The Business of You

When you accept a job offer, it is like entering into a strategic relationship with an employer. Prior to entering similar types of arrangements, business executives spend a fair amount of time researching, assessing, and vetting the potential partnership to ensure they are the right fit for the organization’s long-term aspirations. A solid practice when evaluating strategic partnerships is to compile a scorecard that weighs the positive and negative attributes of each partner. This provides a more tangible and systematic approach to the evaluation process, and keeps you from simply making gut decisions that get rationalized after the decision is made. You should conduct the same type of evaluation and examine your potential career opportunities from every angle. Your personal scorecard should link back to your vision statement. Also, it will likely include categories like advancement opportunities, organization reputation, skills development, environment, and company culture.

Accepting an employment opportunity is a major decision. It can be a long-term relationship that can strengthen or hamper your career ascent. Often job seekers are somewhat cavalier with their review and assessment of a job opportunity. The goal of the job seeker is to find and secure a job; so when presented with an offer, many will quickly pounce on that opportunity with little thought or assessment. This is a big mistake, because they could be putting themselves in a damaging position. There are two main reasons job seekers do this: fear and laziness.

People are afraid of missing out on a seat in the game of employment musical chairs. This fear can have some merit and should be considered, especially if your financial position is tight. But this fear should not consume you and dictate that you accept a weak opportunity.

The second condition, laziness, occurs because it’s easier not to do the legwork and the homework. Skipping the assessment of the opportunity out of ease is foolish. Working for the right people, in the right opportunity, can supercharge your development and make an immense difference in your career prospects. Demonstrate some discipline here, and you will put yourself in a far better position to succeed compared to your peers in the long run.

It pays to think two steps ahead when it comes to your career. By evaluating opportunities from all angles, you’ll be putting yourself in the best position to achieve your goals. Three key areas you should examine when considering a job opportunity are the company, the hiring manger, and the role.

Throughout your career, it is important to make sound decisions about where you work and who you work for. A common mistake people make is focusing solely on the role in front of them when considering opportunities. By doing this you run the risk of ending up working for a sub-par manager or a company that chews up and spits out employees. Ideally, you want to put yourself in an optimal environment to give yourself the highest likelihood of success. That means finding the positions that will develop you and provide ample opportunities for you to grow and advance.

KEEP IN MIND THAT THERE ARE TIMES WHEN THE COMPANY YOU WORK FOR IS EVEN MORE IMPORTANT THAN THE ACTUAL ROLE YOU HAVE BECAUSE OF WHAT THAT COMPANY CAN DO FOR YOUR CAREER.

Sometimes success is as simple as avoiding toxic situations by spending a little extra time and energy to identify some key red flags. Keep in mind that there are times when the company you work for is even more important than the actual role you have because of what that company can do for your career. If the company has a sterling reputation and is an organization that trains and develops great talent, it can propel your advancement in future roles outside the company. But in most cases, the quality of the company is just one of many factors you weigh when deciding on a new job opportunity.

The following are key scorecard items to consider when evaluating a potential company to partner with. As you will notice, there is some overlap from your initial research on the company that will either be solidified or altered, based on your experience in the interview process.

Step back and honestly evaluate the business’s reputation from a holistic perspective. Is it viewed as a leader or a follower in the industry? How would it look to have this company’s name on your resume? This weighs heavily in the development of your personal brand. For example, the Big Four accounting firms have a reputation for snagging the top-level college recruit talent and developing strong performers. Individuals who have spent time in those firms are viewed as potentially strong candidates when they go through subsequent interview processes. Because of the reputation of the talent those firms attract, their training, and their work ethic (they have been known to work employees hard, especially when audit season rolls around), when these individuals leave the consulting world, companies are often quick to hire them.

In most cases, large companies (more than 500 employees) have a dramatically different work environment than smaller companies. Most large companies tend to have clearly defined structures and work parameters. These companies typically have a proven track record and have developed mature checks and balances based on their experience. In contrast, most small companies have a looser structure and less red tape. Generally, smaller companies can be more nimble. Their flexible environment puts heightened pressure on managers to guide and lead, though, as they don’t have the well-defined rules and guidelines of larger companies.

Larger companies, in most instances, provide greater stability and resume credibility. In smaller companies, you’re likely to be called upon to take on responsibilities outside of your job scope and have opportunities to be exposed to other areas of the business. Often a smaller company presents chances for you to develop a wider range of skills and experiences. These opportunities can present a higher risk; however, they can also deliver a higher reward and quicker advancement, as it can be easier to stand out in a smaller organization.

Is it growing or retracting? Growing organizations often have more opportunities for advancement because they are fighting hard to keep up with their growth and staffing needs. I have sought out these types of companies in my career, because they offered me a chance to make my mark, have an impact, and grow along with the company. Also, in my opinion, the positive energy that radiates from an organization that believes it can change their industry is fun, if not intoxicating.

This will help you determine what kind of advancement opportunities you will have with this company. It doesn’t mean you should immediately rule out a company if it doesn’t have a reputation for promoting from within. It’s worth taking into consideration, though, that it may not be a long-term employment play for you if you wish to climb through the ranks.

The culture should align well with your beliefs so that you don’t constantly get frustrated over the direction and decisions made by the business leaders. There are several vehicles you can use to collect this kind of information. Refer back to your notes from your interview process for indicators of the culture.

These data points, along with your initial research (Glassdoor, online reviews, and meeting with former or current employees), should provide you with a solid picture of the organization as a whole and how it fits within your objectives.

When evaluating the role, learn as much about the hiring manager as you can. To me, this is one of the most important things to consider. The key is to find a strong leader who will assist you in cultivating your talents and provide you with opportunities to showcase your skills. Choose wisely, because I have seen many talented people stall out their career development underneath a weak manager.

When you go through the interview process, you will normally meet and have the chance to assess the hiring manager—your potential new boss. Ask if it is possible to meet with direct reports, team members in this current role, or other team members to get a broad perspective of the working dynamics and culture. Interview them about the work environment and the values and tendencies of the hiring manager.

If you meet with direct reports, you will need to dig deep to unearth negative themes (if they exist), because it is highly unlikely that a direct report will come straight out and say that the manager is terrible, or a jerk.

Think back to some of your best managers, teachers, and coaches and how they impacted your progress and development. It’s likely they did many of the following for you and your career:

Managers who consistently do these things are the ones you should align yourself with. They will build you up and help you achieve your career objectives. Managers with this skill set and mind-set are not abundant. Throughout your career you will need to search for these types of managers and strategically align yourself with them. They can be a secret advantage that will help to propel your career.

During the interview process, it’s important to ask the hiring manager certain questions. Remember to utilize the questions outlined in the previous chapter to gain a better understanding of who the hiring manager is. By observing how they respond and by interviewing direct reports (if possible), you’ll gain a better grasp of their abilities, style, influence within the organization, and motivators.

When getting to know the hiring manger, the purpose of your questioning is to better understand:

When you reflect on your interview, pay special attention to how the hiring manager responded to the questions. How did he or she describe and emphasize (or downplay) specific elements when responding to your questions? During the interview, look for subtle indicators like responding with enthusiasm (or the opposite), or what topics they struggle to form a thoughtful response to. For example, if you were to ask a hiring manager about their philosophy on and approach to professional development, and they stammer through a hollow response without any tangible examples of what they value, it’s likely a strong indicator that they spend very little time and energy on formally developing their direct reports.

Also, recall how the manager interacted with other team members and vice versa. What did the exchange between the manager and the receptionist look like when the manager came to get you for the interview? Was it cordial and warm, or did the manager fail to even acknowledge the person?

A good tell on genuineness is how a person treats those who cannot do anything for him or her. The same goes for assessing their interactions with team members. Does it seem like there is genuine respect (both ways)? Watching how team members respond when they cross paths with the hiring manager can tell you a lot about how they view the manager.

During the interview process, you should be interviewing the company as much as the company is interviewing you. Take notes. When you are collecting information, be on the lookout for potential warning signs that suggest that the hiring manager (your potential new boss) may not provide an optimal environment for you:

WEAK MANAGERS

Bad managers are career kryptonite. Unfortunately, most of us are likely to end up working for a weak—or even aggressively bad— manager and may not know it at first. It happens because we are engrossed in our daily responsibilities, lack perspective due to being too close to the problem, or have no reference point or awareness of what we should expect from a manager. Here are some of the common archetypes of weak managers.

The Micro Manager—Hovers over you constantly and wants to be overly involved in every tiny decision and element of your work. This manager’s “go-to moves” might be checking in umpteen times a day for updates or wanting to be cc’d on every email, no matter how insignificant. This lack of autonomy ends up being a large impediment to your overall effectiveness and, frankly, is exhausting to deal with. The Glory Hog—Takes credit for everything positive that is happening. After a big team success, the Glory Hog, even without adding noticeable value, is quick to swoop in and marginalize the credit given to others for their contributions. This manager uses “I” and “me” instead of “us” and “we.” Also, Glory Hogs are typically quick to point fingers and pass blame if something goes wrong.

A Whole Lot of Sizzle, but Very Little Steak—Talks a giant game about all they are doing, but contributes next to nothing to the overall success of the team and organization. A close cousin to the Glory Hog, this manager plays up his or her role in the completion of daily activities and successes. The inefficiencies in the organization have allowed this character to skate and climb up the ranks simply by being a blowhard.

The Politician—Have you ever had a manager or coworker with whom you had to choose your words very carefully because you knew that they would likely twist them and ultimately find a way to use them to their personal advantage? Meet the Politician. This manager spends most of their working hours angling for other positions, gossiping, slinging mud, and engaging in office politics. With every interaction, the Politician tries to find an angle to exploit for professional gain. It is extremely difficult to get things done or understand the ulterior motives when working with this person.

The Know-It-All—Accepts no input from anyone. Team meetings and discussions feel like a formality, solely as a means for the manager to demonstrate that he or she is the smartest person in the room (which usually is not the case). This manager is also unwilling to acknowledge missteps.

The Pretender—Is underqualified for the role. Chaos ensues around this manager as problems “boil over” because nothing gets handled properly. The team pays a heavy price because of the Pretender’s ineptness.

The People Pleaser—Lacks the backbone necessary to lead. People Pleasers have a hard time holding team members accountable because they are preoccupied with trying to be liked by everyone.

Ideally, you will be able to sniff out a bad manager before accepting a new role; but even after doing a thorough review, you may not be able to spot one. Regardless, take the time to conduct your assessment to increase your chances of aligning with a strong manager—someone who will help propel your professional growth.

In the past, I have passed up promotion opportunities because of the hiring manager. In one instance, it was quite evident that the manager was not a leader. This manager had a track record of being self-serving and building his reputation off the backs of his direct reports. He had no experience leading teams and had come straight from the consulting world. At the time, my coworkers thought I was crazy for passing up the opportunity to work for this up-and-comer.

I turned down the promotion in a professional manner to avoid burning bridges. In the end, things worked out for the best. Two months later an even better opportunity with a stronger manager presented itself. In two short years the weaker manager’s career flamed out (within the organization) because he was unable to generate results due to his lack of management skills. He was demoted. Those working for him did not have a great fate, either—his direct reports lost their jobs.

Vetting a manager is not an exact science, and a red flag or two should not completely disqualify a job opportunity; but being observant can help reduce the risk of working under a weak manager. Bad managers make your job more difficult than it already is.

Evaluating the merit of a potential job opportunity is one of the most underappreciated skills. All too often people become enamored with the idea of a job because of a single element and then rationalize to themselves why the role is the right fit for them. Salary, title, or a company’s name are sometimes all it takes to lure a job seeker. I am not saying those things are unimportant, but rather that you should take a comprehensive view when considering your next move, so you can make a well-informed decision, not an emotional one.

IT IS COMMON FOR YOUNG PROFESSIONALS TO DISMISS A ROLE BECAUSE IT IS NOT THEIR DREAM JOB OR THE CONVENTIONAL ROUTE TO THEIR DREAM JOB.

Before accepting a new job, examine how the role fits into your broader career objectives. It is common for young professionals to dismiss a role because it is not their dream job or the conventional route to their dream job. Throughout this journey there will be times when a calculated sacrifice is necessary for future gain and growth.

A solid starting point for a well-rounded assessment of the quality of a position is to evaluate it from three fronts: Enjoyment, Development, and Strategic Advantages.

Every job and role will have elements that are not enjoyable. This remains true at all levels within an organization. Even as the CEO of a company, there are still aspects of my job that are undesirable. When analyzing potential role enjoyment, focus on how you will spend most of your time and efforts. What does the average day look like? If thinking about those day-to-day rigors makes you cringe more than smile, you may have a problem with enjoyment.

Another consideration is how well the responsibilities line up with your skill sets. If you will be in over your head, you will likely not enjoy the role, and you also may not last long in the role. Take a moment to reflect on the demands of the role—skills required, daily responsibilities, customer-facing versus non-facing, and the level and type of conflict you will encounter (with customers or office politics) and your abilities to manage them on a regular basis. Every role will require you to learn and grow; just make sure you are not jumping into a position that could stretch you to the breaking point.

The last cautionary tale to watch out for is the no-win situation. This is not always easy to sniff out. Once I was presented with one of these, and fortunately for me, it was glaringly obvious that I was being set up to fail. I was offered a position to run a division, but they wanted me to double our growth numbers from the previous year while cutting the staff in half. It didn’t take a genius to figure out that this was a nearly impossible task, and I declined the role. The individual who ended up taking the job did not hit the growth targets and was unceremoniously let go less than a year later, ultimately branded as the fall guy for this “failure.”

If you are early in your career, a no-win situation could be one where there has been high turnover in the position you are being considered for and your research (interview process, Glassdoor, talking to employees you know in your network) shows that you will not be given the support and resources necessary to succeed. The company is looking for a miracle worker, and you have almost no margin for error.

It is important to recognize that there will be situations when you will need to take a role you may not enjoy in order to serve a greater strategic purpose (and I have done that on multiple occasions). Know in advance that doing activities that you do not enjoy will wear you down over time; so if you do proceed with one of these roles where most of your daily activities are less than desirable, make sure that you have a defined timeline and consider how you will benefit from this delayed gratification. It probably would not hurt to plan on finding joy in other places while you grind through this “paying your dues” role.

The next aspect to consider is how the role fits into your personal and professional development. Ideally, a role will help you develop your skills and prepare you for the next level of responsibility. When evaluating your opportunities, seek out roles that:

Be selfish when it comes to your development. Finding companies that value this does not change the fact that it is your responsibility. Your employer should expect a lot out of you, but you should expect to get a lot out of them while performing in your role.

The last front to evaluate includes the strategic advantages that may come with a given role versus other positions. These advantages should not be a trump card that outweighs other considerations. They should be one of many elements considered, and they’re more likely to serve as a tie-breaker if you are evaluating multiple strong opportunities. Some common examples of strategic advantages are:

If you are an internal candidate considering a different role within the organization you currently work in, you will have some additional insights that an external candidate will likely not have access to. As an internal candidate, consider the following factors:

These strategic advantages can pay nice dividends by creating a larger platform for you to thrive and ultimately accelerate your climb through the ranks. It is worth taking these factors into account when assessing the positives and potential drawbacks of a given position.

Unfortunately, there are no perfect roles, with perfect bosses, within perfect organizations. But if you contemplate all of the previous information, you will be able to evaluate each opportunity in a systematic manner and make an informed decision on what role best serves your career aspirations.

UNFORTUNATELY, THERE ARE NO PERFECT ROLES, WITH PERFECT BOSSES, WITHIN PERFECT ORGANIZATIONS.

Successful businesses spend significant resources analyzing the customer, the competitive landscape, and their internal operations to put themselves in an optimal position to succeed. This analysis that businesses conduct is not an exact science, and neither is your analysis of a potential employer and employment situation. That is why it is paramount to collect as many pieces of information and data points as possible to build out your scorecard to improve your chances of making the right decision.

After you review each strategic factor, pull together your research and notes to assess how the company, manager, and role fit in with your career objectives. One way to compile your results in an organized and logical format is to use a balanced scorecard. A balanced scorecard is a planning and management tool designed to assess and rank how well a situation or business decision aligns with the vision and strategy of the organization. This performance measurement framework was originated by Robert Kaplan and David Norton, first in a Harvard Business Review article and later in several books.

Your equivalent of a balanced scorecard assessment of a job opportunity can be built by scoring each job opportunity on a scale of 1 to 5 for the areas you identified as important based on your career objectives, in addition to factors outlined in this chapter. The opportunities with the highest score are closer matches for your personal plan. Adding this kind of quantitative measurement will help you assess each opportunity more pragmatically than if you rely on your gut.

From there, plan your next steps to pursue the opportunities that best fit into your plans. And don’t forget to send your thank-you cards.

▸Accepting a new job is a major decision. It can be a long-term relationship that can strengthen or hamper your career ascent, so take the time to vet each potential employment opportunity.

▸The three key areas to examine when evaluating a job opportunity are: the company, the hiring manger, and the role.

▸The quality of your direct manager is one of the most important things to consider when evaluating a new role. The key is to find a strong leader who will help you cultivate your talents and provide you with opportunities to showcase your skills.

▸Unfortunately, there are no perfect roles, with perfect bosses, within perfect organizations. But if you explore all of the information from this chapter, you will be able to evaluate each opportunity in a systematic manner and make an informed decision on what role best serves your career aspirations.