A Businessman's View

I realize that many of you are thinking that this entry is about sales. It is not. Rather, it is about execution of a plan, any plan. Do you aspire to have that managerial job? Or perhaps you're eyeing that roadster down the block in the driveway with the "For Sale" sign in it. And is that a model that I see sitting two tables down from me in this restaurant? Regardless of the situation, you need a plan if you wish to reach your goal. And the first stage of any plan is understanding exactly what needs to be done and what the potential risks are that would prevent you from succeeding. In sales this is called qualification . Everyone else calls it discovery or, simply put, asking questions . And it is essential to do this or else you run the risk of making an avoidable mistake because you simply didn't know any better. What about that model? "Who is she?" (Check Google via your smart phone.) "What are her interests?" (Again, Google it.)

"Me! Me! Look at me!" How many times has this been you at work? Never? I'm not surprised. Few people like to call attention to themselves at their place of employment; this is doubly so during times of economic turmoil where the job market is tough. Yet this is exactly the time to call attention to yourself. Let's face it: anonymity gets you nowhere. Even were the economy booming and the job market rife with new opportunities like a newly sodded, fertile garden, it is the early bird that gets the worm; the squeaky wheel that gets the oil; the ambitious professional that gets the raise or the promotion. Before continuing, the obvious should be noted: there is such a thing as good attention and bad attention. This isn't Hollywood where any media presence is good for your career. In fact, bad attention can be disastrous for you in certain situations. So how do you stay on the radar of those around you that have the ability to influence your professional ca

Regardless of whether you are in sales as a profession; accounting; IT; etc. you are in sales. Are you aware of this? Of course, you probably aren't...until you discover that there is something you want. Whether you are seeking a raise, a prom otion, or ( especially) a new job, you are thrust into a position of selling yourself and the value you bring to an organization. "Why should I give you a raise / the new responsibilities / a job?" they ask. How do you answer? This age-old question is similar to the philosophy of how an effective resume is written, as told to me by Tom Espeland the former CIO of Viacom . Tom, who is a good friend of mine, once held a career seminar years ago for college youth and spent more than a few minutes describing the attributes of a good resume. Of all of the things he said, the one thing that has stuck with me throughout the years is: state the impact you have had on an organization and you'll catch someone's eye. Don't