Exit Interview

Don't burn bridges before and after you leave. Keep the Job search secret and don't let it out till you have the Offer. 

5 reasons you might be scare to get a new job

• You are scared to leave your current employer hanging. "What will they do without me?" I love the devotion and loyalty, but you have to look out for your best interests and career growth.
• You are worried that you might hate your new job. The unknown can be terrifying.. Known devil it better than unknown angel.  Do your research and do a few informational interviews and find out what's out there
• You're convinced that you are not cut out for it. Self-doubt can be paralysing but ture boredom and feeling unchallenged and even worst. Give it a try. You are capable than you think.

Takeaway: Go for it even if you are afraid of the uncertainty. You never know what good opportunity is out there for you.

 

Fear of Rejection- Get out of your own way

• Are you resisting pitching yourself for a promotion?
• Are you waiting for someone else to acknowledge your hard work?

Anticipation of rejection is what is holding you back. 

Things to remember

• We are not as rational as we think
• At time we assume we might get rejected and don't ask. Which is wrong. STOP assuming.
  
• Don't overestimate the cost of rejection and underestimate the benefits of being successful.
• We have ability to bounce back post rejection
• Feeling of regret is worse than rejection. Hence, within amit of organizational culture and professionalism lets ask for it with dignity and justification!
• Don't take disapproval personally.
  
• Procrastination is thief of time
• Fear of rejection is the key between Success & Failure. 
• So it is better to ask or convey your feelings for a promotion based on your overall performance. 
• Atleast we will come to know the truth & also the type of boss we are dealing with.
• What to do on rejection
• Upgrade your skill sand showcase them.
• It is better to ask boldly and be rejected or never ask and you will never know
• What is the worst that can happen other than bruised ego.
• Ask with dignity and within boundaries
• 
  

Persuation Skills

 

The principal purpose of persuasion can be defined as being able to influence or change one’s attitudes, beliefs or values towards a particular subject/object, so that these will merge and finally equal the persuader’s thoughts and feelings.

• Attitude = A predisposition to respond to people, ideas, objects, or events in evaluative ways

Beliefs = The ways people perceive reality to be; our conceptions about what is true and what is false

Values = People’s most enduring judgements about what’s good and bad in life
The objective of persuasion may range from slight shifts in opinion to complete change

in behavior. But, how does one determine whether one’s goals are persuasive? 

 

The goals are persuasive —

• when one seeks to influence an audience’s attitudes about an issu

• when one seeks to influence an audience’s beliefs or understanding about something

• when one seeks to influence an audience’s behavior

• when one seeks to reinforce an audience’s existing attitudes, beliefs or behaviors

 

The Good, the Bad and the Ugly Influence

The outcomes of persuasion could be good, bad or ugly depending on the modes of tactics and contexts in which they are employed:

• Ugly influencers push and shove others into decisions. They use intimidation: “My way or no way.” Their style leaves others feeling powerless and resistant to innovation or change.

• Bad influencers might work hard to achieve legitimate and desirable goals, but lack the skills to influence effectively. “Do what I say and not what I do.” This person renders himself unbelievable, provides no model for what should or could be, and is unable to show others how change will benefit them. Their style causes people to feel they are being punished or cutting through red tape, all to please someone who appears ineffective.

• Good influencers get people to focus on an issue that is clearly and simply stated, finds out what the emotional value of the issue is to the people involved, and seeks solutions that satisfy the people who are needed to make the solution work. Their style is to “walk the talk” because what they say is congruent with what they do. Good influencers are effective because they create trust, which enables others to take risks. Their habit of communicating, informing and including others builds loyalty.

 

1. Repeat points___

2. Get louder___

3. Use more forceful language___

4. Talk at great length___

5. Become insulting___

6. Spell out the logic of your arguments___

7. Interrupt objections or explanations of the other person ___

8. Immediately argue against objections ___

9. Accuse the other person of improper motives for resisting or disagreeing ___

10. Ask loaded (rhetorical) questions (“Don’t you think...,” “Why would anybody...?” etc.)_

11. Pout, look hurt or exasperated, etc.___

12. Bring up past (related or vaguely related) incidents or non-compliance___

13. Empathize or sympathize (“I can see what you mean...,I’d feel the same if I were in your position.’’) etc. ___

14. Listen to each point or objection___
15. Speak enthusiastically, but without “railroading” or overwhelming the listener ___ 16. Watch your own body language to avoid signals of aggression or wimpiness

17. Be brief in making your points and stop often to check for concurrence with your listeners ___

18. Watch the other person’s body language for signs of disagreement___ 19. Ask focused questions aimed at:

• -  unearthing all obstacles or objections, including those, the other person is trying to hold back for various reasons___

• -  finding conditions under which agreement would be possible___

  Evaluation: If you have many ratings of 1 or 2 for items 1-12, you’ll benefit greatly from working on your persuasion skills and attitudes. If your 1 and 2 ratings occur more in items 13-19, you have sound habits that should give you a good chance of persuading people to your point of view.

  Source: All About Communication, International.

Ten Tips to Effectively Influence Others

1) Set an outcome for what the other person will do, if you are successful in influencing him/her.

a) Flush out in detail what would really be ideal for you - even if you think there’s no way that ideal is possible. At a minimum you’ll know your own goals, and you are likely to get closer to them than you think.

b) Consider the other person’s outcome(s). Are there ways you can include their goals in your proposal? What are the benefits and costs to him/her in doing what you want? Are there ways to enhance his/her benefits and/or lessen his/her costs that could still get you what you want?

2) Aim high when you make the first suggestion(s). Suggesting that he/she does even more than you might really want gives you room to lessen your suggestions, and makes it more likely you’ll get closer to what you really want in the final agreement.

3) Be congruent, and confident as you communicate. Other people usually notice (not always consciously) your body language and voice tone, so if you’re uncertain in making suggestions, it’s likely that will come across.

In other words, be as certain of yourself and your suggestions as you can possibly be. This doesn’t mean you need to be demanding or argumentative. It does mean that you present your position and/or requests as if you are certain that this is what you want. A quiet, solid, clear confidence is often your best attitude.

4) Consider your long-term relationship with this person or people.

What impact will the results of this interaction have over time? What will your relationship with him/her be if your suggestions are implemented? What will it be like if the suggestions are not implemented?

5) Begin where they are, that is, acknowledging that they have a particular

perspective that makes sense for them. This is best done by considering their

mood and/or attitude, as well as the particular position he/she may have at the beginning

50
of the discussion.

6) Consider the larger context. What factors might make it difficult for the person to do what you want? Can you develop some ideas that would minimize these difficulties, or better yet, turn them into advantages for him/her?

7) What might you be able to give the person ‘no strings attached’? This can be information, and need not be anything physical (such as a gift). Giving something can be a good move towards developing a favorable context, a move inviting reciprocity but be perfectly willing to have your ‘gift’ taken, without expecting anything back. So, it needs to be something you can give freely.

8) Be clear on what you would get if this person agreed to your request. That is, what would you benefit of influencing them so that you get your outcome?

One way to determine your benefits is to ask yourself “What would have this done for me?” When you get the first answer, ask yourself the same question about that answer. You may determine a wider range of options that would satisfy you. This gives you more flexibility in making suggestions and/or requests from the person.

9) Are there any changes you could make to the environment that would make it more likely for the person to agree to your request?

This is intended as a thought provoking question, i.e. to get you to think about factors you might not ordinarily consider. For instance, there’s some evidence that people are more likely to accommodate requests when they are eating (associating a pleasant activity with your request). Hence the number of business deals that are completed over lunch.

Another environmental factor when influencing someone is to consider whether to discuss an issue on the phone, in person, or by e-mail. In many cases, you will get a very different response to the same request, depending on how it is made.

Thinking of the environment in a slightly broader sense, for instance, could you, persuade a colleague of the person to, say, be more cooperative. Perhaps this increased cooperation would make it easier for the person to take your suggestions.

10) It goes without saying, of course, that when you are successful in influencing, you’ll certainly live up to the agreements that you’ve made - both during and after the ‘influence time’. These agreements should be implemented as the other person understands them. This requires you to verify that your communication has been understood in the same way you intended it.

The benefit to you is a long-term business relationship, in which you have established your reliability and in which you request the same. Atmospheres in which you trust one another makes better business sense for all.

A person may use this as a checklist before an attempt to influence some one else, decide to go through the list and choose which would be the most useful in a particular situation, or use it as a test of which items could be missing from an ongoing attempt at influence.

 

Leading from within

 

Studies have consistently demonstrated that organizations that prioritize leadership development are much more effective in meeting the expectations of their constituents, stakeholders, and customers. 

High-Impact Leadership Development” (2008), an organizational focus on leadership development results in:

• Becoming 84 percent more effective at raising the quality of the leadership “pipeline;”
• A 73 percent increase in employee retention;
• A 67 percent increase in the ability of the organization’s members towork collaboratively; and,
• A 66 percent improvement in the organization’s results.  

Leaders today sometimes appear to be an endangered species.

 

tend to be over-managed and under-led.

 

Bad leaders are corrosive to an organization because they can drive out anyone who’s good. Unfortunately, since many bad leaders are manipulative and deceptive, it is often a challenge to root them out and get rid of them.4 The lack of positive and effective leadership is a key reason why many talented workers leave the organization.

Given that everyone has the capacity for leadership at some level, it would seem that the absence of leadership in an organization shouldn’t be a problem.

Unfortunately, too many people lack the will to change or to develop their leadership potential.

However, a leader is certainly more than someone who is a widely recognized individual or who possesses organizational authority. 

a forceful and dynamic personality who really leads from the front; an architect and implementer of strategy; a mediator in conflict situations; an integrator who assures the climate of the organization; a person able to motivate subordinates and who, by persuasion, compulsion or example to others; succeeds in getting others to follow the leader’s wishes9. 

 Another definition by John Seaman Garns is that “leaders are just ordinary people with extraordinary determination.” Harvard Professor Rosabeth Ross Kanter suggests that leadership is “the art of mastering change . . . the ability to mobilize others’ efforts in new directions.” 

 

The most effective means of influencing people is through communication. A leader communicates to his or her followers a direction that they should move toward and tries to influence their attitude so that they will be ready to move in that direction. This requires vision on the part of a leader and the ability to guide people toward a common goal.

 

The test of a leader lies in the reaction and response of his followers. He should not have to impose authority. Bossiness in itself never made a leader. He must make his influence felt by example and the instilling of confidence in his followers. The greatness of a leader is measured by the achievements of the led. This is the ultimate test of his effectiveness. General Omar Bradley . 

 

Leaders are made, they are not born. They are made by hard effort, which is the price which all of us must pay to achieve any goal that is worthwhile. Vince Lombardi

 

 

Despite these general perceptions to the contrary, leaders are not born; they are nurtured. It should be mentioned, however, that a potential leader can be born with innate qualities that predispose them to being leaders, such as natural intelligence and the ability to learn. This doesn’t mean that effective leaders are the smartest people in the room or the organization, but they have to be smart enough to make decisions and to mobilize resources to do the work that is needed. In that sense, the debate about whether leaders are born or made is really important. It’s not about how leadership was acquired by someone; it’s more about how he or she acted on it that makes the difference.

It’s not what you’ve been given, but what you do with it that matters.

While the basic desire or motivation to be a leader cannot be taught, early childhood development of self-worth, self-confidence, and a concern for others can help to nurture leadership characteristics. Successful leaders have also worked hard to gain valuable experience, perspective, and knowledge to become someone who others want to follow. 

 

 

 

Feeling Guilty About Leaving Your Job

• Guilt is a natural feeling that many people feel when leaving an employer, especially if the company’s been super great to you, and the team’s truly going to feel the burn short-term. 

1. Professionals Are Expected to Develop and Grow
2. If the Tables Were Turned, the Company Probably Wouldn’t Feel Guilty
3. If You Stay Out of Guilt, You Do No One Any Favors
4. Guilt Will Disrupt the Joy of Your Last Two Weeks 
   

Quitting a job can be emotionally tough. Feel the emotions, absolutely. Just don’t let guilt sneak in and steal the moment.

 

Understand that your firm is not your family

Remember that loyalty is often a one-way street

Plan your exit story

Are you leaving to take a job with a direct competitor? Or, are you leaving because you’ve outgrown your work at this organization and there are no more opportunities for you there? Is it a lifestyle change—do you want to work fewer hours because you need to care for an ailing parent or you want to move closer to your children?

 “If you can make it a story about quality of life, [that helps]. It’s almost like a dating situation. If you can let someone down easily, it’s better,” Lowry says.

 

Don’t leave your team in the lurch

Executives at the higher levels are much harder to replace than employees further down the ladder, so recognize that you’re likely leaving your employer in a tight spot.

Timing also plays an important factor. “You might leave a bad taste in folks’ mouths if you put in your two weeks right after returning from a lengthy leave that your team had to work overtime for months to cover,” Stiens says. “[Try to] be sensitive to the people around you who picked up your slack—show appreciation and regret for the timing.”

In other words, give as much notice as you can. If you can, offer help in the transition of your job responsibilities to the new hire. The more you can ease the handover of your job to the next “you,” the better you’ll feel mentally about going.

The idea is to leave on good terms because it’s a small world, especially at the upper levels. These are contacts you’ve made, and you might see them again later in your career.

Be prepared for the reactions you’ll get

When you leave a company you have a strong bond with, you may face a lot of remarks and questions from people: “You’re leaving us??” or “How could you do this to us now?!” or “When did you start looking??” It’s critical to have the skills to manage your responses.

“I really encourage my clients to have great boundaries and to prep ahead of time for these types of questions,” Orbé-Austin says. Apologizing for leaving or saying you’re sorry suggests that you’re in the wrong, which isn’t the case.

“You’ve gotten another job, which is completely OK,” Orbé-Austin says. Reinforce that the decision to leave is to better your own life, not to make their lives miserable. Emphasize that you got a wonderful opportunity that really excites you. If they’re not happy for you, well, that simply shows you where their own loyalty lies.

Stay loyal to your job search

It can be hard making your job search a priority when you have to balance it with your current gig, but it’s important to make a dedicated effort and really commit to finding a job. Need some help keeping your job search on course? Join Monster for free today. As a member, you not only get job alerts emailed right to your inbox, which cuts down on the amount of time you’d spend combing through ads, but you can upload up to five versions of your resume—each tailored to different types of jobs that interest you. Recruiters search Monster every day looking to fill top jobs with qualified candidates, just like you. Commit to finding a new job today.

Today, climbing the corporate ladder often means changing ladders—jumping from company to company—and workers aren't afraid to go.

Granted, leaving a dead-end job when you're higher on the corporate ladder can be tricky. The higher up you are, you may feel there are fewer comparable positions on the horizon.

Five signs of a dead-end job

1. Dread Is Your Default Emotion

When you hate your job, you're not doing yourself or your company any favors. So if going to work fills you with anxiety and dismay, take note and don't write it off as just part of the grind.

If the only things that lessen your dread are your upcoming vacation plans and the prospect of retirement, that's a big sign that you're ready for change.

2. You've Become the Worst Version of Yourself

Over time, a buildup of work-related stress can lead to behavior you'd rather not exhibit. The more frustrated you are at work, the more limited your patience becomes. You may find yourself acting in ways that are completely out of character, shocking, and embarrassing, all brought on by the misery of your job.

3. Your Values Are Being Compromised

It could be that the company you joined has evolved into a different kind of company since you joined it—or you've evolved into a person with different priorities. A dead-end job almost always conflicts with your core values, bringing emotional and physical strain to the surface.

Let's say you put an emphasis on quality time with your family but your job has you staying late and missing recitals and holidays, that's going to wear you down. Or if you really value innovation but you work for a company that's stuck in the past and that doesn't appreciate new ideas, you'll get frustrated and feel really stifled.

4. You've Been There More Than a Decade

According to the Bureau of Labor Statistics, the median number of years that wage and salary workers stick with their employer is 4.2 years. So if you've been in a job for over a decade, you run the risk of being seen by others as unmotivated.

The other risk of staying too long may be that you feel stuck—your interview and job search skills are rusty, and you feel unable to move on, even if you want to.

5. You're Not Getting Promoted

Do you feel that senior leadership isn't personally invested in you or your professional development, or you're not feeling supported in your goals? That's a clear sign of a dead-end job. Similarly, sometimes a company or team simply doesn't have any opportunities available for you to advance your skills and job title.

The same goes for the situation if your salary has stalled. If you haven't had a raise in 18 to 24 months and there's no raise in your future—or a promotion down the line that would result in a salary bump—you're better off looking elsewhere. New positions often come with pay bumps.

Don't Wait Until a Dead-End Job Makes You Miserable

The onus is on you to own your career and seek out support from your higher-ups, so if they don't respond with a favorable offer, don't wait for your situation to resolve itself—make a move. Need some help? Monster can show you the job opportunities that are out there waiting for you. You just might find what you didn't even know you were looking for.