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Career Compass Anthology PDF

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CAREER COMPASS ANTHOLOGY Articles from ICMA focused on career issues for local government professional staff Volume II By Dr. Frank Benest About The Author Career Compass is a monthly column from ICMA focused on career issues for local government professional staff, and appears in ICMA’s JOB newsletter and online. Dr. Frank Benest is ICMA’s senior advisor for Next Generation Initiatives and resides in Palo Alto, California. If you have a career question you would like addressed in a future Career Compass, e-mail [email protected] or contact Frank directly at [email protected]. ICMA is the premier local government leadership and management organization. Its mission is to create excellence in local governance by developing and advocating professional management of local government worldwide. ICMA provides member support; publications, data, and information; peer and results-oriented assistance; and training and professional development to more than 9,000 city, town, and county experts and other individuals throughout the world. Copyright © 2012 by the International City/County Management Association. All rights reserved, including rights of reproduction and use in any form or by any means, including the making of copies by any photographic process, or by any electrical or mechanical device, printed, written, or oral or recording for sound or visual reproduction, or for use in any knowledge or retrieval system or device, unless permission in writing is obtained from the copyright proprietor. CONTENTS 26 The Art of the Interview 1 27 CreatingaSafeEnvironmentforaCourageousConversation 5 28 MyTeamMemberIsaSlacker! 9 29 ForgetWork-LifeBalance...Re-EnergizeatWorkandatHome! 13 30 BuildingaPowerfulNetwork 17 31 PoliticalSavviness 21 32 ThePowerofVulnerability 27 33 MakingtheMoveUpandOut—What’stheFit? 31 34 MakingPresentationsLikeaPro 35 35 LeadershipLessonsfromMyTeenageDaughter 39 36 CreatingaLeadershipPresence 43 37 EngagingEmployeesforSuccess 45 38 YourStaffMeetingsDon'tHaveToBeDreary 49 39 TheCouragetoDotheRightThing 53 40 “WhyCan'tWeJustGetAlong?” 57 41 ThePost-HeroicLeader 63 42 TrustMe! 67 43 MyTeamisOverwhelmed(andsoamI)! 71 44 RookieMistakesofaFirst-TimeDepartmentHead 75 45 CityManagersNeedCoachesToo 79 46 LeadingByLettingGo 85 47 LeadershipMythsDebunked 89 48 HowDoIBenefitfromaCoach? 93 49 BuildingHigh-PerformanceTeams—What’stheMagic? 97 50 Storytelling—APowerfulWaytoLeadandCommunicate 101 26 The Art of the Interview In this issue of Career Compass, Dr. Benest offers his sage advice on being your best in the job interview. I am looking to advance in my local government career and have been applying for mid-manager positions in other local governments in my state. I have seven years of solid experience, I am qualified for the jobs, and I have gotten several interviews based on my resume. However, I have not done well in the initial interviews and therefore have not been called back for any final interviews with the hiring manager. Do you have some suggestions on how I can improve my interview skills? Many professionals do not perform well in an inter- view. Some common mistakes include: 13TIPS • A lack of apparent knowledge about the require- Here are some tips to enhance your interview skills: ments or demands of the position • Talking on and on 1.Practice,practice,practice • Not providing concrete examples Interviewing is like any other skill—you get better with • Nervousness practice. While you do not want to apply for positions • Telling jokes that don’t interest you (wasting your time and the time • Appearing “cold.” of the agency), you do want to get some real-world practice. The more interviews and therefore the more The good news is that you seem to have the practice, the better you will become. appropriate experience, your resume adequately reflects your background, and you have been selected 2.Thepurposeofconductingresearchpriortothe for the initial interviews. Resume writing is an art (see interviewisfour-fold: Career Compass No. 11: Frank’s Rules for Resume Writing) and so is interviewing. • To identify if there is a “fit” between your skills, capabilities, and interests and the specific demands of the position, as well as the culture Originally published on Governing.com July 9, 2012. of the organization. 1 2 The Art of the Interview During the interview, you want to respond to the interview questions in such a way to assert these It is a good idea to develop and keep competitive advantages. At the very end of the inter- view, you may want to summarize by briefly listing updated a list of accomplishments. You what you uniquely offer. can then weave the achievements into your responses to the interview questions. 4.Prepareresponsesfortheclassicquestions During my numerous interviews to become a first-time city manager, I became adept at anticipating some of the classic questions. In advance of the interview, you, • To craft your responses so they correspond to the too, should identify any number of traditional ques- requirements and challenges of the position and tions and prepare bullet point responses. Then practice therefore resonate with the interview panel or the your responses. hiring manage. Some classic interview questions can be found at: • To formulate questions to ask of the hiring author- • http://jobsearch.about.com/od/ ity that will determine if you want the position. interviewquestionsanswers • To demonstrate to the interviewers that you have • http://www.jobinterviewquestions.org. in fact researched the position and the agency, thus Here is my list of traditional questions: indicating that you truly care about the opportunity. • Could you tell us about yourself? To adequately prepare for the interview, you • Could you give us a quick overview of your profes- should research the following: the position, its duties sional experience? and demands; the local government organization; the • Could you describe a particularly difficult personnel person to whom you will report; and the key chal- or discipline situation that you had to address as lenges facing the department, the organization, and a supervisor? the community. The initial source of information is the • Have you led a diverse team? What were the job announcement, which typically includes the “ideal circumstances and results? candidate” profile. • What is your budgeting experience? 3.Identifyyourcompetitiveadvantages • What is your experience in engaging the commu- nity in a difficult or controversial issue? How did To help you prepare, it is a good idea to develop and you go about it? What were the outcomes? keep updated a list of accomplishments. You can then • How would a subordinate or peer describe your weave the achievements into your responses to the leadership or management style? interview questions. However, it is not sufficient to • Could you tell us about a situation in which you simply promote your achievements. You need to also engaged members of another department in solving highlight your competitive advantages. a difficult problem? After you do your research, you should be able to identify what you have to offer the agency, the • Could you give us a specific example of a failure department, and the larger organization. In other and how you dealt with it? What were the lessons words, what are your competitive advantages? Given that you learned? the needs of the agency, you want to select no more • Can you give us a specific example of how you than three advantages. For example, do you offer: have tried to improve your communication and • A wide array of technical or administrative skills or interaction with a difficult supervisor or peer? project experience After an interview or two, you can revise your • A diverse background in public, private and/or own list of key interview questions and fine-tune nonprofit sectors your responses. • Experience in managing different kinds of people 5.Giveconciseresponsesyetfullyrespond • Budget skills In responding to a question, you should not ramble • Ability to build an effective team on and on (a common mistake especially if you are • Learning agility nervous). Give a general response to the question but • Leadership capabilities, even if you do not have also provide one specific example from your experi- formal authority. ence that supports your general response. The specific The Art of the Interview 3 example or experience should showcase how you 10.Getfeedbackfromtheinterviewerorthe produced or helped produce a positive result. executiverecruiter To enhance your performance in future interviews, it 6.Conveyaprofessionalyetfriendlydemeanor is very helpful to get feedback from someone on the You want to portray a professional demeanor yet come interview panel or from either an HR representative or off in a friendly and personable way. A little humor is the executive recruiter who sat in but did not partici- acceptable but stay away from any jokes. pate in the interview. Phrase your request for feed- Your goal is not only to demonstrate your pro- back in the following manner—“So that I can do better fessional knowledge and skills, but to also create in future interviews, could you give me any specific a connection with the interviewers. Try to connect feedback on how I could improve my interview skills or with people by firmly shaking hands (don’t break any better respond to the questions posed by the interview fingers), looking from one person to another as you panel?” Or, “I felt that I rambled on too much. What did answer questions, and smiling as appropriate. Connect- you perceive?” ing on a personal level is even more important when you get a second interview with the hiring manager. 11.Alwaysthankthehiringmanager If you get to meet the hiring manager, always send a 7.Betruthfulandauthentic personal note thanking the person for the opportunity Do not try to be someone you are not. For example, to interview for the position. In this electronic age, if you do not have direct supervisory experience, you a personal hand-written note will help you make an need to acknowledge it when asked. However, you can impression and perhaps be a way to connect in the also provide an example of leading a group over whom future even if you did not get the position. you did not have formal authority or provide a situa- tion in which you exerted a volunteer leadership role in 12.Askafewquestionsyourself your non-work life. Based on your research, you may wish to ask—if time While the focus is on your professional qualifica- permits—one or two selected questions at the end of tions, you want to convey who you are as a person. the interview. Sometimes, the interview panel will ask Let the interview panel get a glimpse of your human you if you have any questions. If there is not an oppor- side. If the questions allow, you can briefly mention to tunity to do so in the first interview, your questions are the panel something about your family or key inter- certainly appropriate in the second or final interview. ests. Sharing some personal information may be more Therefore, take some care in selecting one or two appropriate in a second or final interview. questions in order to demonstrate that you have done your homework. For example, you may ask: 8.Practicewithacoachorcolleague • “The county has a structural deficit of $35 million. To practice your responses and get feedback in order How will budget reductions affect your department to enhance your performance, you may wish to sched- and how do you plan to redesign your services?” ule a mock interview with a coach, colleague or friend • “Some members of the development community who acts as an interviewer. Or you can videotape your seem to have complaints about the development responses and a coach or colleague can critique your review process. How will this position be involved answers as well as general demeanor. in resolving any valid concerns?” • There apparently has been discussion about consol- 9.Debriefimmediatelyaftertheinterview idating Finance and Human Resources into a single Immediately following an interview, you should jot Administrative Services Department. How likely is a down the questions asked and outline how you merger and what are some opportunities posed by responded. Then critique your responses and note per- such a restructuring?” haps a better way to respond or a different example. A Some of these questions may be more appropriate coach or colleague may help you craft a better answer for a second interview. to a troublesome or difficult question. Oftentimes, the same basic questions asked in 13.Createaclosingstatement a different way will be posed to you in a follow-up interview. You want to be ready to respond in the best Always end with a brief closing statement. In the way possible. closing statement, you can underscore your interest in 4 The Art of the Interview the position and why, succinctly identify your competi- this case, starting salary) that must be resolved if you tive advantages, and thank the panel. are to accept any offer. Third, you should indicate that you want to work with the hiring manager (typically NEGOTIATINGANYKEYDEALPOINTS the division head or department director) in order to resolve the issue. Finally, if the hiring manager cannot • If you have any critical issues or deal points, you seem to say “yes” or solve the problem, you may wish should pose them in the final interview (not before). to suggest a “Plan B” that provides another way to Some typical issues may include a minimal start- address your issue. For instance, in this case, you may ing salary; some flexibility in your schedule so you suggest an added week of vacation upon starting the can complete your master's program or attend to position or the opportunity to receive a 5% increase an important family responsibility; or a commitment after you pass your probationary period in six months. from the manager that you can finish a committee or officer assignment with your professional association. PRACTICEMAKESPERFECT Let’s say that you want a minimal starting salary. In asking the hiring manager to help resolve your con- To get selected for my first city manager job, I went cern, you can try the following sequence. First, you through 75 different recruitments. By that time, I should reiterate that you are excited about the posi- could anticipate approximately three-quarters of the tion and energized about the challenges. Second, you questions that any interview panel would ask. And I should state that you need to identify a key issue (in had honed my responses. Practice does make perfect. 27 Creating a Safe Environment for a Courageous Conversation In this issue of Career Compass, Dr. Benest helps us "get to yes!" I am a hard-working and newly promoted project manager in the Public Works Department of a mid-sized city. Things are pretty dreary in the organization—we’ve experienced budget cuts even lay-offs and everybody feels overwhelmed. Like others, I am dealing with quite a number of projects. I would like to enroll in a well-regarded certificate program for project management but of course our Director has gutted the training budget in the department. I’m afraid that my manager would not be sympathetic to my request that she find the training dollars and the time off. To create a safe environment for a difficult conver- However, I think the certificate program would strengthen sation, I would suggest a number of related approaches: my project management skills and energize me. I do not have much of a relationship yet with my manager 1.DEMONSTRATEVALUE and she seems a bit gruff. How do I create a safe First and foremost, you must demonstrate that you environment so I can propose the certificate program are a reliable and productive team member. As staff- without being thrown out of her office? ing has been reduced, those who perform well and can To be successful over time, we often must conduct dif- be counted on to become very valuable commodities. ficult and even courageous conversations with super- Since you are newly promoted, you need to spend the visors or peers. Such a difficult conversation may be next 4-6 months showing everyone, especially your about a colleague not carrying one’s weight, or a con- manager, that you are a key and valuable staff mem- flict with a peer, or the desire to be given more room ber who produces tangible results. Of course, as you to operate by your supervisor. In any case, you need to perform in your assignments and volunteer for new create some “safety” so you can confront the situation. projects, you must ensure that your manager is aware of To have a productive exchange, it needs to be safe for your efforts and the results produced. (See Career Com- you and for the other person. pass No. 17: The Subtle Art of Promoting Your Value.) Over time, you should go out of your way to help the Originally published on the ICMA website September 29, 2012. manager with her priorities and projects and take prob- 5 6 Creating a Safe Environment for a Courageous Conversation lems off her plate. She will be more open to assisting you 5.PREPAREFORTHECONVERSATION as you become helpful to her and more indispensable. Preparing for the conversation makes it easier. In your mind, or on paper, you may wish to: 2.CREATERAPPORT • Identify your goals, which are hopefully aligned with As you interact with your new manager, you can work those of your manager (for example, becoming a to slowly create rapport. To do that, take some time to more productive and effective project manager); get to know who she is and what is important to her. • Acknowledge possible concerns of the manager; Ask questions and listen intently. • State the “facts” (see below); To find out something about your manager’s family • Propose specifically what you want; and non-work- related interests, you can disclose a little bit about your family and/or leisure pursuits and • Be prepared to respond to the concerns raised; see if that encourages your manager to disclose any • Develop a back-up or Plan B proposal. of her interests. Don’t give the third degree. Take cues You may wish to practice the conversation with from her about what she is comfortable in discussing. a trusted colleague or coach or friend, especially in Over time, you can have conversations not just respect to keeping the conversation even-toned and about work but about some non-work topics which responding to any objections. help build rapport and connections. 6.SELECTAGOODTIMEANDASAFEORNEUTRAL 3.UNDERSTANDTHECONCERNSOF LOCATION YOURMANAGER Depending on your manager, it may be helpful to hold As you develop “positive regard” for your manager, you a difficult conversation at the beginning of the day (if will identify her concerns. Even if you do not agree your manager arrives early) or end of the day (if she with her concerns and issues, you must acknowledge stays late). To avoid distractions and create some pri- them because they are “real” to your manager. For vacy, it may also be a good idea to invite your manager instance, your manager may feel that a certificate for a cup of coffee at a nearby café. program may cost too much given that training mon- ies have been stripped from the budget; the training 7.USE“I”LANGUAGE program will take you away from work and there is not To minimize defensiveness from the other party, you coverage; and/or there is simply too much work. should use “I” language: Before you can develop responses to the con- “I believe. . .” cerns, you must identify and acknowledge them. “I feel. . .” As Steven Covey said, “seek to understand before “I hope. . .” being understood.” “I am concerned that. . .” 4.CONFRONTYOURFEARSABOUT 8.FOCUSONTHE“FACTS” THECONVERSATION To help create a safe environment for any difficult con- Many of us do not like confrontations and certainly do versation, you should start the conversation by identi- not like the feeling of being turned down. So we avoid fying some facts or making statements that the other the conversation. party will not generally dispute. For instance, using “I” To minimize the fear, acknowledge it. Your manager language, you could state the following: may say “no.” The manager may say that you must be • “I am a new project manager trying to become a aware of the reduced training budget. She may say better project manager.” that you would be further burdening others. She may • “I know that we have less staffing and demands outright reject your request. Are these the worst con- have not diminished.” sequences that can happen? How likely are the feared consequences? Can you live with any and all of these • “I am committed to the team and to helping produce possibilities? If so, you can proceed. tangible team results even with reduced resources.” Everyone is fearful of something. Courageous • “I would like to improve my project management skills people confront their fears but still take action. in order to enhance my value to the department.”

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writer and physician Orison Swett Marden has said,. “Work, love and play exercise, and proper diet, as well as limiting alcohol and other self-medication. 9. Stand in line for food or drink and connect with the person in front of
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