by Jennifer Merritt
Maybe you're stuck in a job you don't like, or you're
looking to move up the ranks with your current employer.
Either way, you're looking for a way to get ahead but
everyone seems to spew the same advice: Revamp your resume!
Schedule a meeting with the boss! Be sure to follow up!
Relevant advice? Sure. But it's also obvious, and not
necessarily the best way to stand out from the crowd. What
you need is a revolutionary get-ahead strategy, even if it
seems strange at first because it involves peanut butter and
jelly.
Sandwich Solutions
Chris Komisarjevsky is chief executive emeritus at
Burson-Marsteller, a leading New York City-based public
relations and public affairs firm. He's also a father to
nine children. While it may seem that running a PR business
and raising children wouldn't have much in common,
Komisarjevsky and his wife Reina found otherwise, so they
wrote a book, "Peanut Butter and Jelly Management: Tales
from Parenthood Lessons for Managers" (Amacom, 2004). In it
the Komisarjevskys detail how being a good manager -- or
demonstrating your capability to be a good manager --
requires many of the same skills as being a good parent.
"There are a lot of lessons to be found in unexpected
places," Chris says. "What we see is the way people behave
and the way the kids behave and we made the connection.
That's not to say employees should be treated like children,
but if we stop and listen, perhaps we can learn from some
other parts of our lives."
As an example, Chris refers to chapter 14 of his book, where
his then seven-year-old son Nicholas stomped around in a
garbage can at school. When his teacher asked why, he
replied, "Because - it's a free country," thus warranting
him lunchtime detention.
"That's a wise guy response," Chris admits. "When you make a
mistake you need to step up." So, just as Nicholas admitted
fault and apologized to his teacher, take advantage of
mistakes made at work as an opportunity to stand apart from
the crowd.
"I think in the work environment, people try to blame
someone else for things that went wrong," he says. "Let's
acknowledge the mistake and move on. You can't get very far
if you don't acknowledge the mistake. It's a very important
lesson in life."
Historical "Cents"
Remember the old clich鬠"History repeats itself?" According
to Andrea R. Nierenberg, author of "Nonstop Networking: How
to Improve Your Life, Luck and Career" (Capital Books,
2002), when it comes to capitalizing on important lessons
that lead to success, such reoccurrence is a good thing.
"People seemed to have it right in the past," she says.
Andrea believes there is a lot to be learned about
networking from history books, especially from our
forefathers. "They were givers first."
"I'm a believer of the personal note," Andrea says. So much
so that she refers to the simple task as her "the 37-cent
investment plan." She points out Thomas Jefferson's
reputation for correspondence - he was known for writing
1,000 letters a year - as one of his winning
characteristics. "Letter writing is a forgotten art," she
points out. "It sticks out in people's minds."
Andrea says it's those kinds of basic people skills that can
help you advance on the job. She makes it a point to send
thank-you notes - the old-fashioned, handwritten ones -
although when all else fails, email suffices, she advises.
What's key is forging a personal connection - something she
feels distinguishes her from others. After all, everyone
likes to feel appreciated. And, when it's a leadership
position you're seeking, it's nice to be surrounded by those
who thrive on your ability to communicate praise.
Learn to Lead
Some would say that leaders are born, not made. William A.
Cohen, Ph.D., retired major general of the U.S. Air Force,
would beg to differ. "Leadership can be learned," he says.
"It's a matter of not only having the qualities [of a
leader], but knowing what to do."
And William believes there's no better place to learn
leadership than from the military, particularly from the
elite few elected to special operations. In his book
"Secrets of Special Ops Leadership" (Amacom, September
2005), William details how the principles of U.S.'s most
unique fighting forces can teach you how to exemplify
yourself as a leader.
"These [men and women] are in high risk situations with
limited resources," he says of those placed in special ops.
"They're different, and we can learn from them in terms of
business."
William says that special ops frequently do things others
may consider impossible - such as finding Jessica Lynch or
capturing Saddam Hussein. He cites the story of Major
Gregory "Pappy" Boyington as a prime example. As a fighter
pilot during World War II, Boyington convinced his superiors
to let him create a fighter squadron, known as VMF 214, to
fight the Japanese. Originally, the squadron was temporary,
but in the 12 weeks VMF 214 was in combat, the squadron
destroyed a record-breaking 94 fighters and went on to
become one of the Marine Corps' best squadrons.
"Within a few days, he turned [the squadron] around,"
William explains. "He made the most of what he had." By
"daring the impossible" Pappy led himself and
consequentially, others, to success. So even if you're a
long shot for a promotion at work, ask the boss to consider
you - it will show you're ambitious and anxious for more
responsibility. Or like Pappy, suggest creating a task force
to temporarily fill the void left by the open position. You
boss will not only be impressed by your ambition, but your
desire to lead as well.
Ready, Willing, and Succeeding
A willingness to learn how to lead was what drove Aretha
Rhone Bush to pursue the nontraditional pathway of online
study. When she was working as an assistant principal at
Hilton Head High School (Hilton Head, SC), Aretha saw the
opportunity she'd been waiting for -- one that would not
only enhance her career, but ultimately her education, too.
"I saw the proposal for the bond referendum to build a [new]
school," she says. "When I was hired as an assistant
principal, I told my principal I wanted the opportunity to
lead the school."
That's one of the reasons why, after leading a 55-member
committee through the design and build process of Bluffton
High School (Beaufort, SC), a state-of-the-art technology
school, Aretha was unanimously chosen as its principal. Then
34, she became one of the youngest high school principals in
South Carolina.
Now 35, Aretha is pursuing her Ph.D. in elementary and
secondary administration through Capella University's online
program. While getting her Ph.D. was always a goal for
Rhone-Bush, she never would have guessed she'd earn it in
cyberspace.
"I needed to find a way I could obtain my career goals and
still participate as an active practitioner in education,"
she says. "[Now] I feel everyone should be an online
learner," she says with a laugh.
Aretha is only half-kidding. Thanks to her online pursuit of
higher ed, she was inspired to integrate online learning
into her high school. This past January, her juniors and
seniors are able to take a government and economy course
strictly online -- no classroom or formal desk required.
One Tough Lunch
Richard "Bo" Dietl certainly didn't learn the traditional
way. A self-made man, Dietl's ready to let the world in on
his success secrets in his new book, "Business Lunchatations:
How an Everyday Guy Became One of America's Most Powerful
CEOs. And How You Can, Too!" (Penguin Group, 2005). Bo and
his co-author, Bob Bly, discuss creative ways to advance,
not just professionally, but monetarily as well.
Many know Richard "Bo" Dietl as the New York police
detective who not only talked the tough talk, but walked the
tough walk, too. During his career with the NYPD, Bo was
responsible for over 1,500 felony arrests and a 95 percent
conviction rate that inspired the 1998 movie, "One Tough
Cop" starring Stephen Baldwin and Gina Gershon. After he
retired from the force, Bo founded Beau Dietl and
Associates, which specializes in corporate investigations
for major international companies.
Dietl's "catalyst strategy" says you don't have to invent a
new widget to get rich - you just have to own a piece of it.
"My role as a business catalyst is to keep an eye out for
those shared and complementary interests, and facilitate the
introductions that begin relationships between the multiple
parties," Bo writes. "What it does is allow me to generate
revenues beyond the companies and products that I actually
own and produce. It works because of the tremendous network
of contracts that I work nearly full-time to build."
The idea is similar to networking, and even if no deal is
made, Bo says at the very least, arranging a meeting opens
up possibilities for future negotiations. So, even if you
don't land that big account at work, keep the company's
objective in mind - introducing them to another firm with
similar goals could prove beneficial for you when it comes
to promotions and your pocket.
Exercise and Temper Tantrums?
Plenty of other people are doing the same and cashing in,
like Jake Steinfeld, celebrity trainer and founder of Body
By Jake in his new book, "I've Seen a Lot of Famous People
Naked, and They've Got Nothing On You (Amacom, September
2005)!" Using himself as an example, Jake divulges how
everyone is the same underneath it all. Just like with diet
and exercise, all it takes is a dedicated effort to be
successful in business.
Likewise, in his book "How to Negotiate Like a Child" (Amacom,
October 2005), Bill Adler, Jr. explores how throwing
tantrums, acting irrationally, and pretending you don't
understand what the other side is saying can help you get
everything you want. Think about it: When it comes to
cajoling, sweet-talking, and arguing, children are the best,
so why not learn a thing or two from their playground?
Bottom line? If you find yourself stuck in a dead-end job,
or stagnant in your current job, take the Komisarjevskys'
advice: Look for get-ahead lessons in unexpected places.
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