Be a Most Valuable Employee

By JUDIT PRICE
Berke & Price Associates

Two weeks ago, I noted that each of us, is an independent contractor, responsible for managing our own career. We must take charge, develop our own job finding skills and move forward with courage and confidence.

But that's not the end of the story. It's only the beginning.

When we start a new job, keeping that job is the next difficult step in the career process. That was once easy. The fact is the old philosophy of "do your job and stay out of trouble" isn't enough in these challenging times.

Companies appear to be in a permanent mode of "downsizing", "rightsizing", "cost cutting" or whatever term translates into a smaller workforce. Economic conditions, competition and a host of forces out of our control have created a situation where we not only are competing for new jobs, but once we have them we are competing with our co-workers.

When we work for a firm with many employees it is important to remember that there is a competitive element. Successful firms want a measure of competition and at the same time foster a collegial atmosphere. They deal harshly with those whose performance or temperament doesn't meet organization expectations.

As a result, each employee has to deliver both a strong measure of conformance and team spirit, yet maintain an individuality that enables managers to recognize those special qualities that set you apart.

So how do you do that? The first thing to remember is every aspect of your job must be positive and constructive. Attitude is everything! Nobody likes a negative person but even more importantly when things are not going well (a customer complaint, a shipment fails to arrive, a machine breaks down) focusing on the solution in an upbeat and helpful manner, rather than on the problem, will generate respect.

So, armed with all the best intentions what else do you do? I am going to list a few of the key assets that help identify you as a quality employee, and except for the first item, these do not represent any type of priority.

• The first one is the most important: Maintain that positive attitude. Familiarize yourself with the company and its goals and philosophy. Understand how the firm operates and look for opportunities to suggest how working with other departments can make your department more effective. Demonstrate how you can solve problems, cut costs and increase revenue. And do all that with a smiling face and positive attitude. Otherwise always keep it in mind that you are contributing to the bottom line, just as every employee contributes. Don't look for the grand strategy, but use your understanding to look for small incremental ways to make your department be
• Make sure you understand what is expected of you. Every good manager looks to employees for ideas, creativity, and extra effort. But this has to be done within the context of the supervisors expectations, not yours. Periodic meetings with your supervisor to get any "course adjustments" are helpful. Employees too often write their own job description not realizing they are failing to deliver on important goals. Consequently, build on a clear set of expectations. Exceed those expectation. Don't try to change them. On the other hand your ideas, creativity and extra effort are genuinely appreciated. Your skills and versatility could significantly increase your value. And that's important, especially these days.
• Respond quickly and efficiently to assignments. Procrastination can infuriate a supervisor. If they have to chase you and get frequent updates, and nag you for progress, that's bad. But, do the job, do it well, and do it quickly. That's good.
• Finally, it is very important to take the long view and invest in yourself as a long term employee. Assume you will be in the organization for years and plan that way. That means participating in activities, taking advantage of in-house training opportunities and even taking courses outside of work that help enhance your knowledge and skills.

For further Information email: Judit Price or call: 978-256-0482