Ever make a seemingly simple request of a colleague or subordinate that went oh-so-wrong? And worse still, it actually created knock-on problems.

Ever respond to a verbal request from your boss only to be greeted by a “you did what” reaction? Similar events happen to us all.

The large majority of communications in our day are simple and oral. The sheer number of such interactions can sometimes mask the criticality and/or urgency of a request. It’s just so easy for things to go wrong.

I’ve personally used a simple trick to minimize such liabilities for many years. But before delving into this approach, consider why things can be misunderstood. Issues that corrupt verbal communications include:

• Language and cultural barriers
• Vocabulary
• Assumptions
• Completeness/Availability of information
• Training
• Education
• Ambiguities
• Conflicts
• Priorities
• etc.

The list seems endless.

Well, if there’s so much risk and it’s an important matter, why wouldn’t we just write it down; codify the request?

On many occasions this just doesn’t seem appropriate. It can even sometimes appear insulting to the recipient. And often, there just isn’t time or opportunity to literally spell it out.

What I’ve always done in these situations has become a way of life for me. I just repeat myself. It’s simple, effective, quick and when done with thought it can be a lifesaver and truly considerate.

When you make that first request it’s a simple outline of your need. The Repeat clarifies what, when, extent and time involved as appropriate. Don’t belabor the Repeat, it’ll drive folks crazy. Be sure to rephrase and supplement when repeating yourself, yet remain as brief as possible.

Most importantly, the Repeat should give the listener the chance to verbally confirm they got it and ask any immediate concern they might have; if necessary include how to reach you if they have further questions, later.

This whole methodology is hardly rocket science, yet proves itself much more reliable than just passing an obscure one-liner verbal request which is often subject to the vagaries (and more) of the list provided above.

This simple method applies universally in the workplace, outside, with friends and at home. Inasmuch, it has broad application and profound value.

Realistically you don’t want to be the person who always repeats himself/herself. It’s a dull and dreary label. But if you do this simple repetition with the aforementioned thoughts in mind and a pleasant tone in your voice, folks will learn to appreciate the effort and consideration you show.

Let’s face it; who wants you to send them on ambiguous errands with the high likelihood of receiving a failing grade!

After years of applying this trick I’ve found myself dodging a lot of unnecessary problems. More than this, I believe that not employing the technique is simply asking for trouble.

I developed a rule of thumb for repetition. It’s just a simple guide I like to remember. Basically:

If you state a request ONCE

you’re asking for trouble. The recipient is invariably blindsided with little time to orientate, think or ask questions. A one-shot request can often appear like an order; a little dictatorial. And of course, there is no engagement. Also, often too much or too little information is forced at one time.

You state TWICE

and you will avoid a lot of problems and frustration for yourself and the recipient of your request(s). You create an opportunity to briefly engage/discuss. This is an engaging approach. However, if something CERTAINLY doesn’t need to be repeated, then DON’T.

State THREE times

and you’re asking to get labeled. Honestly, it does seem pretty mindless to routinely keep repeating yourself. The recipient might feel demeaned or untrusted, too.

If you state something FOUR times

there’s probably a spot for you in a Jerry Springer (or equivalent reality) daytime TV show!

Sometimes this ASK TWICE approach naturally unearths the fact that you’re making a request that’s more complex than can be done safely, verbally. Even if you’re in a hurry, accept it just won’t work and recognize you still have many alternatives:

• Stop and spell-out your request correctly and more completely, right then
• Say something like,” My mistake, this isn’t going to work this way; sorry, let me get back to you in a more reasonable manner.”
• Just pick/agree a time to review the request more closely.
• Etc.

The point is that when a request is ultimately not viable through a convenient verbal approach, accept that fact, pick another approach and save everyone the unnecessary pain of a likely-bad outcome.

So, just as I already said above:

Often, if you say it twice you will avoid a lot of problems and frustration for both yourself and the recipient of your request(s).                  😉

Ian R. Mackintosh is the author of Empower Your Inner Manager Twitter @ianrmackintosh

The last five years have seen unprecedented challenges for professionals wanting to move ahead.

We’ve all seen data (behind the official reports) showing struggling employment recovery and the growth of underemployment.

But there are always advancement opportunities to improve your job situation or get promoted.

In an increasingly competitive market the trick is to maximize your worth or value. Understand what you bring to the table, where the competition sits and position yourself to stand out.

No matter who you are, what is your background, or level of seniority, you can reach higher. But it takes a little understanding, real commitment, a plan and follow-up.

All this is obvious enough, but where do you begin? Depending on your specific needs and situation, there’s a few, very useful avenues of help offered, here:

• Ways to Get Promoted in 2013

Here are five tips that reflect current thinking on career planning in today’s market.

• Empower Your Inner Manager

A hands-on, lifelong guide that walks managers and execs through the process of identifying essential skills needed to systematically improve promotional opportunities.

• Tips for getting the Most from Your Mentor

Provides 10 sound tips for how to be Mentored and improve your chances for business and career advancement.

• Promotion Barriers

Offers a quick review from an executive coach describing how advancement opportunities are harmed by weak executive presence and communication skills.

• How to Earn your First Promotion

Provides insightful guidance on how to come on board a new job and immediately begin preparations for future promotion. Good perspective.

A common theme runs through all these recommendations; getting ahead and securing promotions is about self-development. Advancement requires you understand the skills you need, the attitude you must demonstrate and that you then both plan and invest accordingly.

And of course, you should be fundamentally good at your work, too!

Regardless of whether you’re staying put with your current company or needing a move to advance, you should watch out for warning signs in the workplace. If you see troubling characteristics, recognize early-on the real commitment you will need to secure promotion. Such tough circumstances might include:

Little or no growth. In a stagnant environment opportunities will be few. This may show up in weak Sales numbers, low Hiring activity or little Business expansion. Poor growth (often, not always) equates to diminished opportunity.

External hiring preference. It’s an unhealthy sign when new appointees are routinely hired-in; especially troubling when obviously qualified internal candidates exist.

Weak managers aren’t replaced. If poor performers aren’t replaced or moved aside to be more productive, it doesn’t bode well for having a healthy promotion environment.

Cronyism prevalent. Where friends and relatives are taking prime spots and they’re often not great appointees, you should be concerned.

Communication is weak. If the management environment is poor in sharing details of mission, objectives, successes and goals, it often signifies potential for weak people-policies. It could be a struggle moving upwards, here.

Management aloofness. When you feel separated or distant from your management team there may be little help, guidance, incentives and rewards coming your way. It’s better when you’re actively engaged in the workplace and know where you stand.

Even if you find yourself in one of the uninspiring environments above, you can and should still move towards that promotion you desire. Learn what skills that next job entails and develop a plan to upgrade yourself accordingly in preparation.

Unless you’re readied for promotion with skills that you have already prepared, it’s just not likely to happen. Even if the immediate path to that next level is not clear, what you should offer in the value you display usually is. After all, without your preparedness, the opportunities are very unlikely to arrive.

So, get ready and invest for that promotion; Learn, Plan and Prepare!

Ian R. Mackintosh is the author of Empower Your Inner Manager Twitter @ianrmackintosh

How do you know if you have a problem?

How do you move from the first hint of an issue to understanding if something is seriously out-of-control and a major liability? Perhaps there is no problem at all? Maybe that snippet of information was a misreport, anyway?

Symptoms do not always signify serious issues; though they are the clues through which we investigate and understand.

Problems can be in many forms: Personnel, Systems, Operations, Technology and so on. Yet a liability is a liability regardless of its form. Potential issues should never be easily dismissed or ignored.

Personally, I find having a system to run things down is the best approach.

Good management practice suggests we keep tabs on issues and research them later, as/if it becomes necessary.

When first you hear of a potential problem begin by recognizing: Is this Serious, Urgent or could it have a major Impact?

If any issue can bite you on any (or all?) of these accounts, you first need to make a mental and then physical, note. Having a Potential Problems list is a smart way to begin, as it avoids the matter being forgotten and leaves it visible for routine review or later assessment. Be sure to record symptoms, suspected potential problems, or both items.

You can check out things on the list later either yourself or by assigning someone to investigate, depending on the Seriousness, Urgency and potential Impact. In either case be sure that whenever possible you choose simple, precise mechanisms and approaches that will quickly and simply expose underlying problems.

Perhaps an item/potential problem doesn’t make the cut as an immediate priority? Fine, let it sit on the list, anyway.

My personal rule-of-thumb has always been:

• You hear of something the first time, it’s a potential liability and likely may need checking into
• A second warning sign and you’ve probably got an issue and need to look more closely
• A third indicator (or more) typically means you have a can-of-worms that needs serious attention!

Problems rear their heads in different forms. Often we need to be creative to see the potential connections that imply a deep-rooted issue.

Also, types of issues can be diverse:

• Consider Madeleine; someone absentmindedly mentioned about her leaving work suddenly, without comment, recently. Next, she was publically overheard on an obviously distressing phone call. There was probably an issue. It turned out this key R&D contributor was heading into a separation and divorce.

Proactively approaching the problem and offering some understanding on work-time flexibility really helped her managing two school-aged children during a difficult time.

• Consider some data gathered on a manufacturing process. The particular parameter very uncharacteristically drifted and ran high for many batches; yet, it was still within specification. Then suddenly, a couple of normally stable products on the same process began having yield issues.

It turned out both products were too design-sensitive to this one parameter. Fortunately, the manufacturing parameter could be kept targeted to avoid the issue without compromising process integrity.

Clearly problems can be very diverse. Their Symptoms are equally varied and sometimes not obviously connected. So, it’s essential to think very carefully about the consequences and relationships of suspicious symptoms and to what underlying, root problem they might relate.

Solving problems is a codified skill in its own right. There are complete and comprehensive tools and training you can experience to become a more expert practitioner. If you need to enhance your skill, check this  out, or read more here.

In lieu of detailed study, apply the useful method described above, which can be applied to even the most diverse sets of problems and circumstances. Just begin with a simple list of Potential Problems that helps keep tabs on liabilities until they become better understood or warrant closer attention because of their Seriousness, Urgency or potential Impact.

Do you already keep tabs on potential problems? Are you good at recognizing warning signs and connecting the dots between those symptoms?

Even if you’re the best problem solver in your company (department, division, or even industry) it still behooves you to be systematic in your approach.

So, keep an eye on those Symptoms. Don’t ignore them in the heat of the moment or by thoughtless dismissal.

After all, every major problem you head off with early detection is a crisis you’ve avoided downstream!

Ian R. Mackintosh is the author of Empower Your Inner Manager Twitter @ianrmackintosh

I heard some serious grumbling this Sunday about the imminent arrival of Monday morning. The general description and feelings on display almost seemed to forewarn an end-of-world event.

Personally, I’ve never really seen Mondays as such a bad thing, but fully realize I’m probably more of an exception than the rule.

Why do people have such a tough time with Mondays? How do people manage their Monday Event?

After some research I found several very interesting pointers. If you need help to survive your Mondays, or if you just think you’d like to see some useful suggestions and perspectives, then read on.

Here are some interesting perspectives, thoughts and insights you might consider when managing the various aspects of that Monday Morning Thing:

1. Mondays Are More Depressing, Study Says. Interesting findings about Monday dislikes and their roots.
2. How To Beat Monday Morning Blues. Useful, extensive pointers how to set up your Monday for a much more positive experience.
3. Four ways to Make Monday like Friday.  Another approach: Simple ideas on how to change the nature of Mondays, making them more like Fridays and so improve your outlook. Assumes you love those Fridays!
4. Monday -Best day of the Week.  Brief, motivational thoughts on how to prime yourself and expectations by using Monday as a positive, jump-off platform to begin each week.
5. Six signs that Monday Blues May be Emotional Alarm. If you’re struggling to get up and then engage on Monday mornings you should check this out. Perhaps you’re experiencing symptoms of much bigger problems?

As for me, I find it better to treat all days in much the same way. Even if I’m scheduling downtime or family events (which I keep very separate), I find my best approach to be the following for Mondays and every other day:

• Write a short list of Action Items (AI’s) for the day

Itemize ongoing projects/immediate goals, quick to-do’s, meetings to set up, calls to make and simple errands, etc. Get them all written down. Plan on completing the more demanding tasks as best matches those changing energy levels throughout the day.

I like to prepare my list at the start of the day, when all candidate AI’s are in.

• Keep the list of AI’s Manageable

I typically find 5-to-10 To-Do’s enough for the day. Be sure to highlight the Must-Do’s on the list so they get essential priority and visibility.

Ensure the completion of the list within the day at least appears fully viable at the outset; if some things later clearly require more time, then schedule them for focused time-slots, accordingly.

• Start with an easy victory

If I’m running a little slow, I’ll sometimes look for easy wins to begin the day. It’s often a good idea to tackle a few simple AI’s that establish momentum and get you underway.

• Strike off what’s done as/when its accomplished

Seeing AI’s struck from a diminishing list can be a powerful incentive to keep on going. So, when the AI’s complete, cross it off your agenda.

• Keep notes for Tomorrow’s AI List

Never add to an AI list once you’re underway unless it’s truly an essential inclusion. If unavoidable, quickly reset your list (and expectations for the day), accordingly.

If you’re struggling with those Monday morning blues, then take heed of the pointers and information available above.

Do you struggle to get out of bed on Monday mornings? Find yourself disturbingly unproductive on that first day of the week?

Maybe it’s time to make some changes. Select an approach that resonates for your situation and behaviors. And above all, be sure it’s you who sets the expectation for your workday and workweek!

Ian R. Mackintosh is the author of Empower Your Inner Manager Twitter @ianrmackintosh

I was watching a televised football game over the weekend. Great friends, food and setting, but our team lost.

Wow, the emotions from individual attendees were really visible and raw. They ranged from early-onset anger and frustration, cynicism and bitterness to just plain old deep disappointment and let down. And the comments got really pointed and one eyed. Almost everyone was noticeably affected.

But this was just a football game. Now, flip the switch to the workplace.

Consider how much worse we feel and for how long when the problems strike us in the very place we invest most of our waking hours? And problems at work often seriously affect our very livelihood, motivation, mood and self-esteem.

After reflection I thought it useful to offer some valuable information I’ve unearthed about the impacts of different types of workplace setbacks. So, choose below from the range of related yet quite different issues you might need to address or review:

Controlling your emotions and actions.  Here’s great insight into how to manage stress and negative emotions when things go wrong.

Disappointment of a coworker’s promotion.  See how to suffer an apparent setback yet use it to learn and move on.

Managing your own expectations in the workplace. Here’s great guidance on how to review your expectations and see if they are setting you up for disappointment. This piece provides sound advice on managing your thoughts, emotions and hopes.

Managing conflict in the workplace.  Most conflict involving people centers about unfulfilled needs and disappointment. If you have people-problems in this area check this article.

Managing your own traumatic stress. If letdowns are huge or are the result of cumulative events, then you may need more serious self-reflection and recovery. In this case check these insights.

Here are some simple rules I recommend for dealing with unwanted emotions after a setback:

• Recognize what’s happening

Accept and realize your feelings are real and need attention. They must be professionally managed, by you, in the workplace.

• Put things in perspective

Almost whatever went wrong, it could have been worse. Even the most mortifying events have finite and limited consequences.

• Allow time to grieve/recover

Understand and accept you may need a little time to adjust and move on. Plan accordingly.

• Keep your thoughts private

By all means share and unburden yourself. It usually helps to express your frustration and disappointment. Do this with those you can trust privately and/or professionally. Don’t dwell incessantly on the problem.

• Let it out

Vent your frustrations away from work; perhaps use some physical activity or just scream in a reasonably soundproof location. Find a (non-threatening to others) way to vent.

• Seek out the positives

Above all else, make sure you systematically and unemotionally review the situation thoroughly:

Analyze what happened

Learn from the experience, and

Adjust as you move forward

Many people allow setbacks to consume them. It’s important to see them for what they are and yet understand how limited they should become in our future.

So don’t let that cancelled project or a missed promotion define who you are. Pick up the pieces, recover like a pro, learn and move on.

Had any workplace traumas in your recent past? Still dwelling on an event that should have long-ago been moved into your past?

Consider the advice offered above that best fits your situation; turn that bad experience into a positive opportunity to grow both personally and professionally!

Ian R. Mackintosh is the author of Empower Your Inner Manager Twitter @ianrmackintosh

A new report says Gen Y managers are out for themselves.

Perhaps this is a new norm brought on by a shift in culture? Perhaps it’s the result of the often reported, toxic workplace?  Maybe you’ve even seen such managers accidentally excluded from, or advised too late to participate in impromptu lunches?

Whatever the reason, managers cannot afford the consequences of branding themselves so negatively. Such a label or reputation will likely impede downstream career progress. Clearly, it’s just bad business to needlessly create adversaries and detractors where you work.

And, never forget: only one person is selected for that next choice job, but many are deselected in the process. So, why needlessly create obstacles for yourself?

The idea here is not to be everyone’s best friend. Rather the goal is to establish a network of collaborative colleagues, employees and associates who respect both you and your work.

If you are on the wrong path or could do better, there are some great suggestions, below. You don’t have to change your behavior overnight (likely causing inevitable suspicion), but rather move purposefully to a more enlightened and productive style.

Current business norms promote Engagement as the most effective way to establish the relationships you’ll need. Engaged employees and workers simply enjoy their work more and are more productive.

The path to engagement is straightforward and can be easily described. It requires you:

• Ask

Let people know you care about their opinions. Ask them about their concerns/ideas/issues. Lead with Questions to learn and then encourage them to offer their own solutions and approaches when they can. With this method you both Mentor and Coach your employees. Whenever possible, water-down the approach of telling people what to do and how to do it.

• Listen

If you are asking questions, you’d better be Listening. Obvious displays of attention are essential. Sometimes jotting down an occasional note during conversations (not obsessive note-taking) will convey the importance you attach to people’s points and opinions. How you Listen is important, too…

• Empathize/relate

A cornerstone of Engaging another person is Empathizing with their issues. If someone can see you truly relate to their concern they will feel your sincerity. Be sure your body language and attention mirrors an open, honest and appropriate professional respect for the subject.

• Help

There has to be follow-up and closure. Once you share ideas you must be prepared to follow up. Where you cannot, get clear, respectful closure and explain. Where you can and should follow-up, share how and what will happen. Allow people to engage in the follow-up whether by simply sharing information or practically participating.

Whenever possible always allow people to share in solving problems they’ve highlighted.

• Communicate/share

Everyone appreciates being kept informed of what’s happening and why. Share all information you can about the Company/Group and be responsive to subsequent questions. It’s often surprising just how much can actually be shared without compromising confidentialities and while still observing the need for essential discretion.

If in doubt about what to share and with whom: check and get back with people, later. Again, follow up.

• Promote

If someone in your sphere of influence does well, then highlight the accomplishment. Their success is the team’s (and your) success, too. Reward appropriately and above all Be Consistent. Recognize those things that matter and be generous. Celebration and Complements are invariably good things.

None of this is so difficult. Yes, it’s a little more work and sometimes requires some adaptation, but for much better results. And if your employees are then better engaged, likely so are you.

If you find yourself perceived as aloof and distant it’s likely time to make a change. It’s not hard to do; just employ the six-part process, above.

After all, an engaged workplace is a great place to be!

Ian R. Mackintosh is the author of Empower Your Inner Manager Twitter @ianrmackintosh

Everyone has projects that must be delivered: on-time, complete, at or above expected quality levels.

You can own the company or be an individual contributor, but you have to deliver on such assignments.

There’s no leeway; you can’t show up late with work half-done. Few excuses will ever justify such performance.

The best way to succeed on these projects is by being systematic in your approach; understand what works for you. Get the recipe right for you and apply it time and again with simple variations that match any new specific needs.

So, what should be considered as you approach this work? How do you get yourself ready to execute that critical project? Try these key steps and you’ll soon be on the right track:

1.  Personal Workplace.

Get a private location and adapt it for your comfort, even if you’re traveling. Usually this place should be quiet and without distractions. Set up a space as best you can to suit the project.

2.  Organized Space and Materials.

Arrange your workspace  so things are readily on hand. Everything should be easily accessible or in convenient locations. Avoid clutter and have all the tools and equipment you need. Any data to be referenced should be already available when possible. Set yourself up with creature comforts and ease-of-use in mind.

3.  Time of Day/Energy.

Whenever possible arrange the time for personal projects when your personal energy is best. If you’re a morning person go with that if you can. Avoid those low-energy times; resort to coffee/caffeine or whatever works for you, if you must. If you’re prone to sudden inspiration at random times then ensure you capture these thoughts; be able to scribble them down or record ideas by any means for later use on the project.

4.  Timing.

Avoid last-minute pressure and deadlines, unless you’re one of those rare animals who truly thrive on this challenge. Generally, allocate time for work so you can go again (reschedule) if things go awry and there are truly unexpected emergencies that prevent you closing on the project. Last-minute work should be the failsafe backup plan, not the initial scheduling! Quality normally suffers when work is done at the last minute and realistically, people can notice. There’s no upside to being pegged as a last-minute, erratic performer.

5.  No Interruptions.

Keep people away: turn off the phone, avoid e-mail and put a DND notice on your workplace, if that’s what it takes. Should someone still break through then truly disconnect mentally from the project and attend to their issue; when you return to work flip the switch so only the project is now in your mind. Do whatever it takes to regain that original focus.

6.  Sufficient Time.

Allow enough time to accomplish what you intend in the period set aside. Don’t plan on activity that must be accomplished in this session if there’s obvious risk that insufficient time is available. Be sure to avoid unnecessarily frustrating yourself by either redefining your work-plan, or picking a more suitable time; schedule to ensure a successful session.

7.  Focus.

This is the time to be Zen-like. As it is said, eat when you eat; work on nothing else but this project and focus only on the immediate elements that are important. You must always retain your overall vision, but when executing, focus crisply on the specific details before you.

8.  Self-Indulgence/Spoil Yourself.

If ever there was a time for self-indulgence, this is it. Perhaps you want things around you that make you happy (pictures, photos, messages etc.) and want to enjoy a special beverage or simple treat that gives you pleasure? Maybe there is a treat as you begin the work, something during the process, or even as you finish the session; why not all three? Anything you do that upgrades your thinking and emotions will be a winning addition to the process.

If you don’t need such perks, so be it.

9.  Plan/outline.

Always begin your work with clear objectives in mind. At the outset of the session check and refine the structure of your approach. You will have begun the session with a specific goal; just be sure to reconsider and adjust your plans so you will accomplish your mission in the allotted time, even if things change a little along the way. And if they do, adjust downstream activities accordingly.

Be sure you walk away from this session with everything accomplished as best as is possible.

Then, if there are further steps required, you can build on a previous success.

10.  Clean Up afterwards.

This seems mundane, but it’s a critical detail. Always, always clean up after your work. If you’re traveling, then pack ready to set up at the next stop. If in your regular workplace, then leave it as you want to find it, ready and set for your next activity or project. Your set-up might change a little depending on what’s next on the agenda. So, leave the workspace ready for that action and avoid a discouraging cleanup before you attack the coming challenge!

A clean-up transitions your mind away from what you just successfully completed and mentally readies you towards moving forward.

11.  Celebrate.

At some time you must take a moment to reward your accomplishment. Maybe the real payoff for the project is after a later presentation? Whatever the end-point, be sure that sometime, somewhere there’s an appropriate personal element of celebration. It might be a simple smile to yourself, or a meal out; just ensure you enjoy and recognize what you have achieved.

Life is not drudgery and your accomplishments deserve motivating recognition.

And, it’s much the same routine every time. Get yourself set up and ready to succeed. Having everything on-hand, convenient and familiar as possible helps puts you in that winning mindset where you know you’ll perform. But Take Note: Subtle variations to your routine can also be the project-specific asset that differentiates your results and helps drive your out-of-the-box thinking.

Some folks can perform well out of chaos. Yet those few often seem to deliver inconsistent results. We all need to perform the best we can, but predictably. So, it’s better to really understand your own best plan-of-attack and largely repeat that formula every time.

How well do you deliver on most personal projects? Do you find yourself often producing inconsistent results? Can you see the reason why you don’t achieve the consistency you or others demand? The flaws usually lie in your preparation. The outline above will maximize your ability to repeatedly deliver at the level you want.

Next time you have a critical project to complete, consider how to get set up. Remember the time you produced that last great product, presentation or report? Think about your own personal recipe for success and then make those same winning preparations, time and again!

Job loss happens. No matter who you are, you will almost certainly experience it eventually.

Today the most common loss is because:

• The Business shrank/was acquired/moved/failed
• You were fired/replaced/eliminated

But there are many forms of loss or setback that you might experience with your job. All of these still take a similar toll upon you emotionally:

• Your Responsibilities were reduced/demotion
• You Missed a Promotion
• Work Hours were reduced
• Telecommuting ended
• You must Report to Less Senior person
• Restructuring took away your comfort zone/physical location
• Personal Circumstances are impacting work arrangements

And, so on. In these tough economic times many of these types of problem are all too familiar.

Perhaps several such events even occur simultaneously? In all cases you will almost certainly experience a true sense of loss.

There will probably be a few other emotions accompanying this feeling, too:

• Anger/resentment
• A sense of loss-of-control
• Sadness
• Despair
• Anxiety/panic/fear
• Broken trust
• Insecurity

And, more. Such feelings will likely change over time; drifting in and out as you seek or move towards establishing a new role.

Ultimately, you will settle into a new situation. Hopefully improved and more stable; quite likely, different. The experience should help you learn. And again, ideally, it leaves behind only knowledge and awareness rather than long-term baggage.

But how do you deal with all this change and emotion? How do you walk away, better, stronger and ready to move forwards?

In practical terms you will be scouring the neighborhood and horizon to change your situation or find a new job. You will be more or less prepared and able to succeed, realistically depending on your:

• Maturity/stability
• Adaptability/flexibility
• Age/sex
• Skills
• Education/ability to learn
• Seniority
• Experience/history
• Job market
• Pay requirements
• Goals
• Interests
• Personality/presentation/communication
• Personal circumstance
• Network

You will undoubtedly be leveraging the Internet, useful and available professional services and above all that Network. This is the practical part of moving forwards.

However, what about you and your inner feelings? Like it or not your emotions will be jumping around recovering from the actual loss, your initial reaction, the healing process itself and the daily ups-and-downs of a job search.

What about your personal relationships? Spouses, significant others, children, friends, colleagues coupled with growing financial burdens might soon have you bouncing off the walls. This is hardly surprising.

The people in your life will typically be a mixed blessing. Some both offer and bring support, while others might be going through their own turmoil either as a result of this same situation or other burdens they might already bear.

Once beyond early emotional setbacks, we typically dive into the practical process of getting another job. Some, sadly, might fare worse, but let’s consider here those who are ready to act.

So, suppose you are now looking for a job or are exploring practical remedies to an unfavorable situation. Then, what about you, yourself? What about mental and physical health?

There are simple and beneficial steps you can take to better manage your life, reduces stress and orchestrate your way through such situations. I believe the best way is to follow this Seven Part Process and get:

1.  Time for family/friends.

Turn the situation into an opportunity. If you didn’t take enough time for others previously, perhaps now you can improve on past behavior. When times are tough those close to you likely need more support now than before, anyway.

2.  A Workspace to Plan and Operate.

Set up a viable place where you can make your plans and conduct the business of searching for your new situation. Stay organized and be tidy. Until something changes, your search becomes your new job. So, do it well and from a place where you can operate effectively, conveniently and professionally. The simplicity of order can be both relaxing and cathartic in itself.

Importantly: Start early with a Plan of your finances.

3.  A Routine – for work, rest, sleep and play.

Plan what you’re going to do and allocate time accordingly. A good routine can reduce your stress and help you make time for things that matter. Avoid time wasters such as TV, electronic games and Internet searches without practical value

4.  An Exercise Regimen/health.

We all need balance in our work/life routine. Part of this is attending to your health through exercise. Whether you practice a heavy workout or just a light exercise routine, be sure such activity is a scheduled part of your regimen. Maybe this is the time to take up that yoga class you’d considered, or perhaps you should dust off that bicycle in the garage? Whatever you choose, get into the habit of doing something that will benefit your health and lifestyle.

5.  A Diet/health.

The odds are your dietary practices could use some review. Make this an opportunity to get on track, improve your health and energize yourself at the same time. Whether you need to lose weight or simply improve your eating habits, there are lots of help and good guidance to be found online or through established organizations.

6.  A Network/new contacts.

When you are going through tough times there is a huge temptation to hide yourself away. Do just the opposite. Get out and meet people. Put yourself in social situations and expand your network both socially and professionally. The human contact will both boost your confidence and improve your reach in exploring new opportunities. Just be sure to stay away from toxic/negative people.

My experience has been that many jobs are found through personal contacts/networking. So, get out there and make contact with folks who enrich your personal life and can help you with your professional objectives. Sometimes they prove to be the same people.

7.  A Hobby.

Mentioned last in this list, but so important for you. Find something in which you can lose yourself. I’d recommend an activity which is 100% under your exclusive control; this puts you back in charge. It should be both fulfilling and satisfy your needs.

Perhaps this too is a form of exercise (as above); it doesn’t matter. Maybe it is reading, writing, painting, building models or home improvement. Again, it doesn’t matter. The objective is to engage in an activity you enjoy and in which you can lose yourself and your troubles. Satisfaction from accomplishing the activity will bring you peace from what otherwise might be a tumultuous situation.

And, always, when making plans for the future…

                  Act to establish your new situation/job quickly, but

Prepare and be ready for a lengthy campaign

When in the throes of workplace and professional traumas there sometimes seems to be no light at the end of the tunnel. But remember, regardless of your loss and difficulties all this will eventually pass and become just a memory.

And, by taking these recommended steps you can ease the struggle and even grow, learn and prosper in the process!

Ian R. Mackintosh is the author of Empower Your Inner Manager Twitter @ianrmackintosh

What really gets people noticed and promoted?

What truly separates individuals from a crowd?

Career advancements are conferred by shareholders, boards, executive teams, individual executives and so on down the line. What is the key thing they must see before they’ll promote?

There are many lists of attributes for leaders. I have written about them myself. Often these are largely comprised of personality traits and human characteristics. And yet, there is one particular attribute that should never be weak or missing in the makeup of a key appointee.

For several years I worked closely with a well-known Silicon Valley executive, famed not only for his strategic vision, but also his formidable set of alliances and friendships.

In private conversations he often scorned the importance of strategic vision and product insights as key personal skills. He believes brilliant ideas and suggestions are all around us, you simply need to listen to your people, connections, advice and then select. This he felt was no great trick. Indeed, he always said such insights were offered to him daily.

It’s an interesting view.

What he felt was scarce and critical to any senior player was the ability to execute. That indeed, “execution is everything.”

No matter what the role of an individual in a corporation, they must ultimately deliver results. It’s the very accomplishment of agreed results that ultimately drives a business.

Great vision and ideas truly are critical, but without realization, without implementation, what do they matter?

Accomplished (and honest!) Corporate consultants will tell you that when they take on tasks to fix businesses or develop teams to get companies on-track they are largely defining their recommendations from basically what they see and hear. Invariably the organization knows what’s wrong, sometimes very specifically. Failing that, those people interviewed will at least clearly relate the blatant symptoms of existing woes.

An expert recommending corrective action to a problem or advising when symptoms are presented on-a-plate is performing no great trick. In fact, just being the outsider with no normalcy or situational bias is most of the advantage he/she requires.

I certainly wouldn’t unfairly diminish the value of such consultants, yet again, the facts do play to the position that expertise and ideas are all around, if you’ll just listen, carefully select and have the abilities in-house to address your own problems.

This discussion brings us full circle. If we are able to simply appreciate and select (listen and communicate) from available ideas, then it’s our ability to execute that becomes critical. By this argument, execution truly is everything.

When we see a worthy promotion (one everyone readily accepts and respects) isn’t it generally of someone who gets things done? Aren’t the key players typically change-agents, folks who make things happen?

For all executives (CEOs, presidents, VPs of Marketing, Sales, Operations, Engineering, and their supporting Directors Etc.) and indeed every individual contributor, the job is to make things happen.

Technical vision has to become practical product recommendations. Similarly, Marketing ideas have to be delivered through collateral, sales support and more. Sales plans have to become bookings, Operating teams have to build products and Development groups must produce prototypes and production devices.

It doesn’t matter if you deliver from your own hands or by leading, guiding and directing others. Ultimately, everyone has to execute, to agreed standards and schedules.

Objectively ask yourself, how good is your execution? And for your future’s sake, just ensure you execute at or above requirements and so present to the world the true value you can bring to the table.

Ian R. Mackintosh is the author of Empower Your Inner Manager Twitter @ianrmackintosh