“Gratitude can transform common days into thanksgiving, turn routine jobs into joy and change ordinary opportunities into blessings.” – William Arthur Ward

I don’t know about you, but November is one of my favorite months of the year. Its sweater weather, the leaves are turning, football is in full swing and the holidays are upon us. And of course, Thanksgiving – a fantastic holiday in its simplicity and meaning.  Centered on gratitude, at Thanksgiving there are no gifts expected and no expensive decorations required – just time with family & friends, delicious food (a special thank you to whomever invented stuffing) and perhaps a little nap and football…all to celebrate and be thankful for the blessing we have.

Gratitude has a transcendent ability to increase happiness, build intrapersonal bonds and motivate others. And we have the opportunity to share gratitude with our teams and co-workers, building a more meaningful environment and higher-performing team, in which we can be our best and bring out the best in others.

“The way to develop the best that is in a person is by appreciation and encouragement.”
– Charles Schwab

There is a simple way of practicing gratitude in our everyday business, in a way that is both a genuine expression from the giver and very meaningful to the receiver. It’s the simplest and most impactful method I have learned, and you may have too: the “SBI Feedback” approach.

SBI stands for: Situation (time & place), Behavior (what was observed), Impact (result of their actions)

Which of the following seems more meaningful to the receiver?

1. “Dean, you did a great job earlier!”
2. “Dean, thank you for a great job kicking off the planning session this morning. I noticed from your detailed agenda and positive tone that you were both prepared and engaged. It helped me understand our objective and my role, and I felt inspired to participate.”

In the first example, Dean will appreciate that someone recognized him for a job well done. In the second example, the context, specificity and impact of his actions help Dean learn and gain confidence in how to bring value to the team. The positive feeling and motivation experienced by Dean will absolutely be longer lasting and contribute to both quality work and a positive attitude, which in turn helps create a more positive team environment.  Imagine if each team member were to provide this kind of gratitude & feedback to all other team members on a regular basis…what would that do for your team?

2 brief SBI videos further explain this concept, which is also very helpful with developmental feedback:

https://www.youtube.com/watch?v=-oRKr5xA9N0

https://www.youtube.com/watch?v=uR5R6AvJo0M

 “Make it a habit to … express your appreciation, sincerely and without the expectation of anything in return. Truly appreciate those around you, and you’ll soon find many others around you.” – Ralph Marston

Sharing feedback, particularly in the workplace, is a win-win-win. Feedback rooted in gratitude creates a positive environment for the giver, receiver and whole team. The SBI model is just one suggestion on how to help us and our teams do this sincerely and effectively.

So as we enter the holiday season, I’d encourage each of us to share feedback and be grateful for each other. I wish you, your co-workers, family and friends, a fantastic Thanksgiving!

Chris Sommer

*Managing Director of Sales, Walmart & Sam’s Club – Mars Petcare

 

 

 

*Title and company of the author reflect their position at the time article was written.

The opinions expressed here by guest bloggers are their own, not necessarily those of Stout Executive Search.

If there is one constant in life, it is change. Even here in NWA, we can’t escape the transformations in both daily life and business, which seem to grow faster with each passing day. Just look at how we communicate. Digital media and capabilities are having a profound impact on people all over the world.

This digital transformation means we can fact-check something we saw on TV, learn more about candidates and their positions, or purchase a product with one click wherever we are. And this sudden acceleration is relatively new: since 2006, we’ve witnessed the advent of smartphones, tablets, social media, autonomous vehicles, and robotic factories, to name a few.    Rapid and accelerating transformations are here to stay, and it’s up to us whether we embrace it or get left behind.

Need more proof? There was a time not too long ago when Blockbuster sat atop the video rental industry. With thousands of retail locations, millions of customers, massive marketing budgets and efficient operations, it dominated the competition. It’s not surprising, then, that Blockbuster’s leadership balked at the idea of partnering with a fledgling online video streaming provider. In fact, as the story goes, Reed Hastings, founder of Netflix, was laughed out of the room when he presented this idea to Blockbuster in 2000.

We all know what happened next. The irony is that Blockbuster failed in part because its leadership had built a well-oiled operational machine that was poorly suited to let in new information. Its leadership’s fatal flaw wasn’t one of intelligence or capability, but a failure to understand what was changing and how they could – or should – embrace that change.

Embracing change is something we do well here at RB. We’ve always prided ourselves on being disruptors – using new channels and platforms, entering into unique collaborations, utilizing the latest technology, and finding the latest ways to connect with consumers who rely on our products to live healthier and happier lives. In other words, being disruptors – and embracing change – means doing more than imaging the future of our business. It means creating it.  If you or your business are undergoing change, take this advice from someone who has been in the Consumer Packaged Goods business for more than 30 years:

1. If you notice changes, your team is noticing them as well. Acknowledge the changes with your team and keep an open channel of communication.
2. Make it a point to communicate with your team frequently. We utilize a weekly staff meeting to discuss work streams and change management.
3. Everyone on your team will embrace and understand change differently. Take the time to talk to each member of the team and make sure they understand why things are happening.
4. Communicate externally. Make sure your customer understands what you are doing and why you are doing it. If you are changing, it will likely impact your customers.
5. If you have made significant changes, track your results. Are your business results getting better or worse? Is internal and external engagement improving or lagging?
6. When recruiting, be honest. Some candidates like change and some do not. If you can sense a candidate does not like change and your company is constantly evolving, they are probably not a good fit.
7. As a leader, you set the tone. Change can be frustrating and rewarding simultaneously. Amplify the positive and minimize the negative.
8. Finally, check in with other parts of the business frequently. With big change, it is possible to become disconnected. Use your internal networks to keep everyone informed and on the same page.

Change can be a good thing, and when done right can lead to better outcomes. The difference between a good and bad evolution is how it’s managed – it’s the difference between a highly functioning team and a team that does not deliver on their objectives. Since change is here to stay, embrace it and work to make every growing experience a positive one.

Bill Park

*Global Vice President of Sales, Walmart  – Reckitt Benckiser

 

 

 

*Title and company of the author reflect their position at the time article was written.

The opinions expressed here by guest bloggers are their own, not necessarily those of Stout Executive Search.

Several years ago I was observing a father and son throwing a baseball at a ballpark when another man rudely snapped at the father and son telling them to move to another part of the park. The father replied to the rude man, “Why do you have to be like that?” The truth is, he didn’t. The man could have accomplished his objective in a much more positive manner because he didn’t need to “be like that” to get them to move. Since then this phrase, “Why do you have to be like that?” has resonated with me quite often. It is a simple phrase, yet it continues to impact me in my personal life and in the workplace practically every day. I think we would agree that it is much more pleasant to work within a culture of positive values, respect, trust, cooperation and enjoyment than the opposite. In my opinion, a company can get desired results and even be more productive in a positive culture, where people feel valued and respected. As my grandma would say, “It’s a lot easier to attract bees with honey than vinegar!”

Let’s think about the opposite: disrespectful, untrusting, unpleasant employees…while no one wants to believe the company culture could be like that, the truth is we can find examples all the time and you just want to stop and say, “Why do you have to be like that?” What I have found is corporate cultural behavior spreads very quickly. Disrespect breeds disrespect, distrust breeds distrust. What potentially starts from the leader in an organization quickly becomes accepted behavior and becomes the corporate culture.

We have heard the expression “Do unto others as you would have others do unto you.” That should not imply “Do to others what is done to you.” Sure, there are managers out there that feel they need to be harsh to get results, perhaps because they were treated that way. But what if we flipped the script? Instead of having others ask, “Why do you have to be like that?” what if they said, “How can I be like that?” Be the positive influence in the company and it will make an impact. I use the line “An organization is in the hands of a few.” To senior leaders in an organization, the few may mean the Executive Team, CEO, COO or President. To the entry level employee the few may mean his/her boss, second level manager or local team leader. So if this is true, then a few can make a big impact on an employee’s perception of an organization. I have been fortunate to be considered, “one of a few” as a manager of a team. This recognition of the impact I have on a team helps me stay humble. Remember the culture starts with you and impact players can be anywhere in an organization. Walk humbly and you will see your impact on your company’s culture.

I’m sure your company has corporate values (Ethics, Respect, Teamwork, Honesty, Integrity and Accountability, to name a potential few.) These values need to become personal values and not just seen as corporate aspirations. I have found that I can make our corporate values more personal when I ask the question, “Do I have to be like that?” The answer is, I don’t. I can choose to be positive. Additionally, I should always assume positive intent until I fully know otherwise. This mental exercise has helped me more than any other thing. Most people are not out to undermine you, so assume they mean well. Sometimes people live messy lives outside of the workplace and it radiates to work. What you hear or read as a snarky email, may just be a bad day. Assume that the sender’s attitude has nothing to do with you. By adapting this one idea, it can save a lot of frustration.

When I was asked to write an article for Vendor Views, I thought about several topics. I decided on this topic as I remembered we are still in the people business. Character counts! Show others the character you want seen and exhibited by others. Assume positive intent whenever you can. Be truthful, noble, reputable, trustworthy, authentic, gracious, and humble. Put into practice asking yourself, “Why do I have to be like that?” because the truth is, you don’t. There is always a way to be positive and get the same results. Be your best you and see the best in others. Then you will start to see others around you asking themselves, “How can I be like that?” and emulating your positive behavior.

 

John Chenier

*Director of Sales, Walmart & Sam’s Club – Keurig Dr. Pepper

 

 

 

*Title and company of the author reflect their position at the time article was written.

The opinions expressed here by guest bloggers are their own, not necessarily those of Stout Executive Search.

Lesson 1: “No excuse, sir!” You are responsible for everything that happens to you even if it’s not your fault.   My Army career started as a plebe (freshman) at the United States Military Academy.   At the bottom of the chain of command, regulations dictate every aspect of plebe life.  In fact, regulations limit a plebe’s response to questions from upper classmen to “the four responses”: “yes sir,” “no sir,” “sir, I do not understand” and “no excuse, sir.” For example, late returning from morning classes and in a rush I slipped on the stairs scuffing the shine on my shoes.  An upper classman noticed and harshly asked why I hadn’t polished my shoes before class.  Naturally, I wanted to explain that I did polish my shoes that morning and didn’t plan to slip on the stairs so it’s clearly not my fault.  I wanted to defend myself, but was limited to one of four responses.  The first three didn’t fit, so “no excuse, sir” was the only response left.  At first, it was frustrating, but being required to respond “no excuse, sir” taught me many practical and powerful lessons.  In this case, planning and time management. If I had planned my time effectively, I would not have been rushed, not slipped on the stairs, not scuffed my shoes.  More broadly and more importantly, not being able to give excuses inculcated individual ownership of my actions and attitude.

Application: Next time something in life or business crashes, you miss a number, or fail to close the sale – don’t create excuses.  Instead, own it, spend just enough time looking back to learn and improve and move forward at pace.  As Charles Swindoll wisely points out, “life is 10% what happens to you and 90% how you react to it.”

Lesson 2: Commander’s Intent. In the military, commander’s intent is a “clear and concise expression of the purpose of the operation and the desired military end state …and helps subordinate and supporting commanders act to achieve the commander’s desired results without further orders, even when the operation fails to unfold as planned.” More simply put, leaders must unambiguously communicate why and what they intend the team to accomplish so the team can exercise initiative to achieve success even if the plan goes to hell in a handbasket. Ordinarily, commander’s intent includes purpose of the mission, key tasks, and desired end state. Conceptually it’s simple, but tough in execution, since leaders must push decision making about how to accomplish the task down to the team members. Yet, if you have a capable team, empower them with your intent and stay out of the way – they’ll almost always over-deliver.

Application: If, as a leader, you ever find yourself looking at a KPI scorecard peppered with red and yellow and you’re pushing water uphill to engage the team, ask if you’ve been clear enough on the definition of success. If not, create and communicate your commander’s intent.

Lesson 3: Rehearse everything.  A plan’s deficiencies are invisible until the full team practices executing the plan.  The Army has an excellent system for this called a Rehearsal of Concept (ROC) drill.   Normally, this event happens after the planners complete writing the order but before the operation begins.  As a rule, all key players in the unit walk and talk through every phase of the operation on a large-scale terrain model.  Furthermore, since no plan survives first contact with the enemy, the commander introduces complexity, such as the enemy destroying a piece of equipment vital to mission success.  As a result, the unit must carefully consider and practice their response.   Understandably, this requires time to prepare and perform properly, but experience tells us a solid rehearsal drives mission success.

Application: The next time you have a customer presentation, instead of the team finishing the call plan and the deck on the plane ride to XNA, handing you a jump drive while walking into the home office, have the team arrive a day (or two) early.  Practice the flow of the meeting, introduce friction in the form of buyer objections or technology failure and rehearse who will, and how to, handle.  Carve out the time for a rehearsal and it’ll definitely be a stronger call with much higher odds of success.

Nick Jaskolski

*Director, Category Management, Walmart & Sam’s Club – Anheuser-Busch

 

 

 

*Title and company of the author reflect their position at the time article was written.

The opinions expressed here by guest bloggers are their own, not necessarily those of Stout Executive Search.

Gaining success is a focus for most people, especially in this corner of the world called Northwest Arkansas. Everyone has his or her own definition of success. There are many ways to define success; material, emotional, physical accomplishment, and career achievement are a few. Definitions of success differ by person and each individual needs to define what he or she feels makes them happy and fulfilled. Understanding your definition is the beginning point of your journey to success. In this short space I wish to share with you four attributes that helped me be successful over my career. I’m sure there are faster and more direct ways, but I have found my way to be right for me and sustainable for my career, long-term. Whatever your definition, the below attributes will help you succeed.

Having passion for your work is the first attribute. You need to love the work you do! You will have bad days and even bad weeks, but without passion for your work, you will find it hard to be successful. Many people stay in jobs years without really enjoying their work. This leads to complacency and could eventually mean you will be replaced by someone who has less experience or knowhow but does have passion. If you don’t like where you are right now, change it! Start today and work a plan to move to a career that you’ll find rewarding. Thankfully, we live in a part of the country that has many opportunities. There is something out there for you. At one point in my career, I found myself at a low point and frustrated with what was being asked of me. Career-wise, I decided to take a step backwards in position. I moved to a role that took me back 10 years in the type of work I was doing at the time. With the change, I found a new life. I quickly moved forward again with my new organization, and reignited my career. The rewards of this move are still paying off for me and my family.

The second attribute is to become a knowledge expert in your field. Have you ever heard someone refer to the product they sell, buy, or market as a widget? This frustrates me to no end! Behind every product made in the world, there is a story. Someone somewhere pours their life and maybe their heart into that product’s development and production. I remember a time when I was asked last minute to teach a class about a field I had little knowledge or understanding of. There was a guide book; just follow the prompts you’ll be fine. (RIGHT?!) Wrong! It was a disaster, and I lost the respect of the team and the group I was working to teach. Whatever work you choose, make sure you take time not just to learn the dynamics of your role, but also understand the business model. Understand where the real work takes place, and understand the performance of the business inside and out. Be relentless in your preparation! Your team and customers will regard you as an expert with credibility and respect.

The third attribute might not be glamorous. To some, this comes naturally, but to others, not so much. If your version of success is long-term, then it is essential that you’re humble. Even if you have the first two attributes down pat, you won’t always be right! Unless you are humble, you most likely won’t be part of any team for very long. There was a time right after I changed companies where I was being promoted every 6 months. I felt I could do no wrong. This quickly became arrogance, and I started to distance myself from the very team that put me in a position to succeed. It wasn’t until I had a fiery crash with a teammate, I realized I was destroying relationships with the group that had actually made me successful. My dad once told me “never forget where you came from.” Despite that wise advice, I’ve forgotten once or twice. Now mind you, humility is not passive. Passion and humility can crash into each other if you aren’t careful. You’ll have to manage both with intent to know where you can lean in hard with what you know is right. If you pick the right moments wisely, your team will grow to respect and support you.

Fourth and final attribute is being willing and available to help and coach others. It was late in college when I learned that the best way to reinforce what I knew was to help others. By working in groups and sharing with others, I was able to push my total GPA a full point higher. Being naturally introverted made this a difficult task. Today, I still find great joy in helping associates understand our business. I love the “ah-ha moment” when they understand. It takes time. It isn’t easy, especially when you have demanding work of your own. Those demands don’t go away, and you might not get immediate credit for this help. But in today’s fast past world, we have to support each other! It’s the only way to be the best we can be. Companies that support employees coaching each other will get the best productivity and results. It gives me great joy to put others in a position to succeed, and I become better in the process. That’s a win-win!

When I think over what helped me achieve success, these four attributes made the difference. Good luck in finding your success!

Dean Hawkins

*Vice President of Walmart Sales – Bimbo Bakeries USA

 

 

 

*Title and company of the author reflect their position at the time article was written.

The opinions expressed here by guest bloggers are their own, not necessarily those of Stout Executive Search.

Paradox: a statement that is seemingly contradictory or opposed to common sense and yet is perhaps true.

Isn’t it often true in our industry that our business calculations start from a place of opposing propositions? If A is true, then B just can’t be true! If A and B are true, then C is absurd! We see each proposition as a zero sum game, where in order to win in one space, we have to live with the proverbial tradeoff in another. Our systems, our structures, our entire way of doing business has been crafted through generations of trial and error, traditions built on traditions, that support this way of thinking. In many cases, these checks and balances or inherent tradeoffs are good, valuable, and necessary. In fact, in some ways I love them. I understand them; they make me comfortable; they are my wheelhouse. Think of our trade allocations, our margin mixes, our cost to serve metrics, and the seemingly infinite combinations of scenarios we can play out in our minds and our excel spreadsheets. We live and breathe tradeoffs every day and for good reasons. However, in my career, it seems the most powerful business drivers are the ones where the common paradox is stood on its head. I am speaking beyond the old cliché of win/win situations or even win/win/win situations! These are easy to come by, after all, this town is full of winning companies all doing business with a retailer who wins. Rather, I am thinking of the paradox that was seemingly airtight, the puzzle that couldn’t be solved, yet when the paradox was flipped, wild success ensued.

In the late 19th century, American society was shifting dramatically, as men and women were rapidly moving from an agricultural way of life into the cities and factories springing up across America, as the industrial revolution had taken over the economic system. The way people raised and consumed food had changed dramatically, while food safety and infrastructure was a source of constant concern. How could the masses eat well and safely in dense urban communities, so far removed from the food source itself? Dr. John Dorrance, the founder of Campbell’s, grappled with how to provide safe food in mass while holding true to these 3 simple but perhaps contradictory mandates.

1. “Are the ingredients of a grade we would serve at our own table?”
2. “Does the combination of them appeal to our own sight, smell, and taste?”
3. “Is the price within the reach of most pocketbooks?”

If the quality is very high, the cost can’t be very low!? But if the cost is low, the quality can’t be high!? We have to make a profit here don’t we? In 1897, Dr. Dorrance invented condensed soup, turning the EITHER quality OR low cost paradox into a BOTH quality AND low cost AND safe AND easy to transport equation! The rest is history. 90% of you reading this blog today in 2018 have a can of condensed soup in your pantry today. He got past the tradeoffs and never ending zero sum games of his time and entered into a paradox that literally changed and fed the world. Over 100 years later, the food industry is still wrestling with similar but new paradoxes.

I am proud of Campbell’s core belief that every person deserves healthy and great tasting food. Campbell’s believes healthy food, free of preservatives and artificial ingredients, shouldn’t be a privilege for the wealthy, but should be “within reach of most checkbooks”. Isn’t it amazing how true those words ring true 100 years later, in a society that is constantly divided into the have’s and have nots, the 1% and the rest of us? My Company is living into this paradox every day and it energizes me more than doing the important and necessary work of finding the next tradeoff in my budget or playing a zero sum game in a trade equation. Today, Wal-Mart is trying to break the standard retailer paradox that says you can’t carry fewer inventories and improve instocks. Fun times for all of us! In fact, didn’t Sam Walton himself build an empire by challenging the “conventional wisdom” and entering into his own paradox? These paradoxes are all around us, if we can take the time to put them in focus, and not simply write them off as “seemingly contradictory”.

“This statement is false.” If you think it’s true, then it must be false, but if you think it’s false, it must be true. Now, that’s a paradox!

Mark Anderson

*Director Supply Chain Integration, Walmart – Campbell Soup Company

 

 

 

*Title and company of the author reflect their position at the time article was written.

The opinions expressed here by guest bloggers are their own, not necessarily those of Stout Executive Search.

Winston Churchill once said, “Success is not final…Failure is not permanent.”  This quote came at a time in history when many thought that Germany was going to rule Europe, and this small little island country had its back up against the wall.  With the majority of its army cornered in a small coastal town in France called Dunkirk, Great Britain faced almost certain defeat.  The British Navy was reluctant to send ships in to rescue the stranded soldiers, fearing that the loss of naval ships to German U-Boats would weaken the Navy and almost ensure a German invasion.  Winston Churchill was faced with tremendous adversity in this situation, but he did not let that stop him.  He ordered 861 civilian vessels to rescue over 330,000 soldiers from the beaches of Dunkirk.  Over a 9 day period, these small civilian boats ferried across the English Channel to Dunkirk day and night until almost all of the soldiers were off the beaches and back in Dover.  This was a tremendous success in the face of adversity, and it showed what we are capable of when we are faced with these struggles.

Now, our day to day business lives aren’t quite as dramatic or dire as the situation Great Britain faced in World War II, but the principals are the same.  Most of the major advancements in human society have come in the face of adversity.  People throughout history have been faced with problems and situations that appear to have no obvious solution, and then have figured out new ways to overcome.  Necessity is the mother of invention.

So how do you succeed thru adversity in business?

First, get comfortable with being uncomfortable.  If every business situation was a breeze, then none of us would have jobs.  Succeeding thru adversity starts when you accept the “Adversity”.  The challenge in front of you is uncomfortable by design.  Your customer has a set of objectives and you have a set of objectives.  Very rarely will these line up.  Being uncomfortable helps us stretch the limits of ideation.  This is where the best ideas and solutions are found.

Second, create value.  Look at the situation in front of you and lay out your options.  The best options are usually the ones where both parties gain something of value, but still have to concede something.  Look at your options and weigh the benefits and risks of each.  There will always be fear of conceding something that you or your company has always had, or risking the existing business you already have over new initiatives that enter into the situation.  But if you can show value to both sides of the adversity, you may find that the new options are not only accepted, but desired.

Third, you won’t get everything you want.  If you did, then something is wrong.  Each side of a business situation, negotiation, etc., should have objectives and objections.  You will have to concede some objectives, and let go of objections in some form in order to get thru an adverse business situation.   Prepare yourself for this by setting stretch goals.  Ask for more than you really need.  Offer less than you are actually willing to give.  By doing this, the negotiating range is bigger and the opportunity exists for you to get more of what you want.  This will not ensure you get “ALL” of what you want, but “MORE” of what you need.

Every day, there are situations of adversity in all of our lives.  Utilizing the tips above can help you make the most of those situations.

Matt Misiak

*Team Leader, Walmart & Sam’s Club – Tootsie Roll

 

 

 

*Title and company of the author reflect their position at the time article was written.

The opinions expressed here by guest bloggers are their own, not necessarily those of Stout Executive Search.

How do you create a positive team culture? What is your role on the team and how do you contribute?

We talk about making our office the place you want to be for personal and professional fulfillment. And why not, we spend more time working than any other activity including time with our family.  A team’s culture should reinforce the company’s core values, and be shaped with input from the collective group.  When there is a clear vision and buy-in from all key members, it fosters an environment of support and success.

It’s never been about the ‘what’ I do for a living, but more the ‘who’ – who do I get to interact with, learn from, help develop, share in wins or support when challenges arise. We celebrate succeses together, and lean on one another when things do not go our way.  It is not about being the hero or carrying the burden alone.  If it were, we would not need a team.

But what does a successful team look like? It is about defining your culture – ‘Who’ we are as a team.  Take time to discuss and identify your team’s collective strengths:  what character qualities do you display, what is important to your personal and corporate values?  We drive more creative solutions together than when we work in isolation.  It is critical to produce an environment where ideas are welcomed.  It is even better when you can have challenging conversations – always in the right manner – to ultimately deliver the best possible idea, solution or outcome.  That only comes when there is trust and respect.

Once you have a better understanding of ‘who’ you are as a team, determine ‘how’ you want others to view your team. How you show up is equally important.  What impression do you create?  Are you collaborators, visionary doers, intellectually curious?  However you define yourselves, be certain it is authentic.  You will not be able to fully own or live up to anything less.

So we know ‘who we are’ and ‘how we show up’. Now, ask ‘what’ is it we deliver and ‘why’ do we do it?  The ‘what’ is important as it reinforces both the ‘who’ and the ‘how’.  Is it trust, actionable insights, strategic direction, flawless execution, influential leadership?  The ‘what’ helps to further refine your team’s brand, and you need everyone’s dedication to deliver against this promise.

The avereage person will spend 90,000 hours at work over their lifetime. That is over 10,000 days at work, with only an average of 602 vacation days spanning your career.  So ‘why’ do we do it?  Yes, we want to take care of our family and have some level of financial freedom.  But hopefully there is more to it than this.  We do it to achieve winning results, to deliver against our commitments (to ourselves, our team and our organization), to grow, learn, develop, lead.

What is your team’s culture? How do you fit into it?  What is your role?  It is important each person understand the value they bring, and how they contribute to the collective group.  When there is a clear purpose and accountability – both from the organization and the individual – it can be tremendously fulfilling.  There becomes a level of trust and support, and that foundation lends itself to success.

Why do YOU walk through the office door everyday? Are you doing all you can to make it the place you want to be?

Lynn Murray

*Director of Sales, Walmart –Edgewell Personal Care

 

 

 

*Title and company of the author reflect their position at the time article was written.

The opinions expressed here by guest bloggers are their own, not necessarily those of Stout Executive Search.

When you think about “Brand Management” you likely think about the products your company makes or maybe the company itself. It’s what we’ve all been trained to do.  After all we work for the company, don’t we?

But, have you taken some time to think about Your Personal Brand – what you as an individual stand for, what you personally contribute and how you want others to see you?

Through yearly performance evaluations we reflect on business successes or failures. We draw attention to a handful of examples that showcase how we’ve supported the company’s business objectives; essentially validating our role in the organization.  But have you thought about Your Personal Brand and how your actions have supported it?

Many years ago, I was frustrated by a lack of acknowledgement from my employer. I felt I was sharing leverageable insights that weren’t being “heard.”  I needed some sort of verbal validation from “the company” for all my hard work.  As I vented my frustration to one of my colleagues, he challenged my premise.  He asked me if I really worked as hard as I did for “the company?”  Is “the company” my driving force?  It was a question I hadn’t asked myself.  I mean, my employer is paying me, my boss gives me an evaluation and determines whether I get promoted or not but neither of those things were in the forefront of my mind during my daily tasks.  What was it that drove me to perform day in and day out?  What made me want to go the extra mile?  And then my colleague answered the question for me.  He said – “You work for you.  Not anyone else.  You are your own Brand and you work hard every day because that’s how you want to be known to others.”  And he was exactly right.

It’s less common than ever before to remain in a single company for your entire career. Today, the average person changes jobs ten to fifteen times (with an average of 12 job changes) during his or her career. Therefore, we need to actively manage our own careers.  A great way to ensure we’re making the right choices, is to develop a Personal Brand that we can use to guide us over the lifetime of our career.

To get you started on developing your Personal Brand, ask yourself the following questions:

• What am I good at, or in other words, what are my strengths?
• What are my core values? Keep it simple – select a few key values to focus on. Some examples to get you started: Integrity, Transparency, Respect, Teamwork, Development, Courage.
• What’s my brand promise? This should encompass both the tangible and intangible aspects of your work. Tangible: I will always deliver my work on time and complete. Intangible: I will foster an open and inclusive working environment. Don’t forget your Personal Brand also needs ongoing management.
• Once you’ve clearly outlined your Personal Brand, it will be easier for you to vet potential employers when considering a career change. Most companies share their purpose and values on their corporate websites. This is an easy way for you to understand if your fundamental values are aligned with your prospective employer.
• Check back in on yourself. Ask your colleagues, customers and leaders for feedback. What do they see as your strengths? Do they feel you consistently deliver on your brand promise?
• Look to make improvements. Don’t be afraid to make changes. As we learn and grow, our beliefs and focus may change and that’s okay. What’s most important is to stay true to yourself and know what’s important to your success and happiness.
• So, the next time you are reflecting on how you’ve supported your company’s goals, take the time as well, to see how you’ve performed against your own expectations.

Renee Harris

*Team Leader – Shopper Marketing, Walmart & Sam’s Club – GlaxoSmithKline 

 

 

 

*Title and company of the author reflect their position at the time article was written.

The opinions expressed here by guest bloggers are their own, not necessarily those of Stout Executive Search.

“A mentor is someone who sees more talent and ability within you, than you see in yourself, and helps bring it out of you.”

A few years back, I was on an airplane headed to our corporate headquarters in California for a big presentation. I had just had my second child and been promoted into my first true managerial role. A lot of exciting change, and I was ready to tackle it. But, about 90 days into the new role, I realized I had more questions than I had answers. In true Type A fashion, I made a check-list on what I needed to do to figure out the answers to all my professional questions.

1. Read a few books about career management and leadership – check
2. Find a mentor that would have all the answers – ?

I quickly enrolled in our company’s mentor program. I was matched with another working mom a level above me. She was wonderful in giving me advice on how to balance work and my family as well as our corporate dynamics, but she lacked perspective on the retailer pressures we felt in the field.

Over time, I have learned that often you need different types of mentors for different situations.

My first work mentor was more of a “cheerleader”. She encouraged me by telling me I was doing a great job and was always optimistic no matter what situation I was facing.

But, I knew in order to grow in my career I needed to seek guidance from others that could help me navigate our corporate office and would give me honest feedback when needed (even if it wasn’t what I wanted to hear).

My second mentor was a “connector”. I work in a remote office and needed help making connections within our corporate office. He was instrumental in helping me make those connections which, in return, helped me knock down a few roadblocks hindering my success.

But, my most influential mentor has been a great combination of a “coach” and “challenger”. From a “coaching” perspective, he has always been available to listen and help me figure out solutions for any business problem I was facing. He is about 5-7 years ahead of me in his career life cycle, so he has always used his experience to help guide me through my work related problems. But, the thing that makes me value him as a mentor the most is he isn’t scared to be my “challenger”. He lets me know if an idea just doesn’t make sense or if I am approaching a situation the wrong way. And, more times than not, he is right. In addition, he has always pushed me to be ready for the next step in my career.

Outside of work, I have found it important to have mentors that help me grow personally as well. Whether it be a couple at church that shares parenting advice with me and my husband or other successful full-time working moms that understand how to balance work and home, I lean on each of these people’s experiences and advice when dealing with new situations that life tends to throw my way.

Overall, my mentors have been so influential in both my career and personal life. Each mentor has a different role, but together they help me recognize my natural talents and abilities and push me to use those gifts to be the best employee, mom, wife, or friend I can be.

Amy Stevens

*Associate Director – Shopper and Retail Insights, Walmart & Sam’s Club – The Clorox Company

 

 

 

*Title and company of the author reflect their position at the time article was written.

The opinions expressed here by guest bloggers are their own, not necessarily those of Stout Executive Search.