Page 215 - Roy W. Rice - CEO Material How to Be a Leader in Any Organization-McGraw-Hill (2009)
P. 215

196 • CEO Material: How to Be a Leader in Any Organization

           Third, it’s about the least effective thing you can do with them. And finally,
           still, it’s worth a small shot to put your résumé onto their online file.
               I get a call everyday from a recruiter. It comes from my networking.

                                           ƒ
               I say “No” a lot. I think they like that. I give them help since I know
               lots of people. If they want to interview me, I tell them, “I’m too old
               to interview [she’s 47]. I’ll just have lunch.” I think everything they
               tell you in the little book on job hunting you should do the opposite.
                                           ƒ

               Always have a will and a résumé.



           Take on the New Role

           One of the best things about a new job, project, assignment, etc. is that
           you can go in however you want, and people accept you as you present
           yourself. Now’s the time to seriously heed feedback from previous situa-
           tions and make changes going in so that the new people do not see the
           old you—only the new, improved you.
               Respect the organization you are going into. Don’t act like a know-
           it-all coming in from the outside. Don’t judge them or the way they do
           things or compare them to how you’ve done things.
               Get in early and stay late (occasionally). Pay attention to your
           appearance, demeanor, and comportment. Get out and among people
           early and often. Greet everyone from receptionists to the CEO with eye
           contact and a smile. (All levels are watching, and all can help or hurt
           you in the future.)
               Learn the care and feeding of your boss. Get a shared definition of
           the job by you and your boss. Establish what the realistic, company-
           committed important issues are, and establish metrics to evaluate progress.
           Document accomplishments. Fully appreciate the magnitude of the chal-
           lenge and the realism of the goal and the latitude, freedom, and resources
           available to you to make decisions within an agreed-on timetable.
               Have your own vision of where you see the job going—the future
           potential. Bring in your own ideas. Think through and prioritize the work
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