October 31, 2012 · 10:23 pm

Starting a New Job? Hit the Ground Successful!

First Steps to Success in Your New Job

The first thing to ask is why they hired you?

What do they need you to do? How does that compare with what your predecessor did? You can’t assume that you were hired to do what your predecessor did–frequently people are hired to do more or do it better or do it different.  Go back to the job description that was posted.  Look at it through new eyes–eyes that aren’t trying to figure out how to get all the keywords from it onto your resume.  What would it take to be really successful at that job?  Can you tell?  If not, ask the decision makers who chose you what would it take to be successful at the job.  Ask them why they chose you for the job–what did they see that gave them assurance you could do it.  Do this carefully.  You don’t want to come across as bewildered by their choice.  You want to validate their choice by being extremely focused on delivering successfully and reassuring them by asking questions that focus on what success would be through their eyes.

What does your boss need  you to accomplish?

Look at it through your boss’ eyes.  What does s/he need you to accomplish?  What does s/he need to have happen so s/he can be successful?  How can you help him/her achieve success in his/her job?  Take the time and energy to look at you and your deliverables in the context the organization and of your boss’ deliverables.

What is the power structure in your organization?

Who are the four or five most powerful people in your organization?  Where are you positioned in relation to them?  Where is your boss positioned?  When you look at yourself, your position, your department through the eyes of the power structure, what do they want you to accomplish?  How do you support their agenda with your deliverables.

What do successful people in the organization

  • Act like?
  • Look like?
  • Seem like?

What are your personal goals for your new job?

Why did you take this job?  What do you hope to get out of this job?  What do you want to learn? What do you want to be able to do next because you took this job?  What visibility do you want?  What improvements do you want to your reputation because of this job?

Next:  Make a Plan

Based on the answers to the questions above, come up with a plan that addresses them:

  • How are you going to make sure you accomplish the key deliverables
    • That they hired you for
    • That serve your boss’ needs
    • That gratify the power structure
    • That deliver your personal career goals
  • Who do you need to know?  Who do you need to partner with? Which people in the organization have access to the resources, skills, knowledge and systems that you need to deliver successfully?
    • How do you connect with these people?
    • How do you extend the relationship from acquaintance to partner?
    • What do you have to leverage these relationships.
    • What alliances can your create?
  • How do you manage your image?
    • Image is not WHO you are.  Image is the perception that other people have of you.  What do you need to do to create/improve the image you need in this organization?
  • Your plan should include:
    • What do you need to accomplish in what time frame (early, quick wins should happen within 30 days–first impressions are critically important.
    • For each thing that you need to accomplish, who do you need help from?
    • How are you going to cement the relationships you need to be successful?
    • What will you do to build the networks you need in the organization?
    • How will you manage your boss?
    • What will you deliver to help your boss?
    • How will you find a mentor to help you understand how to succeed in the organization?
    • How will you learn the unwritten rules in the organization?
    • How will you measure your success?
    • How often will you evaluate your progress?  (Weekly isn’t too often, monthly probably isn’t often enough.)

A new job is a tremendous opportunity to take control of your career and to begin to learn to master your own success.

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October 26, 2012 · 2:01 pm

Get Your Business Started. What Are You Waiting On?

It’s Time to Put Up or Shut Up

So you want to start a business.  Someday.  Someday will come and go and where will your business  be?  What are you waiting on?  You want to get everything set up first? You want to do the business plan first?  You want to analyze the potential market first?  You want to find money first? You want to come up with the killer idea first?

Let’s Start At The Beginning

Why do you want to start your own business?  That’s the first question to answer.  The answer to this question can actually help you figure out what kind of business.

  • Do you want to work for yourself?  Get rid of bosses?  Feel an accomplishment that you built something? Control your destiny?
  • Do you want a work/life balance?  Be careful about this one.  Most small business owners work an awful lot—many more than their corporate employee colleagues.
  • Do you want to get rich?
  • Do you like the risk/reward of starting and running a business?
  • Do you want to work people of your choice—and not A$$ho@$?
  • Are you stalled out at your current organization?
  • Do you want to create a business out of something you are passionate about?
  • Do you think you can do it better?

Next Step—What Business do You Want To Start?

Do you have a plan or idea that you’ve been storing in the back of your mind for a long time?  Does it make it to your New Year’s Resolution list or you Life Goal list on a regular basis?  If you have such a plan/idea, look back at your answer to “Why Do You Want to Start Your Own Business?” above.  Does your plan/idea serve that reason?  For example, if you want to start a restaurant but your reason for starting your own business is work/life balance, then the back of your brain probably knows that those two don’t go together.  If you want/need security, than, again, you probably know that deep down inside and aren’t really willing to put that at risk by really starting your own business.

If your idea for a business  is perfectly suited to your reason for wanting to do this, then there is some other reason that it hasn’t happened yet.   Some possibilities:

  • Analysis paralysis.  This was mine.  I wanted to think out every possible ramification and pre-plan for each eventuality.  I bought and read every book I could get my hands on.  I went to seminars, talked to experts and still didn’t move forward.  The key issue here is that you can never be ready enough before you start because some of the most important things that make you ready to run and succeed at your business are the experiences you have in running your business.  Even if you’ve run several businesses before, you will not be able to pre-plan all the things that can happen.
  • Fear of failure. I guess it would be nice to be able to out plan failure.  It just isn’t realistic, though.  Depending on how you define failure:  not meeting expectations, not making enough money, not finding your market, not having enough cash flow, not growing as fast as expected, growing faster than expected (OK, maybe that one isn’t failure), going bankrupt–most start-ups fail.  You make adjustments, you try again, you try something else.  Fearing failure is a lot like a four year old fearing growing taller.  It is a necessary part of the process.
  • Lack of time. This may be the reality, but if you don’t make the time, then it won’t happen.  You CAN make time to do what is important.  Steven Covey taught us to do what was important.  To begin with the end in mind.  What does you business look like in your future?  What does it provide you? Money?  Joy? Autonomy? Isn’t it as important as the other things that you are doing?  Carve out one task a day or one task a week to work on.  After a couple of months, you will have made progress and you will be on your way.  Once your business starts to become REAL in your eyes, then it will be easier to put it at the head of the line, or at least in the line, of what you’re working on.
  • Not enough money.  Build a sufficient business plan to persuade someone to help with the money.  Ask friends, family, skilled colleagues who could help.  Figure it out.

Just Start

There is a great gook about this, Just Start by Leonard A. Schlesinger and Charles F. Kiefer.  Take the risk.  Learn from it.  Move closer to your dream.

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October 14, 2012 · 8:40 am

Stand Out: Work On Projects

join a project team

Internal People on Projects

When I work as a consultant on big change projects in companies, there are always consultants (outsiders) and business representatives (insiders).  The insiders are usually identified as subject matter experts, business leads, and sponsors.  Despite what the consultants would like to think, they are pretty replaceable.  This is much less true of the business representatives.  Their knowledge of the internal workings of the existing processes and their understanding of how the change will significantly impact the future processes are essential to the success of these projects.  Their ability to navigate the inner workings of the organizational politics and to get answers and cooperation from key people make the difference between delivering as promised or not delivering at all.

When the opportunity to participate on one of these projects arises, most business people don’t jump at the chance to sign up.  They have ‘real’ jobs and not all companies lighten the responsibilities in day-to-day job for project participants.  Besides, the kind of people who are identified as potential business leads and subject matter experts are usually pretty happy in their current gig.  Why give up something they like for the wear and tear of project work?

What Project Participation Gets You

Project work teaches you more, faster, than practically anything else in an organization.  You get to see across the organization in a way that is hard to do below the Executive level.  You get to see how to organize and deliver significant change in an organization–again, excellent training for being an Executive.  You have a different kind of visibility in the organization, especially if you throw yourself into it and stand out as a cooperative expert. You get to work on a team that crosses the organization, growing your internal (and through the consultants–external) network.  You get to watch and learn and practice how to actually make a team work through all the stages of team development.  You get to learn a system (usually) or process up close and personal and become the company’s expert on how that system or process works in your part of the organization.  Other executives outside your organization get to know you and your work and that provides longer term career possibilities.

Over the course of hundreds of projects I’ve seen it happen over and over.  People get assigned to a project, they really take to it and do extremely good work in helping the project get off the ground and succeed.  Company Executives notice and start to seek the project participants out for their expertise. Opportunities open up and the stand out project participants are first in line.

Volunteer, Participate, Learn, Accelerate Your Career

So . . .  stand out by volunteering and participating and learning in projects in your company.  It’s worth the effort in the long term.

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October 9, 2012 · 7:25 pm

How Do You Know When You’re In Trouble With Your Boss?

I used to get feedback on 360° assessments that I was unreadable.  I didn’t do much about it because I really didn’t see it as a problem.  I knew what was going on inside my head and I wasn’t thinking anything bad about any of the people who found me difficult to read.  I knew that if something was wrong, I was crystal clear with the person who did whatever it was.  I’m a direct person and I was direct with those who made me unhappy.  If I wasn’t unhappy, then, despite the fact that I was “unreadable,” everything was OK.

Unfortunately, no one but me had access to what was in my head.  My employees created versions of what was going on in my head.  Most of those versions not only weren’t correct, they were really way off.  I know this because they told me later.  After I learned to be more obvious about what was going on in my head.  After I learned to be direct to people who were doing things right.  People stop being scared of what is going on in your head when they know that you’ll tell them.

BadBoss

This post is about signs that your boss really DOES have a problem with you.  How do you know what is going on in your bosses head when it isn’t obvious?  You have to look for the more subtle signs.  The first thing you have to do, though, is to give your boss the benefit of the doubt.  Assume that your boss is happy with your performance if you don’t see signs otherwise. Some signs to watch out for and to take seriously are:

  • If your boss doesn’t meet your eyes.  Unless your boss does this with everyone, it isn’t a good sign.
  • If your boss avoids you.  This one isn’t as straight-forward.  Sometimes bosses have cliques or favorites.  If s/he spends more time with others than with you, then that isn’t necessarily a bad thing, although it’s not necessarily good boss behavior.  Pay attention to whether you are the only one on the out.  If not, give your boss the benefit of the doubt (we’ll talk another time about how to deal with bosses who have favorites).  Assume that things are ok, maybe could be better, but are ok.  If, however, your boss really obviously avoids you, then you have a problem. 
  • If your boss constantly finds fault.  Again, is it just you or is s/he this way with everyone?  If s/he is like this across the board, then I’d go get another boss, but it isn’t specifically bad for you.  If, however, the boss nit picks everything you do, you are in trouble.  This could be a style or a communication problem, but whatever it is, it is a problem.
  • If your boss gives you worse assignments than anyone else.  Sometimes you get harder assignments because your boss thinks you can tackle harder issues than others.  If, however, your boss is giving you easier assignments or impossible assignments, then try to figure out why.  Are you new at your job,or to the group?  Have you not lived up to expectations on previous assignments?  On the other hand, do you feel like the assignments that you’re getting are designed to make you fail?  The assignments you get should be at least as hard as those given to everyone else or harder if you’re more experienced or trying to get a promotion, but not impossible.
  • If your boss always takes someone else’s side.  You don’t have a problem if you boss occasionally takes someone else’s side (in fact, that is actually better than if s/he always takes your side).  If, however, you are always on the short end of the stick, then you’re got a problem.
  • If your boss doesn’t seem comfortable with you.  Try not to assume things that aren’t here, but if your boss seems uncomfortable in dealing with you, doesn’t have small social conversations with you, never  sits near you when the occasion arises, then you mayhave a problem.  (You’ll note that I’m not as clear about this one–bosses are regular people–they can be socially dysfunctional just like the rest of us.)

I hope that you’ve read this list and decided that despite appearances, your boss is just fine with you.  That is most likely the case.  If you recognize your situation here, then you need to do something about it.  Over time, I’ll write about what to do about each one of these situations.  If you have a specific situation that you’d like to have my suggestions on, let me know and I’ll give it a go.

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October 7, 2012 · 10:22 pm

How Do You Get Motivated On Sunday?

Dreading Sunday Evening?

I recently had someone ask me how to get motivated on Sunday.  Great question!  My question is what do you need to be motivated to do?  I assume that when most people wake up on Sunday, they’re relatively motivated to do whatever is on the agenda for Sunday.  I assume that  the question is really about being appropriately motivated for Monday.  All of us have occasional difficulty with giving up our “off” weekend time to recommit to the structure and duties of the work week.  If you regularly dread going to work on Monday, and especially if you start that dread on Sunday, then it’s time to look at what’s going on.

Why Do You Dread Going To Work?

Are you dreading the start of the work week because:

  • You don’t like the work?
  • The atmosphere of work?
  • How you feel about yourself at work?
  • What you won’t be able to do?

Whatever it is, there are some things you can do about it.  Some are short term and others are longer term.  The first thing to figure out, if you can, is why you aren’t motivated.  That will help you understand what the best approach is. 

If you don’t like the work, then you need to figure out how to find different work (longer term solution).  The best way to be motivated to go to work is to do work that you love so much that it isn’t work.  Check out a previous blog post, Are You a Wanna Be, for some suggestions.  There are things that you can do, though, in the short term to help you get motivated.

  1. Reframe the way you think about work.  Figure out a way that the work you do now is a step on the way to doing the work you want to do.  What can you learn?  Who can you meet? Who can mentor you? What training can you get? What software or systems can you learn?  What resumé value can you get out of this job that will help you get the job you really want?
  2. Put something on your calendar every day that you can look forward to.  Put something very special on your calendar on Monday.  Have lunch with someone you really want to spend time with.  Block an hour to learn something new.  Read a book during lunch. 
  3. Plan out your next week on Friday and then set the plan aside until Monday.  Sometimes when you have a plan ready to go, you can relax and enjoy the weekend and start the week ready on Monday.  At the same time, you’ll work on next week’s tasks in your subconscious and may be further ahead when Monday starts.
  4. Understand the specifics of what motivates you and create an environment that is full of those things.  If you are a list person who loves to check off the “dones?”  Do you work for rewards?  Give yourself rewards.  If you work for approval, find someone who can/will approve when you accomplish things.  Create a motivation rich environment that helps you be eager to go to work.

If the reason you dread going to work on Monday is the atmosphere, then there are two things to do. 

  1. First, figure out what it is about the atmosphere.  Is it the people?  Is it the culture?  Is it what you are asked to do?
  2. Second, figure out how to change it. Moving away from the situation may be the long term solution.  Short term there are ways to get along with even the most difficult people.

Do you feel incompetent at work?  Do you feel like a failure at work?  These are frequently the reason that some people dread work.  Feeling incompetent is a completely normal way to feel when you are learning new skills.  It is not pleasant to be in that stage, but it is a normal stage, and it is relatively short-lived.  If you feel like a failure, you have to ask yourself–is it you or is it true.  If it is true, then take one step each day to turn it around.  If it is in your head, get therapy.  That is the fastest, easiest, safest way to solve that problem.

Is it that you want to keep doing what you do on the weekend, not what you do during the work week?  If so, what is it that you like so much about what you do on the weekend?  Spending time with your family?  Relaxing? Exercising? Working on your hobby?  Maybe there are some clues here about what your ultimate, dream work  should be.  Maybe these are some things that you could use to motivate  yourself (by scheduling more of) during the week.  Maybe these are some things you can set up as rewards to get motivated.  However you do it, if you’re doing things that make you happy on the weekend and not so much during the week, you need to fix that.

You Can Change This

The bottom line is that when you start dreading going to work, refocus your energy toward figuring out exactly what it is that is creating that dread.  You CAN have a life in which going to work on Monday is as fun as getting up Sunday.  You can create that life through deep personal understanding and by dealing with the situation in the short term while you work toward a plan for the long term.

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October 2, 2012 · 5:50 pm

The Specialization Sweet Spot for Career Success

Too Specialized–The Other Kiss of Death

I wrote recently about avoiding the Career Kiss of Death by avoiding becoming a commodity.  Becoming too specialized can also be a kiss of death.  I once worked for an electronic publisher that published legal information.  At the time, there were only two companies that did that.  I was an expert on the legal data published by my company, the sources of that data, the processes used to publish it, and the customers who bought it.  There was only one other company who could use that expertise at that time, and I had a pretty unbreakable non-compete agreement that foreclosed going to work for them.  When I looked around, I couldn’t see any option (I wasn’t as creative then as I am now) for a different job/company than the one I had.  It’s a really good thing that I really liked the job/company at the time.  It’s interesting that now there are lots of companies that could use that expertise.  The job market has expanded through the growth of the industry.  You can’t count on that happening, though.

I decided at the time that I would expand my marketability by learning expertise about other kinds of data besides legal data.  I still had the expertise on how to manage/convert/acquire and sell online information, but I learned how to do all those things with other kinds of data—financial and news.  It still seemed too limited to me, though, so I decided to Genericize Myself by learning expertise that crossed industries.  (The present online information industry that exists now was unimaginable then!)

I became an expert on organizational operations.  I learned how to improve processes, how to re-engineer processes and how to streamline them.  I was successful at improving the processes in my own department, then I began to be sought to help with processes across other departments, and then across organizations owned by my parent company.  I didn’t know it then, but I was learning a very marketable skill that has turned into (part) of my career.  I have expanded this skill and expertise into a consulting business (that includes other things, but organization process enhancement was the beginning core).

Specialize AND Genericize

Jobs, companies, and industries go away.  You need to keep your eye on the horizon of all of these.  At the same time, you need to have deep skills—be the company expert, while you are working on making sure that you have genericized to the point that other jobs, companies and industries can use your skills.  This may seem like contrary advice, but it isn’t.  When you are a deep expert in an area that many companies and industries need, then you are recession-proof.  If one company or industry starts to have problems and starts downsizing, then you can move to another.  You can continue to land on your feet and continue to grow you skills more deeply to expand your marketability.

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September 30, 2012 · 8:15 pm

How’re Those New Years Resolutions Doing?

It’s the beginning of the fourth quarter.  I think of this as a “last chance” on my resolutions every year.  I look at them and see how I’m doing on each one.  I feel great about the ones that I’ve done well on and decide whether to dump the ones I haven’t or whether to re-commit to get them done.

The most common resolutions are about:

  • Losing weight
  • Spending more time with family
  • Getting more exercise
  • Doing better at work
  • Learning something new
  • Getting organized
  • Quitting smoking
  • Save money

Sound familiar?  Many of us have the same resolution year after year.  What is it that causes some people to actually deliver on their resolutions and most of the rest of us to keep wishing we will every January?  The difference is action.  Some people look at what they want to accomplish and take the first step.  And then the second.  And then the third. In order to really change, you have to take enough steps that you actually accomplish it.  There is absolutely no reason that you can’t do that.

Look at your resolutions for this year.  Or, make some third quarter resolutions.  Look at the one that is most important to you.  Pick just one for now.   What can you do TOMORROW that will get you closer to accomplishing it?  If you are a person who likes lists, then make a list of the first five things that you need to do to accomplish your goal.  If you are a person who hates lists, just figure out one action that will get you closer.  THEN DO IT!

If you want to lose weight, what will you do TOMORROW?  If you want to spend more time with your family, what will you do TOMORROW?  If you want to get out of debt, what will you do TOMORROW?

At the end of the first quarter, I wrote about who statistically succeeds at their resolutions.  Only 8% of us.  You still have a quarter to get it done.  Be among the 8%!

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September 28, 2012 · 1:31 pm

Avoid the Career Kiss of Death–Don’t Be A Commodity

Stand Out or Be Out

One of the worst things that can happen to you career-wise is for your employer (or potential employers) to see you as interchangable with other people with the same skill set.  If they think that they can get more where you came from, then they are not valuing you as an employee.  If your employer does not see you as unique, as someone who brings a value-add skill set to the table, then you will stall out at your organization.  Not only that, when you seek other employment after you’ve stalled out, you will not have an easy time getting a new job that pays as well as the last one or that has the potential to take you to the next level.  When people think that an accountant is an accountant is an accountant, then why would they choose you over anyone else?  What is it about you that makes your boss concerned about keeping you, nurturing you and developing you?  What is it about you that makes your resume stand out from the other 300 that the recruiter is looking through?

Of course you know that you are unique and special.  Think about how that is obvious to people who don’t know you well, though.  What is it about your resume or your experience or your skill set that makes you stand out?  If you don’t have a level of expertise or a special skill set that is obvious on paper and at the first meeting with you, then you risk being a commodity.  And that is not a place you want to be in this job market.  In this day of downsizing and outsourcing, you want it to be a no-brainer for the decision makers to keep you, regardless of the other decisions that they are making.

How Can You Tell?

Go online.  Look at the resumes of people who do what you do.    Notice the ones that stand out.  What is it that makes them stand out.  Imagine that you are looking to replace you in your job.  Who would you select from among the hundreds of similar resumes?  Why?  What makes the ones who stand out more interesting, more attractive, more valuable?  How do you stack up against those people?

Now, look at the job descriptions from employers of people in the job that you do.  What are they looking for?  Is there any subset of skills or additional abilities that they are consistently asking for?  What are the things that are listed in the “preferred” skill/education list?  Can you tell if they are looking for someone who is ‘good enough’ or someone who is extraordinary?  For those who are looking for someone who is extraordinary, how do you stack up against those job descriptions?  Would you hire you based on your current resume and skill set for those jobs?

Within your own organization, are there people who do what you do who stand out more than you do?  Why?  What do they have that you don’t have?  This is not the time to say, “He has a degree from Harvard, and I’ll never have one, so it is hopeless.”  If he has a degree from Harvard, is that really why he stands out?  Or is it how he acts, who he talks to or the work that he does?

If you are a commondity–a one-size-fits-all-employee–then you may continue to be employed (if you can figure out how to stand out among the hundreds of other equivalent one-size-fits-all-employees enough to get hired in the first place), but you will not have much of an upwardly bound career.

So What Do You Do?

Based on your observations of the resumes and job descriptions that you looked at, what is it you need to stand out?  Do you need more education or certifications?  Do you need more/different skills?  Is there something that you can do, like get Six Sigma or PMI certified for instance, that makes you a two-fer?  You are qualified at human resources or accounting or engineering, but you can also help with projects or re-engineering?  Can you take it to the next level through some kind of specialized experience?  Don’t underestimate the power of volunteering for things that get you different/more experience.

Understand your brand.  Learn to sell your brand.  Figure out how to get things done without the authority.  Keep up with what’s new in your field and your industry.

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September 25, 2012 · 7:53 pm

Bosses Are People Too

You Think The Same As You Did Before

For those of you who are over the age of 25, you know how you feel the same no matter how old you are?  The outside may seem older, but to yourself—inside your mind—you feel the same age.  It’s really weird.  You would think that as you age, you would think differently, but if you do, you don’t notice it.

The same is true when you become a boss.  You think of yourself as the same.  You have different responsibilities and you have to do them differently than you did before you were a boss (you have more power and that helps get things done), but you think of yourself as being the same.  Again, when you become an executive, how other people think of you changes, but how you think of yourself stays much the same.  The problem is (in both cases–age and organization level) that other people see you differently.

Power Changes Things

When you are a boss, you have positional power over people–you have the ability and the right to decide their fate.  You can give them a good review, or put them on “a program.”  You decide how much raise they get (within parmeters established by the company) and therefore whether their quality of life goes up or down.  You give them assignments which can create visibility or push them beyond their ability to perform.  You believe in your own head that you are fair, that you make the right decisions on all of these things, and that you are a good and likeable person.  Right?

Just by virtue of having this power, however, you will frequently stop being given the benefit of the doubt.  Your motivations will not be seen as virtuous, your decisions will not be seen as fair (by everyone) and your subordinates will begin to feel a distance toward  you–even those who are your friends.  It is just the way it is.  If you are a boss, you need to be aware of this.  To do your job, you must exercise positional power.  You can counterbalance the negative side of positional power, however, by building your personal power.  Personal power is acquired through respect by others.  Personal power comes in several flavors:  referent power, information power, connection power.  When you have personal power, that benefit of the doubt comes back.  Personal power stays with you when you leave the specific job.  Personal power does not alienate people as much as positional power does.  Personal power helps others view you as “a people” too.

Treat Your Boss Like “A People”

Now, flip the switch.  Think about your own boss(es).  They have the same issues.  S/he sees herself as fair, virtuous, and trying to do the right thing.  S/he is puzzled about why her subordinates don’t see her that way.  Consider giving him/her the benefit of the doubt.  Try to overlook the positional power and treat him/her like “a people.”  You will stand out.  You will engender trust by trusting.  And that will begin to build your personal power with your boss.

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September 23, 2012 · 10:05 pm

Your Company Doesn’t Care

Sorry.  Despite what the Supreme Court thinks, your company is not a person.  It doesn’t care.  It doesn’t think.  It doesn’t want.  You can’t impress it.  Your company is made up of people–lots of them.  All kinds of people.  They DO care.  They are complicated and hard to figure out and hard to work with.  People can be influenced and impressed.  Focus on the people.  Build relationships.  Build relationships with people who think and speak “for” the company.  Make sure they know who you are.  Make sure they know what you do.  Make sure they think you add value to the company.  Make sure they care about you

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