Mark Sanchez, quarterback for the New York Jets, is helping the Juvenile Diabetes Research Foundation (JDRF) try to win $100,000 in grants as part of the Pepsi Refresh Project, an online campaign to fund programs that will have a positive impact on people’s lives. 

Voters can go to www.nfl.com/pepsirefresh and vote for Sanchez, or text ‘MARK’ to PEPSI (73774).  Voting ends at 12:01 a.m. on Feb. 5, 2010. If Sanchez outpolls other Pepsi Refresh Project sponsors, the funding will help JDRF establish a nationwide program to educate people about the symptoms of type 1 diabetes – the most severe form of the disease – and get medical care before suffering the life-threatening short-term complications of high blood sugar. Symptoms for type 1 or juvenile diabetes can be mistaken for common illnesses, such as the flu, and if left untreated, even over a very short timeframe, can be deadly.

“I want to help establish a much needed, nationwide educational program with JDRF to ensure that the warning signs of type 1 diabetes will become household knowledge for medical personnel, parents, teachers, and friends,” said Sanchez.  “Then, a quick and accurate diagnosis can be made and proper treatment given before it results in a life threatening situation”.

In addition to Sanchez, quarterback Drew Brees and linebacker Demarcus Ware are also participating in the Pepsi Refresh Project challenge.

“We re honored to have Mark Sanchez in the vanguard of our efforts to help save lives and eventually find a cure. Mark is an outstanding example of leadership on and off the field, bringing attention to a problem that can have an enormous impact on the 15,000 children diagnosed with type 1 diabetes annually – that’s 40 children a day,” said Alan J. Lewis, Ph.D., the President and CEO of JDRF.  “All forms of diabetes are clearly on the rise, but the sad fact is that type 1 diabetes is far and away the most prevalent form of the disease affecting children, and so we are also grateful to the Pepsi Refresh Project Challenge for investing in a program that will positively impact so many lives.”

Artificial Pancreas Project
JDRF is partnering with Animas, a Johnson & Johnson company that is a major manufacturer of insulin delivery systems, to develop a first-generation artificial pancreas system to control diabetes.
 
If successful, this would be the first step toward developing a fully automated artificial pancreas, which would be among the most significant advances in the treatment of type 1 diabetes.
 
This first-generation system will combine a blood glucose monitor, an insulin pump, and sophisticated computer software that can judge whether blood glucose levels are going above or below a targeted range and react accordingly.
 
This will be the first automated system to manage diabetes, delivering insulin if it senses blood glucose moving too high or stopping insulin delivery if it detects blood sugar is going too low. 
 
We believe it will help many more people with diabetes achieve target A1c's of 7% or lower than currently do so today. Most important, we believe it will do that with far fewer low blood sugar problems.

Insulin Delivery
JDRF and BD (Becton, Dickinson and Company) launched an innovative program aimed at improving the treatment of type 1 diabetes by developing novel insulin delivery products to enhance the use of insulin pumps. 
 
Through the program, JDRF will support BD's research and development of new products that deliver insulin from a pump to a patient in either an infusion set or patch-pump configuration.  Research indicates that there are significant opportunities to enhance pump therapy by improving convenience as well as minimizing pain, kinking, occlusions and site infections. An additional goal of the program is improving the speed at which insulin works. 
 
These enhancements are intended to improve how people with diabetes control their insulin therapy and have a positive impact on their overall level of glycemic control. And better control means better health outcomes for people with diabetes.
 
Constantly improving the technological tools to dispense insulin will lead to greater adoption of these methods and healthier lives.  That's why we view this collaboration with BD as vital to our goal to provide a bridge to the cure for type 1 diabetes.
 
The JDRF will invest $4.3 million in milestone-based financial support over the next few years for these projects.

Autoimmunity
Fast Forward, LLC, the commercial drug development arm of the National Multiple Sclerosis Society, and the JDRF announced a collaborative partnership with Axxam SpA - a leading company in conducting early-stage discovery research programs for the life science industry, to develop new treatments for two automimmune diseases, multiple sclerosis (MS) and type 1 diabetes. 
 
Under the terms of the agreement, Axxam will screen its extensive chemical library to identify compounds that can target specific ion channels in the immune system. Ion channels are tiny pores on the surface of immune cells that control the influx of charged particles and allow the cells to become activated to perform their natural surveillance and protection functions. 
 
Recent studies have found that immune cells in MS and type 1 diabetes contain high levels of a specific ion channel, Kv1.3, and that the hyperactivity of this channel contributes to the dysfunction of the immune system in MS and type 1 diabetes.  If the initial research is successful, Axxam will have identified compounds that modulate Kv1.3 ion channel activities, and these will be further developed by the company as potential therapies for MS and type 1 diabetes.
 
The agreement with Axxam is the first of its kind between cross-disciplinary patient advocacy organizations and represents a new frontier in which groups such as JDRF and Fast Forward ally to lessen the risk of drug discovery and accelerate the development of new therapies that can impact multi-disorders.

JDRF recently announced a partnership with Johnson & Johnson to speed the development of drug targets and pathways to promote the survival and function of insulin-producing cells in people who have diabetes. The program will look to fund research at academic centers around the world that could eventually lead to novel drug targets and industry collaborations for the treatment of type 1 diabetes. 
 
The joint program will solicit grant proposals from academia and medical research foundations for one- or two-year research projects. The research will focus on agents and compounds that safely promote survival and function of beta cells - the cells within the pancreas that produce insulin, and that are lost in the immune attack that causes type 1 diabetes. Preserving or maintaining beta cell mass and activity in people with type 1 diabetes can reduce insulin requirements, make controlling the disease easier and more effective, and lower the risk of both short and long-term complications of the disease.
 
"This program will clearly help accelerate the translation of basic research into therapies useful in the treatment of diabetes," said Alan J. Lewis, Ph.D., President and Chief Executive Officer of JDRF. "By creating this novel incubator program to support early stage research with a company known for first-class research and significant experience in the commercialization of products, we believe we can increase the number of viable drug targets identified and fundamentally change the pace of diabetes research."
 
The program aims to contribute to medical research funding in the discovery of better treatments for diabetes, facilitating cooperation between the pharmaceutical industry and universities with the potential to lead to drug targets and products.

JDRF will soon announce some subtle but meaningful changes in research.
 
There are an established set of cure therapeutic goals that JDRF utilizes to guide its research funding efforts. These research goal areas hold the greatest potential to lead to breakthrough cures and treatments for type 1 diabetes and its complications.
 
The scientific focus of the five cure therapeutics over the past few years will be combined into four therapeutic areas:

• Immune Therapies - previously called Autoimmunity
• Beta Cell Therapies - combines the areas of Replacement and Regeneration
• Glucose Control - formerly called Metabolic Control
• Complication Therapies - takes the place of Complications

It is important to understand that these changes are more than just semantic.
 
JDRF is focusing on research that has an impact on the widest possible range of people with type 1 diabetes. We call that "Patient Benefit." Now, every project doesn't need to impact every person. However, our portfolio of research projects needs to be more balanced in benefiting people at all stages of the disease.
 
Second, JDRF wants to be cognizant of how long research will take to get us to products and treatments. What we are calling "Time to Benefit." We need to continue to expand the research we fund that provides near-term benefits for people, not just cures that might be decades away.
 
These changes are a natural evolution of JDRF's research portfolio and strategy. They are based on progress over 40 years that has positioned the organization well to take advantage of opportunities to drive toward our mission goals - to find a cure!

The Central Oklahoma chapter of the Juvenile Diabetes Research Foundation is excited to welcome Sean Taylor Simpson as the new executive director. Sean will work closely with JDRF’s volunteer Board of Directors to expand the awareness of the organization and to increase fundraising efforts to find a cure for type 1 diabetes.

Sean brings an impressively diverse background to JDRF, including experience with non-profit organizations, serving as Vice President at the Greater Oklahoma City Chamber of Commerce, and the past five years as head of corporate communications for Express Employment Professionals.

He recently told the board, “I’m deeply inspired by JDRF’s mission and excited about the potential growth for the chapter. The board, volunteers, supporters and staff have impressed me with their commitment, and I know that together we will accomplish great things.”

Pamela Gutel, president of the JDRF board says, “We are pleased to welcome Sean as Executive Director and thrilled about the wealth of experience he brings to our chapter. The Board looks forward to working with him to further JDRF’s mission of finding a cure for diabetes and its complications.”

Sean is a graduate of the University of Oklahoma’s Gaylord College of Journalism and Mass Communication, where he earned a master’s degree in mass communication and a bachelor’s degree in public relations and political science. He is Accredited in Public Relations (APR), the industry’s highest certification.

As JDRF approaches its 40-year anniversary, and the Central Oklahoma Chapter celebrates its 25th, we’re entering a new and exciting stage of growth, making it a wonderful opportunity for new leadership. In the days ahead, both JRDF and Sean will need your support as we make this transition together. Please call us, to say congratulations, share insights, ask questions, or just to catch up on all of the amazing work going on at JDRF.

I saw a traffic accident yesterday involving a school bus. My youngest daughter was in the car at the time, and she was concerned because there were five police cars, a TV crew and people standing around texting and talking on cell phones. That’s a lot to take in for a six-year old.

I was troubled because next week my baby will start riding a bus after school, and I didn’t want her to be apprehensive. That evening, I checked on the cause of the accident. Like in many accidents people weren’t paying attention.

The bus driver (with a load of children on board) was talking on the phone – not giving his job the full attention required. He slammed on his brakes, but still plowed into the back of the car in front of him. The two vehicles behind the school bus were traveling too closely and not paying attention. One slammed into the back of the school bus and the other ran into the car in front – a classic chain reaction.

This same situation plays out every day at work. Rather than buckling down and writing that article, you become easily distracted by e-mail, non-essential projects or chit-chat. Instead of focusing on accomplishing goals, companies blame the economy and choose to dwell on why they’ll never hit their targets.

The key to success is focused concentration.

• 10 and 2. If you have both hands on the wheel, you’re not able to hold a burrito, cell phone or MP3 player.  Grab the wheel at work. Create a list of weekly, daily and hourly tasks. Block out time so you can stay on track.
• Anticipate danger. The problem with tunnel vision is that you can only see what’s right in front of you. You need to be aware of what’s going on around you. There may be variables that you can (or cannot) control that will effect your project, work group, department or company. Keep your eyes and ears open.
• Buckle up. Wearing a seatbelt is the law – not a suggestion. At work you need to strap yourself in when deadlines are looming. When are you most productive? Block out the time, buckle up and floor it.
• Look out the windshield. As the economy begins to improve, now is the time to look to the horizon. Many businesses will spend the next year still staring in their rear-view mirrors. They’ll be looking at the past (what once was) instead of into the future (whatever you can imagine). Before they know it, focused companies will be far ahead.

I once heard that long-haul truckers are the safest drivers. They’re aware of their environment, anticipate danger and know exactly where they’re headed. Can you say the same thing about yourself or your company?

President Barack Obama delivered his back-to-school address to students across the country yesterday. He challenged young people to take responsibility. I examined the key points Obama stressed, and found they’re also applicable to adults in the workplace.

“Every single one of you has something you’re good at. Every single one of you has something to offer. And you have a responsibility to yourself to discover what that is. That’s the opportunity an education can provide.”

Tennis star Roger Federer has a crushing forehand. Retired announcer John Madden is an expert at breaking down the Xs and Os in a football game. Warren Buffet has a brilliant financial mind. Strategic planning, increasing performance and coaching are my core strengths. What are your best attributes?

“Where you are right now doesn’t determine where you’ll end up. No one’s written your destiny for you. Here in America, you write your own destiny. You make your own future.”

I spoke with a colleague the other day and she told me that she once quit a lucrative job because she wasn’t challenged and felt she had reached the ceiling. She accepted a position with a different company that allowed her to grow professionally, but for $30,000 less. Now, five years later, she’s professionally fulfilled and making far more than she was previously. She chose her own path and is thankful every day.

“Set your own goals. Whatever you resolve to do, I want you to commit to it.”

I’ve written about goals many times. If you don’t know where you’re going or what you want to accomplish, how are you ever going to get there?

“No one’s born being good at things. You become good at things through hard work.”

Graduates from the police academy don’t become homicide detectives the next day. Members of the military don’t leave basic training and become generals the next month. It takes time, effort and energy.

“Don’t be afraid to ask questions. Don’t be afraid to ask for help when you need it. I do that every day. Asking for help isn’t a sign of weakness. It’s a sign of strength. It shows you have the courage to admit when you don’t know something, and to learn something new.”

If you’re lost and stop to ask for directions, that doesn’t mean you’re weak. It shows you’re confident enough to admit when you’re wrong. Perhaps I should ask my father why he bought a GPS system for his car…

When it comes to leaders, you can’t get much higher on the food chain than President of the United States.

That’s why, when President Barack Obama delivered his back-to-school address to students across the country, I checked my first grader out of school (during her lunch/recess hour) to watch it at home. My wife and I thought it was important that our daughter hear the importance of working hard and getting an education. Especially at the age of six, when she’s just learning to read, add and subtract.

Her school refused to air the speech, but allowed parents to check out their kids. That decision saddened me, but what really got under my skin was that only one other parent checked her child out. Two children in a school with 400 kids, watched the President’s live address.

There was a tremendous amount of controversy surrounding the speech, specifically concerns that President Obama would politicize the speech. He did not.

Such a speech is not unprecedented. President George H.W. Bush delivered a nationally televised speech to students in 1991, encouraging them to work hard, stay in school and to say no to drugs. President Ronald Reagan delivered speech to students in 1988, but its message was more of a political message about taxes than an inspirational one.

It doesn’t matter what your political affiliation is, who you voted for, your race, gender – anything – when it comes to sharing a message with children about working hard and getting an education.

Obama focused on one overarching message, that you have a responsibility to yourself. That’s a message that children need to hear day after day. They need to hear it from their parents, teachers, siblings, relatives, and even the President.

I don’t want my first grader to be discouraged when she can’t sound out her words, or has problems with math. In a few years, I don’t want her to be afraid of geometry (like I was) or to struggle with reading comprehension (like I did).

I want her to be patient. I want her to work hard. And I want her to remember that the President wants her to make him proud.

Finding work in this recession takes determination, perseverance and solid interview skills.

Due to the large number of people competing for fewer jobs, companies are turning to telephone interviews to narrow their candidate pool. These candidate screenings allow the employer to determine if the candidate’s experience, qualifications and salary expectations are a good match for the position and the company. This process saves time by screening out applicants.

As a job seeker, your goal is to successfully answer the screening questions and earn a face-to-face meeting. Follow these six steps and you’ll improve your chances for a second interview.

• Environment. You are in control of where the interview takes place – so make sure you’re really in control. If you want to appear to be professional instead of interviewing from a boarding kennel, put the dogs outside or in another room. If you have family, make sure they know that you’re not to be disturbed during your interview. Find a quiet space – preferable not your car.
• Prepare. Read the job description to determine what the company is specifically seeking in their ideal candidate. Match up your skills and accomplishments with the job description. You need to be able to demonstrate that what you offer exactly what they’re looking for. And it doesn’t hurt to tell the recruiter that you’re a good match, but tie it back to the job description.
• Organize. Have your resume and the job description close at hand. You can also have bulleted lists ready to aid you in answering questions. If you have everything laid out in front of you, then you can avoid any uncomfortable pauses while you think about how to answer the question.
• Listen carefully. You have to really concentrate on phone interviews because you don’t get to see clues from body language. That’s why you have to pay attention to the interviewer’s voice. Your voice is equally important. Sound upbeat and excited about the opportunity to interview. It might help to stand while you’re interviewing or look at yourself in the mirror.
• Summarize. If you get a question that requires a long answer, be sure to summarize before moving on to the next question. This gives you the opportunity to reaffirm your interest in the position and hit the highpoints that match up with the job description. If you think of some things to add to your answers throughout the interview, jot them down and state them at the end.
• Contact. Before you end the call, get the interviewer’s name (spelling too), phone number and e-mail address. You’ll want to send them a written or e-mail thank you expressing your desire to work for the company.

Phone interviews aren’t “get to know me” sessions, they’re selection tests. If you’re not prepared for the interview, the chances are they’ll be no second chance.

The impending retirement of the Baby Boomer generation is leaving a huge hole that will only get bigger. Because Boomers represent the largest generation in the workplace, businesses will be faced with a major issue – finding and preparing the next generation of leaders.

Over the past few years, the annual Randstad World of Work survey has focused on the growing worker shortage. The 2009 figures were recently released and they are troubling.

Of the 2,199 employees surveyed, 52% indicated there aren’t enough qualified managers currently in the workplace.

Hold on, it gets worse.

Looking to the future, 45% of employees believe there will be a significant shortage of trained, qualified managers and 51% have no desire to become a manager.

When asked why they don’t want to move into management, those surveyed identified four key barriers: increased level of stress (82%), handling disgruntled employees (74%), increased paperwork (63%) and having to fire or layoff employees (63%).

Companies have to solve this dilemma. To head off a potential leadership shortfall, organizations have to find a way to make management more attractive. That begins with knowledge and training, which can change behavior.

Training helps workers know what they’re supposed to do, why it’s important, and equips them with skills so they can do what's been asked of them. It’s a long-term commitment that starts with the initial hire, and grows through coaching and mentoring.

Companies have to make the commitment today to be successful tomorrow.

Workers want to feel good about their work and know that the role they play is important. They want to take pride in their company and be a part of their company’s growth. For these things to happen, leaders need to communicate effectively.

Many of the problems that occur in organizations are the direct result of people failing to communicate effectively. It’s a key factor in employee turnover.

Whether speaking before all the employees in a town-hall meeting, in a departmental forum or individually, leaders should focus on five key communications practices:

• Frequency. How often leaders should communicate with their workforce depends on the news and the setting. Public companies have quarterly reports to shareholders, so regardless if your company is public or private, large or small, employees should receive the same information at the same frequency. Sharing information within the department or individually can be more frequent and cover more issues.
• Honesty. Tell the truth. If your lies come out you’ll never regain your credibility.
• Both sides of the coin. Workers want to know the good and the bad. Did you land a new account? Lose three? Are sales increasing, flat or falling? Where is the company the strongest and where is it struggling? Employees want to hear the happy news and they might have solutions for the troubling news.
• Clarity. Just because you know what you said doesn’t mean everyone else understood you. Leaders have access to more information than line workers, so they should avoid talking over peoples’ heads. Don’t expect everyone to be able to fill in the blanks or connect the dots.
• Rumor mill. Tell the entire story instead of dancing around the issue. That’s how rumors start, and once they start they take on a life of their own.

It doesn’t matter what the job market is like, employees are always looking for new opportunities. With the economy gradually improving, companies need to focus on employee retention or they’ll likely lose high-quality workers.

Open and honest communication is only one variable in warding off employee turnover, but I think it’s the most important. Weigh in – share your keys to employee retention.

Tuesday was the first day of school for my fifth-grade daughter. She’s been excited for weeks (almost as excited as me).

She did her math homework in the car on the way home. When we got home, the first thing I did was check her multiplication. Out of 20 problems, she missed only three, and they were minor mistakes.

We corrected the work together. She was disappointed and she thought I was mad. I told her that I was happy and that for the first assignment of the year she made a great effort.

Before she went to sleep I told her how proud I was, not just about the math, but about several things she did that day – none of which she’d ever done before. She:

• Woke up on her own and came to the kitchen dressed and ready for school.
• Made her lunch and her sister’s lunch as well.
• Made butterflies and flowers for her teachers out of tissue paper and pipe cleaners. She also made dresses for her sister’s Barbie dolls - out of tissue paper and pipe cleaners!
• And got 17 answers correct on her homework.

There was a purpose behind my praise, and my daughter saw that her day’s accomplishments far outweighed missing three math problems.

The purpose of praise, at work, is much the same – to increase employee morale and productivity.

When was the last time you praised your employees?

Telling someone you like their haircut, have cute shoes or a tidy workspace doesn’t count as praise. Those are compliments.

Meaningful praise addresses specific accomplishments. Here are some examples:

• Rachel, the article you wrote about environmental job trends was some of your best work.
• James, you stayed 45-minutes late to address a customer’s concerns. That kind of initiative doesn’t go unnoticed.
• Sara, you got me the updated budget numbers, which allowed me to finish my report to the board. It’s nice to know I can rely on you in a pinch.

I challenge you to not just take notice, but to let your employees know that you’re proud of their efforts.

Do you remember the best praise you’ve ever received? What was it?

Leaders – managers and supervisors – are the key to an organization’s success or failure. Good managers produce positive results and foster an environment of cooperation where employees thrive. Bad managers contribute to high employee turnover resulting in lower morale and decreased client loyalty.

Managing people is hard work. It takes time, focus and constant learning.

Two years ago, I discovered a book by Matthew Kelly called “The Dream Manager.” The book not only opened my eyes, but it proved to be a practical and efficient management model.

The leaders of the book’s fictional company are struggling with low morale and high turnover. What they discover is that higher salary and a corner office doesn’t motivate people as much as accomplishing their personal dreams.

I’ll summarize the book by saying that as a leader, the temptation is to convince yourself that your employees’ dreams aren’t relevant to your business. That’s only true if your employees aren’t relevant to your business – and if that were true, why would you employ them? If you can genuinely convince your staff that you have their best interests at heart, then you’ll create a spirit of teamwork and loyalty.

I read the book on a Friday night and re-read it the next day. I bought five copies and gave one to each member of my team (with a personalized note).

I discussed the book with each person individually instead of in a group setting, because the book is about achieving personal dreams – not departmental. Through that process, I learned what motivated each member of the team and I discovered each person’s career aspirations. Every one had a different dream as well as a different motivator.

The biggest takeaway was one member of the team didn’t have any dreams – rather she hadn’t found hers yet. Another person had big dreams but lacked confidence – he needed (and wanted) frequent praise. A third person knew exactly where she wanted to go – she just needed my help plotting the course.

Performance skyrocketed when each member had a dream to shoot for.

Matthew Kelly said it best, “Dreams are invisible, but powerful. You cannot see them, but they keep everything going.”

What’s your dream?

If you were a tree what kind of tree would you be and why?

I was asked that question in a job interview 15 years ago. At the time, I thought the question was bizarre, but I answered it without hesitation.

My answer was a peach tree. Why? When I was seven, my parents planted two peach trees in the backyard. It took a few years for them to grow and start producing fruit, and even then some years were better than others.

When the Oil Bust came and the economy went south, we had some of the best peach harvests. We had more peaches than we could eat, can or freeze.

It was my job to pick the peaches each morning and fill brown paper lunch sacks. Then I took them to neighbors on the block. Despite the harsh economic times, our trees were helping to feed others.

I didn’t mention that the peach trees became diseased and were cut down the week before the interview, but I didn’t need to. The interviewer wanted to gage my ability to tell a story – not just answer a question.

In a job interview, your goal is to paint a visual picture when you answer any question because you want to be remembered. It’s important to provide clear, descriptive examples if you want to stand out from the other applicants. Then when the hiring manager considers the top candidates they’ll remember, “Paul. Yes, he was the one who…”

If you’re asked about your personal work style, how you motivate a team, or a key lesson you’ve learned from past failures – answer the question, but go one step further and provide a visual example. You’ll be remembered as the candidate who really shined.

What’s the strangest interview question you’ve had to answer? How did you respond?

You’ve documented your accomplishments and laid the groundwork for your annual performance review.

Now it’s time to analyze your job description. This is an extremely important component that most employees (and managers) don’t even consider.

When you read your job description you’ll probably be surprised by the inaccuracies. Your responsibilities, duties and competencies might be pretty close to reality or you might wonder if you’re looking at someone else’s position description.

Review every aspect and take notes. Cross off the things that you don’t do or that have changed and write in the updated information. Here are some key areas to carefully examine:

• Background. If the job description calls for 2-3 years experience and you have 5-8, you could be entitled to a salary adjustment depending on the rest of your findings.
• Education. Does the job description require a high school diploma and you have a bachelor’s degree? Did you just earn an MBA and the position only requires a bachelor’s degree? This could help you.
• Supervisory. Do you supervise 1-3 people and your job description indicates that you currently have a non-supervisory position? That’s certain to raise some eyebrows – in a good way.
• Responsibilities, duties and competencies. Spend the most time reviewing these areas. It might help if you build columns. List the current job description in one column. In the second column discard the outdated items. The third column is reserved for the new responsibilities and duties that you’ve acquired in recent months/years. This is where your journal of accomplishments will pay off the most.
• Blank slate. Now take your notes and rewrite your job description. Create an accurate depiction of your role in the organization. Be sure to leave the job title blank and point it out when you present your new job description at your annual performance review. This will give your boss (and the HR department) flexibility to make the best recommendation.
• Back at you. You’re bound to catch your boss off guard with all of your self-evaluation. Give your manager the opportunity to digest everything and set a follow-up meeting within the next two weeks.

Now how confident do you feel about your upcoming annual performance review? I hope – very.

In my last post, I discussed the importance of documenting your workplace accomplishments. Detailing your contributions is the foundation for career growth, especially when preparing for your annual performance review.

Whether your review takes place in a few months or next year, if you follow these five steps, you should have a positive outcome.

• Frequent. Performance Reviews don’t have to be once a year. Take the initiative and schedule regular meetings with your boss. If you’ve been with the organization awhile try quarterly, and if you’re new (to your position or to the organization) consider monthly meetings.
• Own it. Make the agenda your own with the goal being that you want to improve in your position and provide additional value to the organization. You can’t expect your boss to know everything you’ve done, so take this opportunity to present your accomplishments and challenges. In this neutral environment, you can highlight the things you’re doing well without looking like a braggart to your coworkers.
• Ask and you shall receive. You should ask for both positive and constructive feedback. If your boss has suggestions don’t look at them as knocks against you or criticism. Instead approach every negative as a positive.
• Take note. It’s fine to listen attentively, but taking written notes when receiving constructive feedback demonstrates that you’re taking the feedback seriously.

Plan. Want to really impress your boss? Formulate a plan to address the areas you need to improve upon and present it to your boss at a follow-up meeting. This will help you close the gap between your performance reality and your manager’s expectations.

If you follow these five steps, your annual performance review should go smoothly with no surprises. You will have spent the past 12 months demonstrating your competency, proving your value and showing your willingness to improve. More importantly, you will have grown – and your boss will know that. If you’ve mastered your current position, you’ll have made your case for a raise or promotion over the past year.

How do you think your annual performance review will go if you don’t follow these steps? Don’t roll the dice with your future – take charge!

Once upon a time (10 years ago) there were two employees who went to their boss to talk about their careers.

Janice was motivated by her accomplishments. She kept a journal detailing all the value she provided to her employer. Every idea generated, problem solved, action implemented, dollar saved and goal achieved.

Steve was motivated by advancement. He sought a promotion, mainly because he wanted to earn more money.

Janice loved her job and the company she worked for, but she was being recruited by another company. She went to tell her boss what was going on. Her boss knew how valuable she was to the success of the organization and asked Janice what it would take to get her to stay. Janice pulled out her journal and read off some of her most-recent successes, then told her boss about the competing offer.

Her boss said she was “indispensable” and one of the “most valuable” employees in the company. Janice received a promotion and generous salary adjustment.

The same day, Steve had his annual performance review and told his boss that he deserved a promotion. Steve’s boss asked, “Why?” Steve was a little stunned. Despite being ill-prepared to answer the question he rattled off his reasons. Five years on the job. Punctual. Then he drew a blank. Steve wanted a promotion, but had done nothing to deserve one.

Steve’s boss told him that when he proved he was indispensable to the organization, then they could discuss a promotion.

Now, 10 years later, Janice and Steve are in very different places.

Janice is a vice president at a Fortune 500 company, manages a 30-person team, and she makes six-figures.

Steve is still waiting for a promotion that will probably never come. He’s still a coordinator receiving incremental 3-4% cost-of-living raises. And he’s still unable (or unwilling) to prove his worth to the organization.

It’s easy to forget what value you bring to your company, which is why I advocate writing down all your accomplishments. Spend the last five minutes of every day or the last 15 minutes of every week chronicling your contributions.

This is important, because when you talk with your boss about your career, you can demonstrate your value, which can lead to a promotion.

I’d like to follow-up on the prior post where I ranted about my daughter’s school supplies list. The list was not the only thing that frustrated me. The stores should have received equal billing.

The school recommends that we purchase the supplies at an office-supply store, which will give 5% of our receipt to the school. That’s great for the school, but bad for me since I’ll pay much more there than I would at a discount store.

Looking to save money, I headed to the Big Box Mart. With list in hand, I struggled mightily. My daughter needs “washable” markers and there are none to be found. The bins are empty and the peg hooks bare. I looked for watercolor paint to no avail as well.

The plastic folders were all picked through. There were plenty of pink, orange and green, but I specifically needed red, blue, purple and yellow.

It was 11 a.m. on Monday. Why were the shelves not stocked? Did they run out of merchandise or was it all in the storeroom? It shouldn’t happen.

Running out of school supplies the week before school starts is like running out of candy the week before Valentine’s Day.

I got what I could and tried a more “targeted” approach at the next big box store. Looking only for Crayola fine-point washable markers and watercolors, I thought it would be easy. I was wrong. More empty bins. Although in another area of the store I found the markers.

I plunked down my $2.18 and headed for the car, realizing that I’d have to try a third store for the blasted watercolors. Then it hit me (or did I actually hit myself?)…

The school supplies cost me $43.

If I went to the office-supply store, I might have gotten everything in one stop instead of three. It would have been worth paying even 10% more. Instead I got heartburn, a headache, a three-ring binder of frustration and one giant lesson learned.

Next time, I’m going to avoid the scavenger hunt and just pony up the extra $5.

I remember going back-to-school shopping with my mother. I’d get some Fast Back tennis shoes from Anthony’s, new shirts and jeans from Froug’s, and notebooks from TG&Y. None of those stores are still around, but I have the memories.

Unfortunately, my kids don’t get to have the same experience. Instead I fought through a tax-free weekend and barely escaped an emotional breakdown while shopping for school supplies.

I don’t remember it being so hard when I was little, maybe because it wasn’t. Check out my daughter’s first-grade supplies list:

• 24 #2 pencils. And they must be sharpened. No wonder you need a large pencil box. First graders learn to write and do math, so I understand needing lots of pencils, but why does by daughter need…
• 20 small glue sticks. Are you serious? 20 – as in almost two dozen? And why not 10 large sticks? We do a lot of arts and crafts projects at Casa Simpson, but I don’t think I’ve bought 20 glue sticks in my entire life. And they must be Kidsticks (whatever that means).
• 3 boxes of Crayola Classic Color Crayons. Two boxes of washable Crayola markers (wide-line and fine-line). And an 8-color Crayola watercolor set. Don’t you dare buy Rose Art supplies – they are apparently forbidden. There might be a good reason for this (like Rose Art products being manufactured in China and Crayola products in the United States) but it’s not explained on the list.
• 1 pair of Fiskars scissors. I think I’ve discovered a trend. Fiskars are American-made as well. This isn’t just a school-supply list – it’s an economic stimulus package, and unsuspecting parents are just going with the flow.
• 1 box Hefty quart-sized sliding bags (manufactured in Lake Forrest, IL).
• 4 plastic pocket folders (NO brads): 1 each of red, yellow, blue and purple. My daughter only wants pink, so I had to buy five plus a permanent marker because I must “WRITE NAME ON INSIDE.”
• There are a few other items like tissues and a 70-count, wide-ruled spiral notebook. But the item that stuck out was one pair of headphones from the “Dollar Store.”

How well will a $1 pair of headphones work? Wait, is that what the 20 glue sticks are for – to put the cheap headphones back together?

I’m almost positive that my daughter will be sent home next Tuesday, and it will be totally my fault. I couldn’t find Kidsticks, so I bought Elmer’s glue sticks (made in China) and they’re purple instead of clear (because my daughter’s second favorite color is purple).

If my daughter gets set to the principal because I spent $5 on her headphones – bring on the parent-teacher conference. I’m ready.

People react differently when they face adverse situations, get bad news or are hit with a crisis. Some will choose to move forward with a positive attitude and others will dwell on the negative.

This is a lesson I shared with my youngest daughter this weekend.

She was quietly watching television when a shelf fell off the wall. Now, I know what you’re thinking, shelves don’t just fall off the wall – but I was there and saw it. There was a weak part in the wood and it broke apart causing it to fall off the nail.

My daughter started crying immediately. Together we surveyed the damage. There was a collection of figurines on the shelf that crashed to the floor. One lost a head, another broke an arm, and a third lost a teapot.

I told my daughter that everything would be OK if she ate a popsicle.

I quickly repaired the figurines with Super Glue and my daughter gave me the popsicle stick. I cut off a couple of non-sticky pieces of the popsicle stick and showed her how to fix the shelf – reinforcing the wood with Super Glue. Then we put everything back on the wall.

When the shelf fell, my daughter’s world came crashing down. Within 15 minutes all was right in her world and she learned that the shelf and figurines weren’t broken – they just weren’t fixed yet.

It’s Monday, what kind of day are you going to have? If you tell yourself you’re having a bad day, you’ll have one. And, if you tell yourself you’re having a great day, you’ll have one.

There are signs the economy is improving, but the economy is bigger than one or two statistics.

Although unemployment numbers are slowing, layoffs are still happening and workers are stressed – hoping they get noticed for the right reasons. Now’s not the time to fly under the radar if you want to survive the next round of cuts. It’s time to perform at a higher level.

The week’s almost over. How’s your To-Do List look?

Take stock of what you accomplished the past five days. Then think about how your productivity stacks up with that of your co-workers. Concentrate on the people you think aren’t pulling their weight.

They’re easier to spot today because most companies have experienced significant layoffs the past 10 months. Businesses are running lean and every time they dehire someone, those fortunate enough to keep their jobs are stretched a little thinner.

Evaluate your productivity and see if your workload falls in any of the following three danger areas.

• Work hard on the wrong things. You can work 60 hours a week, functioning at a high level and not be valuable to your organization. Are you producing revenue or costing the company money? Are you working on projects that support the company’s goals or are you operating on your own island? Most companies would rather keep an employee who works hard on the right things than an over-achiever who accomplished nonessential tasks.
• Short-term projects vs. long-term value. If your workload consists of short-term projects, tasks that are easily accomplished or all your work will be completed at the end of the month – be scared. If, on the other hand, you’re job description includes many long-term initiatives that will add more and more value in the months to come, you’ll fair much better.
• Talk and think instead of do. If you are a strategist who thinks big thoughts and isn’t shy about sharing your opinions – you have valuable skills. Strategic thinking takes a lot of time, but in today’s economic environment you have to be able to produce actual work. If you’re a manager or director and all the work is being done by your team – what value are you really providing? If you’re the first to comment and the last to volunteer, you might rethink your priorities.

If you’re getting all your work done well, one time and it provides value to the company, you can relax a little. But, if you spend more time relaxing instead of working, you might have a few empty boxes handy. Other suggestions?

Most performance reviews are annual evaluations of how you’ve done your job in the past. They are historical accounts of completed projects, and are usually tied to salary adjustments for the coming year. Performance reviews are one-way, mini-lectures where you’re judged.

Sound familiar? If so, I’m sorry and I’m right there with you. Performance reviews stink.

Will you join me on a crusade to end performance reviews, and instead turn them into true conversations that allow managers and employees to share knowledge, ideas and opinions? Here’s what I propose:

• Name change. Partner for Performance (P4P) is a better description of the role of manager and employee.
• Two-way. Rather than a one-way communication lectures they should be conversations with each person having equal footing.
• More frequent. Too much time passes if you conduct performance reviews every 12 months. Rather than an annual review there should be formal progress checks either every six months or quarterly.
• Purpose. Ask your direct reports questions to determine how to help them grow. What do you want to be when you grow up? What are your career aspirations? What are the three things you like most about your job? If I could eliminate one thing that frustrates you what would it be? As a manager, once you know the answers to these (and other) questions, you can get a better picture of where the employee wants to go. It is then your job to help them get there, and P4P is the vehicle to make that happen. 
• No adjustments. The P4P should center on growth and charting the employee’s career path. Focus should be placed on the individual instead of on bonuses, raises or promotions. Those conversations should be held separately so as to not interfere with professional development and personal growth.
• Fly. As you develop your employees and help them reach their professional goals, you might reach a point where you can’t assist them anymore. The employee’s only opportunity to grow may be to leave the nest and find another flock to hang with. That’s OK, because if you didn’t help them grow they’d have left anyway.
• Sell it. Think how powerful this statement is to a potential employee, “Together we will build a customized, career-development plan that will help you grow and reach your maximum potential. Your professional journey begins the day you start.”

These are only a few of the changes I’d make to performance reviews. Give it some thought. What else would you change?

How do you climb the career ladder? I’m a coordinator right now, but I want to be promoted to manager.

I’m asked that question all the time. My response: “Why do you want to be a manager?”

Nine times out of 10 the immediate answer is, “I’ll make more money.”

There’s nothing wrong with being money-motivated. However, I encourage workers looking to move up the ladder to focus on mastering the skills needed to be successful at the next level. It makes the climb faster and more enjoyable.

If you were promoted to manager tomorrow your bank account might be ready, but would you be? Just because your business cards say “manager” doesn’t mean you’ll be a good manager. In fact, if you’re not ready, you might not be a manager for long.

If you’re serious about wanting to advance in your career, follow these four tips and you’ll quickly gain the ability to succeed as a manager.

• Get mentors. Don’t wait – do it this week. You need mentors inside and outside your company who are already managers (or directors or vice presidents). They can help provide you with a different perspective and you can ask questions that you might be too embarrassed to ask your boss. You’ll learn a lot from good mentors, traits that will help you when you begin to manage people and projects.
• Lead people and projects. Managers and directors have to manage and direct someone or something. It’s the biggest responsibility when you move up a rung or two. If you don’t think you have the opportunity – think again. If there’s a team project, volunteer to lead it. It can be something small like a meeting or something larger like a project or initiative. Let your boss know in advance that you’re looking to prove yourself and you just might get the chance to show your abilities. You can also look outside to volunteer opportunities in the community when a hierarchical chart really doesn’t come into play.
• Think big and broad. Effective managers are good at seeing what’s needed today and anticipating what will be needed tomorrow and next week. It’s OK to live in the moment, but understand that the moment is as close to yesterday as you can get. Keep one eye on the horizon and you’ll learn to anticipate what might or could happen.
• Think, act and be strategic. Whatever the project – big or small – successful managers approach things strategically. The same rules apply if it’s a personnel or personal matter. There are four steps: Research (what do you know and what can you learn), Analysis (goals and objectives), Communications (strategies, tactics, timeline and budget) and Evaluation (were goals met).

You can work evenings and weekends, schmooze the boss or rely on luck. Or you can grow your skills and abilities, which will increase your talent-level, drive and motivation.

Do you want to roll the dice or make a sound investment? What other tips do you have?

I just fired my hair stylist, but she doesn’t know it yet.

I’d only gone to her a few times, so I wasn’t that attached. I’d been with my prior stylist for five years, but the last few times I left with a sub-standard haircut and minor depression. Her personal life invaded her professional life, and I couldn’t roll the dice with another bad-mood haircut. So, I fired her.

This time, it was an inconvenience issue. My stylist took a spur of the moment trip to Hawaii – for 10 days.

I’m shaggy, and this week I’ve got three important meetings, my wife’s birthday and our anniversary. I’m in need of follicular care.

A few weeks ago, I met the owner of a new salon that’s right down the street - Trichology. Greg Welchel has carved out a niche that fits perfectly with my needs, wants and desires. This salon has merged hair cutting with the latest in technology.

It’s a service business and they over-deliver on service. Like most salons they have high-end equipment and highly-skilled stylists, but they really excel in technology including online web booking, email and text confirmation services, a convenient lap top bar for customers – featuring free Wi-Fi service, along with multiple flat screen televisions.

On the off chance that my recently-fired stylist catches this blog (not likely), I have some advice:

• Keep an address book of all your clients with notes that paint a picture of their history (cut, color, frequency, e-mail, phone).
• Be proactive. When you’re going to be out of town for two weeks, call your clients and get them in early or book them for when you return.
• Have someone on-call. Doctors do it. Dentists do it. I might have had a different opinion if, when I called, I was told, “Our relationship is important to me. I’ll be happy to get you in right after I get back or if it’s an emergency, I trust Shelly to take care of you.”
• Yes, you’ll have to put in more hours on the front- and back-end, but you’ll be able to enjoy your vacation more knowing that your most valuable asset – your clients – are taken care of.

These aren’t secrets. They’re basic customer services practices.

Now, where did I put that number? Never mind. I’m making my appointment online.

Going on vacation is a wonderful opportunity to get away from the stress of work and other commitments. But for many people, it’s hard to return from vacation. Either they dread returning to work or they just don’t want to return home.

Think about it. Does your favorite vacation spot feel more like home than your actual home does? Is the 10 days spent in a different city or state the happiest and most content you are all year? If so, you might want to consider moving and make your dream vacation a permanent reality.

Before you pack up the moving van, you need to do some research to see if relocating is economically feasible. Here are five things to consider when debating whether or not to move.

• Job. What’s the job market look like? How long do you think it will take you to find a job? Does your current employer have branch offices in other cities? It might be possible to transfer and get someone else to foot the bill for your moving expenses. Regardless, you need to research the local job market. A professional recruiter could be a big asset in your move.
• Salary. The cost of living varies from city-to-city. So how much will you need to earn to be able to survive? You have to weigh the differences in housing, utilities, transportation and insurance. An annual salary of $50,000 in the Midwest could be comparable to $110,000 on the West Coast.
• Quality of Life. Are you willing to trade a 15-minute commute for one lasting nearly an hour? You might need to downsize from your 2,000 square-foot house to a small apartment or townhouse – at least temporarily. Trading tall buildings for mountains or corn fields for an ocean might be an easy choice, but you also have to consider uprooting your family, leaving behind friends and having your kids change schools.
• Contacts. Do you know anyone in your future destination? If not, you need to build a network of contacts. Contacts are vital in any job search. They are even more important when trying to establish yourself in a different market. Utilize LinkedIn, Twitter and FaceBook to identify people you already know. Get introduced to people your contacts know. You should plan on connecting with one new person a day who will provide you with three to five referrals.
• Plan. If you’re goal is to move first and find a job second, then you must have adequate cash reserves. Enough savings to be able to survive for three to six months might seem like a lot, but it’s not if you’re tapped out and still looking seven or eight months down the line.

Moving is never easy. If you have a family it might make sense for you to move first – for six months – and make sure things are going to work out. That gives you time to do the tedious things - sell your house, find a new house, pack, unpack, cut off services, re-establish service, etc. Since you’ve selected your favorite vacation location, your family could join you several times for some mini-breaks.

I challenge you to think about a move to your favorite vacation spot. Where would you move to? Why there? What would you do? Would the only suit you pack be a swim suit or a snow suit?

Workers lose 1.5% of their productivity by using Facebook at work, according to a study from Nucleus Research.

That figure might not be a huge eye-opener, but when you consider that the study found that 87% of Facebook-using employees can’t think of a valid work-related reason for using the site you might look at lost productivity differently. Especially when those surveyed spent an average of 15 minutes on Facebook each time they visit at work.

Facebook shouldn’t be used as a workplace-alternative to Outlook and instant messaging. And if workers are only using Facebook to keep up with family, friends and high school classmates, it certainly does hinder instead of help workplace productivity.

As a manager, you have a leadership opportunity.

Rather than pulling the plug on Facebook, you can educate your team on how to engage customers and provide customer service while they build their personal and professional brand.

Once they see the potential, they can look to the future and network with people they need to know as well those they currently now or used to know.

Workers utilize Twitter as a critical part of their daily communications with friends, co-workers, colleagues, clients, customers and others within their industry. It is a valuable tool to build your brand, engage customers and provide customer service – when done properly.

Here’s a quiz.

Q. True or False? Messages posted to Twitter reside on the Web in perpetuity (that means forever), where prospective employers and customers can find them.

A. You bet your career it’s true. And, yes, it is possible to appear unprofessional in only 140 characters.

The past few weeks I’ve been appalled at some of the Tweets people sent while they were at work. One person, in particular, forced me to change accountants because of the unprofessional messages she sent while representing her employer. I bet her employer doesn’t even know. Or worse, doesn’t care.

I could block her, but then I wouldn’t have fodder for future blog posts. If you like having a job, please avoid the following 10 topics while you’re on the clock representing your employer:

• Religion. Unless you work for a church, don’t force-feed your religious opinions. And try to avoid denigrating other religions at the expense of your own.
• Personal hygiene. I don’t need to know about the stomach flu or what the enchiladas have done to your digestive tract. Nor do I need to be kept aware of your medical procedures or see pictures of your insect bites.
• Job search. If you ask someone about a job opening, do it in a direct message (DM).
• Politics. You don’t know what candidate I voted for and you don’t know my position on every issue. So unless you represent a political party, elected official, or governmental organization don’t get on your 140-character soapbox.
• Alcohol. If you’re complaining about a headache at 9 a.m., I’ll assume you have a hangover. Especially if you Tweeted that you were craving a drink yesterday afternoon and sent a message at 4:45 p.m. that you were leaving early for a tequila-shot party. Talking about attending a networking mixer is fine. Talking about how many drinks you’re going to mix isn’t.
• Social life. Fights with the spouse. Opinions on your boyfriend. Complaints about your girlfriend. What does this have to do with my P&L projections?
• Language. Just because you can use profanity doesn’t mean you should.
• Shopping. I observed a 40 minute-Twitter conversation between two people – about houses. Photos and listings were shared back and forth. That’s a private conversation and since neither were realtors, it wasn’t work-related.
• Your job. Don’t complain about the job you have. Commute bothering you? Coffee maker broken? Boss annoying? Co-workers too loud? Today the squeaky wheel gets the Pink Slip – not the grease.
• Your job – Part II. If you complain about having to stay late ,when I’ve witnessed you waste several hours committing the aforementioned offenses, know that I’ll probably blog about it. Then I’ll get a new accountant. Probably an accountant on Twitter whose employees don’t offend me.

One person committed all these offenses in a five-day period. Because of the economic downturn, there are a lot of people out of work. I fear there will be one more very soon.

What topics did I leave off the list? Have a story you’d like to share?

All new hires should be encouraged to grow their personal and professional networks. But, if you tell a direct report to “go out there and network,” be prepared for a blank stare, because networking is not a skill that’s taught in school.

Think back to the eighth grade dance. There were guys lined up on one wall and girls on another. Sure there were a few couples dancing, but most of them were probably the chaperones.

Do you remember your mother’s advice? “Just walk up and ask someone to dance.” Yeah, right Mom!

Why were you reluctant?

It was fear. You were afraid because you’d never asked someone to dance before. What do you say? What if she says “No.” What if you trip on the way over? What if you step on his toes? What if…what if…what if?

That same thought process is what fuels networking reluctance in new hires. You need to take the lead and show them how to do it and demonstrate why it’s important. Consider the following agenda when addressing networking with your new hires as part of their overall growth and development.

• In office. Introduce them to your contacts in other departments or divisions within the company. If vendors make sales calls, introduce them to your team.
• In person. If you belong to a professional association, attend a meeting and bring your new hire. They will see that they share the same goals and will be glad to exchange business cards. Encourage them to join a professional organization and offer to pay for their dues. This demonstrates that you find value in their professional development and will help with their networking.
• Online. Make sure your new hires set up LinkedIn and Facebook accounts. They should connect with your company’s profile as well. If your company doesn’t have a profile, you need to address that first – preferable a year ago. Online networking websites can help them keep track of all their contacts.
• Alumni. If your new hire attended college, they should tap into their alumni career network. That will open the doors to many new contacts. And they shouldn’t forget about high school contacts, whether they’ve kept up with them or not.
• Follow through. Make networking part of their professional development. Set milestones for them to achieve. You’ll be able to keep tabs on their progress, assuming you’re networked with your team members.
• Be honest. Tell your new hires that it takes time and patience to build a network. And it takes determination and drive to build the right network. One that can help them grow, both personally and professionally. One that will help them in their current job and help them land their next job.

Yes, their next job. You know it’s bound to happen. And if you happen to be the one in need of a new job first you’ll appreciate your team having a dominant professional network.

Have you helped your new hires learn to network? Do you wish someone showed you how?

When I was 14-years old, I had a lawn business. I started out cutting my yard and my neighbor’s yard. Through some referrals, I picked up a few more clients.

I put up a flyer at the community pool and purchased an ad in the neighborhood newsletter. Then business took off.

When a small business achieves rapid growth, unforeseen problems can ensue. It happened to me, and I had to quickly develop a plan or my entrepreneurial venture would collapse.

Our neighborhood was spread out over a square mile and several of my new clients were at the outer-reaches. I couldn’t drive, and I had to somehow transport my equipment.

My father and I built a push cart out of plywood, 2x4s and wheels from a salvaged grocery cart. I was mobile and ready for more business. By June, I had a client base of 14 weekly customers. Summer vacation was my second opportunity to grow.

I started getting calls from new clients who were going to be one-and done customers. They only needed their yard serviced when they went to the beach or to visit grandma. I picked up these jobs and knew that if I did a good job they might turn into regular customers, which some did.

That summer, I built a healthy business and grew a lot as a person. I didn’t know it at the time, but that’s when I learned how to develop people. I managed my business and learned to manage myself.

Employee development is something that managers can struggle with at times. When you hire a new employee, you want that person to be successful. But many managers throw new hires in the ocean of work with a sink or swim philosophy.

I like to start slowly, giving my new hire one or two tasks that they can master. We partner for performance, and pretty soon the new hire is ready for another project, and then another.

By growing incrementally, the new hire doesn’t get overwhelmed and frustrated. Instead, by showing them what a good job looks like, they gain confidence and competence.

If I started my lawn business with 14 regular clients, I would not have been successful. I needed to start slowly and build on my successes. It’s a lesson I utilize every day.

Someone has an interview and then a second. A job offer is extended and they accept. Then what happens?

After the candidate accepts a position it could be two weeks to a month until their first day at the new job. During this time, new hires worry if they made the right decision and if their new co-workers will like them. They get concerned about what their first day will be like and will they feel welcome.

As a leader, it’s your responsibility to on-board the new hire quickly and properly. That process can take place before the new hire ever shows up for work.

Here are a few pre-boarding actions to consider that will help make the newest member of your team feel appreciated.

• Having the team sign a piece of paper with welcome wishes is great for their first day, but have you considered mailing it to the new hire before they start? Or have everyone on the team send separate e-mails welcoming the people on board.
• Encourage the new hire to update their LinkedIn profile before starting. Everyone in their network will get the update and more congratulations will come their way.
• Announce the new hire on Twitter and Facebook using your company’s account (depending on the size of your company). Then, each member of your team can re-Tweet (RT) the message to their networks.
• If you plan to have business cards, order them in advance so the cards are there on the first day of work. This provides instant identity for the new hire.
• Send a hand-written note to the new hire’s spouse or partner stating how excited you are to have hired the best. If your budget allows send a fruit basket, cookie bouquet or movie night package.
• If it’s going to be closer to a month before the new hire starts, offer to meet them one-on-one for coffee or lunch. Let them know you’re excited and can’t wait for them to start. They might have additional questions they forgot to ask or they might just enjoy the face time.

Take advantage of these pre-boarding tips to make the new hire feel welcome. When the new hire arrives for their first day of work, they’ll already feel like part of the team.

What suggestions do you have for pre-boarding a new hire?