Q&A with the Career Coach
By CareerCoach on 07-02-2008
Dear Career Coach,
My boss hired a new employee to do some work that was my responsibility. She doesn’t know the software very well, never asks questions, and keeps to herself. When she does ask questions about the software, she catches on really fast, but the job she is doing is important to management and I don’t like losing that influence. How can I make sure that I’m still seen as important to the company? I’m in the part of the company that does customer service and management reports on automotive parts. I’m an Artisan Performer.
Dear Artisan,
It sounds like the job the new employee is doing is mainly on the computer. One of your hot skills is in communication. I’m wondering if your boss has put you in a position that uses your best strengths—strengths that the new employee probably doesn’t have. It’s time to sit down with your boss and get feedback on your worth to the company and where you are the most valuable. I suspect he has already figured out that you are top notch at customer contact and wants to use you to more advantage in that area.
Dear Career Coach,
I’m a Rational Mastermind and I have an idea for improving a key company database, but I’m not in the IT department. My own manager likes my ideas, but I’m finding that I’m not very good at company politics. There are department budgets involved and power struggles. I’m sure my idea will save the company money in the long term, but don’t know how to approach selling the idea to get enough buy-in.
Dear Rational,
Many managers are Guardian Supervisors and they want to be shown that something will work before they buy into it. If you can build a demo of your idea and if you can show that something similar is being used successfully elsewhere, you’ll have a better chance of having your idea taken seriously. As for the politics, make yourself a matrix, with the various managers across the top, and pro and con along the side. Now, diagram each manager’s advantage (pro) and disadvantage (con) about implementing your idea. You’ll need to see what can be done to counter each manager’s cons. Perhaps your own manager will have some ideas. Good luck in getting your idea implemented.
My boss hired a new employee to do some work that was my responsibility. She doesn’t know the software very well, never asks questions, and keeps to herself. When she does ask questions about the software, she catches on really fast, but the job she is doing is important to management and I don’t like losing that influence. How can I make sure that I’m still seen as important to the company? I’m in the part of the company that does customer service and management reports on automotive parts. I’m an Artisan Performer.
Dear Artisan,
It sounds like the job the new employee is doing is mainly on the computer. One of your hot skills is in communication. I’m wondering if your boss has put you in a position that uses your best strengths—strengths that the new employee probably doesn’t have. It’s time to sit down with your boss and get feedback on your worth to the company and where you are the most valuable. I suspect he has already figured out that you are top notch at customer contact and wants to use you to more advantage in that area.
Dear Career Coach,
I’m a Rational Mastermind and I have an idea for improving a key company database, but I’m not in the IT department. My own manager likes my ideas, but I’m finding that I’m not very good at company politics. There are department budgets involved and power struggles. I’m sure my idea will save the company money in the long term, but don’t know how to approach selling the idea to get enough buy-in.
Dear Rational,
Many managers are Guardian Supervisors and they want to be shown that something will work before they buy into it. If you can build a demo of your idea and if you can show that something similar is being used successfully elsewhere, you’ll have a better chance of having your idea taken seriously. As for the politics, make yourself a matrix, with the various managers across the top, and pro and con along the side. Now, diagram each manager’s advantage (pro) and disadvantage (con) about implementing your idea. You’ll need to see what can be done to counter each manager’s cons. Perhaps your own manager will have some ideas. Good luck in getting your idea implemented.
