Category Archives: Professional Development

Changing the World 140 Characters at a Time

By Dr. Laura Hills, President, Blue Pencil Institute, www.bluepencilinstitute.com

Today marks two years for me on Twitter – my Twitter-versary, if you will. As I contemplate the relationships I’ve formed, the good ideas I’ve gleaned, and the huge amount of personal and professional development material I’ve written for my Twitter followers, I find myself sincerely grateful to the Twitterverse.

I have 5,000 followers. That’s astounding. And these are real, living, breathing people from all over the world. I see my messages favorited and retweeted all the time. People interact with me daily. And since I began my Twitter career, I’ve received loads of positive feedback from followers who tell me that I am making a difference. For instance, take a look at what just a few have had to say:

“Your message is always powerful and convincing. Thank you so much!! I wish I could have audio Twitter to listen to your voice. Your wealth of information and ideas are inspiring too! Our company needs someone like you to empower women.” – Mana, Japan

“Love your tweets. Thanks for the inspiration. They always seem to come at the right time for me, too.” – Michelle, Ohio

“Powerful tips, I must tell you. You’re nurturing the seed of leadership in me. When you write, I’m fed.” – Samuel, Nigeria

“You have helped me a great deal without even knowing it. I am a new supervisor and your words are like little daily gems.” – Flo, New York City

“You have no idea how much your tweets have helped me.” — Roger, Mexico

This is just the tip of the iceberg. In all, more than 100 of my followers have reached out to me in this way – unsolicited – just to tell me how much they appreciate what I’m doing. I’ve treasured each of these comments, so much so that I’ve created a Pinterest board to showcase them: http://pinterest.com/drlaurahills/high-praise-for-my-tweets/

When I began tweeting two years ago, I had selfish reasons. I wanted to promote Blue Pencil Institute. But Twitter has turned into something much more than that for me. Little did I know then that I would find a virtual, global classroom in which I could teach and make a difference in the world every day.

Being Excellent in the Age of Mediocrity

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By Dr. Laura Hills, President, Blue Pencil Institute, www.bluepencilinstitute.com

Excellence – it’s what we admire in others and what we strive for every day. But what does it mean to be excellent? Are we excellent because we achieve excellent results? Does how we achieve those results matter? Do excellent efforts and intentions make us excellent, regardless of the outcome? Must we strive for excellence in everything we do? Can we justify being excellent in some areas of our work and our lives and not in others?

If you’ve already achieved a high level of excellence, you may be further concerned about whether and how you can sustain your excellence day after day, year after year, or even, decade after decade. You may wonder how you can prevent that all too common “whatever” or “good enough” attitude that creeps into place when we fall prey to inertia, boredom, arrogance, and complacency. How do we remain excellent when it seems that no one notices or cares what we do, when we are surrounded by others who don’t share our value of excellence, when we are operating in a time that others have dubbed the “age of mediocrity”?

Excellence is a hungry mouth. It clamors for constant feeding. And it can vanish in an instant. That means that we must be vigilant about our excellence. It’s not enough to have been excellent at one time. We can’t rest on those laurels. We’re only as excellent as we are right now, in this moment, in these circumstances. Consider Colin Powell, who says, “If you are going to achieve excellence in big things, you develop the habit in little matters. Excellence is not an exception; it’s a prevailing attitude.” That sounds a lot to me like Aristotle, who is attributed as having said, “We are what we repeatedly do. Excellence, therefore, is not an act, but a habit.”

What I’ve learned working with career professionals for more than 30 years is that the best way to become and remain excellent is to develop excellence as a habit. Excellence, therefore, must become not only what we think or what we want to be, but who we are. That means three things: that excellence in small things does indeed matter, that we must surround ourselves with individuals who can support our excellence, and most of all, that we must repeat excellence again and again and again — until excellence becomes engrained in us.

Is Your Attire Hurting Your Career?

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By Dr. Laura Hills, President, Blue Pencil Institute (www.bluepencilinstitute.com)

Here are five signs that what you wear to work may be hurting your career:

Your boss has told you explicitly that you need to wear more professional attire.
Someone in your office feels compelled to remind you to “dress nicely” for important meetings and special events.
A coworker with equal or lesser skills but a nicer wardrobe was promoted over you.
On those odd days when you do take a little extra time with your professional attire, your coworkers want to know if you’re going on a job interview or if something else is happening to you.
You keep asking to be considered for a more visible role in your organization but you are not offered those opportunities.

Does any of this sound familiar? If so, your attire may be having a negative effect on your career. Whether you like it or not, you may have to make some wardrobe changes in order to achieve your career goals.

Tip: Notice what the most successful people in your organization wear to work and emulate them. Dress for the job or level of position you want, not the one you have now.

What to Do If You’re Bad with Names

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By Dr. Laura Hills, President, Blue Pencil Institute, www.bluepencilinstitute.com

Do you have trouble remembering people’s names? If so, I hope you don’t tell people that you’re “terrible with names”. No one likes to hear that. And some people will be offended by such a remark, assuming that you’re self-absorbed and don’t care much about others.

I also hope that you don’t tell yourself that remembering people’s names is beyond your control, that it’s your lot in life to be bad at it, or that it’s just the way you are. Unless you’re physically, psychologically, or emotionally unable to remember names, that’s a bunch of hooey.

The best thing you can do if you think you’re bad at remembering names is to get rid of that notion and get better at it. Here’s how:

1. Focus. Pay close attention when you’re introduced to someone new or when you greet him or her for the first time. If you don’t hear the person’s name clearly, say so right away and ask to have it repeated. Repeat it yourself if the pronunciation is difficult and ask the person to let you know if you’re saying it properly, even if it takes several go-rounds.

TIp: Get the name right, no matter what. You can’t remember what you don’t know.

2. Be more observant. Concentrate during the introduction and don’t allow your mind to wander. Observe the person carefully. Get a distinct impression of him or her. Try to discover outstanding physical or other distinguishing characteristics of the person, especially of his or her face. For example, note whether the person is tall, short, overweight, thin, the length and color of his or her hair, the shape of his or her face, complexion, etc.

3. Repeat the person’s name silently to yourself several times. Also say the person’s name out loud at least once when you meet him or her. For example, “It is so nice to meet you, Mr. Gonzalez.

4. Associate. If possible, associate the person’s name with a rhyme, song, or some other mnemonic device. For example, my last name is Hills. It would be easy for you to remember that if you associate my name with Beverly Hills.

5. Write the person’s name within 24 hours of meeting him or her. The end of each day is a great time to do this. Look at the written name and recall the person’s face and distinguishing characteristics.

Tip: When meeting someone at a seminar or other program where name tags are worn, make a conscious effort to say the person’s name and read his or her name tag at the same time. That way, you’ll both visualize and verbalize the name.

Lifelong Learning — In the Bathroom?

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I’ve never been what you would call low maintenance. It takes me about a half-hour or so at the bathroom vanity every morning to turn the head that I wake up with into the head that the world sees every day. To my credit, I think that’s darned impressive when you consider the gazillion steps and products that I go through to transform myself into the person most of the world has come to know.

Recently, a friend gave me some CDs to listen to with interesting interviews on them with great people like Seth Godin, Brian Tracy, and John Maxwell. I was excited to have them but wondered at first when I would have time to listen to them. I don’t drive long distances on a typical day (a good thing, I think), so listening to them in my car wasn’t a good option. Of course, I thought about just sitting down and listening to them, but I couldn’t figure out when I would do that.

The next day, I mulled this over while washing, toning, and moisturizing my face and it hit me; what if I listened to them while I was getting ready in the morning? I’ve listened to music in the bathroom and in fact have both an iHome and a CD player in there for just that purpose. But it never occurred to me that I could listen to an educational or inspiring audio program in there before.

I popped the first CD into my old player and within five minutes I was hooked. I’ve been listening to these programs for a week now and have to admit that I actually look forward to going into the bathroom and listening to them every morning. I’ve already learned so many good ideas and gained tremendous inspiration from these programs. But what I love most of all is that I’ve turned my necessary morning routine into something that’s good not only for my outsides, but for my insides, too. What a great start to my day!

Now, I’m craving more good audio programs that I can listen to each day – ones that will help me stretch and grow as a person and in my career. Readers – do you have any good ones to suggest to me? I welcome your recommendations. – Dr. Laura Hills, Blue Pencil Institute, www.bluepencilinstitute.com

Debunking Time Management Myths: 12 Popular Misconceptions

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By Dr. Laura Hills, President, Blue Pencil Institute, www.bluepencilinstitute.com

Below are 12 popular misconceptions about time management. Do you believe any of them to be true?

There’s plenty of time. I can do that later.
There’s too much to do. It can’t be done.
He/she has more time than I have.
I’m busy right now so I can let that slide.
I’m the only one who can do it.
I can get more done in more time when I wisely use caffeine, sugar, alcohol, or nicotine.
I should have no limits
It’ll be quicker if I just do it myself.
The longer I work, the more I will get done.
Multi-tasking will save time.
Breaks? That’s a waste of time. I don’t need them.
I have no control over the way I spend my time.

Hanging onto misconceptions about our time such as these will ultimately create stress and interfere with our productivity. Talk with your colleagues, partner, or coach to see how these misconceptions are untrue and to figure out better, healthier, and more effective ways to think about managing your time.

Do You Have a Collaborative Work Style? Take Our Quiz

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By Dr. Laura Hills, President, Blue Pencil Institute, www.bluepencilinstitute.com

Answer True (T) or False (F) for each statement below to evaluate whether you have collaborative attitudes, work style, and working preferences.

__ 1. I tend to knuckle under to group pressure easily.

__ 2. I produce my best results when I work on my own.

__ 3. My job would be so much easier if I didn’t have to depend upon others to do it.

__ 4. People will almost always let you down.

__ 5. I don’t care about my job that much; I just want to be told what to do.

__ 6. Too many cooks spoil the broth.

__ 7. I know what’s best and don’t see the value of hearing others’ opinions.

__ 8. I can’t stand some of the people I work with.

__ 9. When someone talks, I compose my answer before he or she finishes speaking.

__ 10. I’m just trying to get by here.

__ 11. It’s a “dog eat dog” world.

__ 12. I believe the best way to respond when you disagree is to bite your tongue.

__ 13. Meetings are a waste of time.

__ 14. No great work of art was ever created by collaborating.

__ 15. I always seem to end up pulling more than my weight on a group project.

__ 16. I run the other way from conflict.

__ 17. I hated being put on group projects in school.

__ 18. When someone challenges my ideas, I clam up.

__ 19. It’s all about me.

__ 20. It I want the job done right, I do it myself.

Count the number of False (F) responses and give yourself five points for each. Then see how likely you are to succeed when collaborating with others.

YOUR SCORE:

95-100: Thriver: You are a collaborative superstar. You generally trust others and embrace the opportunity to work collaboratively with them. You are likely to excel in collaborative environments.

80-90: Team Player: You have many attitudes and preferences that position you well to succeed when working collaboratively. You will probably function well on a team. However, you do have some beliefs that may interfere with your ability to get the most out of collaborative opportunities. Continue to open yourself to new ideas and ways of thinking, especially as they relate to your working with others.

65-75: Doubter: You hold some beliefs and values that suggest that you don’t always see the value in collaborative work. Perhaps you’ve been burned in the past. Or perhaps collaboration doesn’t come naturally or easily to you. Spend some time thinking about what you can gain personally and professionally from the opportunity to work collaboratively with others. Continue to refine your thinking, especially it relates to your working collaboratively.

60 and Below: Loner: You probably find collaborative work difficult. Perhaps you don’t see the value in collaboration, or perhaps you feel that you’re not well suited to collaborative work. Chances are that you more naturally gravitate toward work opportunities that allow you to work and shine independently. That’s OK. However, if you’d like to excel in collaborative work, you will need to change many of your attitudes. Continue to learn more about collaboration, how it can benefit you personally and professionally, and what you need to think and do to be an effective collaborator.

Ask Dr. Hills: How to Deal with Meeting Participants Who Plug In to Plug Out

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Dear Dr. Hills: Meeting facilitation is a large part of my job. I’m always struggling with folks being preoccupied and not being focused on the meeting at hand. They’re often looking at their email and other items on their laptop vs. paying attention to the meeting. I understand that everyone is busy. But sometimes it can be frustrating as I’m trying to get things accomplished during these meetings.

How do I address this? These are folks who absolutely understand meeting etiquette and often times facilitate meetings themselves. My issue is that I have to lead by influence as I have no direct reporting relationship with this people. I’ve tried giving them roles in the meeting when applicable and I’ve tried engaging them and asking them questions. Do you have any other suggestions? – Feeling Frustrated

Dear Feeling Frustrated: You’re describing a common yet difficult problem. We didn’t always have so many electronic escape hatches. But there have always been problems with people not paying attention at meetings and classes. I remember my sociology professor ejecting one of my undergraduate classmates from a large lecture hall back in the 70s because he was reading the newspaper instead of paying attention to the lecture. Today’s electronic devices just amplify things by giving people easier and more ways to disconnect from what’s going on in front of them.

I appreciate that you have no direct reporting relationship with the people who are attending your meetings. That makes it an even tougher challenge for you. I like the strategies you’re using of engaging participants by giving them tasks to do and asking them questions. I encourage you to do as much as you can to make the meetings as productive and engaging as possible.

However, realistically, that may not do the trick. There seems to be a white elephant in your meeting room and I believe that you may need to say so. I’ve found it helpful when things like this happen to be transparent, to call a spade a spade, to say what I’m seeing, and to say how it’s making me feel. Would you feel comfortable addressing the issue squarely with your meeting participants?

If the problem is with one or two people, you can address this with them privately. But if the problem is pervasive, you might tell your meeting participants as a whole what you’ve observed. A good way to broach this is simply to say, “I noticed….” You could stop there and see what they say. Ex: “I noticed today that several of you were engaged in activities on your laptop during our meeting.” Then pause. That’s sometimes all it takes to change the behavior. Often, people will realize that they’ve done something that they shouldn’t be doing. Some may actually apologize.

Or, they may try to defend their behavior. They may say something to the effect that they can’t help it because they’re so busy, or that the meeting isn’t a productive use of their time. If they say that, then that’s something you can then talk about. However, if they say nothing, you can go on to say that their practice of multitasking during your meeting makes you feel that they’re disengaged, uninterested, or otherwise unavailable to take part in the meeting you’ve planned. Don’t use emotionally-charged or judgmental words; don’t say they’re being rude or insensitive or that they should know better. Better: “When I see you engaging in tasks on your laptop during our meeting, I feel _____ because ______.” That’s not accusatory or disrespectful. No one can argue about what you’re entitled to feel.

This direct approach takes some courage. But I predict that if you don’t do something different that the behavior will continue or worsen. Electronic communication has brought us all closer together but has also enabled people to disengage from situations they don’t like. Some people use their electronic devices for escape. Some are afraid that they may miss something. And in some cases, other people may expect them to be on an electronic leash, available all the time. I believe our culture suffers when we can’t focus on deep learning and building trusting relationships. Don’t give up. Keep working on this. I think that with a direct approach that you can change the behavior without whining, begging, bullying, or belittling. – Dr. Laura Hills, Blue Pencil Institute, www.bluepencilinstitute.com

Practical Guidelines for Communicating Ethically at Work

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by Dr. Laura Hills, President, Blue Pencil Institute (www.bluepencilinstitute.com)

Practicing ethical communication at work isn’t always the easiest way to live. Often, you’ll find it easier to say nothing rather than to tell the truth. However, ethical communication means being truthful and upfront and saying what needs to be said, even when that’s difficult. Fabricating false information is clearly unethical, but so, too, is exaggerating or omitting important information that others need to know.

Ethical communication expresses care and respect for others. Everyone in your workplace deserves to be respected, regardless of the individual’s job, socioeconomic status, gender, race, age, or other characteristics. Communicate with others in ways that demonstrate that respect. And, don’t tolerate communication from others that degrades individuals and humanity through the expression of intolerance and hatred.

Career professionals who practice ethical communication also support others as they share information, opinions, and feelings. Be a person who supports diversity of perspective and freedom of expression in your workplace. Believe wholeheartedly that unethical communication threatens the well-being of others and the integrity of all communication in your workplace. Be a thoughtful listener and keep an open mind to those around you.

Badmouthing your employer or colleagues is unethical communication. Even after work hours, you need to be very careful about what you say about your employer and to whom. Avoid negative communication about your workplace in a public place where your conversation may be overheard. The most ethical behavior is to keep your thoughts to yourself or to address important matters directly with the individuals involved, at appropriate times, in an appropriate place, and in appropriate ways.

Finally, a career professional who communicates ethically maintains confidentiality. Once you’ve agreed to work in your profession or your place of business, you’ve also agreed to abide by certain policies and procedures for maintaining confidentiality. Breaching these rules, except with prior and appropriate permission and under very special circumstances, is unethical communication and carries with it severe consequences. You have an ethical duty not only to keep things confidential by not sharing them wrongfully, but also, to safeguard confidentiality by making sure you’re not overheard and by keeping documents from wandering eyes. Be careful when handling confidential documents or computer files to ensure that others without need don’t have access to the information. Close doors, keep your voice low, and do whatever else you must do to ensure confidentiality.

What’s That You Say? Seven Tips for Active Listening

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By Dr. Laura Hills, President, Blue Pencil Institute, www.bluepencilinstitute.com

Most career professionals engage in conversation throughout much if not all of the day. Read the suggestions below for listening actively in conversation and then try to implement them when you converse with clients and colleagues later today or the next day you come to work. You may be surprised by the effort active listening requires, as well as by the positive results you achieve by listening actively.

1. Don’t listen only to yourself. Conversation is a way for two or more people to give and take ideas. It is not an opportunity to express your views without listening actively to others.

2. Listen carefully to questions you’re asked so you’re sure that you understand them completely before you give your answers. Ask the interrogator to rephrase or explain a question if you have any doubts about its meaning. Or, say this before you give your answer: “Let me see if I understand your question. You want to know (rephrase it).” Then let the other person agree or disagree with your interpretation of the question before you begin your answer.

3. Don’t engage in side conversation or other activities while someone you should be listening to is talking. Don’t multitask. Focus on listening.

4. Make it apparent that you are listening by facing the speaker and looking engaged. Don’t let your eyes or your attention wander. Force yourself to listen, even when it is difficult to do so.

5. Keep your mind open and flexible. However, continue to be critical of what the other person is saying. Don’t accept blindly whatever your speaking partner suggests. Look for the information that is missing from his or her argument, and also be alert to assumptions and opinions.

6. Look for hidden meanings. People may try to conceal their true thoughts from you. If you feel that someone is keeping the truth from you, ask, “Oh?” or “What do you mean?” in an even, non-threatening tone. Examples of clients’ comments that may have hidden meanings: “That’s pretty expensive,” “I’m a terrible client,” “Following your advice/meeting your deadline is going to be pretty tough,” and “I’ve always been lazy/mistrustful/cheap”. Don’t assume you know what the client means when they say such things to you. Ask for clarification.

7. Ask the speaker to repeat anything you miss or that confuses you. Do this even if the person who is speaking is difficult to understand due to an accent, speech mannerism, or speech impediment. Also, ask the speaker to repeat himself or herself when background noise is interfering with your listening or if the speaker mutters or leaves out important information. Be polite when you ask for a repetition. Smile appropriately. Be very clear that you either could not hear the speaker or understand him or her. Let the speaker know that you “get it” after the repetition, either verbally or with a head nod.