How often do you need to socialize with work colleagues?

How often with colleagues?

By Karen Adamedes

According to a recent poll on the Huffington Post article "Women and Alcohol: Does Mixing Drinking With Work Help or Hinder Your Career" over 80% of us think that drinking with colleagues is a good idea. 

45% of respondents said that 2 drinks were the maximum, whilst another 38% agreed that you need to follow the cues of your office culture and if everyone else catches up for drinks you need to as well - to show you are a team player.

The question they didn't ask is how often do you need to catch up with work colleagues in a social situation?

We all know not to drink and drive. At .05 there is a marked decrease in fine motor skills and reaction times. Not a good combination when you are behind the wheel of something weighing over a tonne.

There's also general agreement that at this level (which could be as little as 2 drinks) judgement and inhibitions are also impacted.

An opinion offered that you'd normally keep to yourself, office gossip that you regret later or blabbing information that was meant to be confidential. Not crimes. But you might regret them in the morning?

Yet, the pressure to be 'part of the team' and engage can be huge. And the cost of not being part of the group can range from loosing the opportunity to get to know people better and building relationships to being 'out of the loop' and not knowing what's going on. It's quite often in more relaxed circumstances when you can hear about upcoming opportunities or the back story on an important project or customer issue. 

Which is where the two drink max support is the winner...if you're still okay to drive your car then they trust their judgement to be in the drivers seat of their career.

This is what the respondents said on the Huffington Post:

It seems pretty overwhelming that most people think that socializing over a drink is important.

But, how often do you need to do the 'extra circular' social thing with work colleagues in order to be seen as a team player?

We are all busy. Careers, families, friends, exercise - there's a lot to fit in. 

So, how much 'relationship building' in your own time is enough to stay in the loop?

Weekly, monthly, every now and then?

With so many competing priorities, this is something I have often debated with myself - so it will be interesting to see what you think!

Please share your thoughts on our poll:

How often do you need to socialize with work colleagues?

5 People You Need On Your Career Team

Image courtesy of imagerymajestic at FreeDigitalPhotos.net

By Karen Adamedes

Nobody stands up at the Oscars, the Golden Globes or any other event where individuals are recognized and says in their acceptance speech, "Thanks, I did this all myself!".

Not only would this be seen as arrogant (to say the least) but the reality is, it's not true or even possible. No one can really "shine" without the expertise, coaching, knowledge or help of others.

When Morgan Freeman won the Oscar for Best Supporting Actor for Million Dollar Baby he said, "I want to thank everybody and anybody who ever had anything at all to do with the making of this picture." (That probably pretty well covered it!)

At the 76th Academy Awards where "Lord of the Rings: Return of the King" won all 11 categories it had been nominated for, host Billy Chrystal quipped "It's now official. There is no one left to thank in New Zealand". 

Politicians who get elected (or not) thank the teams behind them, winning sports competitors, recipients of academic awards and Nobel prizes, top business people, in fact, any individual who achieves success, knows that they needed the support of others to achieve their individual accomplishments. 

It makes sense that this theory applies to us mere mortals and the achievement of our goals....because they are just as important to us as internationally recognized accolades are to actors in Hollywood or players in Grand Slam tournaments.

You are probably part of many teams - the sports you play, the people you work with, project teams and many, many more.

What about your career development? Do you have a team behind you?

I don't mean the actual group of people you work with...but a team you have assembled to help you achieve your potential?

If you play a sport, you may (or may not), have a team that you compete with - depending on the activity of course...but there may be a team that enables your sporting prowess.

The coach (if you play on a team) or a personal trainer if you work out as an individual. The physio if you injure yourself. And perhaps a sports masseuse if you treat yourself to a post game/workout massage. A family member who supports you in your nutritional choices, your friends who are interested in how you are playing/progressing and even the team at the sports nutrition shop that are providing your vitamins (I suppose this example is a bit of a giveaway about the much larger than expected team I have put together to support me in my recent foray into working with a personal trainer!).

But you get the idea. 

There's a lot of people needed behind the scenes required to pursue a goal.

A "career team" may never know they are part of your personally appointed entourage or hold a meeting - but they all can play a vitally important role to make sure that you can be your best.

Which raises the question, who do you need on your "career team"? 

From my experience there are 5 types of people that are vital:

The Manager...sometimes in organizations you get the experience of working with an amazing manager who provides you with knowledge, develops your skills and supplies valuable insights. Other times, you get a shocker (I'm guessing no further explanation is needed - you know what I mean?). 

Regardless, there is always something you can learn from a manager. In the case of a "bad" one you might learn what not to do. There is no gain in having a painful relationship with them and being adversarial...it will only make your life miserable. Even worse this person has a degree of organizational positioning over you and could block your development or opportunities in other ways. At the very least, you want a relationship where they are not going to stand in your way.

If you get a good manager - take full advantage and learn everything you can and develop a relationship where they can become a mentor, sponsor or trusted adviser.

The Mentor...your manager may fulfill the criteria of a mentor providing you with coaching, expertise and guidance...but you get them for free with your job. The opportunity is to broaden your team and add one or more people with specific skills, experience or knowledge that you have identified you want to develop. You may have one or several...it all depends on what you have worked out you need.

The Trusted Adviser...this is the person that you trust absolutely, knows you well and that you respect. Where a mentor might gently guide you - this is the person you can go to when things go wrong or you don't know where to turn. The person who will tell you like it is.

Often these relationships are built on mutual trust and respect so you might play the same role for them. 

The Sponsor...now this person might not be front and center of your team. But they're there...talking you up, recommending you for projects, roles or promotions. They may not be in your immediate sphere and they may not telling you that they are recommending or speaking well of you. But if your career antenna is working - you'll get to hear who they are. 

Even if you never know - they can make a tremendous contribution. 

The way you develop sponsors? 

Build a positive professional reputation by doing a great job and being true to your Operating Style (how you work). 

The Fan...this may seem a bit self indulgent but having a fan (or more than one) can be good for your ego. Developing a career is a bit like a marathon and some stretches are harder than others and it's just really nice to know that someone thinks you are doing a great job and admires you. 

A fan can also help you 'lift your game'. When you have someone looking up to you as a role model it can keep you motivated to do your best (or not slack off!)

So the next question is, do you have all these people on your team? 

Can you actually put a name to them as you read through?

Who's missing?

Once you know who you need you can do something about it!

If you've got the roles all covered...excellent...Please share with us how they are helping you.

5 Truths about Performance Reviews. Are you ready for yours?

By Karen Adamedes

Performance Reviews can mean more
(or less) money in your pocket

January. Whether this means snow, cold and long winter nights or sun, beach and bbq's (depending on your part of the world), for most people who work for organizations January means... the performance review!

Different countries and companies work a variety of financial years...but January is the most common time for either an annual appraisal or half yearly review.

A meeting request appears in your inbox for the meeting with your manager. Do you groan and say "Oh no, not again" or clap your hands and yell "Yippee! What a great opportunity?"

I'd be prepared to guess that the first reaction is probably the most common?

The truth about performance reviews is that they are important.

They are the chance to get your achievements, accomplishments and aspirations 'on-the-record'. This then becomes part of your official career history.

What is recorded is often what is remembered. By your manager when they consider your salary review or bonus. By their manager when team performance and talent are being discussed. By Human Resources when they are reviewing candidates for roles, projects or high potential programs. And it is also a great record for you to have to refer to for selecting your key achievements and keeping your resume updated.

Often the performance review is the only opportunity you get to make a claim or even have a discussion about your salary review. Many companies have a small budgeted amount that is distributed, relatively evenly, across all staff. Sometimes there is a little bit less for underperformers and a little bit more for high achievers. If you have made a strong contribution over the year you want to make sure that it is remembered and that you (at the very least) come out on the side of a little bit more.

Although, if you have made a really significant contribution - it's valid to state your case for a bonus or increase that is above the norm. What's the worst that can happen?

You get told no? Are you really any worse off?

Not if you have stated your case logically and supported it with business benefits and outcomes. Most importantly, that you have quantified what you have contributed (know your numbers!).

I was talking to a couple of people who worked in HR for a major consulting firm and they said to me "There's no point asking for a salary increase over and above the annual amount...the increase is locked in". I asked them if, working in HR they ever saw exceptions to this coming through. "Yes", they laughed, "all the time". Mmmm could you be an exception too?

Even if your company separates the review from the salary increase process or January is a half yearly assessment; you need to make sure that all of your contributions are noted, quantified and discussed.

You could approach that invitation for the review that your manager sent hoping that they remember everything you have delivered....OR you could make sure that you go into the meeting with solid documentation that lists and quantifies your achievements and contributions.

Are you ready for your performance review?

Another truth about performance reviews is that many managers are not good at conducting them. Sad, given their potential importance for your career, but true.

No matter how well intentioned your organization, how robust the process or the amount of time devoted to the activity -  a lack of knowledge, focus or skill by a manager can turn this opportunity for career development into a tick-the-box exercise. Something that gets done for the sake of being reported that it's been done.

I have seen a significant disconnect in the perceived importance of reviews in companies. On one side are HR and senior management who value the process and want the activity to play a significant contribution in boosting productivity, developing talent and increasing employee engagement. On the opposing team are line managers who are often unskilled and inexperienced and may even be fearful of conducting the reviews.

Fearful? The managers. Yep.

They may be reluctant because they haven't had time to prepare properly or not know what you will have to say and unsure how they will handle the conversation. On the upper end of the terror scale is managers who have saved up negative feedback and have to raise a difficult issue.

The truth is that there should never be any surprises for anyone at a performance review. 

Managers should be coaching their people constantly and addressing issues as they arise...not 6 months later! As @JustinFitter said on twitter in response to my question about performance reviews - goal setting, milestone reviews and performance support should be constant not scheduled.

Equally I don't think employees should be 'saving up' issues that they want to raise at these reviews. Reinforcing and quantifying achievements, setting future goals, agreeing on actions for your role and next steps for your development plan...these are the topics that should be the formalization of discussions that have been held before. 

Raise issues with your manager on a regular basis. Just because they don't is no reason why you shouldn't!

The outcomes are likely to be much more positive when you give your manager a chance to think through a topic that has been raised, evaluate options or seek approval for the solutions they develop. Surprising a manager with some unexpected topic or issue at a performance review is unlikely to achieve a satisfactory result; especially in a fast time frame. And you are likely to derail the rest of the agenda.

Are there any issues you have been saving up for discussion at your review? 

Can you schedule a conversation prior to your formal meeting to make sure the topic has been flagged beforehand? 

You will have a much better chance of achieving an outcome and developing meaningful next steps when an issue is part of an ongoing discussion not a one-time subject.

The discussion may be a formal process that must be completed for it's own sake but the truth is that it's the 'so-what', the 'next steps' that are agreed as a result of a performance review that really matter.

Agreeing to unachievable targets for the next 6 or 12 months just to get the meeting over with is only setting yourself up for future failure.

Not quantifying or reinforcing the value of the achievements that you have contributed and having them noted is a lost opportunity for increasing your credibility and enhancing your professional reputation.

Failure to ask for the training, mentoring, coaching or whatever other assistance you need to improve your knowledge, skills and experience may cost you dearly in the future.

The next steps that are agreed at (or as a result of) your review are important to you and your career.

You have the most to gain from a review that produces tangible and actionable next steps.

Do you know what you want to achieve from your review?

The truth is that the your review has the greatest impact on you; not your manager, not HR, not your colleagues. 

The truth is your review is your responsibility.

Are you ready?