Remembering Success

Sometimes, we have a run of days or weeks where we aren't at our best at work. Perhaps layoff rumors are getting us down. Maybe the new boss is a jerk. Maybe the new position you worked for years to get is far more difficult than you expected. In any case, how do you rise up and return to success?

Marshall Goldsmith wrote a piece in Business Week titled, "Self-Confidence and Success." In the piece, he highlights how remembering past successes helps to build self-confidence.

Goldsmith discusses how we build "highlight reels" in our memory. When we are really dragging, we pull that reel out and it gives us a boost.

He cites the following examples: "It might be those five minutes in the executive meeting when you had the floor and nailed the argument you wanted to make. (Who wouldn't run that highlight reel in their head as if it were the Sports Center Play of the Day?) It might be your skillfully crafted memo that the CEO praised and routed to everyone in the company."

However, as we tend to remember only the good things, we also need to keep an honest view of ourselves. In group settings, Wilson points out that most overestimate their contribution. Additionally, we also tend to view ourselves better than our peers. This can be very difficult during review periods when we think we deserve top marks, but in reality, we may only be in the middle of the pack.

Wilson provides an excellent piece of parting advice, "Complete this sentence, "I am success because of…," Then complete this sentence, "I am a success in spite of…." By acknowledging our weaknesses, it makes received negative feedback just a little easier.

Emotions and Purpose

In my previous post, "Its Employee Review Time," I wrote about the need to honest and thorough feedback to employees, helping them to further their success.

Like many other occasions in business, employee review time can be very emotional. What is my manager going to say? What am I going to say in response? Am I going to get a raise? Questions such as these shouldn't be asked, IF the manager has been providing feedback throughout the year.

In the July 28 issue of Business Week, Jack and Suzy Welch address how to handle emotions in the workplace. They mention that getting a handle on negative emotions and dysfunctional behavior is critical.

From the article, "All it takes is an active commitment to remove uncertainty from your company and to instill a purpose-oriented approach to inspiration."

Most managers would agree that removing all uncertainty is impossible. Rather, managers can remove certain elements of uncertainty. For example, regular feedback removes the uncertainty of where an employee stands in their managers' mind. Additionally, statements about the business, like Jack Stack's Open-Book Management, give employees all of the relevant facts about the business. In good times, but especially bad, their is relief in knowing.

Managers should also provide purpose. When employees have a clear purpose, whether via a mission or vision statement, they are able create their schedules and fix their minds on a defined goal. The goal helps to reduce uncertainty and provides a rally point.

Does this sound an awful lot like common sense? You bet. Dealing with emotions and uncertainty are things managers do everyday, most of the time using common sense. Open and honest communication is the key to good management, an empowered workforce, and a successful company.