Gone are the days of companies branding themselves as specialty retailers. Dunkin’ Donuts now offers pizza, Radio Shack seems to sell pretty much everything but radios, and Linens ‘n Things is closing its doors. To survive, they must overcome the very brand that’s made them famous, redefining themselves and their brands to attract a broader customer base.
According to my impromptu focus group of one Dunkin’ Donuts employee while I was making a late night coffee run, it sounds like the expanded assortment of menu items is actually working. But convincing consumers that the same place they’ve looked to for donuts is now selling legitimately good pizza is a difficult proposition. It’s pretty much the same reason why you’ll never see McDonald’s successfully launch McMeatloaf.
As I waited for my medium coffee with cream and sugar and one sour cream glazed donut, I started thinking about the branding challenges these businesses are facing, and comparing them to some of the challenges we face on the job and with our careers when we brand ourselves as a one-trick pony—the very thing you work hard to be known for ultimately pigeonholes you to a particular job or career path instead of opening more doors down the road.
It’s really quite puzzling to me. Early in your career, you want to be known as the “Radio Shack”…a specialist in a particular area. Maybe you’re the “numbers” person or you’re really good in sales. But, at some point, there’s a good chance those around you will start to see you as merely that, and you’re going to have to work hard to overcome your brand.
Additionally, most hiring managers aren’t able to take a step back to look for strong athletes who have a proven track record of success if they don’t neatly fit in the pre-defined skills bucket for the position they’re hoping to fill. For many it’s not enough to point out “transferable skills” in a cover letter; they want the real thing.
So, your challenge as an employee is to manage your brand in a way that allows you to initially position yourself as an expert in one thing while also exploring opportunities for brand extension. That way, if you decide to move from being the donuts specialist to a pizza peddler, you’ve already built in some optionality.
Initiating a conversation with your boss about a possible raise is something that shouldn’t be taken lightly. The thoughtfulness of your rationale and the thoroughness of your argument could not only determine whether you get more money, but it could also impact (positively or negatively) the way your boss sees you from that point on.
So what can you do to make sure you don’t get a raise? After speaking with colleagues and looking back at my own personal experience, I’d say the reasons fall into two buckets— weak arguments and bad timing.
Weak arguments or bad judgment…
“Everybody else in the department makes more.” If there’s one argument that will set most bosses off, it’s bringing up the salaries of coworkers as part of your rationale for asking for more money. In a perfect world where salaries were more transparent, it would be a different story. But we’re not there yet. So instead, reference industry averages for people with similar years of work experience working in similar positions outside of the company you’re working for.
“But I’ve got bills to pay.” Unless you’re Warren Buffet, Oprah, or Suze Orman, so does everyone else. Raises are usually handed out based on performance, not because you think the company should give you more money so you can pay back your student loans. Focus on your impact on the department, organization, and bottom line results of the business.
“If you won’t give me a raise, I’m going to have to consider other options.” Nothing like a good old threat to persuade the boss to give you more money. This is almost always a one way ticket out of the company. If you’re even going to go that route, 1) be ready for your boss to call your bluff (assuming it’s a bluff) and 2) have another job lined up because you’re probably going to need it.
Bad timing…
During the first month working with a new boss. Maybe the raise has been something you’ve been stewing over for a while, but it’s not in your best interest to approach your new boss about it before he or she even has time to observe your contributions to the team. Give a new boss at least six months before you start asking for a bump in pay.
After missing key milestones. If you’ve been unable to perform at the level expected of someone in your role, that should be a pretty clear indicator that you’re not ready to ask for more money. You should be firing on all cylinders on a consistent basis before you have that discussion.
During an unscheduled drop in. Bosses don’t like to be caught off guard on most issues and that especially goes for raises. Instead of popping your head in his or her office or bringing it up by the copier, schedule a time to have the discussion. That will allow you and your boss to be fully prepared.
During a recession or after the company just finished massive layoffs or both. Nothing says selfish than asking for a raise during an economic crisis—especially when the company you work for has just had to lay people off. Some companies are struggling just to keep their doors open. Gauge the health of the company you work for to determine whether or not any discussion about compensation is appropriate given current circumstances.
I was in the drive-thru of a national fast food chain the other day. As I placed my order, something seemed out of sorts. Was it their menu choices? No…that wasn’t it. The prices? Nope. Initially, I was surprised by thoroughness of the person taking my order. Not only was I asked if I wanted to order fries with my drink (something that usually doesn’t happen with any degree of regularity), but the person even asked me if I wanted lemon in the sweet tea (I didn’t even know you could get a lemon). When I pulled around to the ever popular “second drive-thru window,” (you know the one that only allows enough space for 2.5 cars to fit thus pretty much negating the benefit of having two drive thru windows?) I commented on her thoroughness. “Oh, we’re routing our drive thru orders through somewhere else…I think North Dakota” she responded.
Say what?
Let me get this straight--I’m in Pennsylvania ordering a sweet tea and a small fry and the person taking my order is in North Dakota? Now that I think about it, her accent did seem a bit off but at the time I attributed that to poor speaker quality.
That’s when it hit me. Anything can be outsourced…and I mean anything.
The benefits in this case are likely focused around resource optimization and quality control. Through a call center, they can reroute orders from franchises throughout the country without having to staff them on site. But I’m thinking the bigger benefit has more to do with quality control. As I said earlier, it probably was one of the most thorough orders I’d ever placed and, in an industry with ever shrinking margins and increasing competition, their ability to capture the add on sales can be huge. Outsourcing allows them to consistently train their staff without having to leave it up to individual franchisees.
The only thing I don’t understand is the inefficient use of the cashier. For now, we still need someone to stand at “the first drive-thru window” to take our cash. If that person isn’t the one taking your order, it seems that position isn’t being fully utilized. What’s next on the outsourcing horizon? I guess we’ll have to wait and see.
Something I hadn’t given much thought until a consultant mentioned it during a training session last week. In his mind, if you’re going to “win,” the only way you can do so is if your team is made up of entirely “A” and “B” level talent. If you’ve got “Cs,” you’ve got to move them out and I mean yesterday.
He used the example of the Chicago Bulls. And it’s hard to argue their results—the Michael Jordan-led Bulls racked up 6 NBA Championships in 8 years. Jordan was clearly an “A+++” player. Scottie Pippen was an “A” or “B” depending on who you ask. And the same holds true for Dennis Rodman and other members of the team who might not have been the strongest overall athlete at their position but who knew and could execute their role.
And that’s what got me thinking. When the Bulls were making their championship runs, their centers were, if I’m not mistaken, a combination of the likes of Bill Cartwright, Will Perdue, Bill Wennington, Luc Longley, Scott Williams, and Stacey King. Collectively, at center, I think most sports fans would agree the Bulls had C-level talent. And that begs the question--in business can a team win with “C” players?
As a manager, and in the interest of full disclosure also a big Phil Jackson fan, I would argue it’s more about your system and your ability to get the most out of every member of your team than it is rushing to jettison your C players. To me, the real question is about commitment. Are the members of your staff totally committed to your business and to the team’s success? If so, I believe it’s possible to put systems in place that will allow them to be successful (assuming they’re in the right position). For example, if you have someone who is interested in taking on more of a client-facing role but who struggles to think on his or her feet, you can develop a script of possible scenarios ahead of time that he or she can use as a guide. You could also develop a pitch book that can be used as a reference point to give otherwise open-ended conversations some structure.
Had the Bulls roster been made up of all “A’s” and “B’s”, there definitely wouldn’t have been enough shots, rebounds, or assists to go around. Before you rush to get rid of your “C” players, look for ways you might be able to get them to fit into your organization. And don’t forget, a key part of being a championship team is coaching. Look for opportunities to get the most out of the players who are already on your squad.
Shawn Graham is Director of MBA Career Services at the University of Pittsburgh and author of Courting Your Career: Match Yourself with the Perfect Job (www.courtingyourcareer.com).
Globalization, global perspective, global business…it seems like every business wants to jump on the global bandwagon but yet, for some reason, international graduate students continue to struggle finding jobs in the US. Even businesses that pride themselves on having a global footprint are quick to say they don’t sponsor internationals. Is it just me, or does that seem just a tad hypocritical?
Why are most companies unwilling to sponsor international candidates? Is it the money? The process?
It can’t be the money. Many organizations pay signing bonuses that are two to three times more than the $2,000-$3,000 U.S. Citizenship and Immigration Service (USCIS) filing and attorney’s fees associated with an H-1B visa.
It can’t be the process. Although I’ll be the first to admit the process can seem a bit daunting, hiring a graduate student for long-term employment (up to six years) is actually pretty straight forward. To do so, according to International Student and Scholar Services at the University of North Carolina, an organization must:
Pay the actual or prevailing wage, whichever is higher, and benefits provided to U.S. workers in similar jobs.Pay return transportation to the country of last residence if the employer dismisses the non-immigrant employee prior to the end date of the H-1B approval.
Post a notice for 10 days at the worksite stating they are hiring an H-1B worker and providing information about the position and the salary.
Employers should follow proper hiring procedures, but it is not required that the employer determine if U.S. citizen or permanent resident workers are available to fill the position.The position that the student is hired for should require at minimum a bachelor’s degree and the student’s degree should be appropriate for the field of endeavor.
Some universities even keep an immigration attorney on retainer to help organizations navigate the process.
The frustrating thing for international students looking for work in the US is that many of the same companies that say they don’t hire internationals do hire internationals. So, although the company policy says one thing, by matter of practice the company does something else.
If we’re going to talk about how much we value global perspective, why don’t we start to consider talented graduate students for positions in the US instead of just falling back on the “we don’t sponsor” defense and pointing them to a satellite office in Bangalore.
Shawn Graham is Director of MBA Career Services at the University of Pittsburgh and author of Courting Your Career: Match Yourself with the Perfect Job (www.courtingyourcareer.com).
I once worked for a boss who accused me of being granular or always looking at things from “in the weeds.” Ironically, that couldn’t have been further from the truth and maybe that’s one of the reasons I’m no longer there. But I digress. It used to really frustrate me that, no matter how high level, big picture, or blue sky my suggestions were, my contributions and perspectives were always dismissed as being “too granular.”
I’m no Dr. Phil, but the use of the label granular, when used as a form of constant criticism, seems to be a corporate buzz word managers fling around when they’re trying to tear people down instead of trying to build them up. In fact, I haven’t seen such a smear campaign against a way of thinking since everybody decided it was better to think outside of the box. I still haven’t gotten over that one.
So that begs the question--as leaders and/or managers, is being granular something that should be ridiculed? And, if so, does anyone have any suggestions on how we’re supposed to get anything done if we don’t have someone on your team sweating the details? All the creative thinking in the world will be just that—thinking—unless we have someone “in the weeds” who is able to execute our ideas.
I’ve been lucky. My first job out of college was working as manager for a large home improvement center. I had this idealized vision in my head of what it meant to be a manager and that vision didn’t include driving a forklift or running a cash register. I was still a little green and it took me months to appreciate why they included rotations through each department as part of the training. I’ll save you the Hallmark moment, but I do think that experience has made me a better employee, team member, and manager. I understand what it takes to run a business. Whether I’m flying solo or delegating tasks to someone on the team, I can be sure not to overextend myself or others.
As you climb the corporate ladder, it’s natural to get further and further away from day-to-day operations. If you find that happening, I encourage you to make a conscious effort to spend some time in the weeds. If nothing else, you might find out that granular mindset you once despised will actually help you be a more effective leader. Or, if nothing else, it might give you a chance to tool around on a really cool forklift.
Shawn Graham is Director of MBA Career Services at the University of Pittsburgh and author of Courting Your Career: Match Yourself with the Perfect Job (www.courtingyourcareer.com).
In high school, the thought of giving yourself the grade you thought you deserved always sounded too good to be true. Most of my friends, myself included, would in all likelihood lobby for an “A” without giving it much thought. I mean, after all, who wouldn’t? But, then, I’m sure reality would set in. Sure I’d really like to have an “A,” but if I didn’t deserve it, the teacher would see right through me--especially if it was my high school geometry teacher.
I got to thinking about this after one of my friends asked me to help him write his 90-day review. If you haven’t had to do one, trust me, there are few things harder than writing an objective review of your performance.
First, it’s hard to judge your performance even when you want to be upfront and honest because you won’t have the perspective on yourself that others in the company will have. No matter how self-aware you are, you’re going to have blind spots.
If you give yourself an “A,” or in this case a glowing review, the boss is going to see right through it. But, on the other hand, if you rake yourself over the coals, it could be career suicide.
Employers-I can see the value in asking employees to write their own reviews, but I still think you’re better off building in a 360 review instead. That takes the pressure off of your employees and gives the person you’re reviewing a comprehensive view from those he or she works with on a daily basis.
But, if you’re still sold on the idea of asking your employees to grade themselves, at least make sure you don’t ask them for specific feedback on your performance when you’re evaluating their performance. That’s the worst. All you’re going to get is false praise—trust me.
Employees-if you’re asked to write your own review, take some time to think about key projects you’ve worked on and the impact those projects have had on your team, department, and the organization as a whole. And when providing feedback on your boss, be honest—but not too honest.
Shawn Graham is Director of MBA Career Services at the University of Pittsburgh and author of Courting Your Career: Match Yourself with the Perfect Job (www.courtingyourcareer.com).
About eight years ago I moved to North Carolina for a job. At the time, I knew a little bit about the University of North Carolina at Chapel Hill (what would be my new employer) but I really didn’t know a whole lot about the area beyond what I saw during my quick ride in from the airport on the day of my interview. And, looking back, I can honestly say Chapel Hill turned out to be everything I could have wanted both personally and professionally.
I found and lost love, taught a graduate-level class, bought my first car, bought and sold my first house, started a blog, wrote a book, started another blog, and almost adopted a dog named Jericho who smiled when you rubbed his stomach (I had to see it to believe it).
I had a chance to frequent some really cool eating establishments…Allen and Son. Esquire magazine voted them best chopped-pork sandwich in the country.
Burrito Bunker. Gone but not forgotten. A Chapel Hill original.
Carrburritos. My Mexican food rebound when Burrito Bunker closed its doors. I know you never want to get caught on the rebound, but their Mejor Burrito and Chicken Nachos were more than a worthy replacement.
Merritt’s Grill. One of my biggest regrets is not finding this place sooner. An old gas station/country store on the side of the road with a little kitchen nestled in the back beyond some beverage coolers. Home of an awesome BLT--so much so, in fact, I actually scheduled an impromptu BLT taste test between them and Sandwhich while my mom was in town. I consider her an expert judge as she’s a connoisseur of BLTs. And, in case you’re wondering, she considered it a draw.
Pepper’s Pizza-I have to admit, I liked you more when you were at the old location, but I still love you anyway. My favorite is the spinach calzone. I’ll add jalapenos if I’m feeling feisty.Sandwhich. Quite possibly the best sandwiches in town (and possibly on the planet)—my favorite is the Outrageous BLT served up with a side order of homemade potato chips.
And then there was the music…Squirrel Nut Zippers, Southern Culture on the Skids, Spearhead, the Fiery Furnaces, the Hidden Cameras, El-P…the Cat’s Cradle is definitely one of a kind. Couple that with bluegrass music during Friday’s at the Front Porch at the Carolina Inn, and I was in hog heaven.
But the thing I’ll miss most is definitely the people. I’ve met some amazing folks over the years: A group of totally awesome coworkers and friends (I learned way more from them then they could have ever learned from me—I’m lucky to have had some incredible mentors and friends and have been able to take away something from almost everyone I worked with or for—how cool is that?)
Hans from Burrito Bunker and Steve from Jack Sprat—combined they accounted for the best burrito and coffee in town. Unfortunately the Burrito Bunker has since closed but, if you’re ever in the area, stop by Jack Sprat and say hello to Steve. My favorite Jack Sprat moment had to be listening to a heavy metal band on Halloween (another Chapel Hill institution).
Purcell and Barbara at the post office. Two of the friendliest people I’ve ever met. And that says a lot given the fact that post office aren’t normally known for their friendliness.
My neighbor John who helped me with more home repairs than I can count—even lending me a car when my transmission went out.
My other neighbor. He’s only 9 but he’s a total rock star with the mind of an entrepreneur. He’s definitely going places.
The Saturday morning basketball crew. So what if I was one of the only non-PhD in the group? They adopted me as their own and the rest is Rams Head (the gym we played at) history.
I’m sorry to wax nostalgic…no I’m not. I consider myself incredibly lucky to have spent some time in Chapel Hill, even if only for a little while. I could go on and on and on but I think you get the picture.
Next up, I’m returning home to Pittsburgh to start an exciting new job.
Chapel Hill--I know we can’t do the long distance relationship thing but I hope we can stay in touch.
Shawn Graham is author of Courting Your Career: Match Yourself with the Perfect Job (www.courtingyourcareer.com)
If you’re looking for a model of a successful career one could do worse than to look at that of George Washington. Washington’s accomplishments put him in a class that few others can match. He started as a surveyor in the Virginia wilderness at age sixteen, became a militia officer in his early twenties, and at age forty-three was unanimously elected to be the American army’s C-in-C. He then created that army essentially from scratch, developed it into a force capable of fighting the leading power of Europe and won independence for his country. He went on to become the first President of the United States by unanimous vote of the Electoral College. Yet he also had his failures (he was defeated many times). However, he learned from those mistakes and that, combined with his persistence, enabled him to be successful.What were some of the traits that Washington developed to enable his success?
Integrity: At a very young age Washington focused on his character and integrity. This continued throughout his life. One example is that Washington refused to take a salary when he was Commander-in-Chief of the Army, instead only asking that his expenses be paid. He wanted to make sure that, no matter what challenges he faced, he always came out with his honor and integrity intact.
Courage: Washington not only had physical courage (in one battle during the French-Indian war Washington had several bullet holes in his jacket and two horses shot out from under him) but moral courage as well. For instance, near the the end of the Revolutionary War, Washington put down a near mutiny by disgruntled officers who were dissatisfied by their treatment by Congress.
Leadership: Washington had a unique leadership style. It was ahead of its time in that is was not hierarchical (though Washington did demand respect from his subordinates). Instead, whenever faced with a critical decision, Washington convened his officers in a council-of-war. He would then ask each for their assessment of the situation and recommendations. After discussion, Washington would make his decision and his team, having been involved in the debate, would have bought into Washington’s direction.
Networking: As Commander-in-Chief, Washington ensured support for the army by Congress and the States through networking. He would send the government officials progress reports, ask for their advice and compliment them on the troops from their state. And if they were nearby he would bring them out to visit the army and brief them on the situation.
Strategy: After suffering several defeats early in the Revolutionary War, Washington developed a new strategy. He would ensure that he would only take on the British army when he could deal them a blow without jeopardizing the existence of his army. He knew that, as long as the American army survived, so would the Revolution. This strategy enabled him to continue the war until help from France eventually arrived, which ultimately led to victory at Yorktown.
Perseverance: Despite numerous defeats, an army that was under-supplied and under-fed, and the strain of dealing with a contentious Congress, Washington persisted to eventual success. Faced with these difficulties, most men would likely give up, yet Washington kept working towards victory, achieving it after eight long years.
Vision: As a young surveyor in western Virginia, Washington saw the promise of the American frontier. This led him to envision a great country stretching across the continent. As America’s first President, Washington strove to strengthen the central government, balance regional interests and increase citizen’s loyalty to not just their state but the new nation as well.
While there was only one George Washington we can all learn from the example he set, using the traits above to advance our careers.
Mark McNeilly is the author of George Washington and the Art of Business: Leadership Principles of America’s First Commander-in-Chief (Oxford University Press) as well as Sun Tzu and the Art of Business: Six Strategic Principles for Managers. His website is http://www.suntzu1.com/. The views he expresses are his alone and are not meant to represent those of any company or institution with which he is affiliated.
Shawn Graham is an Associate Director with the MBA Career Management Center at UNC's Kenan-Flagler Business School and author of Courting Your Career: Match Yourself with the Perfect Job (www.courtingyourcareer.com).
The process of clearing the underbrush to promote new growth and to prevent future fires. And, according to recent headlines, that’s just what Starbucks is attempting to do. In a textbook case of too much of a good thing if there ever was one, all of their success and the unparalleled growth are hurting their business. In fact, it was getting to the point, as comedian Lewis Black pointed out, where you could walk out of a Starbucks and walk across the street to another Starbucks.
But business as usual isn’t leading to results as usual. It seems they reached their saturation (or super saturation) point with franchises and brand. And, in response to slumping sales, they decided to shake things up. They recently announced they would change their logo design and color scheme. They also announced they would close some underperforming stores and be more strategic in opening new sites over the near term.
And that brings me to my point…how do businesses know when they’ve jumped the shark and, even if it’s obvious, do business owners (especially those who built the business), lack the perspective to see when they’ve hit their inflection point? In the case of Starbucks, they had to see it coming when they looked at projections, same store sales, etc. But they continued to press on with an aggressive growth strategy.
It seems like sometimes businesses get caught up in growth just for growth’s sake instead of really focusing on smart growth and maintaining brand equity in the short and long term. And, as a result, we’re left with layoffs and empty store fronts. Analysts are predicting their new strategy will get them back on track…but we’ll have to just wait and see.
Shawn Graham is an Associate Director with the MBA Career Management Center at UNC's Kenan-Flagler Business School and author of Courting Your Career: Match Yourself with the Perfect Job (www.courtingyourcareer.com).
