First job survival guide by diane c decker

FIRST-JOB Survival Guide How to Thrive and Advance in Your New Career First Day on the Job? AN ALARMING PERCENTAGE OF NEW GRADUATES DO NOT HAVE THE NECESSARY BUSINESS KNOWLEDGE AND SKILLS TO SUCCEED IN A PROFESSIONAL CAREER AS A RESULT, MANY FIRST-TIME EMPLOYEES ARE MAKING SIMPLE MISTAKES THAT LEAD TO A BAD START—OR WORSE—TO JOB TERMINATION Don’t Make This Mistake! As Sam was showing a new employee around the department, a company vice president walked by and asked Sam to introduce them Sam stammered and completely bungled the introduction This could have been an opportunity for Sam to make a favorable impression on upper management; instead, it did just the opposite Learn the Secrets to Get Started and Get Ahead! ✱ ✱ ✱ ✱ Build your confidence Polish your image Prepare for your first day and beyond Be a top performer and move up the ladder faster You will learn business writing basics, etiquette, how to be an effective team player, dealing with difficult co-workers, and much more First-Job Survival Guide is the first step toward job survival and success ABOUT THE AUTHORS $12.95 Higher in Canada 8902 Otis Avenue Indianapolis, IN 46216-1033 1-800-648-JIST Fax 1-800-JIST-FAX www.jist.com Survival Guide How to Thrive and Advance in Your New Career A TEAM OF CAREER, MANAGEMENT, AND IMAGE EXPERTS GIVES NEW GRADUATES THEIR BEST ADVICE FOR GETTING ALONG AND GETTING AHEAD AT WORK: ✱ ✱ ✱ ✱ ✱ ✱ ✱ ✱ Make a professional impression Communicate effectively Navigate business etiquette Deal with difficult co-workers Work well as part of a team Get along with your boss Manage conflict Influence others to help achieve your goals Maximize your results Decker, Hoevemeyer, and Rowe-Dimas As the founder of Quality Transitions, Diane C Decker has extensive experience coaching people to improve their effectiveness Victoria A Hoevemeyer has more than 20 years of organizational development and management/leadership development experience as both an internal and external consultant Marianne Rowe-Dimas has more than 20 years of management experience in marketing, sales, and customer service and currently owns and manages The Image Factor, an image consulting and business training firm FIRST-JOB ✱ How to Thrive and Advance in Your New Career Filled with practical guidance, First-Job Survival Guide uses a reader-friendly style for recent high school and college graduates who are new to the workforce Through real stories, checklists, self-tests, and chapter summaries, this book helps you FIRST-JOB Survival Guide Careers Diane C Decker, Victoria A Hoevemeyer, and Marianne Rowe-Dimas frontmatter_1st.qxp 9/8/2005 2:07 PM Page i DIANE C DECKER, VICTORIA A HOEVEMEYER, and MARIANNE ROWE-DIMAS frontmatter_1st.qxp 9/8/2005 2:07 PM Page ii First-Job Survival Guide © 2006 by Diane C Decker, Victoria A Hoevemeyer, and Marianne Rowe-Dimas Published by JIST Works, an imprint of JIST Publishing, Inc 8902 Otis Avenue Indianapolis, IN 46216-1033 Phone: 1-800-648-JIST Fax: 1-800-JIST-FAX E-mail: info@jist.com Visit our Web site at www.jist.com for information on JIST, free job search tips, book chapters, and ordering instructions for our many products! For free information on 14,000 job titles, visit www.careeroink.com Quantity discounts are available for JIST books Please call our Sales Department at 1-800-648-5478 for a free catalog and more information Acquisitions and Development Editor: Lori Cates Hand Interior Designer: designLab Page Layout: Carolyn J Newland Proofreaders: Linda Seifert, Jeanne Clark Indexer: Kelly D Henthorne Printed in the United States of America 10 09 08 07 06 05 Library of Congress Cataloging-in-Publication Data Decker, Diane C First-job survival guide : how to thrive and advance in your new career / Diane C Decker, Victoria A Hoevemeyer, and Marianne Rowe-Dimas p cm Includes index ISBN 1-59357-253-0 (alk paper) Youth—Employment—United States—Case studies Vocational guidance—United States—Case studies I Hoevemeyer, Victoria A II Rowe-Dimas, Marianne, 1949- III Title HD6273.D43 2006 650.1—dc22 2005024684 All rights reserved No part of this book may be reproduced in any form or by any means, or stored in a database or retrieval system, without prior written permission of the publisher except in the case of brief quotations embodied in articles or reviews Making copies of any part of this book for any purpose other than your own personal use is a violation of United States copyright laws For permission requests, please contact the Copyright Clearance Center at www.copyright.com or (978) 750-8400 We have been careful to provide accurate information in this book, but it is possible that errors and omissions have been introduced Please consider this in making any career plans or other important decisions Trust your own judgment above all else and in all things Trademarks: All brand names and product names used in this book are trade names, service marks, trademarks, or registered trademarks of their respective owners ISBN 1-59357-253-0 frontmatter_1st.qxp 9/8/2005 2:07 PM Page iii About This Book You’re about to graduate and you’re preparing to start your first “real” job Or maybe you’re already out there working and you’re finding the adjustment to be a little more difficult than you expected No fear—your survival guide is here! First-Job Survival Guide is a unique, easy-to-read, reference guide that will give recent high school or college graduates who are new—or relatively new—to the workforce the practical, usable guidance and advice they need to thrive in the world of work You’ll learn from real stories, checklists, and self-tests based on the authors’ extensive experience coaching people just like you to succeed on the job If you’re starting your new job tomorrow, jump right into the Introduction, which gives helpful tips and pointers to make the day a great start to a long and satisfying career Then you can read more about presenting a polished image at work (personally, in writing, and on the phone), business etiquette, dealing with difficult co-workers, developing a positive relationship with your boss, working well as part of a team, managing conflict, influencing others, and maximizing your results at work We wish you the best of luck in your new career! iii frontmatter_1st.qxp 9/8/2005 2:07 PM Page iv Dedications For my mother, Bettie Decker —Diane Decker In memory of my brother, Jeff —Victoria Hoevemeyer To my twin sister, Madonna, without whose inspiration, encouragement, and support my contribution to this book would not have been possible —Marianne Rowe-Dimas Acknowledgments From Diane: I want to thank the following people for their generous contributions during the writing of this book To Angie Massani and Kai Murray for offering experiences of new graduates in their first jobs To Lori Cates Hand for her creative and positive approach to editing To my co-authors, Marianne and Vicki, for collaboratively transforming breakfast conversations into this finished product To my daughter, Kate, and son, Bret, for sharing their insights To my husband, Jim, for patiently listening and helping me clarify my thoughts From Victoria: Special thanks go to Mike Alagna for our many discussions, one of which led to the idea for this book From Marianne: Thanks first to my husband, Ken, for always believing in me and supporting me in all my endeavors Thanks also to Nicole Dimas for her comments and perceptions as a member of our target audience I am grateful to the human resource and training professionals who have shared with me the traits they consider desirable but often missing in newly hired graduates I also appreciate the observations given me by the people in my communications classes and business training sessions Your insights have been most valuable Finally, I am forever indebted to my sister, Madonna, for her invaluable input and editorial expertise I also appreciate the great deal of time she spent reading and editing and reading again frontmatter_1st.qxp 9/8/2005 2:07 PM Page v CONTENTS Introduction: Surviving Your Very First Day on the Job Part 1: It’s All About Image Chapter 1: Your Professional Image Making Good First Impressions How You Look Business-Casual Attire Grooming Body Language How You Sound Pitch Intonation Rate of Speech Volume What You Say Having a Good Vocabulary Tempering Disagreement Speaking Up What Not to Say Conclusion: Image Matters Chapter 2: Business Writing Basics The Five S’s of Good Business Writing Simple Suitable Sound Sufficient Succinct E-mail Writing Conclusion: Good Writing Is an Essential Work Skill Answers to the Exercises Active Voice Exercise (Page 44) Wordiness Exercise (Page 46) 11 13 13 15 15 18 22 26 26 26 27 28 28 29 29 30 30 32 33 34 34 36 41 43 44 46 49 50 50 50 v frontmatter_1st.qxp 9/8/2005 2:07 PM Page vi CONTENTS Chapter 3: Business Etiquette What Is Business Etiquette? Check Your Business Manners Honesty—It’s Only Polite Introductions Whose Name Should You Mention First? Provide More Than Just Names Handshakes Telephone Etiquette Your Outgoing Voice-Mail Message Leaving a Voice Message Talking to a Real Person Cell Phones E-mail Etiquette Cubicle Etiquette Meeting Manners Business/Social Etiquette How to Dress How to Act Conclusion: Etiquette Plays a Part in Your Success Answers to the Exercise (Page 56) Part 2: Working with People Chapter 4: Dealing with Difficult Co-workers Six Basics for Dealing with Difficult Co-workers Profiles of Difficult Co-workers You Might Encounter Fragile Francis Slacker Steve Wise Willi Glenda the Gossip Sherman the Tank Not-My-Job Nelly Best Buddy Bob Negative Nancy Betty Blamer Status Quo Stan Chatty Cathy vi 51 51 52 53 54 55 56 56 57 57 58 60 60 61 61 65 67 67 67 68 69 71 73 73 74 75 76 76 78 79 81 81 82 84 85 87 frontmatter_1st.qxp 9/8/2005 2:07 PM Page vii CONTENTS Mary Martyr Tommy the Thief Dealing with Other Difficult Personalities Conclusion: Not Everyone Is This Difficult to Work With Chapter 5: Developing a Positive Relationship with Your Boss The Basics of Boss Relationships How to Work with Challenging Bosses Your Boss Is a Poor Performer Your Boss Doesn’t Communicate Your Boss Shows Favoritism (and Not to You) Your Boss Is Hard to Pin Down for a Meeting Your Boss Takes Credit for Your Work and Ideas Your Boss Is Unapproachable Your Boss Looks Over Your Shoulder Your Boss Has Many Direct Reports Your Boss Pits Direct Reports Against Each Other If Your Relationship with Your Boss Is Great Conclusion: Key Points to Remember About Developing a Positive Relationship with Your Boss Chapter 6: Eight Ways to Be an Effective Team Member Hone Your Oral Communication Skills Check for Understanding Enhancing Face-to-Face Communication Improve Your Listening Skills How to Be a Good Listener Characteristics of Active Listeners Follow the Commit—Act—Results Formula Commit Act Results 88 89 91 93 95 96 96 98 99 100 102 103 104 106 107 108 109 110 113 114 114 115 116 117 117 118 119 120 121 vii frontmatter_1st.qxp 9/8/2005 2:07 PM Page viii CONTENTS Learn How to Give and Receive Feedback Effectively Giving Positive Feedback Receiving Feedback Giving Constructive Feedback Receiving Constructive Feedback Build Relationships Share What You Know Set an Example for Others on the Team Be Adaptable and Flexible Now I’ve Got It, Right? Conclusion: Work Toward Being a Team Player Answers to the Exercise (Page 129) Part 3: Skills for Getting Ahead Chapter 7: Tapping into the Positive Side of Conflict Situations Types of Conflict Differences and Incompatibility Scarcity of Resources Interpersonal Issues A High-Stress Work Environment Understanding Conflict The Benefits of Conflict Discovering Your Strengths and Weaknesses in Handling Conflict Using Your Strengths Working on Your Weaknesses Case Studies of Conflict Situations Situation One: Audrey’s Boss Is Averse to New Ideas and Change Situation Two: Dana Feels She Is Overdue for a Raise Situation Three: John’s Proposal Is Shot Down Strategies for Handling Conflict Situations Group Conflict Resolution Step 1: Identify and Agree to Ground Rules for the Discussion viii 122 122 127 129 130 132 135 136 137 138 138 138 141 143 144 144 145 145 146 146 147 149 151 152 154 154 155 156 157 158 159 frontmatter_1st.qxp 9/8/2005 2:07 PM Page ix CONTENTS Step 2: Clearly Define the Issue or Problem and Criteria for Making the Decision Step 3: Brainstorm Possible Approaches and Options for Addressing the Issue or Problem Step 4: Discuss the Pros and Cons of Each Option Step 5: Make a Group Decision Using the Agreed-Upon Criteria Step 6: Evaluate the Group’s Process Conclusion: Key Points to Remember About Conflict Chapter 8: Influencing Others What Is Influencing? What Is Your Influencing Style? Seven Steps to Effective Influencing Step 1: Research and Plan Your Approach Step 2: Ascertain Readiness to Proceed Step 3: Describe the Situation and Its Impact Step 4: Explain Your Recommended Action Step 5: Ask for the Person’s Input Step 6: Gain the Person’s Support to Move Forward Step 7: Implement and Review the Success of the Approach Taken Enhancing Your Success Conclusion: The Power of Influencing Chapter 9: Maximizing Your Results Become an Expert in Job-Related Skills Learn What Is Important Through Customer Focus How Do You Impact Your Internal Customers? You Depend on Your Customers, Too Conflict with Your Customers Set Up a System for Meeting Commitments and Following Up with Others Methods for Tracking Tasks Determine Your Priorities Maybe Your Mindset Is the Problem 159 160 161 161 162 162 163 163 164 166 166 171 172 173 174 175 176 176 179 181 181 182 182 185 186 186 186 188 189 ix Chapter 9.qxp 9/2/2005 2:10 PM Page 200 CHAPTER Setting Dates for Your Action Steps You then need to establish realistic start dates and completion dates for all the action steps When establishing dates, it is common to identify additional activities to be completed It is better to have a longer list of detailed, specific activities than a shorter list of broad, general actions Adding more details will help you complete the steps and thus achieve your goal Jason Identifies Additional Action Steps The third action step from Jason’s initial list was to create a short training program for all the tour guides When putting together completion dates, Jason broke this one action step down further into these five additional steps: Contact other universities and find out about their training programs Assemble a handout Get approval on the handout from Paula Schedule the training session and reserve the room and equipment Prepare notes for the training session The action steps need to be in a logical order Before finalizing your dates, ensure that your steps are also sequenced logically It is natural when establishing completion dates to be more aggressive than realistic Consider your first stab at dates as a draft Then go back over them, keeping in mind your job responsibilities and any special circumstances at work Remember: It is much better to beat a realistic completion date than to miss an aggressive one Also, providing a cushion will ensure that you can deliver excellent results with each of your action steps, rather than hurrying through them Gathering Feedback It’s essential to gather feedback from your boss and colleagues on your action steps and success measures Gathering feedback creates more buy-in and provides additional creativity and new insights 200 Chapter 9.qxp 9/2/2005 2:10 PM Page 201 M A X I M I Z I N G Y O U R R E S U LT S Jason Gets Feedback and Overcomes Some Roadblocks Jason updated his plan after receiving feedback from Paula and the current tour guides He then began implementing the action steps Jason ran into some unforeseen obstacles that delayed his plan slightly One of the obstacles was a result of Jason being new to the organization He was not aware that he needed approval from the human resource department on his hiring criteria When he encountered this roadblock, Jason angrily complained to Paula about the delay She explained to him the value of the human resource perspective, and coached him to learn from this barrier rather than being deenergized by it Based on some college intern experiences, Jason had developed the skill of anticipating possible barriers He thought he might not hear from all the universities he chose to contact if he sent a blind e-mail So, he had Paula help him get the names of his counterparts so that he could call them This additional step helped him with his goal, and also broadened his professional network As he completed his phone calls, Jason was reminded of the need to be open to new ways of doing things Goal-Setting Summary Table 9.2 provides a recap of the goal-setting process Table 9.2: The Goal-Setting Process Step Tips and Techniques Think of the ideal state or vision of your job responsibilities, and the problems you want to eliminate Create an initial goal statement that describes what you want to to accomplish Write down your goals and look at them regularly Always have your goals in mind Decide on key measures of success and track and report on them regularly Do periodic status checks As appropriate, post charts or graphs of your results Proudly share your successes (continued) 201 Chapter 9.qxp 9/2/2005 2:10 PM Page 202 CHAPTER (continued) Table 9.2: The Goal-Setting Process Step Tips and Techniques Create an action plan of steps that will help you achieve your goal Update the plan as needed Anticipate potential barriers that might arise Establish start dates and realistic completion dates for all the action steps Keep track of your progress in completing steps and celebrate your progress As you approach goal setting, remember the following suggestions: ■ Gain support from your boss and others affected by your work ■ Organize activities that are needed to achieve your goal ■ Aspire to your vision when identifying the goals you want to achieve ■ Learn from others and from your own experiences as you are creating and completing your action plan ■ Spell out ways to overcome probable barriers as you think through your action steps Conclusion: Key Points to Remember About Maximizing Your Results 202 ■ Establish a job-control notebook or file that stores information and resources about your job ■ Take time to understand your internal customers’ needs and the reasons behind those needs Ensure that you have a twoway conversation ■ Acknowledge the interdependency with your internal customers Follow through when others depend on you and follow up when your success depends on others ■ Find a system that works for you to ensure that you meet the commitments that you make to others Test various options and select one that fits you best, or create a hybrid system ■ Assign the highest priority to completing tasks that are important and urgent Chapter 9.qxp 9/2/2005 2:10 PM Page 203 M A X I M I Z I N G Y O U R R E S U LT S ■ When you receive a new project or activity with a quick deadline and you are concerned about the impact on other projects, ask questions of the person giving you the project to clarify the true need ■ To be more decisive, identify the pros and cons of a course of action ■ After you have completed your initial job training, set goals for how you want to make a positive difference in your work ■ Be realistic in establishing completion dates for your action steps ■ Be open to changing your goals when it makes sense Ensure that the goals are serving you by helping you make a positive difference at work ■ Remember that many times the solutions to your challenges rest inside of you Take time to contemplate and let them surface 203 Chapter 9.qxp 9/2/2005 2:10 PM Page 204 IndexandAbouttheAuthors.qxp 9/8/2005 10:11 AM Page 205 INDEX A abbreviations, writing, 41–42 action plans, 119–121, 199 action steps, 200 active listeners, 117–118 active voice when writing, 44 adaptability, 137–138 approachability, 6–7 The Associated Press Stylebook and Briefing on Media Law, 42 Association of Image Consultants International, 16 assumptions (co-workers), 92–93 audience, writing, 36 B blaming others, 84–85 blogs, body language, 14, 22–26 eye contact, 22–24 facial expressions, 25–26 gestures, 25 posture, 24–25 body odor, 21–22 bosses, 95–112 challenging, 96–98 commitment-management scenario, 192–193 constructive feedback, 97, 101 direct reports, 107–109, 112 favoritism, 100–101, 110–111 meetings, 102–103, 111 micromanagers, 106–107, 111–112 networking, 99 poor performers, 98–99, 110 relationships, 96, 109–112 taking credit for your ideas, 103–104, 111 unapproachable, 104–106, 111 uncommunicative, 99–100, 110 brainstorming, 160–161 bullies, 79–81 business-casual attire, 15–16 C case studies, conflicts, 154–157 cell phones, 60–61 challenging bosses, 96–98 change, 85–86 characteristics of influencing, 164 chatting incessantly (coworkers), 87–88 205 IndexandAbouttheAuthors.qxp 9/8/2005 10:11 AM Page 206 INDEX The Chicago Manual of Style, 42 clothes, 3–4, 15–18 etiquette, 67 grooming, 20 hosiery, 20–21 shoes, 21 underwear, 21 Commit-Act-Results formula for teamwork, 118–122 commitments, 118–122, 134, 186–197 decision-making, 190–192 limitations and abilities, 189–190 management scenarios, 192–193 mindset, 189 priorities, 188–189 procrastination, 194–197 task tracking, 186–188 commuting, 2, complaining, 31–32 confidences, 134 conflict, 135, 143–162 benefits, 147–149 case studies, 154–157 customers, 186 defined, 143 group resolution, 158–162 brainstorming, 160–161 criteria, 159–160 decision-making, 161 defining issues, 159–160 evaluating, 162 ground rules, 159 pros and cons, 161 negative behaviors, 153 strategies for handling, 157–158 strengths, 149–152 206 types, 144–146 differences and incompatibility, 144–145 high-stress work environment, 146 interpersonal issues, 145–146 scarcity of resources, 145 understanding, 146–147 weaknesses, 149–153 co-workers, 73–93 assumptions, 92–93 blaming others, 84–85 bullies, 79–81 change, 85–86 chatting incessantly, 87–88 commitment-management scenario, 193 constructive feedback, 75 dealing with, general tips, 73–74 gossips, 78–79 harassment, 80, 82 helping, 134 idea theft, 89–90 intellectuals, 76–77 language, personal, 92 listening, 91–92 martyrs, 88–89 negativity, 82–84 nonverbal communication, 91 personal revelations, 81–82 positive, 92 refusal to take responsibility, 81 sensitive, 75 slackers, 76 status quo, 85–86 stealing ideas, 89–90 stubborn, 79–81 teamwork, 81 IndexandAbouttheAuthors.qxp 9/8/2005 10:11 AM Page 207 INDEX credit, 103–104, 111, 134 cubicle etiquette, 61–64 customers, 100, 133, 182–186 conflict, 186 dependence on, 185 internal, 182–185 D decision-making, 190–192 direct reports, bosses, 107–109, 112 disagreements, 29–30 E The Elements of Style, 42 e-mail etiquette, 61 writing, 38–39, 46–49 emotions, 134 employer research, etiquette, 51–69 checklist, 52–53 cubicles, 61–64 defined, 51–52 e-mail, 61 handshakes, 56–57 honesty, 53–54 introductions, 54–56 meetings, 65–67 social vs business, 67–68 telephone, 57–61 cell phones, 60–61 outgoing messages, 57–58 voice messages, 58–60 eye contact, 22–24 F facial expressions, 25–26 favoritism, bosses, 100–101, 110–111 feedback, 75, 200–201 bosses, 97, 101 team members, 116, 122–132 examples, 126–127 giving constructive feedback, 129–130 giving positive feedback, 122–126 receiving constructive feedback, 130–132 receiving positive feedback, 127–128 first day, 1–9 commute, 2, friendliness, 6–7 journal keeping, mistakes, learning from, names, remembering, 5–6 orientation, questions, researching the employer, sleep habits, 3–4 wardrobe check, 3–4 flexibility, 137–138 G gestures, 25 Glenn, Glenn, and Forman, 27 goals, 197–202 action plans, 199 action steps, 200 feedback, 200–201 measures of success, 199 setting, 198, 201–202 gossiping, 31, 78–79, 133 grammar, 42–43 grooming, 18–22 body odor, 21–22 clothing, 20 207 IndexandAbouttheAuthors.qxp 9/8/2005 10:11 AM Page 208 INDEX hair, 18–19 hands, 19–20 hosiery, 20–21 makeup, 19 perfume, 22 shoes, 21 tattoos and piercings, 19 underwear, 21 groups, 158–162 brainstorming, 160–161 criteria, 159–160 decision-making, 161 defining issues, 159–160 evaluating, 16–22 ground rules, 159 pros and cons, 161 H hair, 18–19 hands, 19–20 handshakes, etiquette, 56–57 harassment, 80, 82 honesty, etiquette, 53–54, 135 hosiery, 20–21 I idea theft bosses, 103–104, 111 co-workers, 89–90 image, professional, 13–32 first impressions, 13–14 verbal impressions, 28–32 complaining, 31–32 disagreements, 29–30 gossiping, 31 profanity, 30–31 rambling, 30 sexist and racist language, 30 speaking up, 30 vocabulary, 29 208 visual impressions, 15–26 body language, 22–26 business-casual attire, 15–16 color of clothing, 18 company culture, 17 consultants, 16 fit of clothing, 18 grooming, 18–22 planned activities, 17–18 vocal impressions, 26–28 intonation, 26–27 pitch, 26 rate of speech, 27–28 volume, 28 influencing, 163–179 asking for input, 174–175 benefits, 174 characteristics of, 164 defined, 163–164 effective, 166 implementing, 176 power of, 179 proceeding, 171 recommended action, 173–174 research and planning, 166–171 background, 167–168 goals and objectives, 168 meeting, 171 organization, 170 others, 168–170 situation and impact, 172–173 styles, 164–165 success, 176–179 support, 175–176 word choice, 172–173 IndexandAbouttheAuthors.qxp 9/8/2005 10:11 AM Page 209 INDEX input, asking for, 174–175 intellectual co-workers, 76–77 internal customers, 182–185 intonation, 26–27 introductions, 54–56 J–L journals, knowledge, sharing, 135–136 language, 14, 92 limitations and abilities, 189–190 listening, 91–92, 116–118, 135 active listeners, 117–118 M makeup, 19 management scenarios, 192–193 martyrs (co-workers), 88–89 meetings bosses, 102–103, 111 etiquette, 65–67 Mehrabian, Albert, 14 micromanagers, 106–107, 111–112 mindset, 189 mistakes, learning from, N–O names, remembering, 5–6 negative behaviors, addressing, 153 negativity (co-workers), 82–84 networking, 99 nonverbal communication, 91 P passive voice when writing, 44 perceptions, 133 perfume, 22 personal revelations (coworkers), 81–82, 133 piercings and tattoos, 19 pitch, vocal, 26 poor performers as bosses, 98–99, 110 positivism, 92 posture, 24–25 prioritization, 188–189 procrastination, 121, 194–197 profanity, 30–31 promotions, 68–69 punctuation, 42–43 Q–R questions bosses, 96 etiquette, 52–53 influencing, 169–170 input, 175 probing, 117 racist and sexist language, 30 rambling, 30 rate of speech, 27–28 reader-focused writing, 36–37 recommended actions, influencing, 173–174 refusal to take responsibility (coworkers), 81 relationships, business bosses, 96, 109–112 co-workers, 73–93 obstacles, 120–121 orientation, 209 IndexandAbouttheAuthors.qxp 9/8/2005 10:11 AM Page 210 INDEX research, influencing, 166–171 background, 167–168 goals and objectives, 168 meeting, 171 organization, 170 others, 168–170 new employer, resources, 119 respect, 134 responsibility, 81, 119, 135 results, 121–122, 181–203 commitments, 186–197 decision-making, 190–192 limitations and abilities, 189–190 management scenarios, 192–193 mindset, 189 priorities, 188–189 procrastination, 194–197 task tracking, 186–188 customers, 182–186 conflict, 186 dependence on, 185 internal, 182–185 goals, 197–202 action plans, 199 action steps, 200 feedback, 200–201 measures of success, 199 setting, 198, 201–202 job-related skills, 181–182 210 S sensitive co-workers, 75 sexist and racist language, 30 shoes, 21 situation and impact, influencing, 172–173 skills, 181–182 slacker co-workers, 76 sleep, 3–4 social vs business etiquette, 67–68 speaking up, 30 status quo, 85–86 strategies for handling conflicts, 157–158 strengths, conflict resolution, 149–152 stress, 146 Strunk, William, Jr., 42 stubborn co-workers, 79–81 styles, influencing, 164–165 success goals, 199 influencing, 176–179 support, influencing, 175–176 T tasks, tracking, 186–188 tattoos and piercings, 19 teams, 113–140 Commit-Act-Results formula to teamwork, 118–122 feedback, 122–132 examples, 126–127 giving constructive, 129–130 giving positive, 122–126 receiving constructive, 130–132 receiving positive, 127–128 IndexandAbouttheAuthors.qxp 9/8/2005 10:11 AM Page 211 INDEX listening skills, 116–118 relationships, 132–135 setting an example, 136–137 verbal communication, 114–116 teamwork, 81, 104 adaptability, 137–138 Commit-Act-Results formula, 118–122 feedback, 122–132 examples, 126–127 giving constructive, 129–130 giving positive, 122–126 receiving constructive, 130–132 receiving positive, 127–128 flexibility, 137–138 listening skills, 116–118 relationships, 132–135 sharing, 135–136 verbal communication, 114–116 telephone etiquette, 57–61 cell phones, 60–61 outgoing messages, 57–58 voice messages, 58–60 training, 6–8 U unapproachable bosses, 104–106, 111 uncommunicative bosses, 99–100, 110 underwear, 21 V verbal communication, 14, 114–116 verbal impressions, 14, 28–32 complaining, 31–32 disagreements, 29–30 gossiping, 31 profanity, 30–31 rambling, 30 sexist and racist language, 30 speaking up, 30 vocabulary, 29 visual impressions, 14–26 body language, 22–26 business-casual attire, 15–16 color of clothing, 18 company culture, 17 consultants, 16 fit of clothing, 18 grooming, 18–22 planned activities, 17–18 vocabulary, 29 vocal impressions, 14, 26–28 intonation, 26–27 pitch, 26 rate of speech, 27–28 volume, 28 voice when writing (active vs passive), 44 voice mail, 58–60 volume when speaking, 28 W–Z wardrobe, 3–4, 14–18 business-casual attire, 15–16 color of clothing, 18 company culture, 17 consultants, 16 etiquette, 67 fit of clothing, 18 planned activities, 17–18 weaknesses, conflict resolution, 149–153 211 IndexandAbouttheAuthors.qxp 9/8/2005 10:11 AM Page 212 INDEX Web sites Association of Image Consultants International, 16 WordsCanHeal.org, 78 White, E.B., 42 word choice, 172–173 WordsCanHeal.org, 78 work eligibility, work route, writer-focused writing, 36 writing, 33–49 abbreviations, 41–42 audience, 36 212 confusing words, 41–42 e-mail, 46–49 grammar, 42–43 out-of-date expressions, 35 punctuation, 42–43 purpose, 37–40 reader-focused, 36–37 simplicity, 34–35 succinct, 44–46 sufficient, 43 suitability, 36–40 voice, 44 wordy expressions, 45–46 writer-focused, 36 IndexandAbouttheAuthors.qxp 9/8/2005 10:11 AM Page 213 ABOUT THE AUTHORS Diane C Decker has extensive experience coaching groups and individuals to improve their effectiveness Before starting Quality Transitions in 1994, she worked in customer service, human resource development, and operations management with Procter & Gamble Ms Decker has a B.S in Industrial Management from Purdue University and an MBA from Xavier University She is a certified Creatrix™ Consultant, providing innovation assessment and improvement She has served as a judge for the Illinois Manufacturers’ Association Team Excellence Awards and as an examiner for the Lincoln Award for Business Excellence Ms Decker has served on the board of the Association of Consultants to Nonprofits She is a certified Women’s Business Enterprise with the City of Chicago Her work on the value of laughter and fun in the workplace has been profiled in newspapers across the country, including the Chicago Tribune, the Christian Science Monitor, and the Wall Street Journal Victoria A Hoevemeyer has more than 20 years of organizational development and management/leadership development experience as both an internal and external consultant She has a bachelor’s degree in social work from Western Michigan University and a master’s degree in organizational behavior and development from Eastern Michigan University She has provided organizational development and training for service, transportation, retail, health care, education, building materials, government, and light and heavy manufacturing organizations in California, Arizona, Colorado, Michigan, and Illinois She is the author of High Impact Interview Questions: 701 Behavioral-Based Questions to Find the Right Person for Every Job (American Management Association, 2005) 213 IndexandAbouttheAuthors.qxp 9/8/2005 10:11 AM Page 214 Marianne Rowe-Dimas has more than 20 years of management experience in marketing, sales, and customer service She has a strong background in employee hiring, training, and assessment As a corporate vice president, she was responsible for corporate identity building, business communications, and customer retention Ms Rowe-Dimas currently owns and manages The Image Factor As an image consultant and business trainer, she helps her clients look more professional—both on paper and in person She provides training in the areas of business writing, presentation skills, professional image enhancement, communication skills, business-casual dress, business and social etiquette, and self-marketing Her clients include companies in the airline, entertainment, finance, food service, health care, manufacturing, pharmaceutical, sports, technology, and travel industries She has also served associations and not-for-profit agencies Ms Rowe-Dimas holds a B.A from the University of Illinois, Urbana She received her certification as an image consultant from the internationally known London Image Institute She is also certified on AchieveGlobal’s Leadership Suite Ms Rowe-Dimas has been published in Training Today magazine Her expertise has been sought out, with her quotes appearing in major newspapers and Newsweek magazine She is an in-demand speaker and appears regularly on cable television’s Library Channel 214 ... 2:07 PM Page i DIANE C DECKER, VICTORIA A HOEVEMEYER, and MARIANNE ROWE-DIMAS frontmatter_1st.qxp 9/8/2005 2:07 PM Page ii First- Job Survival Guide © 2006 by Diane C Decker, Victoria A Hoevemeyer,... 2:07 PM Page viii CONTENTS Learn How to Give and Receive Feedback Effectively Giving Positive Feedback Receiving Feedback Giving Constructive Feedback Receiving Constructive Feedback Build Relationships... Understanding Enhancing Face-to-Face Communication Improve Your Listening Skills How to Be a Good Listener Characteristics of Active Listeners Follow the Commit—Act—Results Formula Commit Act Results