CHAPTER 1
SECTION ONE: THE START
* Early In, Out Late
It does matter how much time you spend at work and when you come and go.
* Look Good and Smell Good
Your appearance makes an impression, no matter what job you do. Impressions do stick.
* Hardworking
Is there a difference between hardworking, working hard, or working smart?
* From Me to We
Your focus has to and will change.
* Customer Focus
Who is really your primary customer?
* Clear Job Expectations
You need them — understand them and excel at them.
* Mentored
It really helps to have a buddy, one who shows you the way!
* Do It Right the First Time
Being slow and correct beats being fast and wrong.
* Having Fun
Just because it is work, doesn't mean it cannot be fun.
* Write It Down
Remembering is good, forgetting is dangerous. Reduce stress and errors.
This is the only country in the world where today's employee is tomorrow's employer.
— Marco Rubio
The first day, week, and month of an employee's experience carries a lasting impression.
— Scott Weiss
The difference between who you are and who you want to be is the work you put in.
— Author Unknown
EARLY IN, OUT LATE
Some people are always late. Late for meetings, late for work, late for dinner, the movies, etc.
Even with activities that are very important to them, they seem to struggle to be on time. Being late is a serious problem when others rely on you, especially in a work environment.
Then at the end of the day, some workers practically fly out of work at the precise quitting time. Five o'clock comes and they storm out the gate.
Don't dare get in their way, or you'll be run over. There is something wrong with this approach, being late and exiting right on time every day.
Background
There have been many studies done and books written on effective time management. Why are some people always late? What is the root cause of habitual lateness? Those having this problem find the problem often revolves around their identifying actions to be done, setting priorities for those actions, and placing the priorities into sequence. Getting to work on time or early should be simple; you do this first, second, third, etc., etc., and allocate the appropriate amount of time to accomplish each. Stack the time requirements, add some contingency for unseen situations (i.e., heavy traffic) and a little extra time to be early, and the lateness problem should be remedied.
Being early every day is a major plus!
Your boss knows you are here, your co-workers know, and the day gets off to a good planned start.
Most work doesn't get completed on a set schedule. There will be times when it is for the best of the business or your coworkers that you make sure all is done and complete before leaving for the day. That magic five o'clock quitting time should be more of the wrap-up time than the quitting time. Take some time at the end of each day to review anything possibly missing completion for that day, as well as to prepare a list of major items to do for the next day.
Galen (my boss) said, "Watch Billy G. sometime. Watch the way he comes in and leaves. Bill is here every day usually about half an hour early — practically running through the gate to his work area. At the end of the day, he is dragging, walking slowly, and is always beyond normal quitting time. What does that tell you?"
Best Practice
The Billy G. example told me that being early helps everyone in the workplace and leaving later than quitting time shows dedication to the work. How you handle both ends of the workday will be noticed.
LOOK GOOD, SMELL GOOD
Often, there is no real simple answer as to appearance and dress for the new employee. Some companies or organizations have uniforms or dress codes.
Many organizations say just about anything is okay, but not jeans. Others say business casual is expected, but on Fridays they allow casual dress.
Some organizations say nothing. Maybe they expect nothing. Or when the employee gets out of the (undefined) box, the boss will say something to the employee. ("Your uniform is dirty, please get it cleaned and pressed!")
Background
Working in a factory — requires one type of dress Working at a restaurant — requires another Working outdoors — another In an office — another
Some insightful observations:
* I once heard a senior VP say, "Here comes another one of those 'look good, smell good' guys — looks sharp." This was the first impression made, and a very good one. Even without any mention of position or job performance, the new person was recognized in a very positive way.
* In our Mexico operation, it was recognized that the ladies working in the plant always looked like a million bucks (maybe pesos) even though they were working on the assembly line. The job at the plant provided them work, but also a daily social opportunity. They wanted to, and did, look great. The guys also improved their appearance — wonder why?
* You don't know when the boss is going to call you into his office, to maybe meet his boss or a customer. This opportunity could come any day. That opportunity needs to be met by looking sharp.
* At the end of the day, George was tired — clothes were dirty, George was dirty, and he didn't smell so good. This was the nature of his job.
However, at the beginning of the next day, George was ready — clean George, clean clothes, and George smelled good.
* When Ernie came for the job interview, he wore a new suit, white shirt, sharp red tie, and his shoes were shined. He walked in with a smile on his face even though, I knew, he was very nervous. That first impression was exceptional, a very positive impression even before he spoke his very first word.
* Harriet once commented, "She dresses more like a boss every day even though she isn't — yet! All things being equal, she deserves and will get that next promotion."
And she did!
Best Practice
It is generally best to overdress than underdress in your work environment. Looking good and smelling good for your fellow workers, the boss, customers, and yourself helps prepare you for that next opportunity.
HARDWORKING
While the other guy's sleeping, I'm working. While the other guy is eating, I'm working. While the other guy's making love, I mean, I'm making love too, but I am working hard at it!
— Will Smith, (actor, producer, etc. etc.)
As you enter your new job, you will be asked to do things you've never done before. You can't expect to be able to do all of them well or 100 percent correctly. Your boss will understand that and will expect you to learn as you go. This is hard work.
This is part of the normal learning curve for a new employee.
Background
Often there is confusion between hardworking, working hard, and working smart.
* Being hardworking means you are focused, diligent, industrious, and you always put a lot of effort and care into your work. Your effort is directed to the completion of a task that you want to accomplish in order to meet your objective.
* Working hard often means doing a task that requires a lot or too much effort. The task is often described as backbreaking, laborious, unpleasant, hard, or tedious. Working hard often provides an opportunity for job improvement.
* Working smart is the result of using the best tools, technology, processes, and procedures that simplify the task and reduce the number of hours or physical energy required to complete that task.
You, as a new worker, will experience and travel through working hard, being hardworking, and working smart. Ultimately, through kaizen, working hard can diminish, allowing more time for being hardworking and working smart.
(Kaizen is a Japanese term, foundational to the Toyota production system, that means gradual unending improvement, doing little things better, setting — and achieving — ever-higher standards.)
Some Quotes of Note
* "Hard work beats talent when talent doesn't work hard." (Author Unknown)
* "What separates the talented individual from the successful one is a lot of hard work." (Stephen King)
* "I'm a great believer in luck, and I find the harder I work, the more I have of it." (Thomas Jefferson)
* "Nothing worth having comes easy." (Teddy Roosevelt)
* "All roads that lead to success have to pass through hard work boulevard at some point." (Eric Thomas)
* "Good things come to those who work their asses off and never give up." (Author Unknown)
Best Practice
The boss will understand that you will have to work hard as you learn the job. However, he will watch to see how you progress at working smart while showing him you're a hard worker.
Hardworking employees are recognized and rewarded.
FROM ME TO WE
Questions
* I am going to have to do what? You have to be kidding.
* I am so new and I won't know what to say.
* What if I screw up and embarrass myself?
* I know I am the new member of the team, but why do I have to present for the entire team?
* Can't someone else with more experience do it?
* How will I know what to say, or worse, if someone asks me a question, what if I can't answer it?
Background
Most of us have belonged to a team, club, band, or some form of working-together group. In most cases, we volunteered to be on these groups because we wanted to participate and contribute in some way. We wanted to, so we did.
Now that you are entering the workforce, you will quickly see that wherever you work, you'll be pulled into a group or team where you will be expected to participate and contribute as a team member. The reason teams are so prevalent is that results obtained by teams are generally superior to results obtained by the individual. What I've seen is that teams will outperform individuals when ...
1. the task is complex,
2. creativity is needed,
3. the path forward isn't clear,
4. more efficient use of resources is required,
5. fast learning is necessary,
6. high commitment is desirable,
7. cooperation is essential to implementation,
8. members have a stake in the outcome,
9. the task or process involved is cross-functional, and
10. no individual has sufficient knowledge to solve the problem.
A team is a group of people working together to achieve a common purpose for which they hold themselves mutually accountable. Team members sacrifice their individual objectives and goals to the betterment of the team's or group's objectives and goals. The transformation is from me to we!
In the above first paragraph, you can readily see, that to the new team member, it is I, I, and I. "What if I, how can I, how will I ...?"
That is normal and expected. Especially as you start a new career, you want to do well, and being part of a team is part of the job, not the entire one.
Example, if you work in production, you have a functional responsibility to the production department. Your day-to-day job is focused on production. However, if there are quality problems in production, you will start to interface with quality, engineering, and maybe purchasing departments, to help work together to solve those quality problems. Working with this team and establishing what the team (we) can do to solve the problem subordinates the functional area (production) to the benefit of the team, in this case, to the business team.
Best Practice
Being part of a team is inevitable. Participating and contributing to that team will be expected. You're shifting from thinking and acting from a me to thinking and acting from a we is what teams are all about. We generate the best results.
Answers to the First Paragraph
Don't worry, we will all help you. We'll all help create your presentation, and we'll be there when you present. If someone asks a question you can't answer, one of us, we on the team, will answer for you. Don't worry, you won't screw up; we won't let you! Notice all the we's!
CUSTOMER FOCUS
As you start that new job, new career, you will find you have many customers. Who are they? What will they want? Are their expectations reasonable? Will you get to meet your customers? How will you satisfy those customers or, as others say delight the customer?
You will find, generally, there are two types of customers, direct and indirect.
Direct customers are those that you provide a product or service to and you have daily interaction with. You know what they need and want, and part of your job is to meet their expectations — daily, weekly, and monthly. Most of these customers are your coworkers, your bosses, and others.
Indirect customers are those who you may seldom meet or have direct interaction with. As an example, if you work at an IT company, you may seldom speak to an end user specifically about the finished product you helped produce.1
Background
Your first, direct, and primary customer is your boss! This is the person with whom you need to establish clear job expectations, make sure you know how the boss will evaluate your performance against job expectations, and how you can strive to meet or beat those expectations.
The boss is in the position of trying to get multiple tasks done. Usually he (or she) has a number of workers assigned to him. Because of this scope of responsibility and authority, the boss will rely on his people to do their jobs.
Don't ever hesitate to ask questions — about the assignments, timing, and how to do the work. The boss expects this! When you fully understand your job expectations, the boss will feel more comfortable about your ability, your ability to meet those expectations.
The boss will rely on you to be there, be on time, and get your work assignments done.
If you cannot meet some of the job expectations, let the boss know, and know in advance when the deadlines are. Surprises are not good and should be kept to a minimum, especially when your performance may affect someone else's in the flow of services or products you produce. Others will rely on you, and if your performance can affect theirs, you must let them know and work with them to resolve the issues. You are now part of the production flow, an important part. You don't want to be let down, and neither will your coworkers!
Best Practice
You will have many customers. Your primary customer is your boss! Work closely with him, make sure you understand his expectations of you, and strive to meet or exceed those expectations.
CLEAR JOB EXPECTATIONS
How do you know when your job, task, assignment is complete? Have you done all that is expected of you? If all isn't done and you walk away, someone could be disappointed (90 percent complete isn't okay or acceptable).
Background
Everyone likes to get the job done, out of the way, finished. It feels good to complete something and then move on to something else that is more fun, more challenging, or as many graduates say, move on to something more creative.
Understanding what the task expectation is, is critical. Don't take anything for granted, and do go to your boss and say, "Please explain that to me again so I have it. I want to know what the expected finished product is."
You may get answers like this from your boss:
* You'll know when you're done.
* If you don't know by now, maybe you just don't get it.
* See me later, I'm busy.
* Talk to Mary — she'll show you what to do.
* Just do a quality job and you'll be okay. I'll let you know if it's wrong.
* Read the instructions, and if you have questions, see me.
* Just do it like the others do it.
