Manager 2.0 - Part III

In this post, I will discuss the next three items(7-9) listed from the Manager 2.0 diagram listed in the Web 2.0 for Business post. Allow me to first express my gratitude to Kathy Sierra for creating the figure, referenced in Web 2.0 for Business post.

Item seven states: "Employees have autonomy, responsibility, and authority." In this statement, the only word I have issue with is autonomy. In all things, there has to be a leader. No one can operate in pure autonomy. Perhaps a better way of putting this is to say that the employee is empowered to work inside a broad framework, to achieve business goals. To do this, they must be responsible, accountable, and have the authority necessary to direct action. However, authority implies an hierarchy of sorts, so there is conflict. If employees rotate jobs frequently, they may encounter a position that has certain authority, which may suit this model.

Item eight states: "Intrinsic motivation to do really good work." Respectfully, that assumes an inwardly motivated individual, which is not typical of the human condition. Most people don't want to go to work, like the old saying, "I work to live, not live to work." If the work one does is interesting, and provides psychic benefits, then motivation will be high. However, external rewards and incentives are very necessary to set both the tone and to enforce expectations.

Item nine states: "Users are king, but not at the expense of employees." I take issue with this point, to a degree. Customers should always be king, but employees should never be treated unfairly. Companies and management need tools to enable the workforce to serve customers and satisfy their needs. Policies, particularly those meant to meet compliance with external forces, need to be crafted in such a way that compliance brings a benefit to the company and not a hindrance to the employee.

Oh, I put the picture in there because its funny. These things can be kind of dry, but I do have a sense of humor, really.

How to Ask for a Promotion

Asking for a promotion is very similar to asking for a raise. It requires a compelling, fact-based case on why you deserve more responsibility and compensation. What makes a promotion different from a raise is that involves not just compensation components, but also organizational changes, which can be the tip of the iceberg. However, the most common reason one doesn't get a promotion is that it isn't earned.

A promotion can be defined as an increase in responsibility with a corresponding change in title and compensation. In many cases, the promotion is the next step in the chosen career path, or it may be move into a more responsible position in a different career path. Executives & Professionals: Changing Jobs?

The word most inappropriately associated with promotion is "deserve." One often hears, "I deserve that promotion." Really? Doubtful. Companies, particularly public companies, exist for the improved wellbeing of the owners(shareholders). The only thing employees are entitled too is fair treatment as defined by law. Does that mean employers have the right to treat employees badly? Absolutely not. To attract and retain talent, employers must provide above the minimum. Try RingCentral Fax FREE for 30 days

Unfortunately, in modern American culture, there exists an entitlement mentality. While working hard and "paying your dues" are good things, they are expected! To earn a promotion, one has to demonstrate capacity above expectation. So what does that mean?

Performing above expectation is not only meeting all targets and goals in a timely manner, but showing the initiative to do more. It is also exceeding targets and goals and adding to company's value.

If one can seriously and honestly consider the points above, and still think you should get a promotion, then go for it! Put together a fact-based presentation, schedule a meeting, and put it on the table. Don't be surprised if the answer is "no" or "not now," as the organization might require change, and that isn't taken lightly (or shouldn't be!).

How to Ask for a Raise

So, you have been working hard and think you deserve a raise. How do you ask for that raise? The best way is to have your facts in order. While you work and meet your deadlines, there are other things to consider.

The first consideration is how long you have been in your current job. Unless you have a previous agreement or have been really blowing it out of the water, don't expect a raise (other than annual adjustment) in the first year of the position. Generally, when companies are putting together annual budgets, salaries are a major component. Most create a small cushion for raises, but the key word is small.

The second consideration is how you are performing in comparison with people of the same pay grade or title, or comparable position. Are you really outperforming peers? Often that is hard to judge, as you are probably spending most of your time focused on your responsibilities, and not those of others. What you have to highlight are your achievements and how you are exceeding the expectations of your position.

The third consideration is whether a promotion is a better alternative to just a raise. As stated above, if you well exceeding your current responsibilities, maybe its time to move up. However, moving up may require more education, training, or experience, so it can be tricky.

Finally, you have to consider the business climate. Is the company doing well? Is it meeting its financial targets? Have you read the balance sheet, income statement, or statement of cash flows. If you haven't, you should. If you don't know how, learn!

Once you have these facts together and you can prove a strong case, ask to meet with your manager. Present the data clearly and succinctly. You may want to have a slide or two. Also, be prepared for the answer to be "No" or "Not at this time." In either case, ask for a specific date in the future to readdress the issue. Follow up with a thank you note confirming the date to readdress the issue.

Getting a raise can be very challenging. There is significant emotional risk involved as you may get rejected. If you are prepared with facts and prepared for either outcome, this difficult event can be just that much easier.

How Do I Approach My Manager with a Concern?

Often I am asked, "How do I approach my manager with a concern?" In most cases, the concern itself isn't as important as the approach and discussion.

As mentioned in the preceding post, "Manager Q and A," clear and honest communication is the answer.

Let's take an example I encountered recently. A friend mentioned that she had been informed that her direct report would report to a different boss, though my friend would act as direct's lead. My friend had been hired as a manager and was concerned this change of responsibility was a demotion.

My advice was to ask her boss to clearly explain the situation, commenting specifically on whether corporate conditions were behind this change or whether this was performance related. I also advised my friend, that if this was an issue of corporate conditions, to be willing to accept the change, though have her management commit to a review in a defined period of time. Further, I informed her to follow up the meeting with an email outlining the discussion as well as the commitment for the review.

Often times, business conditions and decisions beyond our own sphere of activity impact our work. We can either accept these temporary conditions or we can seek new opportunities in or out of the company. The decision to move should not be taken lightly, though it may offer an opportunity for much needed change.