Characteristics to Workplace Success
For a position of strength, make these a habit.
You have the skills. You have the knowledge base. There’s no way around it, you are great at your job. On the other hand, have you added the skills that make you a terrific employee? These things can solidify the strength of your position at the firm.
Support the goals of the organization. Of course, you say. If so, then ask yourself, do your actions reflect that support? Do you talk about specific organizational goals? Do you directly refer to specific goals in the work you do? Do you restate them regularly? Do you refer to the successes of the firm? Do you think about issues or challenges of the firm, making appropriate suggestions through accepted channels?
A corollary to your support of your firm’s goals is your support of your department’s goals. What does your department do that make a difference for the firm? Do you refer to department goals in the work you do?
Be a Team Player. When you work for an organization, it’s important you demonstrate your willingness to be a part of the unified voice, the joint action. That doesn’t mean you can’t shine. It doesn’t mean that your contribution isn’t exceptional. It doesn’t mean you aren’t able to lead. It does mean that as a part of a team, the contributions of the many cumulatively result in a successful organization. There will always be team members who are recognized for their outstanding contribution - to the team and the firm.
Energy & Enthusiasm. There is no better indicator of a strong employee than one who works hard, does good work and is enthusiastic about their job and their firm.
Take pride. The pride you show in your work and in the firm speaks volumes to your co-workers and the leadership of your organization.
Be timely. Whether it’s your work or your arrival time at the office, timeliness is imperative. Timeliness is evidence of your self-respect and your respect for the organization.
Be honest and trustworthy – as an employee, as a co-worker. Both of these traits build respect for your principles. When you say you’ll do something, be certain you can do it. When you agree to a manufacturing schedule, for example, be certain it is possible. If anything stands in the way of meeting that schedule, be upfront about it., explain the nature of the issue and the steps you can take to ensure you’ll meet the agreed-upon timeframe.
Straight-talk wins the day. When asked for your opinion, thoughts or ideas, share them directly and with decorum. It’s not in your interest or the firms interest to offer thoughts or comments that are harmful or unconstructive. If your opinion varies from others, explain your reasoning, be clear on what led you to your conclusion.
Be respectful to everyone. While this should go without saying, it applies to the regard you demonstrate to every person, whatever their place in the organization, whatever their knowledge, skills or personal habits.
Practice personal self-discipline. Remain aware of your personal habits. In other words, don’t dominate discussions, don’t demonstrate dissatisfaction when a decision does not go your way, don’t intrude inappropriately. These actions may be the result of excitement, knowledge and commitment. However, they are not an effective means for workplace success.
Be willing to accept added responsibility. Accepting added responsibility, with the appropriate authority, shows you are a loyal and committed member of the firm. It's important to remember the words appropriate authority - the means to accomplish your added responsibility.
Be supportive, champion others. This is a strong team-player habit. Supporting others strengthens everyone. It also strengthens your position within the firm.
Don’t talk about others. Office politics can be a deadly game. There’s no doubt about it, there are firms where the boss seems to institutionalize bad behavior. Have nothing to do with it. If, in your presence, others start to speak negatively about another, you can excuse yourself. You may even suggest they share their thoughts with the individual under scrutiny. Not speaking about others is an indication of your trustworthiness.
“I” messages. As a rule of thumb, don’t make statements about others at your workplace; only make statements about yourself. There once was an unbearable client who badgered his account manager with endless emails about that manager's software choices, his grammar and more. The client's never-ending stream of suggestions frequently included inaccuracies. The account manager could have said, “You need to stop these messages because they are unpleasant and frustrating.” Instead, he said, “I don’t like it when you send these messages because they are causing delays in the project.” In this way, the account manager kept the focus on the work being done for the client. A subtle but important difference.
With these skills in your arsenal, regard for your working style should be strong.
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