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
Thursday, May 20, 2010
Wednesday, April 28, 2010
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.
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.
Monday, April 12, 2010
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.
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.
Thursday, April 8, 2010
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.
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.
Sunday, March 21, 2010
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!!!
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!!!
Thursday, March 11, 2010
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,"
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,"
Wednesday, March 3, 2010
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.
.
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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