Friday, October 28, 2011

Do Your Employees Moonlight?

Do Your Employees Moonlight?
By: Beth Lincow
http://www.humanresourceattorney.com/
The recent scandal regarding an attorney who was suspended by New York Attorney
General’s office for moonlighting as a dominatrix highlights an important question—when
can an employee’s “moonlighting” legitimately be used by employers as grounds for
disciplinary action.
According to the New York Post, Alisha Smith, a well-respected lawyer who handles
securities fraud cases in the New York Attorney General’s office, was suspended after the
newspaper inquired about whether she is working after hours as a dominatrix.
“The employee has been suspended without pay, effective immediately, pending an internal
investigation,” said a spokesman for state Attorney General Eric Schneiderman.
Sources told the newspaper that the suspension was supported by an employee policy that
bars outside employment without prior approval if the job results in more than $1,000 in
pay.
What Are the Rules for Moonlighting?
For the most part, employees are free to do what they want with their free time outside of
work. However, if moonlighting is directly damaging to the employer’s interests, or creates
a risk of serious harm, it has in some cases amounted to misconduct and even warranted
termination.
Of course, many of these issues can be avoided by outlining employees’ obligations in
employment contracts and employee handbooks, as seems to be the case with the New
York Attorney General’s office. In general, this will make it much harder for an employee to
argue that he should be entitled to hold another job while employed by your company.
About Beth Lincow Cole
The Law Office of Beth Lincow Cole is committed to helping employers comply with
federal and state employment law and avoid potential business-wrecking lawsuits.
If your company needs employee or management training or assistance in drafting, reviewing, or
revising its EEOC/discrimination policies, contact employment law attorney Beth Lincow Cole.


PRESENTED BY: Executive Leadership, LLC SPECIALIZING IN: Human Capital Transition and Executive Coaching - (908) 822-9655 WEBSITE: http://www.exec-leadershipLLC.com

If you are seeking an Executive Coach for yourself or your organization, consider contacting CB Bowman, MBA, CMC at Executive Leadership, LLC 908.509.1744 cb@exec-leadershipllc.com; http://www.exec-leadershipllc.com.

CB Bowman, ia a Certified Master Coach and president, CEO of Executive Leadership, LLC. She is also the Chairperson and Founder for the Association of Corporate Executive Coaches (http://www.acec-website.org).

Among mid to senior level professionals Executive leadership LLC is the go to company for individuals and companies seeking human capital repositioning, development and/or growth through coaching, counseling, and strategic advice.

With her Fortune 500 business background, laser like precision, and a take no prisoners approach she swiftly narrows in on the issue, and unlike others, she presents financially sound, creative and action oriented solutions with infinite possibilities

The FLSA's "Remedial Training" Overtime Exception

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WAGE AND HOURS LAWS
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The FLSA's "Remedial Training" Overtime Exception
By John E. Thompson
October 22, 2011
Many employers find nowadays that at least some workers are unable to read, write, or do simple arithmetic beyond the lowest levels (if at all). Management wants to give the employees mandatory training in these areas, but not if that means incurring overtime costs when the instructional time causes the employees' hours worked to exceed 40 in a workweek. But, under the right circumstances, there is a little-known way to increase employees' basic academic abilities without having to pay FLSA overtime premium for the time they spend learning.
The General FLSA Training Rules
The U.S. Labor Department (DOL) says that time spent in employer training generally must be considered compensable work, unless four criteria are met. That is, the training time has to be added together with the employee's other hours worked, including for overtime-pay purposes, except where:
♦ The employee's attendance is truly voluntary;
♦ The employee's attendance is outside his or her regular working hours;
♦ The training is not directly related to the employee's current job; and
♦ The employee performs no productive work during attendance. 29 C.F.R. § 785.27. Where remedial education is concerned, an employer offering the instruction typically wants to require employees to undergo it. Also, it is often necessary to schedule the classes at some point during the employee's normal workday.
The Section 7(q) Overtime Exception
The FLSA's Section 7(q) (link to reproduction below) allows the employer to pay for up to ten overtime hours of qualifying instruction at the employee's straight-time regular rate of pay. In creating this exception, Congress wanted to encourage employers to help provide the fundamental educational background some employees need to succeed in the job market, both now and in the future. The exception is therefore available for certain basic education offered to employees who lack a high-school diploma or educational attainment at the eighth-grade level. The training provided cannot be job-specific.

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WAGE AND HOURS LAWS
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DOL says that the remedial training must be designed to provide reading and other basic skills at an eighth-grade level or below, or to fulfill the requirements for a high-school diploma or a General Educational Development ("G.E.D.") certificate. 29 C.F.R. § 778.603. Also, DOL rules state that the training has to occur during discrete periods of time set aside for it and must be conducted away from the employee's work station "to the maximum extent practicable". Id. DOL regulations require employers to keep accurate records of both an employee's time spent in the remedial education each workday and each workweek and the compensation the employee is paid for this time. 29 C.F.R. § 516.34.
Don't Forget Other Overtime Laws
Of course, the Section 7(q) exception does not override overtime obligations imposed by any different federal law or by any other jurisdiction's requirements. An employer considering a remedial-training program designed around Section 7(q) should carefully evaluate whether the program will meet the requirements of all other applicable overtime provisions. FLSA Section 7q.pdf (14.69 kb)



PRESENTED BY: Executive Leadership, LLC SPECIALIZING IN: Human Capital Transition and Executive Coaching - (908) 822-9655 WEBSITE: http://www.exec-leadershipLLC.com

If you are seeking an Executive Coach for yourself or your organization, consider contacting CB Bowman, MBA, CMC at Executive Leadership, LLC 908.509.1744 cb@exec-leadershipllc.com; http://www.exec-leadershipllc.com.

CB Bowman, ia a Certified Master Coach and president, CEO of Executive Leadership, LLC. She is also the Chairperson and Founder for the Association of Corporate Executive Coaches (http://www.acec-website.org).

Among mid to senior level professionals Executive leadership LLC is the go to company for individuals and companies seeking human capital repositioning, development and/or growth through coaching, counseling, and strategic advice.

With her Fortune 500 business background, laser like precision, and a take no prisoners approach she swiftly narrows in on the issue, and unlike others, she presents financially sound, creative and action oriented solutions with infinite possibilities

IRS Announces Employee Benefit Plan Limits for 2012

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IRS Announces Employee Benefit Plan Limits for 2012
October 25, 2011

The Internal Revenue Service (IRS) recently announced 2012 cost-of-living adjustments to the applicable dollar limits for various employer-sponsored retirement and welfare plans. Plan sponsors should update payroll and plan administration systems accordingly and should incorporate the new limits in relevant participant communications. Because 2012 marks the first year the IRS has increased employee benefit plan limits since 2009, plan sponsors also may want to consider updating plan documents to include the new cost-of-living adjustments, to the extent such adjustments are not automatically incorporated by cross-reference.
The Internal Revenue Service (IRS) recently announced the cost-of-living adjustments to the applicable dollar limits on various employer-sponsored retirement and welfare plans for 2012. Although many dollar limits currently in effect for 2011 will change, some limits will remain unchanged for 2012. Earlier this year, the IRS announced new limits for 2012 relating to high deductible health plans (HDHPs) and health savings accounts (HSAs). The table below compares the applicable dollar limits for 2011 and 2012 for certain employee benefit programs.*
RETIREMENT PLAN LIMITS
2012 2011
Annual compensation limit
$250,000 $245,000
401(k), 403(b) & 457(b) before-tax contributions
$17,000 $16,500
Catch-up contributions (if age 50 or older)
$5,500 $5,500
Highly compensated employee threshold
$115,000 $110,000
Key employee officer compensation threshold
$165,000 $160,000
Defined benefit plan annual benefit and accrual limit
$200,000 $195,000
Defined contribution plan annual contribution limit
$50,000 $49,000
ESOP limit for determining the lengthening of the general five-year distribution period
$200,000 $195,000
ESOP limit for determining the maximum account balance subject to the general five-year distribution period
$1,015,000 $985,000
HEALTH AND WELFARE PLAN LIMITS

Qualified Transportation Fringe Benefits
Monthly limit for qualified parking
$240 $230

Monthly limit for transportation in a commuter highway vehicle or transit pass
$125 $230**
Adoption Assistance Programs
Excludible amount
$12,650 $13,360**
Phase-out modified adjusted gross income thresholds
Phase-out begins
$189,710 $185,210
Phase-out complete
$229,710 $225,210
HDHP and HSA
HDHP—Maximum annual out-of-pocket limit (excluding premiums)
Self-only coverage
$6,050 $5,950
Family coverage
$12,100 $11,900
HDHP—Minimum annual deductible
Self-only coverage
$1,200 $1,200
Family coverage
$2,400 $2,400
HSA—Annual contribution limit
Self-only coverage
$3,100 $3,050
Family coverage
$6,250 $6,150
Catch-up contributions (age 55 or older)
$1,000 $1,000

Plan sponsors should update payroll and plan administration systems for the new 2012 cost-of-living adjustments and should incorporate the new limits in relevant participant communications, like open enrollment materials and summary plan descriptions. Also, because 2012 marks the first year the IRS has increased employee benefit plan limits since 2009, plan sponsors may want to consider updating plan documents to include the new cost-of-living adjustments, to the extent such adjustments are not automatically incorporated by cross-reference.
For further information about applying the new IRS employee benefit plan limits for 2012, contact any of our employee benefits lawyers, or an author.

*Dollar limits are generally applied on a calendar year basis; however, certain dollar limits are applied on a plan year, tax year or limitation year basis.
**The temporary increase in the income exclusion for this benefit is currently scheduled to expire on December 31, 2011.

The material in this publication may not be reproduced, in whole or part without acknowledgement of its source and copyright. On the Subject is intended to provide information of general interest in a summary manner and should not be construed as individual legal advice. Readers should consult with their McDermott Will & Emery lawyer or other professional counsel before acting on the information contained in this publication.

© 2011 McDermott Will & Emery. The following legal entities are collectively referred to as "McDermott Will & Emery," "McDermott" or "the Firm": McDermott Will & Emery LLP, McDermott Will & Emery AARPI, McDermott Will & Emery Belgium LLP, McDermott Will & Emery Rechtsanwälte Steuerberater LLP, MWE Steuerberatungsgesellschaft mbH, McDermott Will & Emery Studio Legale Associato and McDermott Will & Emery UK LLP. These entities coordinate their activities through service agreements. McDermott has a strategic alliance with MWE China Law Offices, a separate law firm. This communication may be considered attorney advertising. Prior results do not guarantee a similar outcome.



PRESENTED BY: Executive Leadership, LLC SPECIALIZING IN: Human Capital Transition and Executive Coaching - (908) 822-9655 WEBSITE: http://www.exec-leadershipLLC.com

If you are seeking an Executive Coach for yourself or your organization, consider contacting CB Bowman, MBA, CMC at Executive Leadership, LLC 908.509.1744 cb@exec-leadershipllc.com; http://www.exec-leadershipllc.com.

CB Bowman, ia a Certified Master Coach and president, CEO of Executive Leadership, LLC. She is also the Chairperson and Founder for the Association of Corporate Executive Coaches (http://www.acec-website.org).

Among mid to senior level professionals Executive leadership LLC is the go to company for individuals and companies seeking human capital repositioning, development and/or growth through coaching, counseling, and strategic advice.

With her Fortune 500 business background, laser like precision, and a take no prisoners approach she swiftly narrows in on the issue, and unlike others, she presents financially sound, creative and action oriented solutions with infinite possibilities

Are Inside Sales Persons Now Entitled To Overtime in New Jersey? They May be, at Least For Now

Are Inside Sales Persons Now Entitled To
Overtime in New Jersey? They May be, at
Least For Now
October 26, 2011 by Michael N. Morea
Last month, new overtime exemption rules of the New Jersey Department of Labor and
Workforce Development (“NJDOL”) became effective. These new rules are intended to
bring overtime exemptions under the New Jersey Wage and Hour Law (“NJWHL”) in line
with the 2004 revisions to the federal Fair Labor Standards Act rules, by repealing the
existing state overtime exemption rules and replacing them with the analogous federal
exemptions. NJDOL accomplished this by revising N.J.A.C. 12:56-7.2 to remove the
definitions of the various overtime exemptions and adopted by reference the counterpart
in the Code of Federal Regulations (“CFR”), specifically 29 CFR 541.
However, in an apparent omission, by adopting 29 CFR 541, the NJDOL removed the
state exemption for inside salespersons. The NJWHL inside salesperson exemption had
provided that salespeople who received at least 50% of their total compensation from
commissions and earned more than $400 per week, fell under the administrative
exemption to overtime. Federal regulations provide a similar exemption, but that
exemption is found in a different section of the regulations, not 29 CFR 541.
NJDOL has indicated that the removal of the inside salesperson exemption was not
intended and that it is working on rectifying the situation. In the meantime, however,
certain employees who were previously exempt from overtime are, at least for the time
being, apparently entitled to receive it.
New Jersey employers who have inside salespersons who were previously exempt from
overtime should consult legal counsel to determine how best to handle overtime for such
employees, until the state rules are revised.
Cole, Schotz, Meisel, Forman & Leonard, P.A.
Court Plaza North
25 Main Street
Hackensack, NJ 07601
Phone: (201) 489-3000
900 Third Avenue
16th Floor
New York, NY 10022
Phone: (212) 752-8000
500 Delaware Avenue
Suite 1410
Wilmington, DE 19801
Phone: (302) 652-3131
300 East Lombard Street Suite 2000
Baltimore, MD 21202
Phone: (410) 230-0660
301 Commerce Street
Suite 1700
Fort Worth, TX 76102
Phone: (817) 810-5250


PRESENTED BY: Executive Leadership, LLC SPECIALIZING IN: Human Capital Transition and Executive Coaching - (908) 822-9655 WEBSITE: http://www.exec-leadershipLLC.com

If you are seeking an Executive Coach for yourself or your organization, consider contacting CB Bowman, MBA, CMC at Executive Leadership, LLC 908.509.1744 cb@exec-leadershipllc.com; http://www.exec-leadershipllc.com.

CB Bowman, ia a Certified Master Coach and president, CEO of Executive Leadership, LLC. She is also the Chairperson and Founder for the Association of Corporate Executive Coaches (http://www.acec-website.org).

Among mid to senior level professionals Executive leadership LLC is the go to company for individuals and companies seeking human capital repositioning, development and/or growth through coaching, counseling, and strategic advice.

With her Fortune 500 business background, laser like precision, and a take no prisoners approach she swiftly narrows in on the issue, and unlike others, she presents financially sound, creative and action oriented solutions with infinite possibilities

Saturday, October 22, 2011

Steve Jobs and the Seven Rules of Success

BY CARMINE GALLO | October 14, 2011

Steve Jobs' impact on your life cannot be overestimated. His innovations have likely touched nearly every aspect -- computers, movies, music and mobile. As a communications coach, I learned from Jobs that a presentation can, indeed, inspire. For entrepreneurs, Jobs' greatest legacy is the set of principles that drove his success.

Over the years, I've become a student of sorts of Jobs' career and life. Here's my take on the rules and values underpinning his success. Any of us can adopt them to unleash our "inner Steve Jobs."

1. Do what you love. Jobs once said, "People with passion can change the world for the better." Asked about the advice he would offer would-be entrepreneurs, he said, "I'd get a job as a busboy or something until I figured out what I was really passionate about." That's how much it meant to him. Passion is everything.

2. Put a dent in the universe. Jobs believed in the power of vision. He once asked then-Pepsi President, John Sculley, "Do you want to spend your life selling sugar water or do you want to change the world?" Don't lose sight of the big vision.

3. Make connections. Jobs once said creativity is connecting things. He meant that people with a broad set of life experiences can often see things that others miss. He took calligraphy classes that didn't have any practical use in his life -- until he built the Macintosh. Jobs traveled to India and Asia. He studied design and hospitality. Don't live in a bubble. Connect ideas from different fields.

4. Say no to 1,000 things. Jobs was as proud of what Apple chose not to do as he was of what Apple did. When he returned in Apple in 1997, he took a company with 350 products and reduced them to 10 products in a two-year period. Why? So he could put the "A-Team" on each product. What are you saying "no" to?

5. Create insanely different experiences. Jobs also sought innovation in the customer-service experience. When he first came up with the concept for the Apple Stores, he said they would be different because instead of just moving boxes, the stores would enrich lives. Everything about the experience you have when you walk into an Apple store is intended to enrich your life and to create an emotional connection between you and the Apple brand. What are you doing to enrich the lives of your customers?

6. Master the message. You can have the greatest idea in the world, but if you can't communicate your ideas, it doesn't matter. Jobs was the world's greatest corporate storyteller. Instead of simply delivering a presentation like most people do, he informed, he educated, he inspired and he entertained, all in one presentation.

7. Sell dreams, not products. Jobs captured our imagination because he really understood his customer. He knew that tablets would not capture our imaginations if they were too complicated. The result? One button on the front of an iPad. It's so simple, a 2-year-old can use it. Your customers don't care about your product. They care about themselves, their hopes, their ambitions. Jobs taught us that if you help your customers reach their dreams, you'll win them over.

There's one story that I think sums up Jobs' career at Apple. An executive who had the job of reinventing the Disney Store once called up Jobs and asked for advice. His counsel? Dream bigger. I think that's the best advice he could leave us with. See genius in your craziness, believe in yourself, believe in your vision, and be constantly prepared to defend those ideas.



PRESENTED BY: Executive Leadership, LLC SPECIALIZING IN: Human Capital Transition and Executive Coaching - (908) 822-9655 WEBSITE: http://www.exec-leadershipLLC.com

If you are seeking an Executive Coach for yourself or your organization, consider contacting CB Bowman, MBA, CMC at Executive Leadership, LLC 908.509.1744 cb@exec-leadershipllc.com; http://www.exec-leadershipllc.com.

CB Bowman, ia a Certified Master Coach and president, CEO of Executive Leadership, LLC. She is also the Chairperson and Founder for the Association of Corporate Executive Coaches (http://www.acec-website.org).

Among mid to senior level professionals Executive leadership LLC is the go to company for individuals and companies seeking human capital repositioning, development and/or growth through coaching, counseling, and strategic advice.

With her Fortune 500 business background, laser like precision, and a take no prisoners approach she swiftly narrows in on the issue, and unlike others, she presents financially sound, creative and action oriented solutions with infinite possibilities

10 Secrets of Successful Leaders

10 Secrets of Successful Leaders

BY KARA OHNGREN | October 17, 2011|

Eleanor Roosevelt once said, “A good leader inspires people to have confidence in the leader, a great leader inspires people to have confidence in themselves.” But, becoming a great leader isn’t easy. Successfully maneuvering a team through the ups and downs of starting a new business can be one of the greatest challenges a small-business owner faces.

Leadership is one of the areas that many entrepreneurs tend to overlook, according leadership coach John C. Maxwell, whose books include The 21 Irrefutable Laws of Leadership (Thomas Nelson, 1998) and Developing the Leader Within You (Thomas Nelson, 1993).

“You work hard to develop your product or service. You fight to solve your financial issues. You go out and promote your business and sell your product. But you don't think enough about leading your own people and finding the best staff,” Maxwell says.

It turns out, the skills and talents necessary to guide your team in the right direction can be simple, and anyone with the determination can develop them. Here’s a list of 10 tips drawn from the secrets of successful leaders.


1. Assemble a dedicated team.
Your team needs to be committed to you and the business. Successful entrepreneurs have not only social and selling smarts, but also the know-how to hire effectively, says leadership trainer Harvey Mackay, who wrote Swim with the Sharks Without Being Eaten Alive (Ivy Books, 1995). “A colossal business idea simply isn't enough. You have to be able to identify, attract and retain talent who can turn your concept into a register-ringing success,” he says.

Related: What's Your Leadership Style? (Quiz)

When putting your team together, look for people whose values are aligned with the purpose and mission of your company. Suzanne Bates, a Wellesley, Mass.-based leadership consultant and author of Speak Like a CEO (McGraw Hill, 2005), says her team members rallied around each other during the worst part of the recession because they all believed in what they were doing. “Having people on your team who have tenacity and a candid spirit is really important," she says.

2. Overcommunicate.
This one’s a biggie. Even with a staff of only five or 10, it can be tough to know what’s going on with everyone. In an effort to overcommunicate, Bates compiles a weekly news update she calls a Friday Forecast, and emails it to her staff. “My team is always surprised at all the good news I send out each week,” Bates says. “It makes everyone feel like you really have a lot of momentum, even in difficult times.”

3. Don’t assume.
When you run a small business, you might assume your team understands your goals and mission -- and they may. But, everybody needs to be reminded of where the company’s going and what things will look like when you get there. Your employees may ask, “What’s in it for me?” It’s important to paint that picture for your team. Take the time to really understand the people who are helping you build your business.

“Entrepreneurs have the vision, the energy, and they’re out there trying to make it happen. But, so often with their staff, they are assuming too much,” says Beverly Flaxington, founder of The Collaborative, a business-advising company in Medfield, Mass. “It’s almost like they think their enthusiasm by extension will be infectious -- but it’s not. You have to bring people into your world and communicate really proactively.”

4. Be authentic.
Good leaders instill their personality and beliefs into the fabric of their organization, Flaxington says. If you be yourself, and not try to act like someone else, and surround yourself with people who are aligned with your values, your business is more likely to succeed, she says.

Related: Tips on Loyalty and Leadership

“Every business is different and every entrepreneur has her own personality,” Flaxington says. “If you’re authentic, you attract the right people to your organization -- employees and customers.”

5. Know your obstacles.
Most entrepreneurs are optimistic and certain that they’re driving toward their goals. But, Flaxington says, it’s a short-sighted leader who doesn’t take the time to understand his obstacles.

“You need to know what you’re up against and be able to plan around those things,” she says. “It’s folly to think that just because you’ve got this energy and enthusiasm that you’re going to be able to conquer all. It’s much smarter to take a step back and figure out what your obstacles are, so the plan that you’re putting into place takes that into account.”

6. Create a 'team charter.'
Too many new teams race down the road before they even figure out who they are, where they’re going, and what will guide their journey, says Ken Blanchard, co-author of The One-Minute Manager (William Morrow & Co., 1982) and founder of The Ken Blanchard Cos., a workplace- and leadership-training firm. Just calling together a team and giving them a clear charge does not mean the team will succeed.

“It’s important to create a set of agreements that clearly states what the team is to accomplish, why it is important and how the team will work together to achieve the desired results,” says Blanchard, who is based in Escondido, Calif. “The charter provides a record of common agreements and can be modified as the business grows and the team’s needs change.”

7. Believe in your people.
Entrepreneurial leaders must help their people develop confidence, especially during tough times. As Napoleon Bonaparte said, "Leaders are dealers in hope." That confidence comes in part from believing in your team, says Maxwell, who is based in West Palm Beach, Fla. “I think of my people as 10s, I treat them like 10s, and as a result, they try to perform like 10s,” he says. “But believing in people alone isn't enough. You have to help them win.”

8. Dole out credit.
Mackay says a good salesperson knows what the sweetest sound in the world is: The sound of their name on someone else's lips. But too many entrepreneurs think it's either the crinkle of freshly minted currency, or the dull thud of a competitor's body hitting the pavement.

“Many entrepreneurs are too in love with their own ideas and don't know how to distribute credit,” Mackay says. “A good quarterback always gives props to his offensive line.”

9. Keep your team engaged.
Great leaders give their teams challenges and get them excited about them, says leadership expert Stephen Covey, author of The Seven Habits of Highly Effective People (Free Press, 1989). He pointed to the example of a small pizza shop in a moderate-sized town that was killing a big fast-food chain in sales. The big difference between the chain and the small pizza joint was the leader, he says.

Every week he gathered his teenage employees in a huddle and excitedly asked them: “What can we do this week that we’ve never done before?” The kids loved the challenge. They started texting all their friends whenever a pizza special was on. They took the credit-card machine to the curb so passing motorists could buy pizza right off the street. They loaded up a truck with hot pizzas and sold them at high-school games. The money poured in and the store owner never had problems with employee turnover, says Covey, who is based in Salt Lake City, Utah.

10. Stay calm.
An entrepreneur has to backstop the team from overreacting to short-term situations, says Mackay, who is based in Minneapolis. This is particularly important now, when news of the sour economic environment is everywhere.

“The media has been hanging black crepe paper since 2008,” he says. “But look at all the phenomenal companies and brands that were born in downturns, names like iPod, GE and Federal Express.”


PRESENTED BY: Executive Leadership, LLC SPECIALIZING IN: Human Capital Transition and Executive Coaching - (908) 822-9655 WEBSITE: http://www.exec-leadershipLLC.com

If you are seeking an Executive Coach for yourself or your organization, consider contacting CB Bowman, MBA, CMC at Executive Leadership, LLC 908.509.1744 cb@exec-leadershipllc.com; http://www.exec-leadershipllc.com.

CB Bowman, ia a Certified Master Coach and president, CEO of Executive Leadership, LLC. She is also the Chairperson and Founder for the Association of Corporate Executive Coaches (http://www.acec-website.org).

Among mid to senior level professionals Executive leadership LLC is the go to company for individuals and companies seeking human capital repositioning, development and/or growth through coaching, counseling, and strategic advice.

With her Fortune 500 business background, laser like precision, and a take no prisoners approach she swiftly narrows in on the issue, and unlike others, she presents financially sound, creative and action oriented solutions with infinite possibilities

Counter-Offers, And Why They Are Baaad, Very Bad!

Counter-Offers, And Why They Are Baaad, Very Bad!
Posted by SeSee Munson on October 14, 2011 at 12:59pmView Blog

Recently, a candidate approached me to help him find a new job. The company that he was currently working for was cutting back his responsibility level and his take-home pay was dwindling. The candidate, “Bob”, knew that the company was in bad financial health.
I liked Bob. Thought he was a great candidate to market. So, I worked on his resume, tweaking it to perfection. Coached him on interviewing. And once he was all polished and ready for presenting, I began marketing him to some hiring authorities. Got a hit! A client company was looking to hire and was very interested in Bob’s qualifications. My client was very thankful that I called them about Bob’s candidacy and the first interview was scheduled, lickety-split. After three interviews completed, Bob was given a super offer. How smooth was that? Wait. There’s more!!
Bob called me the next morning. He declined the offer. What the heck? You got it. DECLINED. And here is why:
The failing company that Bob felt strongly was going close operations any day, came back to Bob with a counter-offer. The offer was, in Bob’s words, “Too good to be true.” Tripled his salary, plus a cash bonus of $5k. Bob drank the Kool-aide and accepted the deal. When I asked Bob the most obvious question, “Where did they get all of this money to pay you that salary, not to mention the bonus?” He replied, “They re-worked some of the numbers and *snap* found they could pay me more.” The snap sound was my neck popping.
Lesson learned: I should have prepared for this on day one. Alas, my failure to do so really cost my client a lot of time and effort. I am disappointed in myself, but ready to make it right with my client. Already I have sourced two candidates for the position Bob declined to accept. All better.
Here’s what I know: This is the last time I will make that mistake. Going forward, here is what I want you to know:
1). Before you resign from your current position, arm yourself with reality. Remind yourself of all the reasons why you were looking for a job in the first place. Lofty promises and cash thrown at you will never change the fact that the reason you were looking to change jobs still exists. And,
2). Your employer now sees you as a disloyal member of the team. You lost any at-a-boys collected with past achievements because you looked for a job on company time. You focused your time and energy on interviewing while being paid to work. Traitor! You are scum. And, more importantly
3). However long it takes your current boss to find your replacement is how ever long you have left at the company. That is a promise. You are no longer in control of your career destiny.
Bottom line, counter-offers are 95% empty attempts to “band-aide” the situation. You are being bribed to stay. And by staying, you provide the company plenty of time to find your replacement. Trust me, they will use the time wisely and probably will find a BETTER you. Then you, dahling, will be summarily fired without that sweet two-week notice you were prepared to give.
If you are that concerned about taking the counter, ask yourself this, “Why didn’t you get that kinda cash/promise before looking for another job?”
Maybe I will post again when Bob calls me saying that the “too-good-to-be-true” counter-offer was just that…too good to be true. Maybe not. I need to move on. *smile*

PRESENTED BY: Executive Leadership, LLC SPECIALIZING IN: Human Capital Transition and Executive Coaching - (908) 822-9655 WEBSITE: http://www.exec-leadershipLLC.com

If you are seeking an Executive Coach for yourself or your organization, consider contacting CB Bowman, MBA, CMC at Executive Leadership, LLC 908.509.1744 cb@exec-leadershipllc.com; http://www.exec-leadershipllc.com.

CB Bowman, ia a Certified Master Coach and president, CEO of Executive Leadership, LLC. She is also the Chairperson and Founder for the Association of Corporate Executive Coaches (http://www.acec-website.org).

Among mid to senior level professionals Executive leadership LLC is the go to company for individuals and companies seeking human capital repositioning, development and/or growth through coaching, counseling, and strategic advice.

With her Fortune 500 business background, laser like precision, and a take no prisoners approach she swiftly narrows in on the issue, and unlike others, she presents financially sound, creative and action oriented solutions with infinite possibilities

Sunday, October 16, 2011

ARE YOU KIDDING!!!

REPRINT FROM: HIGH IMPCT HIRING SOLUTIONS
We Have Jobs – Where Are All Of The Candidates? OCT, 2011

Q. We thought with unemployment as high as it is we wouldn’t have any problem finding people. However, the opposite seems to be happening. We get a lot of resumes, but the people are not the right fit, they don’t have the right experience or skills, and often aren’t even close to what we are looking for. Why with such high unemployment is it so difficult to find people?

This is a common misunderstanding by companies. As a recruiter, companies just don’t believe it when I tell them finding top talent is much harder when unemployment is high and easier when unemployment is low. I can sum up why in one word, “fear.”

This happens because even with 12% unemployment in California, only a very small percentage of those people will actually be qualified for your position. Variables to consider include location, compensation, industry, the right skills, years of experience, cultural fit and so on. This means that there really isn’t that huge of a pool of candidates to choose from in the unemployed arena.

That then leaves those currently working. But stop and think about those working for a minute. They are thinking, “The devil I know is better than the one I don’t know.” Do you believe they want to take the risk of changing jobs, having something not work out and then face unemployment for 6 months. Not very likely. Chances are they know people that have been unemployed for a long time so working candidates bunker down. Staying with a company where they may not be happy is a whole lot better than unemployment. As a result, most employed people are not looking or even interested in considering something.

Contrast this with times of very low unemployment. There is no fear. The candidate figures that if the new job doesn’t work out, no problem, I will find another in no time so they are willing to consider other opportunities.

Don’t underestimate fear in your analysis.
I welcome your comments and feedback.
Brad Remillard


PRESENTED BY: Executive Leadership, LLC SPECIALIZING IN: Human Capital Transition and Executive Coaching - (908) 822-9655 WEBSITE: http://www.exec-leadershipLLC.com

If you are seeking an Executive Coach for yourself or your organization, consider contacting CB Bowman, MBA, CMC at Executive Leadership, LLC 908.509.1744 cb@exec-leadershipllc.com; http://www.exec-leadershipllc.com.

CB Bowman, ia a Certified Master Coach and president, CEO of Executive Leadership, LLC. She is also the Chairperson and Founder for the Association of Corporate Executive Coaches (http://www.acec-website.org).

Among mid to senior level professionals Executive leadership LLC is the go to company for individuals and companies seeking human capital repositioning, development and/or growth through coaching, counseling, and strategic advice.

With her Fortune 500 business background, laser like precision, and a take no prisoners approach she swiftly narrows in on the issue, and unlike others, she presents financially sound, creative and action oriented solutions with infinite possibilities

Friday, October 14, 2011

Most People Don't Negotiate Due to Fear & Lack of Skills

Negotiating is not easy. And, for many people, not at all pleasant. Complicating matters even further is the difficulty involved with negotiating your own self-worth following a job offer.

Most people know how much hinges on salary negotiations and performance reviews. Failure to argue your self-worth often means leaving thousands of dollars on the table, and can potentially cost you millions of dollars over the course of your life. Yet our research found nearly one-fifth of workers never negotiate after they're offered a job.

The question is why? With so much on the line, why are people so hesitant to negotiate something like salary, which plays such a huge part in their lives? Salary.com interviewed nearly 2,000 people to find out the answers.


Thirty-seven percent of people always negotiate salary while 44 percent say they negotiate occasionally.

Just more than 18 percent---nearly one-fifth---of people we surveyed never negotiate their salaries. Ever. Which is surprising considering studies have shown an individual who fails to negotiate a first salary stands to miss out on more than $500,000 by age 60.

Many experts agree most companies expect a job candidate to negotiate, so it can't hurt to respectfully and wisely try to get a higher number. After all, if you don't argue your own worth then who will?

How Many People Negotiate During Performance Reviews?
Our survey results indicate employees are much more willing to negotiate the initial job offering than seek a raise during an annual review.

Only 12 percent of people make a point to always negotiate during a review, while a whopping 44 percent say they never bring up the subject of raises. The majority are somewhere in the middle and say they sometimes negotiate during an annual review.

But if you've performed admirably in your job and present a solid case for a raise to your employer, asking for a raise during your review can often yield a bump in pay.

Are You Apprehensive About Negotiating?
Not surprisingly, people get fairly worked up about negotiating.

Nearly half---48 percent---of respondents said they are always apprehensive when it comes to salary negotiations, with another 39 percent reporting they sometimes feel that way. Only 13 percent claim to never get nervous regarding negotiations.

Why Are People Hesitant to Negotiate Salary?
Once we determined a fairly large percentage of our survey-takers wasn't negotiating or asking for a raise, we asked them why.

The biggest reason was fear. With a tip of the cap to today's economic uncertainties, 32 percent of respondents said they were too worried about losing the job offer if they tried to negotiate. After that, 22 percent said they didn't ask for more simply because they lack the skills to properly negotiate during the interview process. Eighteen percent said they find negotiating inherently unpleasant, while just more than 9 percent lacked the necessary self-confidence.

Other answers people provided were "I don't want to come across as greedy," "It never seems to make a difference anyways" and "Negotiation isn't always possible."

Women Are Less Likely To Negotiate Than Men
One of the most interesting aspects of our survey was the difference between women and men when it comes to negotiating salary.

While 46 percent of men claim they always negotiate salary following a job offer, only 30 percent of women report doing the same. According to statistics from www.womendontask.com, men are four times more likely to negotiate salary than women. And even when they do negotiate, they ask for less and subsequently receive 30 percent less than men.

Perhaps that's why 55 percent of women are always apprehensive regarding salary, while that number drops to 39 percent for men.

As to why they don't negotiate, men seem to have more fear than women. Thirty-six percent of men fear losing the job offer compared to 29 percent of women. However, 26 percent of women say they are not skilled enough to negotiate, which is higher than the 18 percent of men who say the same.

If You Don't Negotiate Now, You'll Regret It Later
Whether it's men or women, a vast majority of all those surveyed agreed the failure to negotiate salary at the outset leads to regret later.

Just more than 76 percent of all respondents said they regret not asking for more money during the initial interview. Even if the failure to negotiate was due to badly needing a job, it's possible that taking a job in which you're not completely satisfied could lead to resentment soon after being hired.

William Arruda, author of the book "Career Distinction," told Salary.com in a podcast recently people should do their best to find their ideal job, even when there's pressure to simply get a job.

"The challenge with taking just any job is that you're not fulfilled and you don't have the greatest opportunity to deliver value. It detracts from your career."

Negotiate the Right Way
Negotiating is tough work and often stressful. It's understandable that people get upset. But most companies expect a little back and forth and there could be negative consequences if both sides feel regret following the job offer.

Use our Salary Wizard with 100 percent employer-reported data to research the proper pay ranges before negotiations begin.

If you're uncomfortable negotiating, check out our recommended reading on the next slide or hire a career coach to help you hone your skills. Even though it can be unpleasant, negotiating your salary is the only way to make sure you don't leave money on the table.

Recommended Reading
(try an ebook)
The Salary Tutor: Learn the Salary Negotiation Secrets No One Ever Taught You

Secrets of Power Salary Negotiating: Inside Secrets From a Master Negotiator

Negotiating Your Salary: How to Make $1000 a Minute

Getting More: How to Negotiate to Achieve Your Goals in the Real World

Getting to Yes: Negotiating Agreement Without Giving In

Get Paid What You're Worth: The Expert Negotiators' Guide to Salary and Compensation

Women Don't Ask: The High Cost of Avoiding Negotiation and Positive Strategies for Change



PRESENTED BY: Executive Leadership, LLC SPECIALIZING IN: Human Capital Transition and Executive Coaching - (908) 822-9655 WEBSITE: http://www.exec-leadershipLLC.com
If you are seeking an Executive Coach for yourself or your organization, consider contacting CB Bowman, MBA, CMC at Executive Leadership, LLC 908.509.1744 cb@exec-leadershipllc.com; http://www.exec-leadershipllc.com.
CB Bowman, ia a Certified Master Coach and president, CEO of Executive Leadership, LLC. She is also the Chairperson and Founder for the Association of Corporate Executive Coaches (http://www.acec-website.org).
Among mid to senior level professionals Executive leadership LLC is the go to company for individuals and companies seeking human capital repositioning, development and/or growth through coaching, counseling, and strategic advice.
With her Fortune 500 business background, laser like precision, and a take no prisoners approach she swiftly narrows in on the issue, and unlike others, she presents financially sound, creative and action oriented solutions with infinite possibilities

Tuesday, October 11, 2011

A Side-Order of Jobs With Your Java


Vault's Careers Blog

Posted on Monday, October 3, 2011 6:32:44 PM GMT   |   2 comments

It is often said that you cannot throw money at a problem to get it to go away, but in the case of the economy, that may be the only way to tackle the problem.  Starbucks is taking this idea seriously with the recent announcement that they will be teaming up with Opportunity Finance Network to launch Create Jobs for USA.  According to a press release today, Create Jobs for USA will pool donations from Starbucks customers, employees and concerned citizens into a nationwide fund for community business lending.  And they said America Runs on Dunkin.  Not anymore. 
Brewing Up JobsThe economy sputtered out of control since September 2008.  Bailouts and stimulus programs, extended unemployment insurance – these solutions may have worked to keep America from spiraling out of control, but they did little to boost the economy.  Three years later, according to the U.S. Bureau of Labor Statistics, the country is stuck at a 9.1% nationwide unemployment rate.  Those who know tolook closer than just the one number will realize the statistic is worse for different communities; Hispanics suffer an 11.3% nationwide unemployment rate, while that number for the African American community balloons to 16.7%.  At the same time, there are those who stopped looking for jobs, had their unemployment run out, or are underemployed.  New plans are bandied about.  Politics get in the way.  The country is left witha bunch of angry people looking for a solution.  What Starbucks is brewing looks rather interesting.    
Starting November 1, Create Jobs for USA will accept donations online at www.CreateJobsforUSA.org and at nearly 6,800 company‐operated Starbucks stores in the United States. Donors who contribute $5 or more will receive a red, white, and blue wristband with the message “Indivisible.” Who really cares about a wristband that you may never even wear.  What you are really buying is a better future.  According to the players involved, 100% of donations will go to the Opportunity Finance Network to help fund loans to community businesses—including small businesses, microenterprises, nonprofit organizations, commercial real estate, and affordable housing— all across the country committed to creating and sustaining jobs. 
Why does this make a different?  Well, according to the U.S. Small Business Administration, 65% of new jobs over the past 15 years were created by small businesses.  They are the ones doing the work, but according to a National Small Business Association Report from July 2011, one in three of those small businesses is having trouble obtaining the funding they need to grow.  They need funding, and the new Starbucks initiative hopes to get them the money they need to spark growth and create jobs.  Sounds like a win-win. 
So, how will it all work?  The Opportunity Finance Network represents a nationwide network of 180 Community Development Financial Institutions set up to provide financing to community businesses in underserved markets where accessing credit through traditional lending institutions is challenging or not available. The Create Jobs for USA Fund will be seeded with a $5 million contribution from the Starbucks Foundation.  Every $5 donation will result in $35 in financing to support community businesses. The Community Development Financial Institutions community lenders will issue $30 in financing, on average, for each $5 donation through their respective financing sources. The idea is that one new job will be created or retained for approximately every $21,000 in loans – or approximately every $3,000 in donations.  More jobs means more money means more spending, which results in more jobs
This could work.  In fact, it’s pretty easy.  Just forego a venti white chocolate mocha coffee one time and donate $5 instead.  You might have trouble staying up at your desk for one day, but you’ll sleep easier knowing that your donation might help someone get a job.  If you are feeling extra giving, donate that $5 once a week or once a month.  Collect the wristbands like kids collect those weird funny bands that form the shape of animals.  Then shame them into never wearing them again by wearing your wristbands everywhere you go.  But seriously, think of what the donation might mean for our economic future. 
“Small businesses are the backbone of America, employing more than half of all private sector workers – but this critical jobs engine has stalled,” Starbucks chairman and CEO Howard Schultz said in the release today. “We’ve got to thaw the channels of credit so that community businesses can start hiring again.”
But that really depends on the donations that come in.  Will you help Starbucks create new jobs?  Do you trust the initiative?  What ideas do you have to help job growth?  What needs to be done?  Let us know. 
--Jon Minners, Vault.com


PRESENTED BY: Executive Leadership, LLC SPECIALIZING IN: Human Capital Transition and Executive Coaching - (908) 822-9655 WEBSITE: http://www.exec-leadershipLLC.com
If you are seeking an Executive Coach for yourself or your organization, consider contacting CB Bowman, MBA, CMC at Executive Leadership, LLC 908.509.1744 cb@exec-leadershipllc.com; http://www.exec-leadershipllc.com.
CB Bowman, ia a Certified Master Coach and president, CEO of Executive Leadership, LLC. She is also the Chairperson and Founder for the Association of Corporate Executive Coaches (http://www.acec-website.org).
Among mid to senior level professionals Executive leadership LLC is the go to company for individuals and companies seeking human capital repositioning, development and/or growth through coaching, counseling, and strategic advice.
With her Fortune 500 business background, laser like precision, and a take no prisoners approach she swiftly narrows in on the issue, and unlike others, she presents financially sound, creative and action oriented solutions with infinite possibilities

Why You Should Stay Home From Work If You're Sick


Why You Should Stay Home From Work If You're Sick

Posted on Friday, September 30, 2011 7:57:01 PM GMT   |   1 comment

There is a belief among some people that if they come into work every day, they might earn some perfect attendance record for their “work first” mentality.  These people show up to work sick – sneezing without covering their mouth and complaining about strep throat before filling their thin-nozzle water bottle under the water cooler to share their germs with their co-workers.  Sharing is not always caring.  In addition, they complain about how sick they are, hoping someone will recognize how much a martyr they are and give them a raise orpromotion.  That’s not how things work.  If you’re sick, there is only one thing you should do – stay home. 
Sneezing?  Sick?  Stay Home From Work - Picture by David McNew/API was once one of those people.  I remember proudly telling an HR rep at my old job, “I work hard no matter what.  I never take off.  I can be coughing up a lung and you better believe I will be at my desk.”  She looked at me, as if to say, ‘don’t think of bringing those germs around me.’  It was the opposite reaction from what I thought I would receive.  She then went on to scold me for what I thought was my amazing work ethic and explained why I should stay home when I’m sick.  Here are some reasons she gave:
Think of others.  You are contagious in the early stages of a cold.  You might think you are able to operate sick, but you’re co-workers might not be Supermen like you.  By passing around your germs, you risk hurting the efficiency of everyone in the office and therefore could be hurting your company’s productivity, as a whole, no matter how well you think you are performing between tissue-blowing sessions. 
Think of yourself.  You think you can operate while sick, but you can’t.  The aches, the pains, the number of times you have to look up and twitch your nose around to fight a sneeze or worse (yes, it just got gross) are certainly affecting your performance.  The more days you push yourself to get to work, the longer it is going to take you to get better.  You will actually be doing yourself a service by staying home just one day.  Stay in bed.  Drink lots of fluids.  Relax and watch a little television.  By the time you wake up the next morning, you’ll feel more energized and ready for the work ahead than you would if you chose to “tough it out.”  And if you wake up still sick, then you should just go to a doctor, because work is definitely out of the question. 
You’re not that special.  The company will not fall apart if you call in sick one day because of a cold.  They will get by fine without you.  No, they will.  I promise.  Don’t be that person who is so arrogant, they think, “I have to come in…who can do my job if I don’t.”  Bob, the guy in the cubicle next to you, was highly offended by that belief.  And now he’s got a cold, because of you, too.  You better hope he doesn’t get you in the company’s next Secret Santa.  A box of tissues, sanitizer and a bottle of anti-bacterial Windex are not fun gifts at all.  That was not a fun Christmas for me at all. 
You can work from home.  If you have to work, just do it from the comfort of your bedroom…in your pajamas.  Not only are you getting rest; you’re not getting everyone sick; you’re satisfying your need to get the job done; and you might be helping your company by still being there despite not being physically present.  We live in an age where we can literally work from home every day if we wanted to.  There are some people who can get so much more done from home without the distractions of noisy co-workers present.  So, at least when we’re sick, we should be able to take advantage of this opportunity.  And you get to work in your pajamas.  Who doesn’t like that?
They give you time off…take it!  When you join the company, they explain the whole package to you – soup to nuts – and that package includes vacation days (which you should be taking), personal days and sick days.  They are basically telling you that if you are sick, don’t come in…at least three to five times a year, depending on the company.  It’s your responsibility to only be sick for that many days and if you are, just stay home – Billy, don’t be a hero!  That’s a song title, but you get my point.
--Jon Minners, Vault.com                                                                                                                                                           
PRESENTED BY: Executive Leadership, LLC SPECIALIZING IN: Human Capital Transition and Executive Coaching - (908) 822-9655 WEBSITE: http://www.exec-leadershipLLC.com

If you are seeking an Executive Coach for yourself or your organization, consider contacting CB Bowman, MBA, CMC at Executive Leadership, LLC 908.509.1744 cb@exec-leadershipllc.com; http://www.exec-leadershipllc.com.
CB Bowman, ia a Certified Master Coach and president, CEO of Executive Leadership, LLC. She is also the Chairperson and Founder for the Association of Corporate Executive Coaches (http://www.acec-website.org).
Among mid to senior level professionals Executive leadership LLC is the go to company for individuals and companies seeking human capital repositioning, development and/or growth through coaching, counseling, and strategic advice.
With her Fortune 500 business background, laser like precision, and a take no prisoners approach she swiftly narrows in on the issue, and unlike others, she presents financially sound, creative and action oriented solutions with infinite possibilities

Workers "Forced" to Quit Get Unemployment Benefits

Lawyers.com
Website | Blog | LexisNexis

Workers "Forced" to Quit Get Unemployment Benefits
Thursday, October 6, 2011 by David Baarlaer - Lawyers.com

Do you remember the 80's song, "We're not going to take it" by Twisted Sister? You might think it when your job is getting to you, but quitting might not be an option – at least until you have another one lined up. Is there a time when you get fed up enough to quit and collect unemployment benefits?
It could be a possibility when you quit because your employer makes your working conditions so bad you have no choice but to quit.
• A convenient store owner created a hostile work environment causing workers to quit
• Workers who quit in these circumstances may be entitled to unemployment benefits
• When possible, it's best to talk to an attorney before you quit if you plan to file for unemployment benefits
Going Too Far to Make Workers Follow the Rules William Ernst owns several convenience stores in Iowa. He had a problem with his store workers not following certain rules, such as talking on their cell phones while working, being out of uniform, etc. He planned on increasing the use of mystery shoppers to root-out the offenders.
Also, as part of the plan, he devised a contest. Workers were asked to guess which employee/cashier would be the next to get fired. The worker who guessed correctly would win $10. (Take a look at the "contest rules" (PDF), according to court papers).
Misty Shelsky, a cashier who describes Ernst as the "boss from hell," her manager and several other employees quit after learning about the contest. Shelsky later filed for unemployment benefits. Ernst fought the claim because in Iowa, as in practically every other state, workers can't get benefits if they quit voluntarily, like Shelsky did.
Shelsky won. In Iowa, and, again, in practically every other state, a worker who voluntarily quits for a good reason or "good cause" created by the employer, can get unemployment benefits. "Good cause" in Iowa (PDF), and elsewhere, includes "intolerable or detrimental working conditions." According to the judge (PDF) who finally decided that Shelsky was entitled to benefits, Ernst created intolerable working conditions, or a "hostile work environment by suggesting employees turn on each other for a minimal monetary prize."
Even if the prize had been $100 or more, the judge likely would have ruled the same because the contest pitted employees against each other.
What Cause is "Good Cause?"
In Iowa, the test for "good cause" and "intolerable or detrimental working conditions" is whether a reasonable person would have quit under the circumstances. It's similar to the test often used in constructive discharge cases. As explained by Christopher M. Adishian (@algpc) of the California-based Adishian Law Group, "In California, the test for a constructive discharge is 'whether a reasonable person in the employee's shoes and faced with the alleged intolerable conditions would have felt compelled to resign.'"
In either case, the "intolerable conditions" are usually the same. Intolerable conditions may include many things, explains Mr. Adishian, such as when an employer "creates false requirements in order for employee to keep her job, a supervisor continually "yelling and screaming" unfair and harsh criticism along with threats to fire, or an extended "campaign" to get an employee fired."
Mr. Adishian advises that the, "Factors to be considered include demotion, salary reduction, reduction in job responsibilities, reassignment to menial work, reassignment to work under junior person, employer harassment and even offers of retirement or continued employment on less favorable terms." Any one of these could create intolerable work conditions.
Lawyers.com
Website | Blog | LexisNexis
Employers Beware, Employees Be Ready
Employers need to keep in mind how easy it can be to create intolerable working conditions and a slew of legal problems along with them. After all, each year the Equal Employment Opportunity Commission handles tens of thousands of charges filed by workers against their employers.
Employees need to be ready to stand up for their rights, too. While unemployment compensation is designed to make sure workers don't casually quit jobs just to collect benefits, the laws realize that workers shouldn't feel trapped in intolerable working conditions.
It's best to talk to attorney before quitting, though. An attorney can help you figure out if you truly have "good cause" to quit so you're eligible for unemployment benefits, and can tell you about other legal remedies you may have.
Also, you may not get benefits even if you quit for good cause. In some states, you have to tell your employer you're quitting before you quit because of intolerable conditions - it gives the employer a chance to make things right. Iowa doesn't have this requirement.
When jobs are scarce and millions have no work, do whatever you can to get the unemployment benefits you need to support yourself and your family.

Dave Baarlaer writes for Lawyers.com

Disclaimer: The information provided on Lawyers.com is not legal advice, Lawyers.com is not a lawyer referral service, and no attorney-client or confidential relationship is or should be formed by use of the site. The attorney listings on Lawyers.com are paid attorney advertisements and do not in any way constitute a referral or endorsement by Lawyers.com or any approved or authorized lawyer referral service. Your access of/to and use of this site is subject to additional Terms and Conditions.



PRESENTED BY: Executive Leadership, LLC SPECIALIZING IN: Human Capital Transition and Executive Coaching - (908) 822-9655 WEBSITE: http://www.exec-leadershipLLC.com
If you are seeking an Executive Coach for yourself or your organization, consider contacting CB Bowman, MBA, CMC at Executive Leadership, LLC 908.509.1744 cb@exec-leadershipllc.com; http://www.exec-leadershipllc.com.
CB Bowman, ia a Certified Master Coach and president, CEO of Executive Leadership, LLC. She is also the Chairperson and Founder for the Association of Corporate Executive Coaches (http://www.acec-website.org).
Among mid to senior level professionals Executive leadership LLC is the go to company for individuals and companies seeking human capital repositioning, development and/or growth through coaching, counseling, and strategic advice.
With her Fortune 500 business background, laser like precision, and a take no prisoners approach she swiftly narrows in on the issue, and unlike others, she presents financially sound, creative and action oriented solutions with infinite possibilities

Sunday, October 9, 2011

Building Trust with your Boss

Career Report
Bob Larson, CPC
October, 2011 — Issue 140
Building Trust with your Boss


Maintaining a trusting relationship with your boss can be a definite plus for your career but, according to an article from CareerBuilder.com, establishing that rapport can be difficult and may take a significant amount of time. Still, in the end, the article pointed out, it will be well worth the effort.


“Trust is the most important ingredient for a workplace to function correctly,” said Robert Whipple, chief executive of Leadergrow, Inc., a leadership development firm, who added that it’s especially important to build a genuine relationship with your superior.
With that in mind, here are some tips from CareerBuilder.com on how to build a sense of trust with your boss:


Skip the gossip -- Whether you are complaining about others in the company or telling your work friends how much you dislike your boss, any kind of gossip can backfire.
“Complaining to your co-workers about your boss is a sure-fire way to plant the seeds of distrust with your boss,” said Brandon Smith, an expert in workplace health and dysfunction. He recommends being especially careful while sharing work-related complaints on social networks such as Facebook. “Eventually, it will get back to him or her and they will see you as an enemy versus an ally,” he added.


Provide updates -- Most bosses don’t micromanage, so it’s up to you to provide updates on your projects and build their sense of trust in your work, the article noted. “By proactively providing a status update regarding your progress on a regular basis, you enhance trust because your manager doesn’t wonder what you are up to and doesn’t have to ask,” Smith said.


Don’t promise too much -- It can be easy to commit to several projects, only to find out you can’t finish them all at the end of the day. “Poor follow-up trashes trust,” Whipple told CareerBuilder.com. Even if your boss isn’t looking over your shoulder, make a point of meeting any deadlines you’ve set for yourself and don’t set the bar too high.”


Never hold back pertinent information -- Even if something you tell your boss may cast you in a bad light, omitting details is a definite no, said Kristi Hedges, a managing partner at Element North, a leadership development firm. “Tell it straight and avoid lies of omission,” she added. “Don’t hold back information that may be hard to deliver, or feedback that [your boss] needs to be successful.”


Be a team player -- For many supervisors, trust is determined by how employees interact with their peers. It’s important to work as a team and contribute where your help is needed rather than solely seeking attention for your own projects. “There’s a fine line between being ambitious and seeming to be out for yourself,” Hedges said.


Go beyond the office -- Learning about your boss on a casual basis can be a great way to develop a stronger rapport, Smith added. “Whether it’s an occasional lunch with your manager or the casual non-work-related conversation, by getting to know him or her on a more personal level, you build trust because you find more points of connection,” he said. Ask for feedback during these informal gatherings, which can also help you establish a more trusting relationship.


Demonstrate Consistency -- Another way employees can build trust is by “demonstrating a stable mood and composure, and reacting consistently to challenges,” Hedges told CareerBuilder.com. If you tend to have weeks of productivity coupled with days where you’re less productive, aim to be more consistent. “You can undermine all of the benefit you get from a stellar project by seeming to check out the week after that,” she said.


As you continue to build trust with your boss, it’s important to also consider what kind of messages you’re getting back,” Smith added. “Sometimes we try to build trust with a boss who isn’t worthy of our trust,” he said. “If you see you’re boss is unethical, abusive, manipulative, unstable or incompetent, keep a healthy distance.” And be aware that some supervisors punish employees for revealing too much or being too trusting – so it pays to be careful with those types of managers.

PRESENTED BY: Executive Leadership, LLC SPECIALIZING IN: Human Capital Transition and Executive Coaching - (908) 822-9655 WEBSITE: http://www.exec-leadershipLLC.com
If you are seeking an Executive Coach for yourself or your organization, consider contacting CB Bowman, MBA, CMC at Executive Leadership, LLC 908.509.1744 cb@exec-leadershipllc.com; http://www.exec-leadershipllc.com.
CB Bowman, ia a Certified Master Coach and president, CEO of Executive Leadership, LLC. She is also the Chairperson and Founder for the Association of Corporate Executive Coaches (http://www.acec-website.org).
Among mid to senior level professionals Executive leadership LLC is the go to company for individuals and companies seeking human capital repositioning, development and/or growth through coaching, counseling, and strategic advice.
With her Fortune 500 business background, laser like precision, and a take no prisoners approach she swiftly narrows in on the issue, and unlike others, she presents financially sound, creative and action oriented solutions with infinite possibilities