it's good and set new goals for the coming months or year.
The review is a chance to find out what your boss wants from you and for you to explain what you want from your job. While you could only wring your hands as you waited for the arrival of your grades, you can and should prepare for your review.
The self-assessment
"An employee should just spend a little time reflecting on the facts, feelings and results of the past period," suggests Paul Glen, author and columnist. "The facts include what happened, successes and failures. Feelings would be how the employee reacted to the facts and how she felt her supervisors felt about her successes and failures. And then review the concrete results of her work."
This preparation will put you in the right mindset for listening to what your boss has to say and get you thinking about what you want to discuss. The review is about you and your performance, Glen reminds.
"Ask questions about how to improve your performance and to clarify expectations for your current job and the next one you want," he suggests. "Do not make the discussion into a critique of your boss or your peers. That is deflection rather than being useful."
Accepting good and bad feedback
Nevertheless, you might find yourself wanting to deflect or raise a fuss if you receive criticism. Don't let that happen.
Says Glen, "Defensiveness is never useful. The boss wants an employee to try to understand the criticism first. Whether you disagree with the criticism or not, ask questions about it and try to understand it completely from the boss's point of view. Then if you feel that it's unfair, you can push back ... gently. But if you try to push back before you really understand, it will send the message that you are not interested in feedback."
Don't forget that all feedback, both the criticism and the praise, is designed to enhance your future work. For example, you've shown a command of your regular job duties, but you're not showing the leadership skills that you'd need to move on to the next level. Therefore, you know you can do the job, but you need to demonstrate that you're capable of handling a promotion. The review process isn't about scolding -- at least if you have a good boss -- it's about making you a better employee. If the company just wanted to criticize you, it could save everyone the time and send you a mean e-mail. Or just fire you.
Your responsibility after the review is to use the criticism and praise you received in the review as guidelines for daily performance.
"Take a few notes and then think about what concrete steps you can take to actually improve your performance and ensure that your improvements are noticeable," Glen advises. "Remember that you don't have to demonstrate things in the next week. After a suitable period of time, perhaps halfway to the next review, ask the boss for feedback on how you are doing on the specific issues that were addressed. That will get you feedback in time to do something about it and will get your boss to try to notice things as well."
The salary talk
When you're thinking about your review, you're probably also thinking about how the outcome affects your pay. In some companies, salary negotiations might be an entirely separate meeting that takes place at a different time. Other businesses use the performance review to handle compensation talks. Glen urges employees to think of the review and the salary discussion as separate issues. If your compensation is going to be discussed, the boss will be the one to mention it first.
"If the boss doesn't bring it up, at the end, ask how the salary review relates to the performance review," Glen suggests. "The purpose of performance review is to give an employee feedback about their performance with respect to expectations and to communicate future expectations. A salary review is to reset pay with respect to others in the firm and with the external market."
By letting the salary talk occur naturally, you're not moving focus from you or your performance. You show the boss that your mind is on more than the paycheck and you're concerned about what he or she has to say.

WHAT EVERYONE SHOULD KNOW ABOUT PERFORMANCE REVIEWA

Do you remember the feeling you had when report card time rolled around in grade school? If you were a good student or had a particularly good semester, you didn't dread it. You might have even been excited because you'd get kudos and possibly a reward from your parents. On the other hand, if your grades for the past few months looked more like football scores than basketball scores, you probably had some butterflies in your stomach. Maybe you even "lost" the report card on the way home.
Jump ahead a few decades and it's déjà vu. Your annual performance review is like report card day, except with nicer clothes and W-2s. You get feedback on your work for the past year, hope that it's good and set new goals for the coming months or year.
The review is a chance to find out what your boss wants from you and for you to explain what you want from your job. While you could only wring your hands as you waited for the arrival of your grades, you can and should prepare for your review.
The self-assessment
"An employee should just spend a little time reflecting on the facts, feelings and results of the past period," suggests Paul Glen, author and columnist. "The facts include what happened, successes and failures. Feelings would be how the employee reacted to the facts and how she felt her supervisors felt about her successes and failures. And then review the concrete results of her work."
This preparation will put you in the right mindset for listening to what your boss has to say and get you thinking about what you want to discuss. The review is about you and your performance, Glen reminds.
"Ask questions about how to improve your performance and to clarify expectations for your current job and the next one you want," he suggests. "Do not make the discussion into a critique of your boss or your peers. That is deflection rather than being useful."
Accepting good and bad feedback
Nevertheless, you might find yourself wanting to deflect or raise a fuss if you receive criticism. Don't let that happen.
Says Glen, "Defensiveness is never useful. The boss wants an employee to try to understand the criticism first. Whether you disagree with the criticism or not, ask questions about it and try to understand it completely from the boss's point of view. Then if you feel that it's unfair, you can push back ... gently. But if you try to push back before you really understand, it will send the message that you are not interested in feedback."
Don't forget that all feedback, both the criticism and the praise, is designed to enhance your future work. For example, you've shown a command of your regular job duties, but you're not showing the leadership skills that you'd need to move on to the next level. Therefore, you know you can do the job, but you need to demonstrate that you're capable of handling a promotion. The review process isn't about scolding -- at least if you have a good boss -- it's about making you a better employee. If the company just wanted to criticize you, it could save everyone the time and send you a mean e-mail. Or just fire you.
Your responsibility after the review is to use the criticism and praise you received in the review as guidelines for daily performance.
"Take a few notes and then think about what concrete steps you can take to actually improve your performance and ensure that your improvements are noticeable," Glen advises. "Remember that you don't have to demonstrate things in the next week. After a suitable period of time, perhaps halfway to the next review, ask the boss for feedback on how you are doing on the specific issues that were addressed. That will get you feedback in time to do something about it and will get your boss to try to notice things as well."
The salary talk
When you're thinking about your review, you're probably also thinking about how the outcome affects your pay. In some companies, salary negotiations might be an entirely separate meeting that takes place at a different time. Other businesses use the performance review to handle compensation talks. Glen urges employees to think of the review and the salary discussion as separate issues. If your compensation is going to be discussed, the boss will be the one to mention it first.
"If the boss doesn't bring it up, at the end, ask how the salary review relates to the performance review," Glen suggests. "The purpose of performance review is to give an employee feedback about their performance with respect to expectations and to communicate future expectations. A salary review is to reset pay with respect to others in the firm and with the external market."
By letting the salary talk occur naturally, you're not moving focus from you or your performance. You show the boss that your mind is on more than the paycheck and you're concerned about what he or she has to say.

WHEN CO-WORKERS GO FROM FRIEND TO FOE.

Growing up, plenty of people dished out advice about what kind of job to get. I was told to find a way to get paid doing what I love. I was also told to find a job that paid the bills because I'd resent my passion if it were my job. Each person had a story to prove why their advice was right. Ultimately, I listened to no one and just did what felt right. As a result, I realized one size does not fit all for career advice.
The same goes for befriending the people you work with, or bringing friends into the workplace. For some people, friendship and professionalism go hand-in-hand. For others, not so much. And for certain workers, friendship was integral to the workplace until things went very, very wrong.
"It can be very good or very bad -- depending on a number of factors, including the personalities of the people who are friends and their relationship in the workplace. For example: Is one person insecure, jealous, needy or passive-aggressive? Is one supervising the other? Are they in a very competitive environment? Are there wide discrepancies between their salaries or earning power?" says Irene S. Levine, author of "Best Friends Forever: Surviving a Breakup with a Best Friend."
"Because of the potential downsides, such friendships should be approached slowly and judiciously to avoid disappointments. You need to allow them to unfold slowly so you have a good sense of the other person -- and know whether the person is trustworthy and has good judgment," says Levine.
If only some people got this advice early in their careers.
First comes friendship, then comes betrayal
At a previous job, Crystal Brown-Tatum was a receptionist but had formed a professional friendship with a sales executive -- one of the few people in the office who showed her respect. That all changed when the sales executive became involved with Brown-Tatum's fiancé, who was a manager at the same company. As you might expect, the friendship suffered, and so did her career. As a result, Brown-Tatum was put on paid leave to "cool down" and her access to e-mail and the premises was restricted.
"By the time the affair came out, [my fiancé] was relocated to a New York office while [the sales manager] and I remained in the Houston office," she says. "When I returned to work, we were all advised by HR not to discuss the relationship or face severe consequences. I had to go out of my way to avoid her but everyone in the office knew. It was extremely awkward."
Another consequence of the situation was how distrusting she became with colleagues, even after she had moved on to a new employer. She was especially hesitant around the women in the office. Ultimately she started her own company, Crystal Clear Communications, because the thought of working in a similar environment was too much for her.
Leslie Jacobs of Les Mess Organizing Cards also found her work life go from peaceful to turbulent in a brief moment. She was friends with an office manager at a previous employer. They were regular lunch friends and spent much of their time together. Then one day the office manager stopped talking to her. Years before the friend had done something similar, but the silent treatment didn't last long so Jacobs dismissed it as a one-time event. This time it was permanent -- no explanation and no opportunity for Jacobs to understand what was going on.
"I asked her to talk to me -- let's talk this out. She refused," Jacobs remembers. "She would only talk to me in a very businesslike way. But, as office manager she had the power to make my job easy or not -- and she chose not." Not surprisingly, there was a round of layoffs shortly after and Jacobs was let go from her job. Although she was told it was a financial issue, Jacobs knew that wasn't the case -- especially when she saw the organization throw a party for 50,000 attendees. She never found out the reason for the sudden change of heart, but she knows former colleagues are being told a significantly different story to explain Jacobs' departure.
A friendship postmortem
Sometimes the friendship falls apart after the professional relationship ends, which can be just as hurtful. That's what happened to Linda Athans, now a marketing manager at Mangrove Employer Services. For a previous company she was a director and had hired an assistant from another department. She established a mentor/protégé relationship with the assistant.
"The two of us not only reshaped the entire department for the company, but also became great friends in the process ... almost sisters," Athans says. "We saw each other outside work frequently, shared secrets and could be both professional and silly with each other. I was even in her wedding!"
Unfortunately, Athans' position was eliminated and she left work permanently on a Friday afternoon. She didn't hear from the assistant until Monday morning, and then it was only to ask about project Athans had been working on. She was apparently filling Athans' role and made no attempt to approach her as a friend.
"Needless to say I was upset at the callousness -¬ I had just lost my job of four years.[I] told her that I didn't work there anymore and she should get direction from the VP," Athans says. "She got angry with me, hung up, and that was that."
They've seen each other since and their interaction has gone from cordial to nonexistent. For Athans, the lesson learned was that friendships shouldn't exist within the office.
"Most of what we shared revolved around work and being in the same situation. But once I left, it was obvious that we didn't really have that much in common and were two very different people. Sometimes I am reminded of her and remember the good times we had fondly, but that relationship definitely changed how close I get to people in the workplace."
How to deal
What do you do if your friendship with a co-worker is going south? And what if it's beyond repair? Levine has some tips for workers:
• Notice the warning signs and stay calm
"The first step would be to communicate, without casting blame, to see if a minor misunderstanding can be straightened out," Levine advises. "Perhaps it is a question of establishing boundaries with which both friends feel comfortable. Depending on what happened, for example, two friends may decide to only be friends in the workplace or to only be friends outside of work, limiting their conversation about work."
• Approach with caution
"If the friendship is falling apart, you might want to act cordial but slowly pull back, spending last time and sharing fewer intimacies with the individual. You still want to act friendly and greet them in the workplace. The last thing you want to do is to draw other people into your conflict [or] misunderstanding," Levine suggests.
• Understand the kind of friendship you have
"Workers need to remember that not all friendships stick," Levine reminds. "Most are transient and you don't want to do anything to jeopardize your employment and reputation, particularly in this economy. On the other hand, friends in the workplace can be your greatest collaborators, cheerleaders, and shoulders to cry on and re-energize."

HOW TO BE INDISPENSABLE AT WORK

The global economy has taken a big hit, and millions of Americans have lost their jobs. All of us, it seems, are vulnerable. How can you increase the odds that you won't become a grim statistic of company downsizing?

The answer? Create your own personal brand. In today's uncertain financial environment, if you're just another face at the water cooler, you run a far greater risk of ending up in the unemployment line. Branding yourself is one of the best preventive strategies to make sure you survive and even thrive in the workplace. Think of your personal brand as a bankaccount that will only increase in worth the more effort, thought, imagination, and resources you put into it. Here are a few tips on how to get started.

Define who you are (and who you aren't)
Ask yourself what makes you different from your colleagues at work. Your punctuality and sense of responsibility? Your ability to juggle multiple tasks without losing your cool? One of the best ways to create a personal brand is to take two everyday tasks and combine them in an extraordinary way. For example, let's say you're a cashier in a big-box store and you enjoy sitting in its fast-food emporium during your breaks. Is there anything you've observed that might be valuable for management to know about -- for instance, that customers wish there were more prepackaged sandwiches and salads? Let management know. By sharing your observations, you'll set yourself apart from the competition.
Real People, Real Salaries: Check out what everyday Americans are making across the country

Become well known for one thing
Think for a moment about the high-profile brands that surround us every day. They each have a single phrase you can instantly apply to them: Google (search engine), Volvo (safe car), Coca-Cola (all-American), Marlboros (cowboys -- hey, sorry, but it's the truth).

Now, what's the one adjective or phrase you imagine comes to mind when your co-workers think about you? Listener? Mentor? Funny? Dependable? Captain Crisis? If there isn't one, then create it. Next, begin to live it. Why just a single word? Because as a culture, we are flooded with too much information, whether we're tweeting, e-mailing, juggling cellphone calls. Amid this barrage of white noise, individuals who can attract attention via a simple association have a decided advantage.

Communicate your brand
Once you've decided on the phrase that best sums you up, consider making an impression online. I can hear you now: "I can't start a website! What on earth would I put on it?" C'mon -- the Internet is the most influential medium in the world, and creating a personal website is easy and inexpensive. Ask yourself: What do I have to say that's fresh and provocative? If you can come up with some intriguing observations or a new angle or point of view, then you're well on your way to creating a solid online presence.

For example: A young guy was working at the Gap when he got an idea for a video blog: a gay man giving advice about fashion trends. Hundreds of thousands of hits later (not to mention increased traffic across Gap stores nationwide), the employee had made his mark. By doling out free, useful, tongue-in-cheek advice from a novel perspective, he succeeded in creating an indelible personal brand.

Create a signature look
Now that you've figured out what sets you apart from the other faces in the crowd, make sure you keep at it! Most famous people, for example, have one component or element that makes them instantly recognizable, appealing, or mysterious. It could be Clint Eastwood's squint, Barack Obama's cool intelligence, or Will Ferrell's goofiness, just to take three examples. Believe me, these elements aren't going anywhere soon.
Sneak a peek at celebrity paychecks
For most of my career as a global-branding expert, I've dressed head-to-toe in black. Apart from my work, it's how people recognize me, occasionally even in the streets. Every now and then, I mix things up by wearing other colors. And guess what? People walk right past me, completely oblivious. So, without being flamboyant about it, find a signature look that works for you, then stick with it. You'll become the equivalent of a celebrity in your office -- and ensure you keep your job long after the recession has become a distant memory.

Leave a personal mark behind
Most business cards bore you silly, right? You tuck them inside your wallet or purse, then promptly forget about them. My advice: Create a distinctive mark or "signature" that other people can't get out of their minds. It can be a logo, a symbol, or a saying you affix to the end of your personal e-mails. Once again, combine two elements that have nothing to do with each other -- flying monkeys, for example. Whenever I think about The Wizard of Oz, those horrible flying monkeys spring immediately to mind. Why? Because as we all know, monkeys don't have wings (at least the ones I know). If you create an equally dramatic mark or signature, I guarantee no one will ever overlook you.

DO PRETTY PEOPLE EARN MORE?

Studies show attractive students get more attention and higher evaluations from their teachers, good-looking patients get more personalized care from their doctors, and handsome criminals receive lighter sentences than less attractive convicts. But how much do looks matter at work?

The ugly truth, according to economics professors Daniel Hamermesh of the University of Texas and Jeff Biddle of Michigan State University, is that plain people earn 5 to 10 percent less than people of average looks, who in turn earn 3 to 8 percent less than those deemed good-looking.

These findings concur with other research that shows the penalty for being homely exceeds the premium for beauty and that across all occupations, the effects are greater for men than women.

A London Guildhall University survey of 11,000 33-year-olds found that unattractive men earned 15 percent less than those deemed attractive, while plain women earned 11 percent less than their prettier counterparts. In their report "Beauty, Productivity and Discrimination: Lawyers', Looks and Lucre," Hamermesh and Biddle found that the probability of a male attorney attaining early partnership directly correlates with how handsome he is.

Size matters, too. A study released last year by two professors at the University of Florida and the University of North Carolina found that tall people earn considerably more money throughout their careers than their shorter coworkers, with each inch adding about $789 a year in pay.

A survey of male graduates of the University of Pittsburgh found that the tallest students? average starting salary was 12 percent higher than their shorter colleagues?. The London Guildhall study showed that overweight women are more likely to be unemployed, and that those who are working earn on average five percent less than their trimmer peers.

According to Dr. Gordon Patzer, who has spent over three decades studying and writing about physical attractiveness, human beings are hard-wired to respond more favorably to attractive people. Even studies of babies show they will look more intently and longer at prettier faces.

"Good-looking men and women are generally judged to be more talented, kind, honest and intelligent than their less attractive counterparts," says Patzer. "Controlled studies show people go out of their way to help attractive people - of the same and opposite sex - because they want to be liked and accepted by good-looking people."

This may not sound too pretty to those of us who were dealt a bad hand in the looks department. But don?t rush off to try out for the next round of Extreme Makeover just yet.

Despite what the research tells us, some of the world?s most successful people have been ordinary looking at best, and you would never mistake the faces in Fortune for the faces in Esquire or Entertainment Weekly. Business legends are often of average height (Bill Gates at 5'9½") or even diminutive (Jack Welch, 5'8", and Ross Perot at 5'7"). What?s more, many folks who are lovely to look at complain that they lose out on jobs because people assume they are vacuous or "lightweights."

How does this reconcile with all the research? Hiring managers say it is the appearance of confidence they find attractive, not the presence of physical beauty. And they contend that attractiveness has more to do with how you carry yourself and the energy you exude ? rather than having perfect features or a great physique

ARE SINGLE WORKERS TREATED DIFFERENTLY?

In a classic episode of the TV show "Sex and the City," Carrie Bradshaw realizes that she's spent thousands of dollars on gifts for one of her married friends. With bridal showers, wedding gifts and eventually baby showers, she has devoted much of her time and money celebrating her married friends' life choices. It dawns on Bradshaw that, conversely, no one gives single people any kudos for their decisions to stay single or not have children.
The episode makes clear that Bradshaw, the representative for singles everywhere, has no personal rift with her married friends. Her beef is with the culture that unjustly rewards one group of people over another.
For many single workers, that issue follows them into the workplace.
Different rules for different people
A recent CareerBuilder.com survey found more than 21 percent of workers who have never been married believe their companies show favoritism to married co-workers over single ones. Even more workers who have never been married (nearly 30 percent) claim their company provides more flexibility for married co-workers over single ones.
Ken Wisnefski, president of marketing company WebiMax.com, says that you don't have to make the same rules for all workers as long as you're appreciating the circumstances of everyone.
"All workers are different," he reminds. "If you have the means, approaching all workers as an individual can have a positive impact on your business." Because he has a moderate amount of workers compared with larger firms, he can give individual attention to his employees.
"For instance, I understand parents with schoolchildren may need to drop them off [or] pick them up from school. I know that employees living further away are concerned with the morning and afternoon rush hour. I know that it may be easier to call a single worker with an emergency rather than one with a family," Wisnefski says. But he also understands that his writer might want to go surfing in the morning, so as long as it doesn't hurt the company, the option is available. "Understanding them and their lives outside of work makes it easier to manage them and to get more production out of them."
Parental rights
Some workers think preferential treatment arises not from your marital status, but rather from your parental obligations. Jennifer Wakefield, director of public relations for the Metro Orlando Economic Development Commission, remembers a situation that irked her when she was a bank teller in college.
"I've not noticed a disparity between single versus married, but several years ago with a previous employer, employees with children received four hours of [personal time off] per month to attend school plays and functions," Wakefield recalls. "However, as an employee without children, I was not allocated time to see my nephew in school plays and functions."
John Welton of Voce Communications agrees that the system is set up to accommodate workers with children, though he took a step to equal the playing field. In his office of young professionals, he's seen over half of his colleagues take maternity or paternity leaves at one time or another. They've also incorporated flexible work-from-home days into their schedules. Welton isn't bothered by the demands of his co-workers' lifestyles and realizes that everyone's situation is different.
"Unless my cat gets sick, I don't have the same requests they do as far as motherhood, fatherhood or sick children," he explains. But he also realized that in his midsize company, every absent worker puts more stress on others, so he decided to ask for a much-needed rest.
"I spoke with my boss, saying that after covering for over three paternity and maternity leaves over the course of almost a year, I needed one of my own," Welton explains. "I was granted leave -- we called it 'John's leave.'" He was able to turn his regular vacation time into an extended break. He came back from his break refreshed and ready to jump back in. Perhaps more importantly, Welton felt that his boss had displayed a great amount of trust and appreciation for his work. And that's something all workers, regardless of their situations, look for in an employer.

Top 10 Ways to Use Your Female Advantage in Business

The conventional wisdom has been that women have trouble succeeding because they don't act like men. But playing it like a man doesn't work because it brands you as tough and aggressive. And it's stupid for the most basic reason. We're not men. And that's an advantage.
It's common sense to be authentic, and it's smart branding. Your personal brand must come from who you are and what makes you tick -- including your strengths and aptitudes as a woman.
Here is my top 10 list of how to use your female aptitudes to increase your success in business:
1. Turn up your empathy quotient (EmQ)
Women are strong in empathy thanks in part to higher levels of estrogen and oxytocin. So it's no wonder that when President Obama cited "empathy" as a key factor in his selection of a Supreme Court justice, the four finalists were women.
How to leverage empathy: Be approachable and empathize with the feelings of others. People will feel understood even if you are giving them bad news! You can use empathy to build consensus around a common goal.
2. Create an appealing package
Studies show that attractive people not only make more money, they are viewed as smarter, more productive, and even kinder than others. Women have an advantage because we have more "visual packaging tools."
How to package yourself: Don't mimic the male model -- that's so 20th century. Use the French women's model: Dress like a woman and accentuate your best features. If you don't have the body of a fashion model, do something wonderful with your hair and clothing. Develop a distinctive look with a signature color, accessories and so on. Work on your posture and how you move.
3. Reach out and connect
Women have the social gene and an innate ability to build relationships and connect with people, studies show. Women are natural-born networkers, team builders and relationship mavens.
How to use people power: The larger your network, the more career capital you'll have. So don't just use your people power to develop deep relationships with a few; use it to also develop a broad network of more casual acquaintances with all types of people.
4. Speak with panache
Women routinely outscore men on oral and written tests because they use both hemispheres of the brain -- left and right -- to process verbal and emotional messages.
How to use your verbal agility in the workplace: Use your verbal skills to speak up: Ask great questions and listen actively. Hone your business conversation and presentation skills. Pitch yourself for a move up or a lateral move with interesting "stories" about your past performance.
5. Be inclusive
Choosing inclusion over exclusion is a powerful female strength. In today's modern, global companies, the ability to work well with diverse groups will set you apart.
How of leverage inclusiveness: Encourage different perspectives and offer goodwill to everyone -- friends and foes. Cultivate strong alliances and be loyal.
6. Read between the lines
MRI imaging and other brain research show that women are much better at picking up subtle emotional messages than men are. Women can pick up body language and are able to detect unspoken signals of unhappiness, frustration, and confusion.
How to leverage emotional intelligence: Look beyond verbal messages to the real message people are conveying in meetings. If something feels uncomfortable or incomplete, act on your intuition and follow up with a phone call.
7. Empower others
Studies show that women tend to work together collaboratively, empowering different members of the team to contribute and accomplish tasks. So rather than seek power over others, the female leadership style seeks to empower others.
How to leverage the female leadership style: Create teams and a personal "board of directors" who can advise you -- and be sure to include men too. Give public credit to other people when they contribute.
8. See the big picture
Women tend to take in various perspectives and consider a larger framework when solving a problem or making a decision, while men's style of problem solving tends to be more linear and transactional.
How to leverage big-picture thinking: Use your problem-solving style to uncover risks and opportunities, and bring more creativity and innovation to your work.
9. Be likeable
Women's gifts for relationships, compassion, connection and empathy make them the more likeable gender. And let's face it, the workplace is a personality contest too, so likeability is a key factor in success.
How to leverage likeability: Smile and be positive -- as opposed to being serious and stern -- and you will win over business fans and be more influential in your work.
10. Brand yourself
Use the nine female aptitudes listed above to brand yourself for success.

IS EMPATHY HELPING OR HURTING YOUR CAREER?

When President Barack Obama announced he was looking for a Supreme Court nominee who demonstrated empathy, it triggered a national conversation about empathy -- and whether it's a pro or con for a justice of the highest U.S. court.
How about in the workplace? Is empathy an asset -- or does it make you appear weak, indecisive and vulnerable?
In the workplace, empathy has both an upside and a downside. People who are extremely empathetic and sensitive need to be aware of both.
Am I an empath?
Take this self-assessment test from "Emotional Freedom" to see if you are a super-empathetic person. Answer yes or no to each question:
1. Have I been labeled by co-workers as "too emotional" or overly sensitive?
2. If a co-worker is distraught, does it affect my mood at work?
3. Are my feelings easily hurt when a supervisor or peer delivers negative feedback?
4. Am I emotionally drained when I have to work closely with others, and do I require time alone to revive?
5. Do my nerves get frayed by office noise, machine noise, smells or excessive talking?
6. Do I prefer working quietly and off by myself?
7. Do I overeat or need a happy-hour cocktail to deal with work-related stress?
If you answered "yes" to any of these questions, you're at least part empath. Responding "yes" to more than three indicates that you're quite sensitive and empathetic.
The empath's upside at work
You are big-hearted, and big-hearted people are gifted helpers and mentors. Empaths are patient, kind and compassionate -- just what you need as a manager, trainer or team leader.
You are passionate, and passionate people put their all into projects. Empathetic people are passionate about their beliefs and ideas. In creative roles, or as sales or marketing people, passion is a plus.
You are intuitive, and intuitive people can read between the lines. Empaths often perceive gray areas in a discussion or sense unspoken tension in meetings. Their ability to read others' feelings is a critical skill in negotiating and personnel management.
You are an emotionally responsive person, and that means you are a great communicator. Listening is an essential business skill, and those who are best at it are emotional empaths who have a well-developed ability to relate to others, and then interpret or build on what they see and hear.
You are "in touch" with your emotions, which means others can connect well with you. We most admire and best relate to people who are authentic. In other words, they show their emotions. In the business world, being "real" helps you build networks, earn the loyalty of others, win clients and forge alliances.
The empath's downside at work
You're an emotional sponge. Super-empathetic people tend to pick up on others' emotions. This can be detrimental when a cool-headed leader is needed, or when an objective perspective would yield a clearer decision.
You're prone to anxiety, depression and fatigue. If you're always tuned in to co-workers' feelings, it's difficult to keep your nerves from getting frazzled. You need to be able to process emotions coming at you from all directions.
You may find it hard to work well with others. Empaths often need to work alone, and they seek solitude in order to regain their calm. Others may see you as anti-social.
You may be a victim of emotional vampires. Emotional vampires are people who suck the energy right out of you and leave you feeling drained and depleted. They may do this by being needy, talkative or cruel or by running right over you. There are lots of different types of emotional vampires -- and they're naturally drawn to empaths like you.
If you are a super-sensitive and empathetic person, be aware of the ways this wonderful trait serves you in the workplace. But be extra careful to protect your emotional and physical health, because empathetic people are, by definition, more vulnerable and open than their peers.

MINDSETS OF A SUCCESSFUL LEADER

Have you found yourself thinking of starting your own business? Are you trying to climb the corporate ladder while the company is working through the recession? In other words, are you aiming to be a leader?
Well, behind every great leader, at the base of every great tale of success, you will find an indispensable circle of trusted advisers, mentors and colleagues. These groups come in all forms and sizes, and can be found at every level and in nearly all spheres of both professional and personal life. What they all have in common is a unique kind of connection with each other that I've come to call "lifeline relationships."
In order to build these all-important lifeline relationships, there are four core mindsets that can be learned and practiced, and help lead you on a path to personal and financial prosperity. They are:
Generosity
This is the base from which all the other behaviors arise. This is the commitment to mutual support that begins with the willingness to show up and creatively share our deepest insights and ideas with the world. It's the promise to help others succeed by whatever means you can muster. Generosity signals the end of isolation by cracking open a door to a trusting emotional environment, what I call a "safe space" -- the kind of environment that's necessary for creating relationships in which the other mindsets can flourish.
Vulnerability
This means letting your guard down so mutual understanding can occur. Here you cross the threshold into a safe space after intimacy and trust have pushed the door wide open. The relationship engendered by generosity then moves toward a place of fearless friendship where risks are taken and invitations are offered to others.
Candor
This is the freedom to be totally honest with those in whom you confide. Vulnerability clears the pathways of feedback so that you are able to share your hopes and fears. Candor allows us to begin to constructively interpret, respond to and grapple with that information.
Accountability
Accountability refers to following through on the promises you make to others. It's about giving and receiving the feet-to-the-fire tough love through which real change is sustained.
The real key to establishing close relationships with people you consider your trusted advisers in your career and in your personal life is how these four mindsets work together.
The process starts with generosity. It jolts people out of traditional transactional do-for-me-and-I'll-do-for-you relationships. Actively reaching out to and helping others gives us the opportunity and permission to take a relationship to a deeper level. This allows us to explore intimacy, ultimately to the point of being vulnerable and open with one another.
If we've created a safe space, a place where we feel safe enough to say candidly what we think and feel, we can take greater risks in the relationship. It can lead to making a commitment to mutually support one another through thick and thin and to hold one another accountable for doing the things that will allow us to achieve our dreams and destinies. Taking such risks can lead us to create more than just friendships -- we can create lifeline relationships to a better future.
This process is iterative: The more you give, the deeper you get and the more profound your sharing becomes. That strengthens your safe space, and provides more freedom to be vulnerable and candid -- which opens the relationship even more deeply. Trust builds incrementally, by stages, growing deeper and stronger as the mindsets are practiced more sincerely and passionately.
Once you work within the four mindsets, you will see it's a truly inspiring experience. Whether you're working with an experienced sales team or building a business from scratch, the lifeline relationships you build will become more than your colleagues or assistants. They will become you're a trusted circle of advisers and your peers.
That's worth repeating: peers. Equals. Even though one of them may have clear organizational authority -- and the title and decision-making power to go with it -- each member functions as a highly respected equal, offering up creative ideas, candid feedback and criticism voiced with authentic concern for the others' interests, and rigorous attention to accountability around goals, goal setting, follow-through and, of course, results. Each member has free, open and respectful permission to call the others out when they are falling short (because we all fall short, and most of us, as I know well, tend to do so repeatedly).
Do you want to be more successful in your career and more fulfilled in your life? Then let's get started.. Right now!!!

WHAT YOU SHOULD KNOW ABOUT YOUR SALARY

It happens all the time.
An employee marches into her boss's office demanding a raise. A college graduate looks forward to a high starting salary because he "deserves" one. A job seeker researches the average salary for a position she's interested in, expecting to automatically be offered something in the same arena.
Although salary information is one of the most important aspects of finding a new job, it's also the most under-researched. Unfortunately, with so many salary resources out there, there is always conflicting information and people who always disagree with, or don't understand, the information presented.
What you, the job seeker, must understand is that the information provided to you via salary information sites should merely be a starting point in your research. What you find as the average salary for a position doesn't guarantee that is what you will earn; there are too many other factors that come into play.
To help understand how you can analyze the salary information you find online and apply it to your situation, we've brought in compensation expert Jim Brennan, senior associate with the ERI Economic Research Institute, to help.
Q: How do starting salaries compare to median or average salaries?
Starting salaries are usually the lowest amount employers will pay for work, Brennan says. Companies expect new hires to know less about a new position, so they typically start them lower than someone with an established track record.
"Employers generally take care to assure that entry starting rates match the hiring-market requirement and that new folks will start at a lower salary than veteran job peers," he says.
Median salaries are the amount in the center between the lowest and highest compensation. If workers in an organization are paid $30,000, $45,000 and $50,000, the median salary at that company would be $45,000.
Average salaries are the product of the sum total of all the salaries, divided by the number of observations. With the above figures, for example, the average salary would be $41,666.
"Median salaries are better measures of 'normal' pay, being central values. Averages can swing wildly with the addition of extremely high or low values to the group," Brennan says. "No matter how high the high, or how low the low, the median is still the middle."
Q: How does my experience play a role in my compensation?
All else being equal, people with more years of experience at a company generally make more. Experience at the company where you currently work generally trumps experience elsewhere, Brennan says.
If you're new in a position, expect to be paid near the bottom of the scale; if you're a seasoned veteran who can hit the ground running, you'll warrant a salary that exceeds the entry rate.
Q: What exactly is cost of living and how will it affect my salary?
Cost of living is what you spend; a salary is what you earn. Your cost of living influences how much your salary will buy. Many workers assume that their employer is required to compensate for their cost of living. If you live in an expensive city, you'll be paid accordingly, right?
"Employers are too smart to base your pay on your expenses; if they did, everyone's pay would be different and we'd all spend like crazy and watch our salaries increase accordingly," Brennan says. "Employers don't care what you spend or how much it costs, as long as you are willing to work for the salary they offer."
Brennan says that companies pay what they do because the open market requires a competitive rate. Their "market" for workers is usually defined as commuting distance. Since many people don't live within walking distance of their workplaces, the cost of living where they work is different from where they live.
Ideally, we work where salaries are high and live where prices are low.
Q: How does education play a role in my salary?
"The role that education level plays in your salary depends on the nature of the job and the relevance of your education," Brennan says. "More formal education or advanced credentials in the specific field of work or occupational area will carry some weight in starting-salary offers."
A telemarketing candidate with a degree in communications, for example, would justify a higher starting salary because she would be productive immediately versus an applicant who would need training. If the same candidate applied as a suicide-prevention-line counselor, her communications degree might only meet the minimum requirements and therefore, she would probably earn less than an applicant with a master's degree in clinical psychology, Brennan says.
Q: How are wages and salaries set and how do they vary by organization?
Wages and salaries are set according to a unique blend of external market competitiveness and internal equity considerations at each employer, Brennan says. Every organization has its own way of paying people, and many variables -- such as organization revenue size, number of employees, profitability, pay history, corporate culture, geographic location, competitive labor analysis, benefits and perks, and ease of commute -- are factors.*
"Every enterprise has to compete in an open market for human talent. They all have to pay enough to attract, retain and motivate competent workers," Brennan says. "Those who pay too low fail to attract or retain decent workers and must either raise their entry salary or do without new hires. Those who pay too high will have long lines of applicants for every opening, but they better be much more profitable or more efficient than their competition or they may spend themselves out of business.
"Despite the basic truth that everyone pays according to what the market requires, no two entities pay exactly the same. Beyond the minimum starting rate, employers all vary in their practices, even for similar organizations of the same size within the same city and in the same industry," Brennan says. "No two will agree on exactly what their 'competitive market' is for all jobs, how it is defined or what their target pay should be. Once an employer has paid enough to hire someone, the cash paid above that amount is totally up to the entity. Pay always reflects a particular employer policy on the intended role of salary within their mix of total compensation elements, of which base salary is merely one."
Q: What is total compensation?
Compensation is more than base pay. If a high-paying job comes with miserable duties, no benefits or unsafe working conditions, you're probably better off in a job you like, getting paid less, with generous benefits, Brennan says.
Elements of your total compensation include*:
• Base pay (quoted in hourly, weekly, monthly or annual figures)
• Bonus pay (including individual performance programs, profit sharing, etc.)
• Premium pay (including hazard pay, geographic differential pay, holiday pay, shift differentials, etc.)
• Benefits (medical, dental, life insurance, payment for time not worked, tuition reimbursement, retirement plans, etc.)
Remember that compensation is only one part of the package when determining whether or not to accept a job. Hopefully, this will give you a starting point on knowing what you're worth.
"People don't work for bread alone, but the bread still better be right,"

TIPS TO AVOID THE FLU AT WORKPLACE

Almost everyone has had the flu before. Incessant coughing, a sore throat and body aches are the pits, especially when you have obligations and deadlines to meet. But now, as the H1N1 virus threatens to infect people everywhere, it's even more important to try to stay healthy.
It's hard to do so, however, especially at work. Commuting via public transportation, pressing dirty elevator buttons, opening infected doors, reaching your hand into a co-worker's candy bowl and even using someone else's telephone or computer could expose you to germs.
A recent study by the authors of "Influencer," a book on behavior change, found that most people don't even know how to encourage themselves or others to do something as simple as wash their hands. According to the study:
• One in five adults don't wash their hands after using the restroom
• Only 15 percent of adults wash their hands after coughing or sneezing
• Three out of four adults don't wash their hands before eating
These statistics support the fact that spreading germs is easy -- especially at work.
"Influenza virus particles are carried up to six feet in the mucous drops produced by sneezing and coughing," says Dr. Margaret Lewin, medical director of Cinergy Health. "If the ill person coughs into his hand, that hand will transfer infectious viral particles to any object touched such as doorknobs, banisters and elevator buttons. Another person touching that surface and then touching his face will transfer viral particles to his respiratory tract. If the ill person coughs into his sleeve or a tissue, which is immediately thrown away, few of these particles reach other people."
Although workers are undoubtedly aware of how germs spread, it seems that they aren't doing their best to stop it. Donna Haugland, chief nursing officer for CVS MinuteClinic, says that the economy is not only causing some workers to not call in sick for fear of repercussions, but it is also contributing to the actual sickness.
"Workers are feeling much more pressure at work with longer hours, taking more work home and giving up much-needed vacation time. The added stress leads to bad lifestyle habits such as poor sleep and nutrition. This weakens workers' immune systems and puts them at higher risk for getting the flu," Haugland says.
"If you're in a supervisory position, make sure your employees know they will not be penalized if they are infected with the flu and choose to stay home. A sick or infected employee leads to mistakes and poor work performance. And if he or she spreads the flu within the office and others are infected, it can have severe impact on total office productivity."
Stopping the spread
Of course, the best way to halt the spread of germs and keep the office running smoothly is to stay at home when you're sick. But sometimes, deadlines must be met and meetings must be held, no matter what's going on in your immune system.
If you're sick but think you just can't miss a day at work, Haugland suggests considering whether you can do your job at home. If not, find a way to do your job in the office while avoiding contact with others as much as possible. Work in a closed room, or consider wearing a mask to prevent respiratory droplets from spreading to others.
Lewin also suggests avoiding "high risk" areas or situations where you have close physical contact with others, such as meetings, elevators, bathrooms and lunchrooms. You should also be careful in areas where you share equipment with others, such as microwave ovens, refrigerator handles, vending machine buttons, telephones and computer keyboards.
Practice prevention
As with any illness, prevention is crucial. Experts advise workers to get flu vaccines, when possible. In the meantime, however, Lewin and Haugland offer workers these 10 tips to stay healthy and lessen the spread of germs in your office:
1. If you know you're sick with the flu or another contagious illness, stay home whenever possible.
2. Get plenty of rest and eat a balanced diet that includes plenty of fruits and vegetables. Proper nutrition helps to keep your immune system strong.
3. Cover your mouth and nose with a tissue when you cough or sneeze and discard the tissue in the trash.
4. Cough or sneeze into your elbow, not your hands, when a tissue is not available.
5. Use alcohol-based hand sanitizers and chlorine wipes and learn how and when to use them properly.
6. Minimize the need to interact face-to-face with your co-workers by using interoffice e-mail or hosting telephone conferences. Have meetings with boxed lunches, for example, rather than a buffet.
7. Refrain from touching your eyes, nose or mouth to minimize your exposure to viruses.
8. Health professionals advise getting vaccinated to defend yourself against various flu strains.
9. Try to keep yourself and your co-workers at least three feet from each other, but preferably more than six feet. If possible, split shifts to decrease the number of workers in close proximity at any given time.
10. Review your office sick policies and make adjustments as needed. Talk with your boss to ensure that you will not be penalized for staying home until you recover from the flu, or whatever illness you've contracted.
.

TIPS TO AVOID THE FLU AT WORKPLACE

Almost everyone has had the flu before. Incessant coughing, a sore throat and body aches are the pits, especially when you have obligations and deadlines to meet. But now, as the H1N1 virus threatens to infect people everywhere, it's even more important to try to stay healthy.
It's hard to do so, however, especially at work. Commuting via public transportation, pressing dirty elevator buttons, opening infected doors, reaching your hand into a co-worker's candy bowl and even using someone else's telephone or computer could expose you to germs.
A recent study by the authors of "Influencer," a book on behavior change, found that most people don't even know how to encourage themselves or others to do something as simple as wash their hands. According to the study:
• One in five adults don't wash their hands after using the restroom
• Only 15 percent of adults wash their hands after coughing or sneezing
• Three out of four adults don't wash their hands before eating
These statistics support the fact that spreading germs is easy -- especially at work.
"Influenza virus particles are carried up to six feet in the mucous drops produced by sneezing and coughing," says Dr. Margaret Lewin, medical director of Cinergy Health. "If the ill person coughs into his hand, that hand will transfer infectious viral particles to any object touched such as doorknobs, banisters and elevator buttons. Another person touching that surface and then touching his face will transfer viral particles to his respiratory tract. If the ill person coughs into his sleeve or a tissue, which is immediately thrown away, few of these particles reach other people."
Although workers are undoubtedly aware of how germs spread, it seems that they aren't doing their best to stop it. Donna Haugland, chief nursing officer for CVS MinuteClinic, says that the economy is not only causing some workers to not call in sick for fear of repercussions, but it is also contributing to the actual sickness.
"Workers are feeling much more pressure at work with longer hours, taking more work home and giving up much-needed vacation time. The added stress leads to bad lifestyle habits such as poor sleep and nutrition. This weakens workers' immune systems and puts them at higher risk for getting the flu," Haugland says.
"If you're in a supervisory position, make sure your employees know they will not be penalized if they are infected with the flu and choose to stay home. A sick or infected employee leads to mistakes and poor work performance. And if he or she spreads the flu within the office and others are infected, it can have severe impact on total office productivity."
Stopping the spread
Of course, the best way to halt the spread of germs and keep the office running smoothly is to stay at home when you're sick. But sometimes, deadlines must be met and meetings must be held, no matter what's going on in your immune system.
If you're sick but think you just can't miss a day at work, Haugland suggests considering whether you can do your job at home. If not, find a way to do your job in the office while avoiding contact with others as much as possible. Work in a closed room, or consider wearing a mask to prevent respiratory droplets from spreading to others.
Lewin also suggests avoiding "high risk" areas or situations where you have close physical contact with others, such as meetings, elevators, bathrooms and lunchrooms. You should also be careful in areas where you share equipment with others, such as microwave ovens, refrigerator handles, vending machine buttons, telephones and computer keyboards.
Practice prevention
As with any illness, prevention is crucial. Experts advise workers to get flu vaccines, when possible. In the meantime, however, Lewin and Haugland offer workers these 10 tips to stay healthy and lessen the spread of germs in your office:
1. If you know you're sick with the flu or another contagious illness, stay home whenever possible.
2. Get plenty of rest and eat a balanced diet that includes plenty of fruits and vegetables. Proper nutrition helps to keep your immune system strong.
3. Cover your mouth and nose with a tissue when you cough or sneeze and discard the tissue in the trash.
4. Cough or sneeze into your elbow, not your hands, when a tissue is not available.
5. Use alcohol-based hand sanitizers and chlorine wipes and learn how and when to use them properly.
6. Minimize the need to interact face-to-face with your co-workers by using interoffice e-mail or hosting telephone conferences. Have meetings with boxed lunches, for example, rather than a buffet.
7. Refrain from touching your eyes, nose or mouth to minimize your exposure to viruses.
8. Health professionals advise getting vaccinated to defend yourself against various flu strains.
9. Try to keep yourself and your co-workers at least three feet from each other, but preferably more than six feet. If possible, split shifts to decrease the number of workers in close proximity at any given time.
10. Review your office sick policies and make adjustments as needed. Talk with your boss to ensure that you will not be penalized for staying home until you recover from the flu, or whatever illness you've contracted.
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