I was reading this article: Census: Minority babies are now majority in United States
http://www.washingtonpost.com/local/census-minority-babies-are-now-majority-in-united-states/2012/05/16/gIQA1WY8UU_story.html
And I thought....when is the media, the government, the country going to stop using the word "minority" when speaking about Latinos?
There are more than 50+ million Latinos in the United States. Many of them (so large in numbers) are the majority in several cities/neighborhoods in this country.
I think it would be more descriptive, appropriate to describe Latinos as the majority (depending on the market where the story or information is coming from) or the emerging majority.
According to the dictionary minority means:
-less than
-smaller in size and/or importance
-subordinate to a more dominant group
I don't know about the 50+ million Latinos in the U.S., but I am not less than anyone.
Minority is a racist word used to control a person's way of thinking (about themselves or towards others).
Here's a very good article about it:
http://voices.yahoo.com/the-m-word-why-term-minority-outdated-unfair-7372278.html?cat=9
Wouldn't it have been better for the Washington Post to use People of Color instead of Minority in the title of it's article?
Hey, I'm not reinventing the wheel here...the debate over the word minority is nothing new:
http://www.hispanicbusiness.com/news/newsbyidfront.asp?id=6112
Good for you San Diego!
So...my plead (especially to all my friends and colleagues in media (English and Spanish): Please stop using the word minority when describing Latinos (or any ehtnic community).
Change begins with us. We (Latinos) have been brain washed into labeling ourselves something that we are clearly not and that is -- less than anything or anyone. Don't use minority to describe yourself.
I invite any person (particularly Anglo) to take a walk with me through The Bronx, Miami-Dade County, Los Angeles County, Houston and the many other cities and neighborhoods - and then for them to tell me "who is the minority?"
I am Hugo Balta, a proud Peruvian-American, Latino - the emerging majority in the United States.
The Picaflor Post: Career advice. Media strategies. English and Spanish language markets.
Friday, May 18, 2012
Wednesday, May 16, 2012
How to Attract U.S. English Dominant Latinos...Don't Do Anything!
The quick answer is: don't do anything (different).
U.S. Companies (particularly media companies) are tripping over themselves coming up with strategies to attract Latinos in an effort to grow their business. The problem is there is no "one size fits all" approach and what's being presented so far - is a double edged sword for that community.
The best way to target Spanish dominant Latinos in the U.S. is to speak their language and recognize their individuality (Mexicans see themselves as Mexicans, Colombians see themselves as Colombians and so on. No one lumps themselves into one category: Latino).
The best way to target English dominant Latinos is to continue to do what you do best...and better. They are often fully acculturated and identify more with the general population than as a separate community.
The biggest challenge are bilinguals, whose choices are determined by their comfort zone (in regards to language) and preferences (influenced by country of origin).
While the U.S. census places the 50 million+ Latinos in one simple bucket...the truth is that community is very diverse, split in 3 categories (arguably 4 or more).
-Spanish dominant (primarily foreign born)-English dominant (primarily U.S. born)-Bilingual (born in the U.S. or abroad)-Latinos don't call themselves "Latino or Hispanic"....they identify themselves by their country of origin or that of their parents (ex. I identify myself as a Peruvian-American).
Back to English dominant, U.S. Latinos (the focus of this article)...to think that force feeding them specialty content/services because of ethnicity is ignorant, short sighted and border line discriminatory.
I am a first generation, U.S. born, Peruvian-American who is fully bilingual, but has a preference for consuming media in English (at least 85-90% of the time).
I'm also 42 years old, married for 11 years (to a Colombian national) parent to two grade school children (boy and girl), is a journalist, live in the northeast, home owner, both parents are living, have 3 sisters, plays golf, etc., etc.
I give you those few examples to demonstrate that while I certainly have many things in common with Peruvian-Americans, Latinos in general...I most certainly have more things in common with people who share my experiences.
I am not a Latino man.I am a man who is Latino.
Understanding those differences is key for any company looking to target me (the consumer). I'm certainly aware of marketing initiatives focused on Latinos and I'm appreciative of the effort (recognition), but I don't choose to watch a program or buy a product based on that.Like all well informed consumers I purchase based on relevancy (to my lifestyle, quality and personal budget.
To create ethnic specific platforms in an effort to get my business is patronizing. It assumes that my likes/dislikes are solely based on my race.
I find it humorous when people I meet or colleagues at work think that I automatically am an expert on soccer, J-Lo (Shakira, Ricky Martin, etc.) and Mexican food.
I can't tell you how many times I have received compliments for my English. "Wow, you speak so well...no accent." I should hope so after 16+ years of schooling in the U.S. (and that I was born in New Jersey...and no, no Joiseey accent). There's nothing wrong with having a Spanish accent (but that's a conversation for a different time).
The same thing can be applied in the workplace.I think it's great that media companies like FOX and ABC (among the many) are creating networks specific to Latinos and that those ventures will create jobs.
What concerns me is who will lead those ventures? Many companies are turning to executives in Spanish only media who are not U.S. born and don't have a clear understanding of the English dominant Latino market.They're approaching a new business model from a very different perspective...simply put what is successful in Spanish only platforms doesn't mean they will be successful in English.
And who will be hired? Surely many will be first/second generation Latinos (the target audience), but is that a good thing?
It's one thing to be hired by a well established company and have the experience to do the job (first) and the sensibility in understanding the Latino community (second) in order to grow your business (Latinos are the majority or the emerging majority in many markets). It's another to be pigeon holed, segregated to a specific part of a business (when you can contribute to the whole).
Now I'm not burning the brown flag at all. My record speaks for itself (in championing opportunities for Latinos (in the Spanish and English markets).
I'm just opposed to segregation. Instead of creating networks focused on producing content for English speaking Latinos, try being inclusive in your existing network (in front of and behind the camera).
Producing content specific to Latinos in English assumes that community is not interested in anything that doesn't involve them...nothing could be farther from the truth.It's not as if a spaceship landed on the U.S. in 2010 and delivered the English dominant Latinos...we've been around for several generations.I'm a first generation Latino, most of my peers are not fully bilingual. They may understand Spanish, but do not speak, read or write it fluently enough to consume media. And that is a realistic conclusion based on their upbringing.Like so many other immigrant communities before, Latinos were discriminated because of their lack of understanding the English language, accent, education and just being different. In an attempt to protect their children against the racism they endured - parents pushed their children to integrate fully.
Obviously, things are different now. Largely driven by the entertainment industry (in the last 20 years), it's cool to be Latino. After the 2000 U.S. Census showed the direction of the population growth (Latinos leading the way), corporate America (in their strategy to grow profits) took notice and helped push the social revolution that we are in right now.
Whether it's to setup cable, make plane reservations, open a credit card or pay your bills (to name a few) - there's always a number to punch in order to accommodate Spanish speaking Latinos.The result of all of that attention is that Latinos who were (for the most part) conditioned to assimilate to the U.S. way of life are "coming out" (to borrow a phrase often used by Gay and Lesbians). This interest or re-acculturation with their roots is what's confusing all of these companies to create specialty content platforms and content in order to target English dominant Latinos.For example I gravitate to English only networks when watching news and information, entertainment and sporting events with few exceptions. One of them is futbol (soccer). I rather watch games and get information about the different leagues (domestic and foreign) in Spanish. This is largely driven by how I grew up watching games with my family, but if truth be told -- the way the Spanish language announcers call the game is much more exciting than their English only counterparts.Before joining ESPN, I watched the network, not because I thought they were paying attention to me (as a Latino). I became a viewer because they're the best at producing specialty content (sports). I know what I'm going to get when I turn on SportsCenter.Now, if ESPN wanted me to watch more than twice a week for 20 minutes at a time (instead of Univision, Telemundo or FOX), then they should consider improving their coverage of soccer (the most popular sport on the planet and an emerging sport in the U.S.).So, before you (Dear Mr. Media Company) start writing out checks that in 3-5 years time (when the unrealistic projected return on your investment and poorly thought out research and execution) will result in shutting down shops and laying off employees...please consider this:-50 million+ Latinos in the U.S. do not fit neatly into one bucket.-The best way to reach Spanish dominant Latinos is through language and sensibility to their country of origin-Good luck with the bilinguals (getting them to cross over from one language platform to the other is difficult.-The best way to reach English dominant Latinos is to be more inclusive by reflection (in front of the camera and behind the scenes), improve your product (you should be doing that anyway) and social commitment (invest in my community (not necessarily Latino community) and I will invest in you.As always, your feedback is welcomed.Hugo
Monday, April 2, 2012
Am I Doing A Good Job? How To Prepare For A Job Performance Evaluation
It's the most wonderful time of the year!
Ask them to please chart down (an email) anywhere between 1-3
bullet points for each category.
(ex. Continue to problem avoid issues in the execution of projects by being inclusive with all members of the team in the planning stages. It is common for persons in your positions to dictate action plans to a team without consulting them (and getting their two cents on the pros and cons of the project) in the planning phase...only to later realize that what was promised couldn't be delivered. By you being inclusive with the entire team...time, resources and money are saved.)
No! Not the holidays...yearly evaluation season! Some of you have the luck of having it more than once a year. :)
Hopefully, the feedback you receive from your manager is not a surprise...it shouldn't be.
Ideally, your manager is providing you with daily, monthly - at least quarterly assessment reports. If this isn't happening; you should be initiating it. And no, "no news is good news" is never the way to go.
Evaluations are exercises you should drive, not your manager. After all, a lot rides on that session...most likely what your raise in salary will be (and in some extreme cases - continued employment).
Here is an exercise that I learned from the Carole Kneeland Project (For Responsible Journalism) that can help you self evaluate by reaching out to not only your manager, but peers (and if you oversee the work of others...the team you lead). This process will help you stay on track or get back on track as well as nurture relationships at the office.
You ask your co-workers to participate in a simple exercise that helps you get a better idea about your performance from key people, who's observations are invaluable in your continued growth
Continue, Start and Stop:
Continue: What you think I do on a daily basis that is valuable to you and to the work that I do. This is the performance that you think is positive and productive...key to my success.
(ex. Continue to problem avoid issues in the execution of projects by being inclusive with all members of the team in the planning stages. It is common for persons in your positions to dictate action plans to a team without consulting them (and getting their two cents on the pros and cons of the project) in the planning phase...only to later realize that what was promised couldn't be delivered. By you being inclusive with the entire team...time, resources and money are saved.)
Start: What you think I should begin implementing in my daily routine that would help me improve in my role and also help the team be successful.
(ex. Start being more assertive in meetings by presenting ideas that are in line with our division's mission, relevant to our customers and grows the company's brand. I see you listen and chart down notes in the meeting, but seldom is your voice heard. The perception is that you are not prepared and engaged).
Stop: Let me know the practice you think I should immediately stop because it is disrupting the working environment and putting me at risk.
(ex. Absolutely stop having instant negative feedback sessions and even constructive feedback sessions in the middle of the office. These conversations should be had in private and not for all to hear. I feel demoralized when you not only tell me what you think I did wrong with my report, but also raise your voice. While I understand the reason why you might be upset...I would appreciate it if you asked me into your office or at least to a conference room where we can discuss the issue one on one).
Once you collect the data (again, 3-5 bullet points) look for the common threads. If a majority of the people said that you should start being more assertive in meetings than chances are....you should. You want to develop an action plan for yourself (first) based on the similarities of people's observations.
Also, choose no more than 4-8 people (from each position). What I mean is...the way your peers see you will be different than the way the staff you lead and certainly your manager(s). Be consistent with the type of people you ask for feedback (all peers, all persons you manage, all managers).
It's never easy to ask someone to evaluate you and your work. And it's natural for you to take the feedback personally and get defensive...don't.
Trust me, when you ask people for their opinion (basically telling them that you respect them and trust that they will be honest and candid) - your stock automatically goes up.
If you follow this exercise, you will never go into a formal annual evaluation meeting not knowing what will be discussed.
As always, thanks for taking the time to read my article and please share it - if you think it would be useful to others...Hugo
Friday, March 9, 2012
3 Questions To Ask At A Job Interview (¡Haz click aquí para Español!)
As you sit uncomfortably in the reception area, trying your best to look…well, comfortable – you go over the steps that led you to today; the interview:
- I arrived 10-15 minutes early (shows I am prompt, but not eager)
- I have my best power suit on (professional, credible, polished)
- I have 3 copies of my resume (even though you sent them a copy; best to have it and not need it, than to need it and not have it)
- I have memorized answers to possible questions (to the point where the answers will flow naturally and not as if I have rehearsed them; even though I did)
You’re ready, right? Wrong.
You forgot the part where the interviewer asks you, “Do you have any questions?” That’s usually about the time your designed smile (friendly, but not scary) drops and that freshly dry cleaned suit gets a little tighter. Did someone turn up the heat? It’s getting h-h-h-hot.
You search your memory banks for a planned answer, but there’s none to be had. So, after what seems to be hours you say, “no, nothing…I’m good”. You could almost hear the sad trombone playing: wah, wah, wah, waaaah. You think to yourself, “I blew it.”
Maybe; maybe not. Here are three suggestions for your consideration. While I strongly advise you to cater your questions specific to the job you are interviewing for and to the company you are interviewing with – these will work in any situation:
1. We’ve spent time going over the job responsibilities and the necessary qualifications for the position. In the short time we have spent together going over my experience and getting to know each other; which areas of my background would you say are in line with the type of ideal candidate you’re looking for?
The answer to this question forces them to tell you what they like about you; the reasons why you were invited for an interview. It will also help you understand how interested they are in you by how much the interviewer quotes the line items in your resume, reiterates what you have already said (in regards to your experience) and of course the time they spend in answering the question (the more time, the better your standing vs. other candidates).
It also serves a second purpose. You can reinforce what they just told you and/or expand on it. In the end, the conversation continues to be about you and that’s always a good thing in an interview.
2. Without going into specifics or divulging any personal information, what qualities did the person who previously held the open position had that made he/she successful?
The answer to this question will help you once again to gage how good (or bad) your chances are at getting the job. The more you have in common with what the interviewer observed was positive and productive with the former employee – the closer you are at being his/her successor.
As in the first question, make sure you are reinforcing what the interviewer is telling you by making connections with your experiences.
Example: If the interviewer says that the previous employee worked well independently and in a team environment – make sure you first agree (that working independently and within a team is a positive attribute) and then use examples of how you too have been successful (by working independently and in a team).
It’s like a boomerang…make sure that every answer to the question you ask goes back to talking about you.
3. Again, not to cross any lines of privacy, but can you tell me what didn’t work with the former employee? What were his/her development needs?
“Development needs” is a better way of saying, “what did the person who was in this position do wrong?”
Once again, this question helps you measure your chances. If there are similarities with the person’s shortcomings and you….then you know what might keep you from getting the job. The beauty of this question is that you get a chance to distance yourself from the negative feedback by providing examples of how you agree (with the interviewer) on how those attributes can be destructive and how you (in the same situation) would act differently.
And there you have it; three questions that will help you understand how well you are doing in the interview. Of course there are many other questions you can ask, but I find these three keep the conversation focused on you (boomerang).
If you find this article useful, please consider sharing it.
I also welcome you to subscribe to my blogs.
Thank You - Hugo
DJYZYH4PDDQF
- I arrived 10-15 minutes early (shows I am prompt, but not eager)
- I have my best power suit on (professional, credible, polished)
- I have 3 copies of my resume (even though you sent them a copy; best to have it and not need it, than to need it and not have it)
- I have memorized answers to possible questions (to the point where the answers will flow naturally and not as if I have rehearsed them; even though I did)
You’re ready, right? Wrong.
You forgot the part where the interviewer asks you, “Do you have any questions?” That’s usually about the time your designed smile (friendly, but not scary) drops and that freshly dry cleaned suit gets a little tighter. Did someone turn up the heat? It’s getting h-h-h-hot.
You search your memory banks for a planned answer, but there’s none to be had. So, after what seems to be hours you say, “no, nothing…I’m good”. You could almost hear the sad trombone playing: wah, wah, wah, waaaah. You think to yourself, “I blew it.”
Maybe; maybe not. Here are three suggestions for your consideration. While I strongly advise you to cater your questions specific to the job you are interviewing for and to the company you are interviewing with – these will work in any situation:
1. We’ve spent time going over the job responsibilities and the necessary qualifications for the position. In the short time we have spent together going over my experience and getting to know each other; which areas of my background would you say are in line with the type of ideal candidate you’re looking for?
The answer to this question forces them to tell you what they like about you; the reasons why you were invited for an interview. It will also help you understand how interested they are in you by how much the interviewer quotes the line items in your resume, reiterates what you have already said (in regards to your experience) and of course the time they spend in answering the question (the more time, the better your standing vs. other candidates).
It also serves a second purpose. You can reinforce what they just told you and/or expand on it. In the end, the conversation continues to be about you and that’s always a good thing in an interview.
2. Without going into specifics or divulging any personal information, what qualities did the person who previously held the open position had that made he/she successful?
The answer to this question will help you once again to gage how good (or bad) your chances are at getting the job. The more you have in common with what the interviewer observed was positive and productive with the former employee – the closer you are at being his/her successor.
As in the first question, make sure you are reinforcing what the interviewer is telling you by making connections with your experiences.
Example: If the interviewer says that the previous employee worked well independently and in a team environment – make sure you first agree (that working independently and within a team is a positive attribute) and then use examples of how you too have been successful (by working independently and in a team).
It’s like a boomerang…make sure that every answer to the question you ask goes back to talking about you.
3. Again, not to cross any lines of privacy, but can you tell me what didn’t work with the former employee? What were his/her development needs?
“Development needs” is a better way of saying, “what did the person who was in this position do wrong?”
Once again, this question helps you measure your chances. If there are similarities with the person’s shortcomings and you….then you know what might keep you from getting the job. The beauty of this question is that you get a chance to distance yourself from the negative feedback by providing examples of how you agree (with the interviewer) on how those attributes can be destructive and how you (in the same situation) would act differently.
And there you have it; three questions that will help you understand how well you are doing in the interview. Of course there are many other questions you can ask, but I find these three keep the conversation focused on you (boomerang).
If you find this article useful, please consider sharing it.
I also welcome you to subscribe to my blogs.
Thank You - Hugo
DJYZYH4PDDQF
Friday, February 24, 2012
What’s Wrong With Local TV News And How To Fix It, PT1
Not so long ago, local TV news programs were the window to what was going on in the community. The port hole we used to witness the very best and worst of society. A reflection of our success and failures, hopes and fears, how we work and play.
Local TV news journalists were defenders of freedom, holding the powerful accountable. They were the megaphones of our community, providing a voice that too often was ignored. They transported us to places we could not be, speak to leaders we would never have an audience with and they (leaders) listened.
We made an appointment to watch a program that was an investment in our education, empowering us in making better, informed decisions and connecting us to one another.
What happened? How did cutting edge newscasts become home and garden serials? How did flame throwing hard ball reporters become under hand softball pitchers?
Well, somewhere along the way someone said – “Hey, we can make money off of this” and so began the downward spiral of the quality, integrity and reputation of local TV news and the birth of bubble gum, soda pop news magazine programs.
You know what I’m talking about. News programs that spend more time on stories about “How to make sure your dog has the most nutritious kibble”, “There’s a balloon festival this weekend” and in case you didn’t know “exercise is good for you” segments.
Now, I’m not saying there isn’t a place for those types of feature stories in a newscast, but come on….you need some meat on that bone.
I’ve been a part of several local TV news teams and I will be the first to admit – I have been guilty of several “What’s wrong with local TV news” moments. Still, let it not be said that I don’t learn from my mistakes.
So, perhaps in an act of contrition and in no particular order of importance – here’s the first five of ten things I believe are wrong with local TV news programs and how to fix them:
1. If the only difference between your newscast and the others are the people presenting the information...then why should the viewers watch your station instead of others?
Without fail, all of the local newscasts have the same stories (same video, same interviews) in the first 7-10 minutes of their programs; sometimes in the same order. Now, a lot of the story selection (understandably) is driven by what’s happening on that day; which adds credence to producing content that distinguishes your newscast in the market.
The best way to do this is to dedicate resources to a unit (usually they are named: Special Projects) that focuses all (not part) of their time researching and producing unique stories.
The pieces are developed specifically by information:
- On the makeup of the market (demographics)
- Who your viewers are (ratings information)
- Your lead-in (viewer makeup and genre/topic)
You can’t just say (for example) health is a segment that touches everyone, so let’s produce stories around that topic. You need to research what are the specific areas of concern (with health) that are relevant to the people who live in the market you serve. Then take it one step further and ask “how does it (health concern) affect my viewer?
(ex. If your viewers are primarily women, ages 35-55…how does the health concern affect them?)
Lastly, (continuing to use the health topic example) is this health story a good fit with the lead-in program and audience makeup before my newscast? Because, for example – if the lead-in is a court show….a health story might not be as effective as say a story about law, people’s rights or conflict resolution.
Producing content that sets you apart, that you can brand as uniquely your own cannot be done “day of” (with few exceptions). It is necessary to continuously nurture short term and long term planning by working with research, programming and community organizations.
Once you have these specialty segments defined; you can market them effectively to your viewers. They know that they can turn on any TV newscast for the weather, but for specific health concerns affecting women – 35 to 55 years old (as an example)….they have to go to you.
2. TV news programs have forgotten the principles of giving voice to voiceless, holding the powerful accountable and empowering its community to lead change.
Journalism is the only industry protected by the constitution. So why do so many reporters act like they’re walking on egg shells when covering a story? What bigger muscle can you flex than the first amendment?
Now, I’m not going to jump on the soap box, but not so long ago journalists participated in one of the greatest movements in this nations’ history; the civil rights movement. Men and women not only wrote about the injustice of segregation, but shared their personal opinion (sometimes marching side by side with the people who were being victimized).
Today, journalists play it safe and stand on the sidelines unwilling to get in the game, throwing words like “objectivity” as an excuse not to get their hands dirty without realizing that their passivity is a stench that will never go away.
So, how do you fix this?
This is an election year!! Launch a “voice of the voter” weekly segment:
- Profile families and share their experiences on the air (they would be the reflection of the community, your viewers).
- Get their questions answered, their concerns pushed forward….be the megaphone they need you to be.
- Don’t take for granted that they understand the electoral process or how they can get involved…show them how.
- Teach them by sponsoring voter registration events and producing segments that explain the electoral process.
Politicians make promises to get elected. Journalists (elevated by viewers) ensure they keep them.
3. Sports.
Some news departments reduce the segment to less than 2 minutes and bury it at the end of the half hour...you might as well omit the content altogether.
As News Director, I was given research (from viewers who said they watched our newscast consistently) that included the question: Why do you watch the newscast? The sports segment never made the top 5/10 reasons. Corporate would use that information to support their reasoning to lessen the time and resources for the segment; some even called for the elimination of sports content in newscasts.
Well, of course faithful viewers said they don’t watch the local newscast to get their sports information…the segment is non-existent. Why would the viewers say they tune in for sports when producers don’t give them a reason to?
Sports is the universal language. Regardless of gender, ethnicity and household income – everyone can wrap their arms around their favorite sport/team. Instead of burying your sport segment and cutting it to shreds because of poor time management….how about using it as a strategic mechanism to drive viewers from your first quarter to the second?
Don’t just focus on the stories on the field of play…scores and highlights. Try to incorporate what is going on outside the lines, the business and human interest stories of a sport, team and player. Sports is filled with dramatic stories of overcoming the odds (from the kid born with an extraordinary gift who took his family out of poverty….to the veteran warrior who battled injury after injury for a last chance to play one more time).
If you’ve thrown in the towel on professional sports – then how about flexing some of that local news muscle? How about making the decision to just cover local collegiate and high school sports? That’s something local news programs seldom if at all tap into and it resonates with local communities.
Again – allow the program to be a reflection of the community you serve. Sports is the most popular and successful specialty content; just look at how many specific sports networks have popped up in the last 5 years.
4. Crime.
Despite the fact that research (over and over again) finds that people complain about the number of crime stories in a newscast; it is still a staple of news content.
News Directors ignore that information and blanket their newscasts with crime stories – arguing that it is “breaking news”. The video is often poor (wide shots of a building, police yellow tape barricades and a lot of flashing lights). The interviews are predictable because they are often with people who are not directly involved in the crime or witness to it:
“Oh my god, there was shooting….yes, that scares me”. “Yes, I am concerned, there are children around”. “No, I don’t know them….I would see them go to work and come home – they seemed like nice, quiet people”.
Many of these answers are coerced by the reporter’s question. And the questions go like this:
“Hi, did you know there was a fatal shooting next door? Aren’t you scared?”
I gather that most people would say “yes, I am scared of a fatal shooting”.
Here’s another example: a reporter, seeing that the person they are about to ambush is walking with a child:
“Are you fearful of your child’s safety after this shooting?”
Again….why would the reporter ask a question with a probability of 99.9% of knowing the answer?
But that’s not the worst of it….and that’s pretty bad. A crime story, most crime stories affect approximately a 6-8 block radius.
So, for example: If I live in Brooklyn, why would I care about a fatal shooting in the Bronx? Those boroughs are at least in the same city….how about the viewers in New Jersey?
Newscasts waste valuable time on a story that too often is only of interest to a small portion of their viewing audience. And I would say, 7-10 times…the story that was so big (in the minds of that news team) that merited so much time and resources (that day)– is seldom “followed” up the next day, week, etc.
Now, I do believe crime stories have a place in local news, but you need to commit to doing them properly.
Using the example of the shooting in the Bronx….it’s about finding what’s universal in that story that will resonate with a larger portion of your viewing audience.
Who is the victim? If it was a woman…is she a mother? A student? Was she getting home or was she home? Was it a break-in or domestic violence? All of us have a mother, sister or friend (who is a student) and if not – we certainly can identify with them.
If the crime is domestic violence (for example), than you have an opportunity to use it as a learning tool for the rest of the community. You can speak to organizations who help victims of domestic violence and provide that information to your viewers. The bulk of your viewers might not be interested in that specific crime (because of where it happened), but they would be interested in preventing it (because it could happen to them or their loved one).
Now, information is very limited in the beginning of such stories….which means – you must make a commitment to see them through in order for your viewers to fully understand the impact of such a story and the reason why you chose it as part of the newscast.
In the end – just put it into context like any other story. If you only limit the crime story to the specific location (and I can see the typical video of the street sign as I am writing this), then you’re losing viewers and an opportunity to tell a better story.
5. Protests are a staged event, one stop shopping stories for lazy journalists.
When I was a News Director, one of the most heated debates I would have with the Assignments team is the decision to cover protests. The news department would get an email or fax about a planned protest outside City Hall explaining the “who, what, where and when”. While many of those answers would fit the bill in regards to newsworthiness; my concern would be in these organizations using our platform to push their agendas.
The scenario played out like this:
- A group of 12-15 people outside City Hall with their homemade billboards at hand
- The politician(s) (most often of the opposing party of the Mayor or one with future aspiration to succeed the Mayor)
- The victim (one to three people who would explain how the injustice of the proposal/decision (by the Mayor) would negatively impact their lives
Now nothing would happen until the reporters arrived --- and as soon as they got there it was “lights, camera, action!” The protestors would begin chanting. The politician would begin preaching. The victim would begin sobbing.
After the dog and pony show, the reporters would be able to interview all of the three main characters involved. Then it’s off to writing the script. The slightly better ones would get an interview with the Mayor (as always you want to get the other side), but it would usually be a spokesperson or a statement (because the Mayor like the protestors want to control the message) used for maybe 7 seconds at the end of the story over a graphic or as part of the Reporter’s closing statement before “signing off”.
One stop shopping….everything you need in one location.
I worked in New York City. There are at least a dozen protests scheduled outside of City Hall each day. Those types of stories could be done any day of the week (and not necessarily the day of the organized protest).
My argument was, why are we doing the story today? The answer too often was “because today is the day of the protest”. Well, that “problem” didn’t just happen now, it’s ongoing. That organization wasn’t created today….it’s been around for many years. That politician didn’t just get into office.
We (the members of that news department) could have easily done the story earlier if we had relationships (or contacts) with the organization and the champion politician. We could have setup all of those interviews without having to attend a cattle call that was setup weeks in advance.
In the end, a protest like the one I just described is a staged event to orchestrate the telling of a story, a message. And journalists fall for it, time and time again.
What do you think happened once the cameras were turned off? The theater was over and everyone went home.
I am not saying that the topics of protests are not newsworthy. I am arguing that the way these stories are often covered is lazy.
It is much more powerful to take viewers to the home of a member of the community who feels they’ve been wronged (because someone’s home is a familiar place to all of us – it is a natural environment) and learn their story versus outside City Hall (that while it is symbolic – it is not a natural environment because we don’t go to City Hall every day (if at all)).
It is more effective to interview the politician (victim’s champion) at their place of work (because again – we are familiar with such places) and learn how we (the viewers) can contact him/her with our own problems. The same can be said for the organization which setup the protest…show me where you work so that I (the viewer) who am in need of your help - can go seek it.
Lastly – if the Mayor won’t speak to you about the said issue….then you go find him/her. The Mayor has a daily schedule. So, what if he/she’s at a ribbon cutting for a new park…after the Mayor is done making speeches on that photo op – you nail them with the questions about the issue that is ailing the victim and possibly the community.
But everything I just outlined requires time, travel and tenacity. It’s easier to just go to the protest.
I believe in local TV news.
I recognize that there are some excellent programs and journalists working very hard for us (the community) each day.
The problem is that there are too many more news teams who are operating on automatic and their work drowns out the best.
Local TV news can and must do better.
It’s never a matter of resources when you have an infinite amount of intellectual and creative wealth between your ears.
Local TV news journalists were defenders of freedom, holding the powerful accountable. They were the megaphones of our community, providing a voice that too often was ignored. They transported us to places we could not be, speak to leaders we would never have an audience with and they (leaders) listened.
We made an appointment to watch a program that was an investment in our education, empowering us in making better, informed decisions and connecting us to one another.
What happened? How did cutting edge newscasts become home and garden serials? How did flame throwing hard ball reporters become under hand softball pitchers?
Well, somewhere along the way someone said – “Hey, we can make money off of this” and so began the downward spiral of the quality, integrity and reputation of local TV news and the birth of bubble gum, soda pop news magazine programs.
You know what I’m talking about. News programs that spend more time on stories about “How to make sure your dog has the most nutritious kibble”, “There’s a balloon festival this weekend” and in case you didn’t know “exercise is good for you” segments.
Now, I’m not saying there isn’t a place for those types of feature stories in a newscast, but come on….you need some meat on that bone.
I’ve been a part of several local TV news teams and I will be the first to admit – I have been guilty of several “What’s wrong with local TV news” moments. Still, let it not be said that I don’t learn from my mistakes.
So, perhaps in an act of contrition and in no particular order of importance – here’s the first five of ten things I believe are wrong with local TV news programs and how to fix them:
1. If the only difference between your newscast and the others are the people presenting the information...then why should the viewers watch your station instead of others?
Without fail, all of the local newscasts have the same stories (same video, same interviews) in the first 7-10 minutes of their programs; sometimes in the same order. Now, a lot of the story selection (understandably) is driven by what’s happening on that day; which adds credence to producing content that distinguishes your newscast in the market.
The best way to do this is to dedicate resources to a unit (usually they are named: Special Projects) that focuses all (not part) of their time researching and producing unique stories.
The pieces are developed specifically by information:
- On the makeup of the market (demographics)
- Who your viewers are (ratings information)
- Your lead-in (viewer makeup and genre/topic)
You can’t just say (for example) health is a segment that touches everyone, so let’s produce stories around that topic. You need to research what are the specific areas of concern (with health) that are relevant to the people who live in the market you serve. Then take it one step further and ask “how does it (health concern) affect my viewer?
(ex. If your viewers are primarily women, ages 35-55…how does the health concern affect them?)
Lastly, (continuing to use the health topic example) is this health story a good fit with the lead-in program and audience makeup before my newscast? Because, for example – if the lead-in is a court show….a health story might not be as effective as say a story about law, people’s rights or conflict resolution.
Producing content that sets you apart, that you can brand as uniquely your own cannot be done “day of” (with few exceptions). It is necessary to continuously nurture short term and long term planning by working with research, programming and community organizations.
Once you have these specialty segments defined; you can market them effectively to your viewers. They know that they can turn on any TV newscast for the weather, but for specific health concerns affecting women – 35 to 55 years old (as an example)….they have to go to you.
2. TV news programs have forgotten the principles of giving voice to voiceless, holding the powerful accountable and empowering its community to lead change.
Journalism is the only industry protected by the constitution. So why do so many reporters act like they’re walking on egg shells when covering a story? What bigger muscle can you flex than the first amendment?
Now, I’m not going to jump on the soap box, but not so long ago journalists participated in one of the greatest movements in this nations’ history; the civil rights movement. Men and women not only wrote about the injustice of segregation, but shared their personal opinion (sometimes marching side by side with the people who were being victimized).
Today, journalists play it safe and stand on the sidelines unwilling to get in the game, throwing words like “objectivity” as an excuse not to get their hands dirty without realizing that their passivity is a stench that will never go away.
So, how do you fix this?
This is an election year!! Launch a “voice of the voter” weekly segment:
- Profile families and share their experiences on the air (they would be the reflection of the community, your viewers).
- Get their questions answered, their concerns pushed forward….be the megaphone they need you to be.
- Don’t take for granted that they understand the electoral process or how they can get involved…show them how.
- Teach them by sponsoring voter registration events and producing segments that explain the electoral process.
Politicians make promises to get elected. Journalists (elevated by viewers) ensure they keep them.
3. Sports.
Some news departments reduce the segment to less than 2 minutes and bury it at the end of the half hour...you might as well omit the content altogether.
As News Director, I was given research (from viewers who said they watched our newscast consistently) that included the question: Why do you watch the newscast? The sports segment never made the top 5/10 reasons. Corporate would use that information to support their reasoning to lessen the time and resources for the segment; some even called for the elimination of sports content in newscasts.
Well, of course faithful viewers said they don’t watch the local newscast to get their sports information…the segment is non-existent. Why would the viewers say they tune in for sports when producers don’t give them a reason to?
Sports is the universal language. Regardless of gender, ethnicity and household income – everyone can wrap their arms around their favorite sport/team. Instead of burying your sport segment and cutting it to shreds because of poor time management….how about using it as a strategic mechanism to drive viewers from your first quarter to the second?
Don’t just focus on the stories on the field of play…scores and highlights. Try to incorporate what is going on outside the lines, the business and human interest stories of a sport, team and player. Sports is filled with dramatic stories of overcoming the odds (from the kid born with an extraordinary gift who took his family out of poverty….to the veteran warrior who battled injury after injury for a last chance to play one more time).
If you’ve thrown in the towel on professional sports – then how about flexing some of that local news muscle? How about making the decision to just cover local collegiate and high school sports? That’s something local news programs seldom if at all tap into and it resonates with local communities.
Again – allow the program to be a reflection of the community you serve. Sports is the most popular and successful specialty content; just look at how many specific sports networks have popped up in the last 5 years.
4. Crime.
Despite the fact that research (over and over again) finds that people complain about the number of crime stories in a newscast; it is still a staple of news content.
News Directors ignore that information and blanket their newscasts with crime stories – arguing that it is “breaking news”. The video is often poor (wide shots of a building, police yellow tape barricades and a lot of flashing lights). The interviews are predictable because they are often with people who are not directly involved in the crime or witness to it:
“Oh my god, there was shooting….yes, that scares me”. “Yes, I am concerned, there are children around”. “No, I don’t know them….I would see them go to work and come home – they seemed like nice, quiet people”.
Many of these answers are coerced by the reporter’s question. And the questions go like this:
“Hi, did you know there was a fatal shooting next door? Aren’t you scared?”
I gather that most people would say “yes, I am scared of a fatal shooting”.
Here’s another example: a reporter, seeing that the person they are about to ambush is walking with a child:
“Are you fearful of your child’s safety after this shooting?”
Again….why would the reporter ask a question with a probability of 99.9% of knowing the answer?
But that’s not the worst of it….and that’s pretty bad. A crime story, most crime stories affect approximately a 6-8 block radius.
So, for example: If I live in Brooklyn, why would I care about a fatal shooting in the Bronx? Those boroughs are at least in the same city….how about the viewers in New Jersey?
Newscasts waste valuable time on a story that too often is only of interest to a small portion of their viewing audience. And I would say, 7-10 times…the story that was so big (in the minds of that news team) that merited so much time and resources (that day)– is seldom “followed” up the next day, week, etc.
Now, I do believe crime stories have a place in local news, but you need to commit to doing them properly.
Using the example of the shooting in the Bronx….it’s about finding what’s universal in that story that will resonate with a larger portion of your viewing audience.
Who is the victim? If it was a woman…is she a mother? A student? Was she getting home or was she home? Was it a break-in or domestic violence? All of us have a mother, sister or friend (who is a student) and if not – we certainly can identify with them.
If the crime is domestic violence (for example), than you have an opportunity to use it as a learning tool for the rest of the community. You can speak to organizations who help victims of domestic violence and provide that information to your viewers. The bulk of your viewers might not be interested in that specific crime (because of where it happened), but they would be interested in preventing it (because it could happen to them or their loved one).
Now, information is very limited in the beginning of such stories….which means – you must make a commitment to see them through in order for your viewers to fully understand the impact of such a story and the reason why you chose it as part of the newscast.
In the end – just put it into context like any other story. If you only limit the crime story to the specific location (and I can see the typical video of the street sign as I am writing this), then you’re losing viewers and an opportunity to tell a better story.
5. Protests are a staged event, one stop shopping stories for lazy journalists.
When I was a News Director, one of the most heated debates I would have with the Assignments team is the decision to cover protests. The news department would get an email or fax about a planned protest outside City Hall explaining the “who, what, where and when”. While many of those answers would fit the bill in regards to newsworthiness; my concern would be in these organizations using our platform to push their agendas.
The scenario played out like this:
- A group of 12-15 people outside City Hall with their homemade billboards at hand
- The politician(s) (most often of the opposing party of the Mayor or one with future aspiration to succeed the Mayor)
- The victim (one to three people who would explain how the injustice of the proposal/decision (by the Mayor) would negatively impact their lives
Now nothing would happen until the reporters arrived --- and as soon as they got there it was “lights, camera, action!” The protestors would begin chanting. The politician would begin preaching. The victim would begin sobbing.
After the dog and pony show, the reporters would be able to interview all of the three main characters involved. Then it’s off to writing the script. The slightly better ones would get an interview with the Mayor (as always you want to get the other side), but it would usually be a spokesperson or a statement (because the Mayor like the protestors want to control the message) used for maybe 7 seconds at the end of the story over a graphic or as part of the Reporter’s closing statement before “signing off”.
One stop shopping….everything you need in one location.
I worked in New York City. There are at least a dozen protests scheduled outside of City Hall each day. Those types of stories could be done any day of the week (and not necessarily the day of the organized protest).
My argument was, why are we doing the story today? The answer too often was “because today is the day of the protest”. Well, that “problem” didn’t just happen now, it’s ongoing. That organization wasn’t created today….it’s been around for many years. That politician didn’t just get into office.
We (the members of that news department) could have easily done the story earlier if we had relationships (or contacts) with the organization and the champion politician. We could have setup all of those interviews without having to attend a cattle call that was setup weeks in advance.
In the end, a protest like the one I just described is a staged event to orchestrate the telling of a story, a message. And journalists fall for it, time and time again.
What do you think happened once the cameras were turned off? The theater was over and everyone went home.
I am not saying that the topics of protests are not newsworthy. I am arguing that the way these stories are often covered is lazy.
It is much more powerful to take viewers to the home of a member of the community who feels they’ve been wronged (because someone’s home is a familiar place to all of us – it is a natural environment) and learn their story versus outside City Hall (that while it is symbolic – it is not a natural environment because we don’t go to City Hall every day (if at all)).
It is more effective to interview the politician (victim’s champion) at their place of work (because again – we are familiar with such places) and learn how we (the viewers) can contact him/her with our own problems. The same can be said for the organization which setup the protest…show me where you work so that I (the viewer) who am in need of your help - can go seek it.
Lastly – if the Mayor won’t speak to you about the said issue….then you go find him/her. The Mayor has a daily schedule. So, what if he/she’s at a ribbon cutting for a new park…after the Mayor is done making speeches on that photo op – you nail them with the questions about the issue that is ailing the victim and possibly the community.
But everything I just outlined requires time, travel and tenacity. It’s easier to just go to the protest.
I believe in local TV news.
I recognize that there are some excellent programs and journalists working very hard for us (the community) each day.
The problem is that there are too many more news teams who are operating on automatic and their work drowns out the best.
Local TV news can and must do better.
It’s never a matter of resources when you have an infinite amount of intellectual and creative wealth between your ears.
Friday, September 16, 2011
Manage Your Manager (¡Haz click aquí para Español!)
My Boss doesn't like me.
My Boss plays favorites.
My Boss is an idiot.....I can't believe he/she has gotten this far?!
My Boss is an @!#@&!!
Does any of the above sound familiar?
Let me begin by saying -- I don't deny that for many of you some/all of those statements are true.
More often than not, a manager earns their colorful title.
But sometimes managers get a bad rap for the shortcomings of their personnel.
When you say, "He/She (the Boss) is an idiot" - is that more of a reflection of you (and your work)?
Like so many of you, I place my leaders on an unrealistic and sometimes unfair pedestal.
Often I have thought, "Surely this person is in their position because of superior intellect, above and beyond work ethic and super human ability to WIN, WIN, WIN"!!!
The truth is while some are very special and have earned their post because of a lot of hard work and sacrifice; many managers are just regular peeps as flawed, insecure and vulnerable as the rest of us.
We all make the symbolic trip down the yellow brick road to the Emerald city of Oz for enlightenment, courage and passion only to peek behind the curtain and come to the realization - our managers are not the all knowing, all powerful wizard.
You might be thinking: "So - I got it, Hugo. He/She isn't super natural, but he/she is clueless. I'm not getting ahead because of his/her playing favorites. "He's/She's threatened by me and I just can't take it anymore".
Well, hold on....just a second.
If you are waiting for your manager to tap you on the shoulder and give you a promotion, raise in salary or hand you a plum assignment - get comfortable because you might be waiting for a long time. Don't wait for things to happen.....make them happen!
It's time to manage your manager!
There are many ways to go about doing it...I'm going to just focus on three: communication, relationship and problem solving.
Communication
My abuelita use to tell me: "El que no llora, no mama". It loosely translates to “if you don’t ask, you don’t receive”.
If you don't ask for a promotion, a raise, etc. -- you're not going to get it.
Your manager has a lot on his/her plate and unless you're not vocalizing what you want...chances are - they don't know about it.
Don't assume that your supervisor should be obvious to the great work you are doing. You probably see one third of the work that they are responsible for. I am not saying to be sympathetic to your bosses' work load (we all have more than our share) - I'm just asking you to be more understanding (as I am sure you would want co-workers to be with you).
If you feel your great work is not being recognized by your manager -- then make sure you tell them about it! We need to be our biggest fans and loudest cheerleaders.
When you finally muster up the courage to sit down with your boss to tell them what you want -- be prepared to have a solid pitch for why you deserve it.
The reasons for that promotion need to be observable....give them examples you can both discuss.
Most of us go through an annual evaluation (our salary increases are largely based on it)....well, evaluate yourself before meeting with your manager. You need to be honest with yourself about what your strengths and development needs are. Maybe the development needs are what's keeping you from moving ahead. And if that's the case - then embrace that reality and work towards improving them (and make sure your manager knows it) in order to get what you want in the future. Even your strengths can get better (with more time and experience).
Managers value honesty and they appreciate an employee who understands "I am better at my job today when compared to yesterday - but not as good as I will be tomorrow".
Relationship
Now approaching your manager with demands/asks can be intimidating...but it wouldn't be if you had a relationship.
A relationship doesn't mean you're friends. It means you have a workplace relationship at a level of trust where you feel comfortable setting up a time to discuss your wants/concerns. Like all relationships it builds over time, must be honest and you need to nurture it.
Start by setting up a meeting to re-introduce yourself. Make sure to keep it concise (don't waste your manager's time and yours).....strategize the conversation around three points that are most important to you.
(ex. You meet with your manager to discuss a promotion - becoming project leader. Identify (again observable examples) of your work and how it has prepared you for greater responsibility. Also speak to the "stretch"; these are certain responsibilities required by the position that you are familiar with, but not in practice....with coaching - you will be successful in fulfilling those requirements).
Like any relationship - it's a two way street. Make sure you learn about the responsibilities and pressures of your manager's job. Most managers live by "you take the credit and I will take the blame" philosophy. That means the buck stops with them....no matter how big or small the issue/mistake is, your boss will be held responsible for it.
Now that doesn't mean an employee won't be held accountable for their work, but it is an interdependent relationship.
Your success and failure will also be his or hers....in the same way that their success and failure will be yours.
A smart manager learns early on the importance of delegating responsibility - developing a mentoring relationship with an employee is key to effectively and positively achieve goals. Be sure to be a "go to person"; someone your supervisor trusts enough to seek their help.
Problem Solving
"Don't bring me problems, bring me solutions". If you want to get noticed, grow in your career - be the problem solver in your group.
Managers are inundated with problems; it's refreshing when an employee presents solutions. I am not saying for you to make the decision for your manager (because their ultimate responsibility is based on their acceptance of a course of action). What I would like for your to consider is to present your manager with a problem you have identified and a solution(s) for he/she to consider. In doing so you are proving to be an invaluable asset.
Part of problem solving is also "conflict resolution". Many managers are put into a time consuming "referee" position that often can and should be resolved by the people closest to the issue. There are certain situations where employees find themselves at odds with others in the office....before you feel the need to go seek your manager's help; first consider how you can resolve the problem yourself.
Interpersonal skills are essential for the success of any employee (no matter what the position is). You don't need to be friends with everyone at work, but you do need to have a professional relationship. I'm not going to go into details about conflict resolution (that's a topic for another time), but I do want you to consider always putting yourself in the shoes of the person you are having an issue with. Try to see yourself through their eyes and as best as possible identify how you contributed to the situation negatively (according to their version of events). The beginning of any solution begins in recognizing one's responsibility in escalating the problem.
Managers award employees who consistently practice sensible interpersonal skills; it reinforces the employee's leadership in correctly navigating through the turbulent ocean that an office can sometimes become.
In managing your managers you are essentially managing your careers. Don't let someone else be in the driver's seat of your professional life.
Below are some links with more advice for you.
As always, let me know what you think and if I can answer any questions.
Hugo
http://money.cnn.com/2005/03/16/pf/saving/willis_tips/index.htm
http://www.dumblittleman.com/2008/01/learn-to-manage-your-manager.html
My Boss plays favorites.
My Boss is an idiot.....I can't believe he/she has gotten this far?!
My Boss is an @!#@&!!
Does any of the above sound familiar?
Let me begin by saying -- I don't deny that for many of you some/all of those statements are true.
More often than not, a manager earns their colorful title.
But sometimes managers get a bad rap for the shortcomings of their personnel.
When you say, "He/She (the Boss) is an idiot" - is that more of a reflection of you (and your work)?
Like so many of you, I place my leaders on an unrealistic and sometimes unfair pedestal.
Often I have thought, "Surely this person is in their position because of superior intellect, above and beyond work ethic and super human ability to WIN, WIN, WIN"!!!
The truth is while some are very special and have earned their post because of a lot of hard work and sacrifice; many managers are just regular peeps as flawed, insecure and vulnerable as the rest of us.
We all make the symbolic trip down the yellow brick road to the Emerald city of Oz for enlightenment, courage and passion only to peek behind the curtain and come to the realization - our managers are not the all knowing, all powerful wizard.
You might be thinking: "So - I got it, Hugo. He/She isn't super natural, but he/she is clueless. I'm not getting ahead because of his/her playing favorites. "He's/She's threatened by me and I just can't take it anymore".
Well, hold on....just a second.
If you are waiting for your manager to tap you on the shoulder and give you a promotion, raise in salary or hand you a plum assignment - get comfortable because you might be waiting for a long time. Don't wait for things to happen.....make them happen!
It's time to manage your manager!
There are many ways to go about doing it...I'm going to just focus on three: communication, relationship and problem solving.
Communication
My abuelita use to tell me: "El que no llora, no mama". It loosely translates to “if you don’t ask, you don’t receive”.
If you don't ask for a promotion, a raise, etc. -- you're not going to get it.
Your manager has a lot on his/her plate and unless you're not vocalizing what you want...chances are - they don't know about it.
Don't assume that your supervisor should be obvious to the great work you are doing. You probably see one third of the work that they are responsible for. I am not saying to be sympathetic to your bosses' work load (we all have more than our share) - I'm just asking you to be more understanding (as I am sure you would want co-workers to be with you).
If you feel your great work is not being recognized by your manager -- then make sure you tell them about it! We need to be our biggest fans and loudest cheerleaders.
When you finally muster up the courage to sit down with your boss to tell them what you want -- be prepared to have a solid pitch for why you deserve it.
The reasons for that promotion need to be observable....give them examples you can both discuss.
Most of us go through an annual evaluation (our salary increases are largely based on it)....well, evaluate yourself before meeting with your manager. You need to be honest with yourself about what your strengths and development needs are. Maybe the development needs are what's keeping you from moving ahead. And if that's the case - then embrace that reality and work towards improving them (and make sure your manager knows it) in order to get what you want in the future. Even your strengths can get better (with more time and experience).
Managers value honesty and they appreciate an employee who understands "I am better at my job today when compared to yesterday - but not as good as I will be tomorrow".
Relationship
Now approaching your manager with demands/asks can be intimidating...but it wouldn't be if you had a relationship.
A relationship doesn't mean you're friends. It means you have a workplace relationship at a level of trust where you feel comfortable setting up a time to discuss your wants/concerns. Like all relationships it builds over time, must be honest and you need to nurture it.
Start by setting up a meeting to re-introduce yourself. Make sure to keep it concise (don't waste your manager's time and yours).....strategize the conversation around three points that are most important to you.
(ex. You meet with your manager to discuss a promotion - becoming project leader. Identify (again observable examples) of your work and how it has prepared you for greater responsibility. Also speak to the "stretch"; these are certain responsibilities required by the position that you are familiar with, but not in practice....with coaching - you will be successful in fulfilling those requirements).
Like any relationship - it's a two way street. Make sure you learn about the responsibilities and pressures of your manager's job. Most managers live by "you take the credit and I will take the blame" philosophy. That means the buck stops with them....no matter how big or small the issue/mistake is, your boss will be held responsible for it.
Now that doesn't mean an employee won't be held accountable for their work, but it is an interdependent relationship.
Your success and failure will also be his or hers....in the same way that their success and failure will be yours.
A smart manager learns early on the importance of delegating responsibility - developing a mentoring relationship with an employee is key to effectively and positively achieve goals. Be sure to be a "go to person"; someone your supervisor trusts enough to seek their help.
Problem Solving
"Don't bring me problems, bring me solutions". If you want to get noticed, grow in your career - be the problem solver in your group.
Managers are inundated with problems; it's refreshing when an employee presents solutions. I am not saying for you to make the decision for your manager (because their ultimate responsibility is based on their acceptance of a course of action). What I would like for your to consider is to present your manager with a problem you have identified and a solution(s) for he/she to consider. In doing so you are proving to be an invaluable asset.
Part of problem solving is also "conflict resolution". Many managers are put into a time consuming "referee" position that often can and should be resolved by the people closest to the issue. There are certain situations where employees find themselves at odds with others in the office....before you feel the need to go seek your manager's help; first consider how you can resolve the problem yourself.
Interpersonal skills are essential for the success of any employee (no matter what the position is). You don't need to be friends with everyone at work, but you do need to have a professional relationship. I'm not going to go into details about conflict resolution (that's a topic for another time), but I do want you to consider always putting yourself in the shoes of the person you are having an issue with. Try to see yourself through their eyes and as best as possible identify how you contributed to the situation negatively (according to their version of events). The beginning of any solution begins in recognizing one's responsibility in escalating the problem.
Managers award employees who consistently practice sensible interpersonal skills; it reinforces the employee's leadership in correctly navigating through the turbulent ocean that an office can sometimes become.
In managing your managers you are essentially managing your careers. Don't let someone else be in the driver's seat of your professional life.
Below are some links with more advice for you.
As always, let me know what you think and if I can answer any questions.
Hugo
http://money.cnn.com/2005/03/16/pf/saving/willis_tips/index.htm
http://www.dumblittleman.com/2008/01/learn-to-manage-your-manager.html
Friday, September 9, 2011
Always Judge A Book By Its Cover (¡Haz click aquí para Español!)
We’ve all heard the old saying...."Don't judge a book by its cover"; a metaphorical phrase meaning "you shouldn't prejudge someone, by their outward appearance".
Well, I'm here to tell you that's just about the worst advice you can get (especially when it pertains to the workplace).
How many times have you picked up a newspaper, magazine or a book, just because of the eye catching front cover?! You wouldn't even think twice about what’s "inside", if not for that attention getting first impression.
It’s the same for all of us.
Whether it’s at a job interview, networking event or the office…you are always being judged and admit it – you’re also doing a lot of the judging!
Don’t feel guilty – there’s nothing wrong with that.
“A picture is worth a thousand words”.
How we present ourselves (clothing, hairstyle, accessories, perfume/cologne, etc.) is pretty much on target about who we are as a person.
Before one word comes out of your mouth, the person directly in front of you has made a dozen assumptions about who you are based on how you look. And before you say, you shouldn’t “assume” – forget about it. A person’s assumptions/perceptions are their reality (regardless of what’s true). So, don’t try to debate it.
The best course of action is to be aware of people’s prejudices based on their observations and take the necessary steps to manage your image.
1. Dress to impress: It is important to dress appropriately for the occasion. I have met with students who visit a newsroom; some are right on – leaving their usual school wardrobe of jeans and a shirt behind, opting for a suit. And then there are the students who are better dressed to hang out with their friends (and that’s being kind). The students who dressed professionally gave me the impression that they understood (and valued) what a rare opportunity it was (to visit a news station and learn first hand about careers in journalism from experienced veterans). They commanded my attention and instantly earned my respect.
2. Dress for the job: If you have an ambition to move up the ladder within your company - make sure you look the part. When you first look (and act the part); you’re sending a very clear signal to your supervisor that you are ready (or on your way) for more responsibility. You want to stand out and not blend in with your peers (almost camouflaged).
3. Don’t dress to distract: When attending an interview - be sure to wear something that is uniform (solid colors always work best), appropriate to the office environment. Don’t wear anything distracting (you don't want the interviewer to be consumed with thoughts of -- "what was he/she thinking when they put "that" on this morning"?).
Especially challenging for women are accessories. You might feel comfortable in your favorite earrings and necklace, but the interviewer might not. And for the men - some places are more casual than others...that might mean tie optional. For both – take it easy on the perfume and cologne. I use to work with a great reporter who bathed in cologne; sometimes making my eyes tear!
4. Less dress is not more: Unfortunately and unfairly (and women in particular know it too well), too often the 300 pound gorilla in the room is "sex". Many men allow their imaginations (and ignorance) rule their thinking. So, my advice is – don’t feed the beast. It's been my experience that less is always more when it comes to ladies fashions. And by "less", I mean show less.
Listen – I strongly believe what matters most is what’s in-between our ears and in our hearts, but the truth is that before anyone can get to know us – they see us. Treat yourself like merchandise – a product that you carefully craft and market wisely. Remember, you only get one chance to make a good first impression.
As always – feel free to ask questions and leave comments.
Below are some links for more information and advice on how to dress for success.
And consider following my blog (http://hbalta.blogspot.com/)
Hugo
http://jobsearch.about.com/od/interviewsnetworking/a/dressforsuccess.htm
http://www.astate.edu/dotAsset/201260.pdf
http://www.infoworld.com/d/adventures-in-it/dress-the-job-you-want-the-it-edition-620
Well, I'm here to tell you that's just about the worst advice you can get (especially when it pertains to the workplace).
How many times have you picked up a newspaper, magazine or a book, just because of the eye catching front cover?! You wouldn't even think twice about what’s "inside", if not for that attention getting first impression.
It’s the same for all of us.
Whether it’s at a job interview, networking event or the office…you are always being judged and admit it – you’re also doing a lot of the judging!
Don’t feel guilty – there’s nothing wrong with that.
“A picture is worth a thousand words”.
How we present ourselves (clothing, hairstyle, accessories, perfume/cologne, etc.) is pretty much on target about who we are as a person.
Before one word comes out of your mouth, the person directly in front of you has made a dozen assumptions about who you are based on how you look. And before you say, you shouldn’t “assume” – forget about it. A person’s assumptions/perceptions are their reality (regardless of what’s true). So, don’t try to debate it.
The best course of action is to be aware of people’s prejudices based on their observations and take the necessary steps to manage your image.
1. Dress to impress: It is important to dress appropriately for the occasion. I have met with students who visit a newsroom; some are right on – leaving their usual school wardrobe of jeans and a shirt behind, opting for a suit. And then there are the students who are better dressed to hang out with their friends (and that’s being kind). The students who dressed professionally gave me the impression that they understood (and valued) what a rare opportunity it was (to visit a news station and learn first hand about careers in journalism from experienced veterans). They commanded my attention and instantly earned my respect.
2. Dress for the job: If you have an ambition to move up the ladder within your company - make sure you look the part. When you first look (and act the part); you’re sending a very clear signal to your supervisor that you are ready (or on your way) for more responsibility. You want to stand out and not blend in with your peers (almost camouflaged).
3. Don’t dress to distract: When attending an interview - be sure to wear something that is uniform (solid colors always work best), appropriate to the office environment. Don’t wear anything distracting (you don't want the interviewer to be consumed with thoughts of -- "what was he/she thinking when they put "that" on this morning"?).
Especially challenging for women are accessories. You might feel comfortable in your favorite earrings and necklace, but the interviewer might not. And for the men - some places are more casual than others...that might mean tie optional. For both – take it easy on the perfume and cologne. I use to work with a great reporter who bathed in cologne; sometimes making my eyes tear!
4. Less dress is not more: Unfortunately and unfairly (and women in particular know it too well), too often the 300 pound gorilla in the room is "sex". Many men allow their imaginations (and ignorance) rule their thinking. So, my advice is – don’t feed the beast. It's been my experience that less is always more when it comes to ladies fashions. And by "less", I mean show less.
Listen – I strongly believe what matters most is what’s in-between our ears and in our hearts, but the truth is that before anyone can get to know us – they see us. Treat yourself like merchandise – a product that you carefully craft and market wisely. Remember, you only get one chance to make a good first impression.
As always – feel free to ask questions and leave comments.
Below are some links for more information and advice on how to dress for success.
And consider following my blog (http://hbalta.blogspot.com/)
Hugo
http://jobsearch.about.com/od/interviewsnetworking/a/dressforsuccess.htm
http://www.astate.edu/dotAsset/201260.pdf
http://www.infoworld.com/d/adventures-in-it/dress-the-job-you-want-the-it-edition-620
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