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Tag: promotions

  • The Time I Brought My Lunch to a Job Interview

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    I was a supervisor in a manufacturing plant. When a colleague was promoted to manager in another department, he wanted me to work for him.

    I hesitated. One, it would be a lateral move. Two, I had started at the bottom of my current department, and had the skills and experience to show for it. But I liked him, knew he would give me plenty of latitude as long as I got results, and decided adding a different functional area to my resume might make me a better candidate for promotion. 

    So I thought for a few seconds, and said yes.

    Then he told me I had to interview for the job: not with him, which itself would have been a waste of time since we had worked together for year, but with a team of shop-floor employees.

    That seemed only a little less of a waste of time. While I was a huge supporter of employee empowerment, being interviewed by the people who would report to me seemed odd. For better or worse, especially since in the past I had worked with every person on the panel, I was a known quantity. 

    To me, it was a case of you either want me, or don’t.  

    “What could they possibly ask me?” I said. He shrugged.

    “Honestly, I don’t know,” he said. “But it’s part of the process. So please do it.”

    Since working for a Fortune 500 company meant I was no stranger to doing things for show, I grudgingly agreed. 

    On the morning of the interview, one of my production lines had a major equipment breakdown. Then an employee injured himself. Then another crew had a mechanical problem, which I was able to help fix. But by the time I crawled out from under the equipment, it was nearly one o’clock. I was almost late to my “interview” and hadn’t had a chance to eat.

    So I took my lunch with me.

    When I sat down, I apologized for being a minute late, summarized my morning, and asked if they minded if I ate my lunch during the interview. I figured they would understand and maybe even appreciate that I was the kind of supervisor who put productivity first, and was happy to jump in. I didn’t know it at the time, but a study published in Journal of Business and Psychology backs up that assumption: 84 percent of respondents wanted a boss who helped them get things done, a boss with functional skills and task-oriented behaviors.

    Clearly they weren’t part of the 84 percent, because I didn’t get the job.

    Maybe I shouldn’t have eaten my lunch during the interview. (Or maybe I should have offered them half my sandwich, as Richard Branson once did for me.)

    But that’s probably not the reason they didn’t choose me. I wanted the job, but I didn’t want the job. I was agreeable, but I wasn’t eager, especially because the whole “interview” thing felt pointless. Every question implicitly assessed how I would be to work for and whether their values, which appeared to be a relaxed work environment where results weren’t stressed, aligned with mine. (They didn’t.) 

    Not that interviews conducted by people who will report to you can’t be effective. Soft skills are important, and research shows great bosses tend to score highly on those traits. But without a foundation of hard skills — without the ability to do the job, and the ability to help the people you lead not just do their jobs but steadily improve their capabilities — those soft skills can largely be wasted. 

    As the researchers write, “If your boss could do your job, you’re more likely to be happy at work.”

    This panel of employees? They didn’t assess whether I could do the job. They assessed whether I would “let them be them,” and not in a good way.

    Whether rightly or wrongly, though, the interview felt like a waste of time, and that’s the real point of this story. 

    Plenty of businesses hold multiple rounds of interviews: first with the person in charge of creating a short-list, then with a supervisor, then with other employees, and finally with the business owner.

    While that sounds thorough and comprehensive, a multiple-round process can feel off-putting to the candidate. Similar interview questions — especially the dumber interview questions — tend to get asked. The same behavioral interview prompts get floated.

    Eventually, the candidate starts to feel like a known quantity, one you either want or don’t want. 

    At that point you stop getting their best, and you might end up missing out on what could have been a outstanding employee.

    By all means, be thorough and comprehensive. But don’t create a process that works just for you. Create a process that also works for the candidate. Consider how the interview process can impact them, especially in how it feels.

    Because your interviewing process should help you identify the best candidate, but that can only happen if it ensures the best candidate will be at their best in every stage of the experience.

    The longer and more repetitive the process, the less likely that is to occur.

    The opinions expressed here by Inc.com columnists are their own, not those of Inc.com.

    The final deadline for the 2026 Inc. Regionals Awards is Friday, December 12, at 11:59 p.m. PT. Apply now.

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    Jeff Haden

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  • Want to Promote the Right Person? Science Says Promote From Within

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    Matters of style aside, Steve Jobs was an exceptionally effective leader at both Apple and Pixar. But would he have been as effective at, say, General Motors? Or Pepsi?

    While the old saw says a great leader can lead anywhere, still: hard skills definitely matter. A study published in Industrial and Labor Relations Review found that having a highly competent boss (defined as a person who excels at “ability to get the job done” and “employee development) has by far the largest positive influence on employee job satisfaction.

    As the researchers write, “If your boss could do your job, you’re more likely to be happy at work.”

    You’re also more likely to be happy if your boss was promoted from within, rather than hired from the outside.  A Joblist study found that nearly 70 percent of respondents preferred to be managed by a seasoned company vet who “climbed the ranks” rather than an external hire.

    Even if the external hire brought “proven talent” to the role. 

    Not only did respondents think hiring from within was the better path to growth, they also took outside hires personally: 35 percent had quit, or at least considered quitting, when passed over for someone outside the organization. 

    But wait, there’s more: internal promotions led employees to report higher productivity, greater loyalty to the organization, and that they had a better relationship with their (internally hired) manager.

    Internally hired leaders agree: they reported feeling more supported and respected by their teams, and more likely to describe their teams as high-performing. (Granted, which may have more to do with their tendency to embrace “this is how we do it around here” expectations than with objective, measurable outcomes.) 

    Keep in mind there were situations where respondents felt external hires made better sense. Like when an essential employee with specific, not internally replaceable, skills leaves the company.

    Or, although this wasn’t included in the study, if you as the employer are unhappy with your company’s culture.

    Culture isn’t what you say it is; culture is what you and your employees do. Bringing in people who embody the culture you hope to build may be the best way to effect long-term change. 

    But otherwise, you’re likely to be more successful when you promote from within, because when you get those promotions right, the effect on productivity, job satisfaction, and employee retention can be dramatic.

    A survey of over 400,000 people across the U.S. found that when employees believe promotions are managed effectively, they are more than twice as likely to give extra effort at work and to plan for having a long-term future with their company.

    Plus, when employees believe promotions are managed effectively, they are more than five times as likely to believe their leaders act with integrity.

    At those companies, employee turnover rates are half that of other companies in the same industry. Productivity, innovation, and growth metrics outperform the competition. (For public companies, stock returns are almost 3X times the market average.)

    So before you reflexively look outside your business to “bring in new talent” or “benefit from outside perspectives” or “inject fresh blood into the company,” take a step back and look at the criteria you will use to make the promotion or hiring decision.

    Instead of focusing on “qualifications,” determine what the perfect person in the job will actually do.

    If teamwork matters most, promote the best team player. If productivity matters most, promote your most effective employee. Getting the right things done — whatever those outcomes may be for the open position — matters most.

    If you truly can’t find that person within your organization, then feel free to look outside. In that case, your employees will understand, and will realize that your goal is always to find the best possible person for the job. 

    And because that person knows their stuff, and uses that knowledge to get things done, they will fit in just fine.

    But then take a look at how you’re developing people: unless you’re hiring someone to fill a role new to your company, you clearly need to work harder to help the people you already have learn new skills.

    The opinions expressed here by Inc.com columnists are their own, not those of Inc.com.

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    Jeff Haden

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  • Costco’s Newest Membership Perk Isn’t Impressing Its Customers

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    Costco’s latest promotional offering just dropped, but members aren’t rushing to claim it. At select warehouse club locations, members can now take home complimentary three-pound bags of gala apples. 

    The shopping warehouse’s unique business model, wherein membership fees contribute largely to its revenue, means that it focuses on plugging its membership more than advertising specific products. Costco puts significant effort into encouraging people to join, or upgrade and renew existing memberships. 

    In the past Costco has offered enticing items like tote bags to coax customers into automatic membership renewals, but the promotional bag of apples is not as appealing, according to one Costco member. 

    “Giving away apples is like giving away white bread,” they told The Street. “It’s fine, I guess, but not very interesting. It’s certainly not going to get me to do anything different.” 

    Costco has previously been successful in pushing customers to upgrade to the Executive tier, which is $130 annually, with customers earning 2 percent cash back on most purchases, compared with $65 for the basic level. In June, for example, Costco started unveiling a new membership feature that allowed Executive Members to shop one hour earlier than regular members during weekdays and Sundays, and half an hour earlier on Saturdays. 

    The perk was well received. The company reported a 1 percent boost in sales at the end of September, and executive memberships increased by 9 percent, according to CFO Gary Millerchip.

    It explains why the apples that followed seemed to fall a bit flat. 

    What’s more, Costco shoppers have complained about employees tirelessly approaching them about memberships. Another customer told TheStreet that his membership makes sense for the amount that he shops, but he continues to face pressure.  

    “The last few times I’ve gone to check out, I’ve gotten the third degree about my membership,” he says. “It’s getting really old.” 

    For years, Costco’s membership system has served the brand well. But it’s apparent that taking a few steps in the wrong direction could turn people away. 

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    Ava Levinson

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  • How Career ‘Ghost Growth’ Can Hurt Your Business 

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    It’s easy to feel like just a small cog in a very complex machine when you’re a low-level worker. Employers try to counter this feeling of having a limited career horizon by promising raises and promotions — a hint that you won’t remain a small cog for long, and there’s a bigger and brighter future for you if you just stick with it and grow with the company. But a new survey shows that many of these promises ring hollow, and the majority of American workers have experienced what’s called “ghost growth,” where their employer has promised advancement of one type or another, and then simply failed to follow through. There are lessons to be learned from this for your company, primarily how to avoid damaging employee morale.

    The data, from San Francisco-based resume platform MyPerfectResume, found that fully 65 percent of U.S. workers surveyed said they’d suffered ghost growth at one time or another. Essentially this means that two in every three workers have been promised advancement, and may have been handed expanded duties or authority, but without any meaningful changes to their jobs, such as significant pay raises, HRDive reports.

    Digging into the details, the study confirms that 78 percent of the 1,000 workers questioned said they’d been assigned new duties without getting a raise or promotion. Over half said they’d been promised promotions that never materialized, and over a third complained that they’d been given an increased workload as part of this process but had not been given a raise. Only 15 percent of people said they’d received a raise in the past year that matched their ever-growing duty list. And 35 percent — more than one in three people — said they’d never been properly compensated for additional workloads.

    This phenomenon seems incredibly prevalent, which may explain why two in three of the survey respondents blamed their employer for taking part in “growth theater.” You can think of this as being like greenwashing (promising some eco-friendly credentials that are associated with a particular item or business process, in order to boost sales and the company’s image, even though there’s no meaningful benefit), but for career growth. Basically an employer goes through all the big-gesture motions of promising to help their staff’s career paths without actually intending to go through with much of it. This could look like offering training to a staff member who’s been given new, expanded responsibilities ,but then failing to promote them to a new job title or boost their salary.

    The damage this bait-and-switch can cause is significant. Survey respondents noted how emotionally damaging ghost growth can be, with 53 percent saying it “looks like” their career is progressing, even as it actually doesn’t feel like it. And 49 percent of people say they’ve reached a plateau in their career and, as the report notes, “their company is trying to mask it with superficial opportunities.”

    Promising someone recognition of some sort and then not following through can harm trust and, ultimately, even drive staff to look for work elsewhere if they feel they’re being exploited by their employer, or if their extra duties are burning them out. Nearly 7 in 10 people in the survey said they’d considered quitting due to ghost growth issues, and nearly 3 in 10 people had actually done so.

    Losing these frustrated, disaffected employees can hurt a business beyond the departure of trained personnel and their expertise. It has an actual cost, from repeating the recruitment process, which increases the price tag through the extra time and effort required. This might be one reason why ghost growth happens, of course: conscious of their bottom line, and faced with a an important employee’s departure, some managers may be tempted to share out that person’s duties to their remaining colleagues, but not reward them accordingly.

    What can you take from this for your company?

    Simple: if you’ve promised your workers some form of support along their career journey, you should follow through by actually helping them to advance and compensating them accordingly. Tangible benefits like higher pay, or even a clear path to promotion and leadership roles, supported by upskilling and placing your trust in them are good ideas, HRDive notes. This is supported by MyPerfectResume’s data, which found 27 percent of employees saying they’d like higher pay to go with expanded duties, and 18 percent said they’d feel they’d “grown” if they were offered better work-life balance. 

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    Kit Eaton

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  • ButcherBox’s famed ‘free bacon for life’ promotion was actually a happy mistake, founder of $600 million meat subscription service says

    ButcherBox’s famed ‘free bacon for life’ promotion was actually a happy mistake, founder of $600 million meat subscription service says

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    Mike Salguero likes to say that ButcherBox, the meat subscription company that made him a multimillionaire, was “built on bacon.” Though entrepreneurs can often overuse hyperbole and flowery language, this one isn’t an exaggeration. 

    Early on, when the company was still getting off the ground with a Kickstarter campaign, Salguero and his team told backers that if they reached $100,000 in sales, everyone would get free bacon in their box of grass-fed meat. Naturally, bacon lovers began putting their weight behind the $100,000 target, Salguero recalled in a recent interview with Fortune. And the company made good on its promise, stuffing a pack of top-of-the-line bacon into every box. 

    ButcherBox soon outgrew Kickstarter and began fulfilling orders from its own website, focusing on a subscription model rather than one-off purchases. Then came the funny part.

    “About two weeks in, my engineer called me with a problem,” Salguero said. “He said, ‘it turns out that we’ve been giving everybody free bacon, not just the Kickstarter people. Everyone who signed up. It’s a problem.’” 

    It wasn’t fixable at the time, he added, because the early code was built in an irreversible way. That meant there was no way of stemming the tide of free bacon. Luckily, Salguero said a marketing leader on his team suggested capitalizing on the happy accident: “‘Why don’t we just tell people: Sign up and get free bacon?’ And that was it.” 

    Thanks to the technical nature of the screw-up, ButcherBox changed their messaging to “Sign up for ButcherBox and get free bacon in your first box.” The hook worked surprisingly well at bringing in new customers, Salguero found. But they didn’t stop there. When someone suggested putting bacon in every box a customer ever gets, he figured, “That’d be cool.” Thus, Bacon for Life was born. It still exists and a free order of bacon appears in every box for the duration of a customer’s subscription. 

    It was a brilliant incentive, Salguero found, and it’s helped bring the company to its current $500 million valuation (Salguero himself has an estimated $375 million net worth.) They’ve since rolled out several “for-life” campaigns, including chicken wings, ground beef, and steaks. “It’s a much better value for [customers]; they’re getting free products,” he said. “And they sign up much more frequently, so we have built a whole bunch of for-life offers around our business.” 

    The idea behind the promotions is fairly straightforward, he said. “We’re a subscription business, so we want you to get more than one box.” His team found that “customers really love when they have these additional deals in their box, and we keep them for a much longer time.” That’s a particularly vital stat given how much customer loyalty has cratered for most meal delivery kits in recent years. 

    That’s not quite a problem for ButcherBox, which boasts 400,000 subscribers and has sent out a $169 custom box to 1.6 million households—and counting. 

    As for Salguero himself, he’s more of a steak guy. “We have these amazing Tomahawk steaks, and I love cooking our ribeye on the grill—and I make a really killer meat sauce,” he told Fortune. “I’m more of a functional cook. I want to cook something in under 30 minutes and just be done with it.”

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    Jane Thier

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  • LI law firm names 8 partners | Long Island Business News

    LI law firm names 8 partners | Long Island Business News

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    Rivkin Radler, the law firm headquartered in Uniondale, has elevated eight attorneys to partner, effective Jan. 1.

    The new partners are Jennifer Abreu, Christina Bezas, Kaitlyn Flynn, Daniel Furshpan, Bernadette Kasnicki, Marie Landsman, Siobhain Minarovich and Avi Sinensky.

    “These eight attorneys embody the best attributes of Rivkin Radler – astute representation, excellent client service and responsiveness,” Evan Krinick, the firm’s managing partner, said in a statement.

    Abreu, of East Meadow, is a member of the Compliance, Investigations & White Collar and Insurance Fraud Practice Groups. She helps insurers prosecute civil lawsuits under the federal Racketeer Influenced and Corrupt Organizations (RICO) Act, including affirmative actions to recover insurer claim payments to physicians, medical clinics, attorneys, public adjusters and others involved in complex, large-scale insurance fraud schemes.

    Bezas, of Lloyd Harbor, is a member of the Commercial Litigation; Compliance, Investigations & White Collar; and Insurance Fraud Practice Groups. She handles complex commercial litigation in courts around the country, including New York, New Jersey, and Florida. In particular, Christina litigates complex civil lawsuits involving various claims, including under the RICO Act, fraud, unjust enrichment, and other state law claims.

    Flynn, of Mineola, is a member of the Compliance, Investigations & White Collar and Insurance Fraud Practice Groups. She is responsible for appearing in court on behalf of the firm’s insurance carrier clients, handling all aspects of litigation, with a primary focus on conducting oral arguments before the court on motions for summary judgment. She also conducts examinations under oath of medical providers and patients.

    Furshpan, of Sayville, is a member of the Critical Incident Response, General Liability and Medical Malpractice Defense Practice Groups. He concentrates his practice in the areas of medical malpractice defense, construction-site accidents, New York Labor Law litigation, and general liability defense. He also has significant experience defending employment discrimination claims in federal court.

    Kasnicki, of Garden City, is a member of the Corporate; Personal, Family & Business Planning; and Tax Practice Groups. She advises business clients on a range of tax matters relating to corporations, limited liability companies, partnerships, public charities and private foundations. She drafts and negotiates transactional documents, including acquisition agreements, merger agreements, operating agreements and shareholders’ agreements. She also represents not-for-profit and tax-exempt organizations.

    Landsman, of Bellmore, is a member of the Real Estate, Zoning & Land Use Practice Groups. She concentrates in the area of commercial leasing, real estate and real estate development. Her transactional experience includes negotiating and closing complex real estate transactions including the purchase, sale, finance and development of a variety of commercial properties including office buildings, shopping centers, apartment buildings and industrial properties.

    Minarovich, of Levittown, is a member of the Insurance Coverage Practice Group. She represents insurers in a wide range of coverage and litigation matters in New York State and federal courts, as well as state and federal courts throughout the United States. She also regularly counsels insurance companies on third-party coverage claims, including general liability, sexual abuse, toxic tort, asbestos, environmental, product liability, bad faith and other developing issues.

    Sinensky, of West Hempstead, is a member of the Corporate Practice Group. He has a broad-based transactional practice with extensive experience advising buyers and sellers in the structuring and negotiation of complex private company mergers and acquisitions, investments, recapitalizations, divestitures, joint ventures and other corporate transactions. He advises companies from startup to maturity with respect to corporate governance, organization and operations.

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    Adina Genn

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  • Productivity Is Perception: 5 Ways To Get Your Great Work Noticed

    Productivity Is Perception: 5 Ways To Get Your Great Work Noticed

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    New research suggests which generations are most—and least—productive. But productivity is largely perception, and perception is reality. Your success will depend not just on how well you perform, but also on whether you’re perceived as a great performer.

    With the trend toward quiet quitting, there is focus on whether people are productive and who’s pulling their weight—so your work may be under a microscope more than usual. Knowing this, you can use some specific strategies to be sure your great gets noticed without bragging, boasting or being arrogant.

    Frustrated Colleagues

    First, know that performance matters not just to your employer, but also to your coworkers. A study by LLC demonstrates that if you’re not pulling your weight it shows, and it annoys the people around you.

    • 42% of respondents say, laziness and a poor work ethic are some of the biggest annoyances, second only to complaining
    • 62% are annoyed by the trend to do the bare minimum to get by
    • 57% have noticed a colleague who is doing the bare minimum

    A study by LiveCareer found 71% of people believed others are lazy and 70% have criticized a coworker for doing minimum levels of work to get by. And 75% believe a trend toward people not doing their fair share hurts productivity.

    One of the problems with doing as little is as possible is that it puts additional pressure on teammates. The LLC research found 57% say they’ve had to take on more work because others are doing the minimum in their jobs. And the generations most annoyed by those who don’t pull their weight are Baby Boomers and Gen Xers. This matters since often it’s these generations who are in more senior roles and who make decisions about rewards, promotions or career advancement. Doing too little could be career-limiting, especially with companies which are trimming and the job market which is tightening.

    Perceptions About Productivity

    Unfortunately, productivity is also perception, and people in the LLC study tended to judge generations for their productivity. When respondents were asked who is least productive, 51% said Gen Z followed by 24% who said Baby Boomers and 18% who said Millennials. Only 7% said Gen X.

    Of course, the differences between individuals are more meaningful than differences between groups, and overgeneralization can be damaging—but it’s good to know what you might be up against in terms of perceptions.

    Get Your Work Noticed

    If you’re doing great work and no one notices, it may not help you. At the same time, people become frustrated by those who seek the limelight or who boast about their work—so you have to find appropriate ways to let your work shine while also ensuring you’re not overshadowing others.

    #1 – Do Great Work

    The first rule of getting noticed for doing great work is actually doing great work. The best approach isn’t to fake it. While a mouse jiggler (which simulates the movement of a computer mouse) may seem like a good idea to satisfy your company’s surveillance technology while you take a nap, it isn’t. Likewise, waking up to send an early email to make it look like you’ve been working for hours, also won’t fly. People will see through these tactics rather quickly. Avoid productivity theater and put your creative thinking toward your work, rather than toward creating the illusion of work.

    Perhaps the best reasons to authentically perform well are for your own sense of esteem. You’ll have a greater sense of meaning and confidence, knowing you’re putting your best efforts forward. In fact, the LiveCareer study found 84% of people believed work was a primary way you feel value as a person. In addition, you’ll learn more by diving in and taking initiative. And you’ll feel more connected to others by making an important contribution to your team and your community. Legitimately performing well is good for you as well as those around you. It’s the place to start.

    Also consider “recency error” which is a cognitive bias where people draw conclusions not based on an objective sense of everything that’s occurred, but with a greater emphasis on what’s happened lately. You’ll need to perform well consistently because people have short memories. With all the information coming at people all the time, your most recent contributions will be most notable.

    #2 – Be Impactful

    To get noticed for your results, you’ll also need to seek our important work. Volunteer for projects which are priorities for your organization and take initiative when you see a something that can be improved. Being proactive and enthusiastic about your engagement sends positive messages about how much you’re paying attention, invested and committed to shared goals.

    But also do windows. Sometimes, people try and avoid less glamorous tasks believing they are below them or because they’re seeking more visible efforts. But doing only the high-profile work will get you labeled as a prima donna. All jobs include some variation of “doing windows,” the elements of the role which aren’t fancy, but which are necessary. When you do everything with excellence, you pave the way toward people seeing your commitment to excellence. When you attend to the seemingly less important details, people will trust you with the more important responsibilities as well.

    You’ll also need to emphasize your outcomes, not just your activities. If you’re working on problems with your supplier, tell your boss about the ways the team plans to test solutions and how quickly you will reduce lead times, not how many meetings you’ve had. When you’re struggling to work through a conflict with a colleague, report on the ways you’re taking action to listen and connect, rather than on the number of emails you’ve sent to seek resolution on an issue.

    #3 – Be Collaborative

    When you want to get noticed, you’re also wise to build strong relationships with others. Show up, follow through, complete tasks and get things done when others are counting on you. Consider your own performance and also how your work impacts on others. And provide recognition and gratitude for others when you’ve accomplished something together.

    When you have strong relationships, research shows you’ll be happier and more fulfilled. And when you’re focused on helping others, this too is correlated with happiness. People will appreciate your work when its quality supports their work, in turn. You’ll develop respect when people know they can count on you and trust that you’ll do what you say.

    Also nurture your network. Build connections, seek mentors and ask for feedback from colleagues. Strong social capital provides you with opportunities to help others and to ask for help. It provides you with sources of advice and access to new ideas and coaching so you can do your best. When you know more people across the organization, you can support them, and you also build greater credibility because of the critical mass of people who know and appreciate the value of your work.

    #4 – Be Accountable

    To get credit for your efforts, you will also be wise to ensure you are reinforcing accountability and tracking your work effectively. Especially with more remote work and greater distance from your leader or your team, people won’t be able to see you working, and more companies are monitoring employees’ work. One report estimated 80% of the largest privately held companies use tracking technology, and a report from Gartner estimated 70% of large firms would use monitoring technology in the next three years.

    While it may be frustrating if you’re organization is using surveillance technology, you can lean into the practice. When you perform well, tracking technology can offer quantitative reinforcement of your commitment. Embrace the metrics your company uses. Enter your time, track your sales calls or work your prescribed hours. You would do good work anyway, so tell yourself these are just ways your company will know about it.

    In addition, you can also manage your own narrative. Design your own system of tracking and measuring your work, establish regular connection meetings with your boss and share your great work using a method that works for you. Perhaps you have a spreadsheet of all the customers you impact week-to-week or maybe in each session with your leader you share five things you’ve accomplished and two areas in which you need guidance to keep doing good work.

    #5 – Be Intentional

    Finally, when you’re seeking recognition for your efforts, be smart about how you work. Keep your promises and do things within the agreed-upon timeframes. In general, do things sooner, rather than later. If you commit to follow up after a meeting without a date, it will be more meaningful and memorable for people if they receive your follow up within a week, rather than much later. Put reminders on your calendar if there are things you need to do in the future.

    Get things done more effectively by reducing distractions and staying focused on outcomes. Break down responsibilities so you can experience progress on smaller tasks over time. Avoid perfectionism which can get in the way of getting things completed. You’ll have tactics which are unique to you and which work best for you, but overall, be intentional about how you work and how you accomplish results.

    In Sum

    Perception is reality, and productivity is perception. But you don’t have to be an expert at creating the illusion of productivity or engaging in productivity theater. These will actually work to your disadvantage. Instead, focus on doing your best and bringing your best—so you benefit and so the people around you do as well. These will be the surest ways to get noticed for your great work.

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    Tracy Brower, Contributor

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  • New DDI Study Reveals Minority Leaders Getting More Promotions, But More Likely to Switch Companies to Advance

    New DDI Study Reveals Minority Leaders Getting More Promotions, But More Likely to Switch Companies to Advance

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    Part of the Global Leadership Forecast series, DDI’s new Diversity and Inclusion Report 2020 shows strong benefits of corporate inclusion efforts, as well as retention risks for minority leaders

    Press Release
    –


    updated: Oct 28, 2020


    PITTSBURGH, October 28, 2020 (Newswire.com)
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     Senior minority executives plan to leave their current position at twice the normal rate of other executives. And this exodus could be coming within the next year, according to DDI’s Diversity and Inclusion Report 2020.

    This is just one finding from the report, which is part of the Global Leadership Forecast series by DDI. The report includes data from 15,787 leaders and 2,102 human resources professionals. These leaders represent more than 1,740 organizations across more than 25 industries globally. The report delivers data on gender and racial/ethnic diversity among leaders, and its effect on companies’ financial results. Companies can use the data to help guide their diversity and inclusion efforts, as well as their talent strategy.

    “While leaders from diverse ethnic and racial backgrounds are finally advancing at a faster rate, our study showed that organizations face high retention risks for these leaders,” said Stephanie Neal, director of DDI’s Center for Analytics and Behavioral Research. “It’s likely that these leaders still face significant barriers as they move up the ladder, which may be why they feel like they have to leave the company to advance. Companies should be paying close attention to how inclusive their culture and talent practices are to ensure they retain these diverse and highly talented leaders.”

    The study found that fewer than one in four leaders reported their organization consistently recruits and promotes from a diverse talent pool. Furthermore, only 27 percent of leaders believe inclusion is a strong part of their organizations’ culture and values.

    The Diversity and Inclusion Report 2020 found that while organizations are working to build more diverse and inclusive workforces, there are still gaps that need to be addressed. The study also found:

    • Diversity has a greater impact on financial performance than any other organizational demographic factor. Organizations with above-average gender, racial and ethnic diversity had at least 30 percent of women and 20 percent of leaders from diverse racial and ethnic backgrounds in leadership roles. These organizations were eight times more likely to be in the top 10 percent of organizations for financial performance.
    • Leaders from minority backgrounds are more likely to feel the need to change companies to progress their career across all leadership levels. Also, they were much more likely to say they plan to leave within the next year. This is especially true among senior-level minority leaders, who are more than twice as likely to leave as their non-minority peers.
    • Diversity and inclusion efforts resonate across organizations’ entire workforce. More than one-third of leaders from companies that qualify as “Best Places to Work” reported that inclusion is a strong component of their work culture and value. This is in comparison to the 20 percent of leaders from other companies without the same label.
    • Organizations with more diversity in high-potential pools typically see higher financial performance. Organizations in the top 10 percent of financial performance report that women make up 24 percent of their high-potential pool, and 19 percent are from diverse racial and ethnic backgrounds. Organizations with below average financial performance report less diversity in their high-potential pools. Their pools include only 16 percent women and 12 percent from diverse racial and ethnic backgrounds.
    • Women continue to struggle to advance. At higher levels of leadership, women indicated an increasing need to switch companies to climb higher in their roles. In fact, 45 percent of women executives said they would likely need to switch companies to advance, compared to only 32 percent of male executives.

    “There’s a clear bottom-line benefit to workplace diversity and inclusion, and organizations can only benefit from increasing these efforts,” Neal said. “It’s important that leaders take the time to assess the state of diversity and inclusion in their organization and employ best practices if they want to realize the benefits of a diverse and inclusive workforce.”

    For more information, including the full report, visit ddiworld.com/research/inclusion-report.

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    About DDI

    DDI is a global leadership consulting firm that helps organizations hire, promote and develop exceptional leaders. From first-time managers to C-suite executives, DDI is by leaders’ sides, supporting them in every critical moment of leadership. Built on five decades of research and experience in the science of leadership, DDI’s evidence-based assessment and development solutions enable millions of leaders around the world to succeed, propelling their organizations to new heights. For more information, visit ddiworld.com.

    Available for Interviews

    Stephanie Neal, director of DDI’s Center for Analytics and Behavioral Research

    Contact:
    Brad Pedersen
    PR Specialist, DDI
    Brad.Pedersen@ddiworld.com 
    412-485-9767

    Source: DDI

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