Conference 7.286::digital

4623.0. "Is your Job Right for you?" by MAIL2::RICCIARDI (Be a graceful Parvenu...) Wed May 29 1996 11:55

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AN IDEA SOURCE FOR COMMUNICATORS...
_______________________________________________________________________________

             "This time, like all times, is a very good one,
               if we but know what to do with it."

                                       -Ralph Waldo Emerson    
_______________________________________________________________________________

                           IS YOUR JOB RIGHT FOR YOU?

  To find out if your work truly suits you, answer "yes" or "no" to the 
  following questions:
    
  1. Do you love what you're doing?
  2. On most days, is it easy to go to work?
  3. Do you work and leisure time often seem the same?
  4. Do you feel things are going well in your job?
  5. When you have especially frustrating day on the job, do you still feel
     you're doing what's right for you?
  6. Are you convinced there's nothing else you'd rather be doing?
  7. Would you feel something was missing in your life if your type of work
     suddenly disappeared?
  8. Do you have a positive attitude on the job?
  9. Would you recommend this line of work to someone you care about?
  
    If you had seven or more "yes" answers, you should do some serious soul-
    searching before making a job change. Six "yes" answers is average. But
    six or more "no" answers shows that you're getting "burned-out" on the job.

Source: "Effective Telephone Techniques," Dartnell, 4660 Ravenswood Avenue,
         Chicago, IL 60640.
____________________________________________________________________________   

                        GUIDELINES FOR CONVINCING OTHERS

  
    Every day, you have to negotiate to convince somebody--co-workers, customers
    or managers--about something. But follow this advice before getting too 
    involved:
    
   o Write down what you want to achieve. List your objectives, the points
     you want to make and the information you need to support your argument.
   o Test yourself. Anticipate the questions others may ask you by asking
     yourself first. Don't let yourself off the hook with evasive or incomplete
     answers.
   o Decide what matters most to you. Do you want you idea accepted just
     so you can get credit for it? If getting credit is all you care about,
     you could put yourself in a poor negotiating position.
   o Prepare to compromise. Deciding what you're willing to give up is just 
     as important as deciding what you want.
   o Cater to your audience. Successful persuasion often depends on how well
     you know and meet the needs of of those with whom you're negotiating. 
     Example: You'll be pitching a marketing idea to top managers, and you know 
     they must find ways to cut costs. Strategy: Emphasize how your idea will
     save money.

Source: "Sales Manager's Bulletin," 24 Rope Ferry Road, Waterford, CT 06386.
____________________________________________________________________________    

  
                                ADD VALUE
  
  
    Make sure you contribute more than you cost.
  
    Employees often mislead themselves, assuming they should get to keep their 
    jobs if they're responsible and do good work. Some of them even have the 
    idea that sticking around for a long time makes them worth more to the
    organization.
  
    Sure, experience may count for something. But maybe not. It depends on 
    whether that experience really makes you worth more to your employer today,
    or whether it has mainly lost all value because the world is changing so 
    rapidly.
  
    The "loyalty" issue is a little stickier. People who have shown true
    devotion over the years--those who have hung in there during tough times and
    truly worked from the heart--should get points for that. No question, that's
    a real virtue. That's valuable stuff.
  
    We must realize, however, that we can use history to justify our own 
    continued employment for just so long. We still need to add value now. And
    we should not confuse longevity with loyalty. The mere fact that a person
    has been on the payroll for years says nothing. You don't get points for 
    just "putting in your time."
  
    It's your contribution that counts. Not the hours (or years) you put in. Or
    how busy you are.
  
    We've all seen people who stay busy--who even work hard--without adding any
    real value. They make the mistake of thinking effort should earn them a pay-
    check. You can respect them for trying, but you can't justify the cost of 
    keeping them on board. Their careers are built on make-believe.
  
    You'll be better off if you think in terms of being paid for performance--
    for the value you add--rather than for your tenure, good intentions or activity
    level.
  
    Prove your worth to the organization. Make a difference. Add enough value so
    everyone can see that something very important would be missing if you left.

Source:  Price Pritchett in his handbook, "New Work Habits for a Radically 
         Changing World," "13 Ground Rules for Job Success in the Information
         Age," Pritchett & Associates, Dallas, TX.
______________________________________________________________________________  

 
           "You got to be careful if you don't know where you're
                going, because you might not get there."

                                                   -Yogi Berra

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