Four steps to help you prevent an untimely layoff
by John Jordan Jr.
What would you do if the company you've been happily and loyally working for decides to undergo a massive reorganization? Before you can begin to gather your thoughts, it's out with the old regime and in with the new.
In most situations, the new managers are a strange mixture of a few people you know and many hatchet men and women you don't know.
You sit idly by and watch the hatchet fall on coworkers that you felt were so secure in their positions, that their middle name was "untouchable." Quickly, the buddy system disappears because these are drastic times and everybody must now look out only for themselves. You become a walking medicine cabinet, filling your system with anti-acids and prozac while waiting for the hatchet to strike again. Then to sweeten the pot, a rumor is started that most of the organization's internal, non-money-making functions will be "outsourced."
If this doesn't sound like your company, stay tuned. According to the Chicago-based Challenger Employment Report, in 1996 alone, more than 40,000 employees will be affected by layoffs following mergers, reorganizations and acquisitions
The following suggestions offer a little bit of insight to help keep you afloat in this sea of downsizing and restructuring.
Understand that no job is guaranteed. Adopt this philosophy early in your career. Prepare financially for an unexpected layoff by contributing to a special account monthly. This money should not be touched. This goes along with the old adage of "Putting away for a rainy day." The most basic financial planning indicates that at least three months of your current salary should be stored away in some type of interest-bearing account that is easily accessible. The logic is that most individuals can find a career replacement within a three month period.
Redesign your resume to fit the new direction of the company. Network to find out what is the new company direction.
Upper management will be looking for someone who shares their philosophy and can make a contribution to the new direction.
Remain in the loop. Stay up-to-date with changes in your company. Get to know senior managers who will be a part of the decision-making process. Let your assets be known and try to become involved in new policy making activities.
Prepare for the possibility of losing your job. Because everyone in an organization is dispensable, always be prepared with a backup career or position. Use your free time to earn a second degree or attain new skills that will increase your value in the market place.
Success in today's ever-changing world is tied to your ability to gain insight into your company's future. With this information, you should then develop a strategy for remaining valuable and staying useful to your organization.
o you have decided that you would like to be closer to your family and therefore you wish to relocate to another city. Regardless of your marketability, conducting a long distance job search will not be easy. But if you are willing to network and use all of your available resources, you could make the search much more tolerable. The following guidelines will assist you in finding a new job in another city without having to relocate there first.
Research the area. Contact the local chamber of commerce and tell them you are considering relocating to their city. They may be able to provide you with a listing of resident employers. Obtain a copy of the city's Yellow Pages and get the address and phone numbers of potential employers.
Subscribe to the local newspapers and business journals. Subscribe to the Sunday's edition of the local newspaper. This edition will have the largest listing of employment opportunities. Read the entire paper to gather information about the area. Local business journals will also provide leads for employment.
Contact old friends. If you have lived in this area before contact old friends or previous bosses. Let them know you are seeking employment in the area and ask for leads or names of people who may be able to assist you.
Network. Contact political figures such as city council officials and state legislators in the area. Because you are a prospective voter in their area, they may be willing to transport your resume to a potential employer. Discuss your plans to relocate with your religious leaders or others in your faith. They may be able to contact their counterpart in the city you wish to reside and provide a formal announcement and referral for you. This will open your prospect list up to an entire religious congregation that has knowledge of job opportunities or that are in hiring positions in their company.
Join professional organizations who have area chapters. Many professional organizations have state and local chapters that hold monthly meetings and activities. Becoming a member of such organizations will allow you to gain information about job openings in your target area. Get on chapter mailing lists because often times companies will advertise positions.
Visit with the intent of interviewing. Once you have made several contacts in the area, plan a visit with the intent of meeting with your contacts and hopefully interviewing. Schedule as many appointments as possible and record all contacts. Such visits may be deductible on your federal income tax as relocation expense.
Above all keep your cool. This will not be an easy task. Don't expect the first employer you contact to hire you. You should make this search benefit you financially. Don't be hasty to take a position, consider your salary and what the cost of living adjustment will be in this new area. Take your time and do it right.
Always demand something in return. Favors are like money earning interest in the bank. As such, they should never be given away freely or for an unspecified promise or payment later. Your career will be measurably helped by these barter transactions. (Remember: It's a two-way deal, you owe some favors yourself.)
Keep in mind the quid pro quo of the give and take, it pays to be a sharp trader. Always demand something in return for doing a peer a favor. It doesn't have to be of equal value. Taking even a token payment establishes you as someone who understands the nature of the favor exchange.
An additional reason for always asking for something in return is to avoid being tabbed as an "easy mark," a pushover who'll do anything, anytime, for anybody. If peers perceive you as a "yes" person, they'll make you roll over and do tricks. Get something in return.
When a rival asks you to undertake a special project vital to his report or analysis, proffering a vague promise of payback at an unspecified time, your response should be "no." Make a pitch for what you want back in trade and a guarantee. A few other pointers in the favor bazaar:
Don't wait to trade favors. Make up a shopping list early. Next to each of your wish items write in the names of those people who can make them come true.
Establish the barter right away. Agree to do the favor. Do it graciously and efficiently. Then ask tactfully for your part of the deal.
Never ask for more value than what you're giving. The strategy is to request just a tad less than your favor is worth. Don't forget that these peers are also part of your alliance network. You don't want them to become angry because your holding them up for ransom.
Pretend they've gotten the better of you. Leave your rival with the impression he's raised you one in the favor exchange. Praise his bargaining skills to other peers. It will leave him feeling good about himself and about you.
Credit: Executive Strategies, August 1995
by John A Jordan, Jr.
To all our readers and friends, Happy New Year!
It is our wish that all of us have a healthy, happy, and prosperous 1997. Let each of us face the new year that brings us new opportunities and challenges which must be approached with maturity, drive, and most importantly, commitment.
Minority Career News will continue to bring you the best in career management planning, with that special focus for minority professionals written by minority professionals. We will expand our offerings in 1997 by increasing our coverage of the issues that have influence on our careers. Look for this entrepreneur to launch other services aimed at exposing more of corporate America to the growing number of minority professionals, and increasing the awareness of opportunities for minority professionals.
Thank you for 1996. It was a great year for us. More and more of you each month complemented our work. We pledge to get better in 1997. Thank you in advance for 1997.
Blessings to all.
How to identify and deal with them
by John Jordan Jr.
Is your boss blocking your rise to success? What should you do? Rule out quitting or exploding in anger at your boss. You need a strategy. Begin by assessing your bosse's character type and attitude and learn how to deal with the peculiarities of each.
Problem bosses seem to fall into one of five basic types: the Strategist, the Nice Guy, the Freight Train, the Adolescent, and, yes, the Clumsy Incompetent.
The Strategist.
This smooth-talking, salesman type is obsessed with what other's think about his actions. Because this person must always look good he will seize credit for others' work. He is definitely a user of people, but will give little support when you need it the most. Politics is the name of the game for this personality type and he will avoid opposing a more politically powerful adversary. If your boss is a Strategist, avoid fighting her political battles. Also, direct confrontations with a Strategist are out of the question. They will not support you or your ideas and they have the political power to destroy your career.
The Nice Guy.
Nice Guy managers are easy to spot within an organization. These personality types are stagnate in their careers. They have landed a cushion job and are waiting until retirement. Their main motto is "Don't rock the boat." Nice guys wish to get along with everyone therefore every thing out of their mouths is sugar coated. They are reluctant to assert authority. The nice guy thrives on the approval of his peers and tends to follow the path of least resistance. With this manager type, you must be direct and tell him what you want. You can just say, "this is what I need to be successful." It is also important to gain recognition outside of the Nice Guy's department and, most of all, please the nice guy and his boss.
The Freight Train.
The Freight Train relies on brut force rather than finesse to get the job of management done. This personality type tends to shout and scream at their subordinates. Somewhat egomaniacal and not without paranoia, they are harshly critical of their employees, believing that if a job is to be done, they'd better do it themselves. Thus, they are not good at delegating authority. Your best approach with this type of boss is to gain the person's confidence. When confronted by this person, stand your ground because this personality type respects strong people with integrity.
The Adolescent.
The Adolescent sees himself as a superstar or prodigy. He has been promoted too early and was not given the opportunity to pick up the necessary skills to become an effective manager. For instance, he will lack good communication and leadership skills. Such personality types were technically proficient as workers, but lack the experience and depth they need to be leaders. These type bosses are very protective of their egos. They are afraid of assaults on their authority and fears admitting when they are wrong or when they don't know the answer. If you have an adolescent boss you should become friends with him. Lean how he thinks and become familiar with his standards. Learn what made him a star and become an integral part of his success plan. Remember that this person is technically sound so ask questions and learn.
(See Five types, p. 5)
The Clumsy Incompetent.
The Clumsy Incompetent is best described as the "absentminded professor." His disorganization produces needless short deadlines. Mistakes occur often because of the time pressure that this type of boss places on projects. The problem with this is that his subordinates will be blamed. This personality type shoots from the hip because he never has time to do adequate research. Planning is out of the question for this boss because planning takes time and they never have enough time. They work extremely long hours and expect everyone else to do the same. If this is the type of boss you deal with everyday, you must take control of your own time. Anticipate problems and fix them before they become a source of stress. Provide your boss with concise summaries of issues and resolutions but keep details and original documents away from him, remember if you give him the original he will lose it.
Now that you are aware of the type of boss you are dealing with and you understand what to do about the problem you should plot a plan of attack. Make yourself visible to upper management and become apart of the solution instead of the problem. You should also find ways to display your independence and tactfully let everyone know you are not your bosses shadow.
Last month the "Conflict Management Reader's Workshop" section of Minority Career News focused on using effective conflict resolution techniques.
This month, we focus on a slightly different aspect of the conflict equation: Using negotiating techniques.
In some conflicts, listening carefully to one another generates both understanding and mutually agreeable solutions. Other conflicts require negotiation, working together to come up with solutions that satisfy the needs of both parties. Negotiating is a three step process:
1. Define the problem in terms of needs.
2. Expand the solutions.
3. Select the best solution.
(See Conflict, p. 6)
Define The Problem In Terms Of Needs
Defining the problem in terms of needs is an important step that should not be overlooked, In fact this step may take more than half of all the time it takes to resolve the conflict. When talking about issues in conflict, often people explain what they "want," their preferred solution. Instead, define the problem in terms of what each person really "needs."
To determine needs, ask why the person wants the solution he or she initially proposed. If we understand the real problem, we can better generate solutions to solve it.
Once you understand each person's needs, write them down where both of you can see them. "I need to...", "You need to...". Then work together to formulate a one-sentence statement of the problem.
Expand the solutions
Once you know each person's needs and have identified the real problem, you can begin creating possible solutions. Too often, we become trapped into thinking our solution is the only one.
Brainstorming, the rapid generation of solutions, can help break out of this self-defeating thinking. It's essential that both sides contribute to proposing solutions. This makes it easier for everyone to let go of their initial choices without feeling like they are losing. Here are some of the rules for brainstorming:
Quickly generate as many ideas as possible. Quantity not quality is the key.
Write down each idea as it comes up. A large sheet of paper or chalkboard where everyone can see the ideas works well.
Be creative as possible. Go for zany ideas, too. Sometimes wild ideas are the ones that work best.
Don't edit or evaluate ideas. This tends to stifle creative thinking.
Keep the idea generation time relatively short (5-15 minutes).
Expand on other's ideas.
Separate personalities from ideas.
Once an idea is suggested, it should become "an idea" rather than "Mary's idea."
Select the best solution
Once you've listed all of the proposed solutions, go through and cross off ones that obviously don't meet either of your needs. Then ask each other, "Which solutions do you favor?" For help, refer back to the stated list of needs, the "I need, You need" list. For each solution, ask yourself, "Does this solution meet my needs?" Mark those solutions that met your needs and those that meet the other person's needs. Are there solutions that coincide, that meet both parties' needs?
Once you've both selected the solution (or combination of solutions) that best meets both your needs, it's important to do a final check. Ask one another, "Is this solution satisfactory to you? Does it meet your needs?" In most cases, both people are satisfied with the mutually agreed-upon option.
Credit: Great Performances, Inc., Beaverton, Oregon
The way you verbalize your thoughts will determine how others perceive you. Constantly using qualifiers or disclaimers will cause people to doubt your abilities. Avoid these conversation idioms and always speak as concise and clear as possible.
Qualifying. Qualifying statements imply that you are unsure about what you are saying. Phrases such as "I think," and "If I'm not mistaken" makes you appear timid and passive.
Fillers. The worst thing a speaker can do is allow interruptions. This is exactly what you are doing when you constantly use fillers such as "um," "ah" and "you know". These phrases imply that you are not prepared.
Disclaimers. Disclaimers are like qualifiers. Overuse of disclaimers suggest that listeners should excuse your lack of preparation or that you are not comfortable enough with your thoughts to stand behind them 100%.
Tag Questions. Ending all of your statements with " Am I right?' or "Don't you agree?" gives listeners the chance to challenge you. Questions used for clarification are often times necessary to ensure effective communication but over using such questions gives the appearance that you are indecisive.
Apologies. When situations occur that are out of your control, you should be honest about them and simply state the circumstances. Unnecessary apologies kills your credibility.
Our National Job Line Listings are a staple in every issue of MCN. To add entries to this list, please contact us via phone, fax, or e-mail.
phone: (713) 953-3329 fax: (713) 952-3968
e-mail: mcn@minoritycareernet.com
| Company | Fax | Jobline | Mailing Address |
| Advanced Micro Devices | (512) 602-6015 | (512) 602-3666 | 5204 E. Ben White Blvd., Austin, Texas 78741 |
| Acuson Corporation | (415) 961-4726 | (800) 3-ACUSON | 1220 Charleston Road, P.O.Box 7393, Mountain View, California 94039-7393 |
| CompuAdd | (512) 250-2038 | (512) 250-2026 | Human Resources, 12337 Technology Blvd., Austin, Texas 78727 |
| Dell Computer Corporation | (512) 728-9530 | (800) 741-6945 | 1909 W. Braker Lane, Bldg. E, Austin, Texas 78758-4052 |
| Dow Chemical Company | (517) 636-1830 | (517) 636-6100 | 2030 Willard H. Dow Center, Midland, Michigan 48674 |
| Intel Corporation | (408) 765-1402 | (408) 765-3981 | P.O.Box 58065, Santa Clara, California 95052 |
| Intelligent Electronics Inc. | (620) 458-8454 | (610) 458-6793 | 411 Eagleview Boulevard, Exton, Pennsylvania 19341 |
| Lotus Development Corporation | (617) 693-1299 | (617) 691-8500 ask for job hotline | 55 Cambridge Pkwy., Cambridge, Massachuestts 02142 |
| Manuguistics Inc. | (301) 984-5223 | (800) 644-1634 | 2115 East Jefferson Street, Rockville, Maryland 20852-4999 |
| Mattel, Inc. | (310) 524-3861 | (310) 524-3535 | 333 Continental Blulevard, El Segundo, California 90245 |
| Microsoft Corporation | (214) 714-0219 | (800) 892-3181 | Human Resources, 1321 Greenway Drive, Irving, Texas 75038 |
| Mobil Corporation | (703) 846-4669 | (703) 846-2777 | 3225 Gallows Rd., Fairfax, Virginia 22037-0001 |
| Motorola, Inc. | (708) 576-8003 | (708) 576-2551 | 1303 E. Algonquin Rd., Schaumburg, Illinois 60196 |
| Nike, Inc. | (503) 671-6300 | (503) 644-4224 | One Bowerman Dr., Beaverton, Oregon 97005-6453 |
| Proctor & Gamble Co. | (513) 562-2062 | (513) 983-7494 | One Proctor and Gamble Plaza, Cincinnati, Ohio 45202 |
| RCG Information Technology | (713) 956-5763 | (800) 291-4RCG | 1900 North Loop West, Suite 200, Houston, Texas 77018 |
| Texas Workers' Compensation Insurance Fund | (512) 322-3199 | (800) FUND-JOB | 100 Congress, Suite 300, Austin, Texas 78701-4042 |
| Visual Numerics Inc. | (713) 781-9260 | (713) 954-8900 | 9990 Richmond Ave., Suite 400, Houston, Texas 77042 |
by John Jordan Jr.
As we move forward into 1997, it is difficult not to reflect on what an amazing introduction year 1996 turned out to be for Minority Career News. We put forth our best effort to bring up-to-date informative articles to you and provide quality reports that really made a difference in your career management endeavors. But, we are not going to stop there.
We spent the last four months of the year researching different avenues we could take to assist our readers with career management, improve the quality of our newsletter and to uphold our mission to support our readers in achieving their career goals. Several changes have occurred as a result of our research. First, we would like to introduce a new member of our team, Mr. Jonathan Mendoza. Jonathan has joined us as the new design layout artist. We are delighted to present his design work to you for 1997. Secondly MCN, has decided to change their circulation cycle to quarterly to ensure that time is available to provide accurate, good quality articles to our readers. The third major addition to MCN is not ready for formal announcement but I will guarantee you that it will be a SURF... of a deal.
We wish you continuous career success for the new year. And we promise to do what we can every three months to make that wish come true.
For Engineering, Telecommunications, and Data Processing positions, come to the Southwest High Tech Career Fairs. In addition to giving immediate access to the recuiter or hiring manager you need to interview with, a free seminar is offered prior to each fair. Professionals with educational background or one or more years experience are encouraged to attend and bring several copies of their resumes. Dress to interview. If you are unable to attend, you may send yoiur resume to Career Fair Coordinators, and indicate the cities of interest to you.