I Am a Professional

Steven Pressfield is best known for his book and screen play The Legend of Bagger Vance. He's been at writing for his whole life with some ups and some downs and I think his persistence in doing what he loves even if it sometimes does not win awards or hit the money jackpot makes him real and believable. His latest is called The War of Art. It sprints through what being an artist is and how to break through writer's block among other things. I am most inspired by his definition of a professional because it applies to all of us whether we consider ourselves artists or simply ordinary worker bees... Professional is the tops of any occupation. These are things to ask yourself and steel yourself to do better tomorrow than you did today:

1. We show up every day.
2. We show up no matter what.
3. We stay on the job all day.
4. We are committed over the long haul.
5. The stakes for us are high and real.
6. We work for money.
7. We do not overidentify with our jobs (we are not our job descriptions.)
8. We master the technique of our jobs.
9. We have a sense of humor about our jobs.
10. We receive praise or blame in the real world.

Contrast these to the amateur, the wannabe. It's the opposite of all of the above. Think of yourself in these terms... are you a professional? Now think of the next person you want to hire... what questions can you ask to determine if they can answer yes to all ten.

Right from the Start

How much does it cost to hire an employee? Gartner research estimates it at an average of $40,000. Harvard Business Review's study found that to lose an employee costs 60% of their annual salary. Whatever the numbers break down to, it is expensive to lose an employee once we've brought them on board, so it enhances your bottom line to hire well and maintain productive employees.
Think about all the turmoil when an employee leaves your organization. Who picks up the slack, who performs in their absence, how long before we replace them, how long before the replacement is productive, how long does the replacement stay? It's exhausting. How do you reduce the turmoil and deal with what is after all a requirement of any organization? Create a plan that works for you, works for your employees, and works for your organization. Don't keep it in your head, don't assume that everyone knows how to do it, or remembers how to do it, or is even dedicated to making sure it is effective all the way through. If it's down on paper, your odds at success are practically sure.
Here are the points to include in your plan:

1. Start Immediately. Handle policy review, benefits, forms, and drug screening before the employee's first day. Introduce the culture - everything from Casual Fridays to Company Philosophy. Be sure to include a "First Day Agenda" so new employees know what to expect.
2. Make Sure Introductions Go Both Ways. Before the start day, brief existing staff on the new hires’ background, new job descriptions and expectations for how they’ll interact. Consider appointing a mentor. Assign someone to have lunch with the new employee. Pre-plan and set up appointments for new hires to meet all colleagues.
3. Throw Out the Welcome Mat. Set up technology in advance, including computer, voice mail and email accounts. Business cards should be on hand at the new employee’s desk, along with any branded items like a pen, pad, or mug. Some companies even include non-branded items — like a book —that reflects the company’s culture or business.
4. Create Job Tips. Compile job-specific “how to” guides the new hire can use to get up to speed on specific information about the location, department, or the processes and tools they’ll use to do their new job. The guides can also include contact information for key people and core resources with a quick description of how each can help and when to call on them.
5. Learn and Improve. Create an onboarding checklist you can use and share with key staff members. That way, everything can be handled smoothly, from pre-arrival items like calling a week before the start date to offer a welcome and answer any questions, to making sure mandatory training has been completed. Plus, during the 90-day probationary period, be sure to use feedback from new hires and staff members to identify appropriate learning opportunities

Now, fill in the details for each point including an owner for the information and an accessible spot for storage. Need help? That's what I'm for... let's get to work.

Feedback is the Breakfast of Champions

Ken Blanchard's quote on feedback places the emphasis on how we receive what we hear. We all get feedback all day in a variety of ways. Somebody honks their horn at you as your car drifts into their lane, your toddler cries when you drop him at daycare, your wife kisses you when you enter the house, your customer checks the Completely Satisfied box on the survey. What separates the champions from those who just show up is what they do with the feedback they receive. Champions actually harvest feedback, they listen to it, and they make appropriate adjustments. I think the best coaching I ever got regarding feedback is to just say "thank you". Think of feedback as a gift and do what your mother taught you to do and say "thank you". Let it sink in, hear it, and then decide what to do. You don't always have to act on the spot when you get feedback, in fact the better you let yourself hear what's said, the more appropriate and long-lasting a response you can make. Receiving feedback and discerning its value is a critical step in creating a World Class life. When you can get to the point where you view ALL feedback as valuable—whether it's critical or complimentary—you're well on your way toward creating excellence. So two main things to think on today:

1. how to view all feedback as valuable
2. how to harvest meaningful feedback

Stay tuned for more tips on both…