Battle cry against power tripping

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Here’s a new word for the workplace: Rankism. File it in your brain next to racism and sexism. And brace yourself for a big change at the office, because rankism is another kind of discrimination we should not tolerate.

What’s rankism, or rankist behavior? It is hiring an intern and ignoring her all summer. Or pointlessly yelling at the receptionist about a manager who is late. Or a professor taking credit for a graduate student’s research. All these are examples of people who think they can treat someone disrespectfully because of their lower rank. The Devil Wears Prada has tons of juicy examples — as well as snappy fashion and a happy ending to make the story acceptable.

But rankist behavior is never acceptable. And Robert Fuller, the man who came up with the word rankism, is on a mission to end it. His big idea is that people have a right to be treated with dignity no matter where they are in the pecking order. He’s part of what’s become known as the “dignitarian movement.” (He’s written two books on this topic: Somebodies and Nobodies and All Rise.)

Wondering if you’re at a job where you’re treated with dignity? You need to receive recognition, humane treatment and a living wage.

If your job doesn’t qualify, you need to speak up, which is hard to do, but having a word to identify the problem is half the battle. “Vocabulary changes thing,” says Fuller. “The Feminine Mystique referred to the ‘problem without a name.’ Sexism was not a word until five years after that book came out. Once the word sexism was available women had a weapon to make demands.”

Fuller wants you to take cues from the success of that movement. Say, “Hey, that’s rankest,” the same way you’d say, “That’s sexist.” But don’t yell: “Having the words rankist and rankism will give workers in every line of action a battle cry. They won’t scream at the top of their lungs. They will mention it calmly and cause the person on top to look at their actions.”

Here are five more steps you can take to combat rankism in your own work life:

1. Get a good read on potential managers.
Management sets the tone of respect or disrespect at work. So sniff out offenders before taking the job. Vanessa Carney works at Let’s Dish, a food preparation company. “The management team here is genuine,” says Carney, “The people who run this company have a good attitude and it trickles down.”

Carney was especially impressed when the owner of the business sat down with her after a few months to find out what, exactly, she wanted to do in her career.

2. Let people know that rankism matters.
Probably those behaving this way are not even conscious that they’re doing it. In one study about harassment, most people who were disrespectful were not aware of it–they thought they were making jokes at the time.

“They are misguided comedians,” says study author Catherine Hill, director of research at American Association of University Women. She also found that people respond to what they perceive as cultural norms. So speak up when you see it, even if you are not on either side of the exchange.

3. Don’t accept rationales for rankism.
Common refrains are “This is the only way the business can work,” (to justify long and unpredictable hours), or “I got through this so you can too,” (to justify hazing-like practices).

Joanna Vaillant is a management consultant — a position known for difficult work conditions. But she did research to find a consulting company that respects its employees: Boston Consulting Group. She recommends talking to people who work in the company about the company. “In business school I talked to classmates who worked at different companies,” says Vaillant. And she chose well. She recently got married and received assignments that would allow her time and headspace to prepare for that big day.

4. Take a bad job.
Working at a low-level job is not just a headache, it’s an integral part of your personal development. A big barrier to fighting racism and sexism is that if you are white you don’t know what it’s like to be black, and if you are male you don’t know what it’s like to be female.

But everyone can work in a low-level job — especially in the service industry where the exposure to rankest behavior from customers is huge.

5. Consider leaving.
One of the scariest things about demanding change at the workplace is the prospect of getting fired. But young people today — those invariably filling up the entry-level positions — switch jobs often. So the risk of offending your current boss for speaking out against rankism does not seem that big a deal.

The workplace is ripe for eradicating rankism. The youngest workers are optimists about their ability to change the world and passionate about valuing diversity. Also, in poll after poll, young people report less interest in money and more interest in the quality of work and the quality of life work affords. So it makes sense that now is the time for the dignitarian movement, and we should all jump on board.

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Office politics is not optional: Five tips for doing it better

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John Annabel, of Northampton, walked into the office one day to find himself working side by side with a new employee whose only qualification seemed to be that she was having an affair with Annabel's department head. Annabel says people didn't particularly care that she was in the office doing no work until she started taking credit for everyone else's work, most frequently Annabel's.

“I wanted to strangle my boss,” Annabel says. “I wanted to bring that dirtbag girlfriend down before she took credit for one more thing.” But Annabel's supervisor told him to stay calm and to say nothing damaging. He pointed out that the manager would never fire the woman, and the two of them would deny all of Annabel's accusations; complaining would only make Annabel look bad.

So everyone in the department laid low — said nothing about the woman who did nothing except among themselves. When the company went through a reorganization, and the department head changed, the new head said, “Does anyone know what this woman does?” And everyone said, “No,” and she was laid off.

In fact, though, office politics might be the most important skill to master as you climb up the corporate ladder. Julie Jansen, author of I Don't Know What I Want, but I Know It's Not This, says that in corporate life, one has no choice but to be savvy about politics. “Politics is everywhere. It is about the way things are done. It is the personality of the company.” So you have to figure out how to fit in. She tells people, “Be an actor, play the game, follow culture and this is jus as big a part of your job as anything else.”

In the end, Annabel left his job in an effort to escape the political climate of his last job, which left him cold. And he hopes to never have to deal with office politics again.

Larry Stybel, president of Stybel Peabody Lincolnshire, says that is it a common reaction to refuse to participate in office politics, but he advises those people “to just get over it.” Politics is not something you can escape. “Politics is really setting objectives and developing a coalition of people that will help achieve that objective.” Stybel explains that office politics does not have to be a bad thing. After all, politics is primarily about diplomacy and coalition building.

Stybel recommends taking the same approach Annabel did in his last job: Find a mentor in the office, someone who is great at office politics, get some direct advice from them about tough spots, but also study them from afar to figure out what they do right.

Jansen adds, “There is a tremendous amount of resistance to office politics.” Many people complain that this sort of behavior goes against who they are at their core. Jansen points out that done right, politics is not inherently immoral. It merely involves, “speaking to the right people, going to the right parties and communicating the way everyone else at the company communicates.”

While Jansen advises that you should not compromise your core values to be political, if you find that you can't ever engage in office politics without violating your core values, then you don't belong in corporate America.

Jansen suggests five steps you can take to be more politically astute immediately:

1. Don't try to change or resist company culture including dress, communication styles and office hours. Being different does not work.

2. Practice self-awareness. This is a life-long task and every day you can become a little bit more aware of how people perceive you. Just doing your job is not enough. You need to do it in a way that makes a positive impression on everyone else.

3. Manage your stress levels so you can avoid emotional displays of inconsistent behavior and inconsistent messages. Most emotional outbursts come from unmanaged stress.

4. Be approachable all the time — in your cube, in the hallway, even in the bathroom.

5. Network before you need to network. Being good at politics means that you are good at relationship building, and you can count on a wide range of people when you need them.

But some people will never feel comfortable playing the political game. For those people, Stybel recommends a job where one can say, “Leave me alone” and still excel at the work: Sales would be a definite no, but a career in, say, programming might work. But take a look at yourself. If you don't have the skills for a leave-me-alone job, you need the skills to make office politics work for you. Otherwise you'll get stuck.

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Guest rant: My investment-banking brother says…

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Here is one of hundreds of reasons senior investment bankers make life for analysts worse than it already is: Voicemail.

First of all, no one under thirty uses voicemail unless they are making a joke. If you make a call and the person does not pick up their phone, send an email. That’s why they gave you the BlackBerry, right? Picking up a voicemail is slow and there is no way to file it.

Also, people must stop using inept management tactics like the “red bomb.” This is when a senior guy wants to tell you something, but instead of calling you and risking that you’ll answer the phone and therefore be able to ask a question, (like What’s the deadline?), he goes directly into the voice mail system to leave you a message.

It’s a red bomb because you get the red light on your phone that means you have a voice mail, and a bomb because you know only someone internally can do it, and it must be a senior guy because no one else would do it. If you’re sitting at your desk and all of a sudden you have a voice mail, and you know your phone hasn’t rung, you’ve just been nailed by a red bomb.

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How to tell your boss you quit: Artfully shift the balance of power

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Of all the Google searches that end up at my blog, the most common is some version of, “How do I tell my boss that I’m quitting.” This seems to be a frequent topic at a lot of career sites; quitting well is a big issue.

A lot of the problems around quitting come from the abrupt shift in power. Before you quit, you are beholden to your boss. When you are quitting, you feel a surge in power as you let your boss know you’re moving on to something better.

So really, quitting is about managing assertiveness. You want to be assertive enough to go find another opportunity for yourself, but not so assertive that you offend the person who has been a decent boss. So have humility and thankfulness, but add some choice words about what a great offer you took for your next job.

Assertiveness is a skill that people notice a lot in other people but we don’t pay attention enough to in ourselves, according to Daniel Ames, professor of Columbia Business School. When it comes to quitting, it is easy to get overly assertive, as you become intoxicated with the idea that you don’t need to please your boss any more. And it is easy to downplay the greatness of the next thing you do so as to not seem ungrateful for the job you are leaving. So it’s natural to feel a little unsure in this situation.

The good news is that Ames says we can teach ourselves tactics for effective assertiveness. And since people in their twenties quit a job almost every year, quitting is a great way to learn these skills.

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A messy desk undermines your career

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You can judge someone’s personality by what his or her work space looks like. Take Tara Hirshfeld, for example. She’s set up her office on a picnic table. She has the laptop, the headset, even the office-type snacks. But there are leaves falling and cars honking. Intuitively, you know she’s not an accountant-type. And you surely won’t be surprised to hear that she’s a student at the School of the Museum of Fine Arts in Boston.

People leave deliberate and inadvertent clues about themselves in their personal space and Samuel Gosling, assistant professor of psychology at the University of Texas at Austin, studies these clues. And Gosling concludes that your co-workers are good at judging what the clues mean even if they don’t know why.

Deliberate clues people leave are things like plants, which reveal that you are nice and that you intend to stay a while, and candy, which reveals that you’re an extrovert, because you want people to drop by your office and talk. These are deliberate because a person puts them in their office for other people to see. Some clues are deliberate but not other-focused. For example, a pebble you keep from the beach of your first kiss will not be meaningful to someone who doesn’t know the story, but it reminds you of something nice. Still something like this gives the co-worker information, and he or she will pick up on the fact that you’re sentimental.

Hirshfeld’s clues fall into the inadvertent category. For example, when asked about her picnic-bench desk, Hirshfeld says, “I needed some fresh air.” She inadvertently conveys that she is non-conventional, which, for an art student seems fine. But for an accountant, watch out. You can give inadvertent clues with a plant, too. “Anyone can buy a plant,” says Gosling, “but you need to be task oriented to actually keep the plant alive.”

Be careful about all the clues you leave about yourself in your office because your image is at stake. And the image you project might be more powerful than the work you actually do.

So manage your workspace like you manage the colors in your wardrobe, the layout of your memos and all other aspects of your image. In many instances you’ll be able to control what you project. For example, if you are trying to be more detail-oriented in your work, but you’ve killed every plant you’ve ever owned, don’t buy another because your dead plant will just emphasize your lack of attention to detail.

When it comes to projecting a positive image through your personal space, some areas are more easily managed than others. A messy desk is tough. If you keep a messy desk, it’s probably inadvertent, and you will have to change behavior in order to clean up your act. It’s worth the effort, though. “There is a cultural bias toward orderliness,” says Eric Abrahamson, professor at Columbia University Business School, “Messiness is considered bad.” Kelly Crescenti, an Illinois-based career coach, concurs: “When people have a clean desk it looks like they get things done and they are productive.”

You cannot really know how productive someone is by looking at their desk, says Julie Morgenstern organizing guru and author of Never Check Email in the Morning: And Other Unexpected Strategies for Making Your Work Life Work. But she concedes that “the image issue is giant.” So even if you can find everything you need on your pile-laden desk, clean it if you want to look good. Start with a filing system, and Crescenti advises that at minimum, you take the last fifteen minutes of every day to actually use the system and clean things up a little before you go home.

But as with all image management advice, don’t go overboard: Everything in moderation. Abrahamson provides a postmodern defense of the messy desk: “Messiness is related to creativity because it tends to juxtapose things that don’t normally go together.”

“It’s the last frontier of messiness,” says Abrahamson, and he reports that he’s seen computer desktops that rival the worst of the classic desktop messes. Hirshfeld can attest to that. “The last computer I had got very, very messy.”

But that might be okay; it’s true that your co-workers can accurately judge you by looking at your work space, but it’s also true that your computer desktop is a nice place to hide your worst attributes.

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Your bad mood at the office is from you, not the job

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The mood you come to work with sets the mood for your workday. This is the conclusion of a study by Wharton professor Nancy Rothbard. (Shout out to Wendy for sending this link to me.)

This study is a rallying cry for personal responsibility. Rothbard challenges you to stop blaming your boss or your co-workers for ruining your day: “The mood you bring with you to work has a stronger effect on the day’s mood — and on work performance – than mood changes caused by events in the workplace.”

This is good news for people who accept personal responsibility for doing the things proven to create a good mood — like a reasonable commute, a morning visit to the gym, and, in a more broad sense, cultivating a sunny outlook. For people who don’t want to take personal responsibility for their happiness, you will have to figure out a way to discount this study in order to continue blaming other people at the office for your bad mood.

This way of thinking works on the other end of the day, too. Keep your commute short so you are not a wreck on the way home, and say hello when you walk in the door to start the evening out right.

This means, of course, that if your personal life is going well, you are likely to be happier at work. Because you are more likely to walk into work in a good mood: “Start-of-day mood may come from myriad sources including persistent life challenges and opportunities, positive or negative family experiences before leaving for work, or even the commute into work,” writes Rothbard. “Non-work and work domains are permeable, and mood often spills over form one to the other. Specifically, start-of-day mood might affect one’s appraisal of subsequent events.”

This is reason number fifty why the term “work-life-balance” doesn’t work. It’s not a balance so much as a synergy that we should aim for. Work and life have to feed each other rather than provide a counter-balance.

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You will like your job more if you make a friend at work

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Here’s some advice for those of you who don’t like your job: Maybe your job is not your problem. Maybe it’s that you are not trying hard enough to make friends at work. People with one friend at work are much more likely to find their work interesting. And people with three friends at work are virtually guaranteed to be very satisfied with their life.

These are some of the findings Tom Rath reports in his new book, Vital Friends: The People You Can’t Afford to Live Without. As a longtime Gallup employee, Rath draws on a massive number of interviews conducted by this polling organization.

Rath says a friend who can change your work environment is “someone you spend a lot of time in a relationship with. And you are probably making a difference in that person’s life, too. If the person were gone, work would be less fun.”

Nikhil Rajpal, at Project: Think Different identified a best friend at work immediately: “My friend Will and I go to lunch together every day. When work gets tough the friendship makes it easier to get through the day. When one of us is stressed or had too much work one of us buys the other coffee and we walk around and talk about it.”

Rath has identified eight different friendship roles. No single person can be all these roles at once, and the fatal flaw people make in relationships is asking that of one person — often a boss or a spouse.

A navigator, for example, is someone who is like a mentor. You don’t need to have regular conversations with the person, but when you do, they are very meaningful in your life. A connector is the type of friend made famous by Malcolm Gladwell, in The Tipping Point, for being able to give you a network. And a champion is the type of friend who thrives on your accomplishments and happiness.

The threshold for gaining the benefits of health and life satisfaction from friendship is three or four friends. Here are some steps to make those friends:

1. Identify someone appropriate.

“When I was in human resources I had a lot of confidential information, so it was no surprise that I became friends with the executive assistant for the CEO, who also had a lot of confidential information,” says Heather Mundell, career coach and author of the blog Dream Big.

2. Be open.

On the Internet, where ranting is de rigueur, it would seem that half of all workers are surrounded by idiots. This way of thinking will not find you friends. “We like to think we can size someone up in ten seconds. But often our opinions of people change over time,” says Mundell.

3. Make time for face-to-face contact.

“If someone stops by your cube and says do you have few minutes? It’s nice if you do. Be a good listener,” says Mundell. “Over time, problem solving together and venting will lead to building trust. You should stop by peoples’ cubes and shoot the breeze, too.”

4. Choose your surroundings carefully.

Find an office that encourages friendships — the structure of workspaces, the quality of common areas, the size of the well-stocked fridge — all these factors can contribute to making an office full of friendships. Rath found that you are three times more likely to have a close-knit workgroup if the physical environment makes it easy to socialize.

5. Find coworkers with shared vision and values.

This situation is probably most common at a nonprofit like Project: Think Different: “Everyone is linked together based on a passion for what we’re doing,” says, Raipal. “We all have a strong desire to change messages in pop culture.”

6. Shift your focus away from yourself.

“People spend so much time trying to manage themselves,” says Rath. Formal education focuses on mastery of topic areas, and graduate school allows you to focus on your own interests. But “when it comes to improving our lives,” writes Rath, “it’s the energy between two people that makes a difference.”

This is going to be a big change for most people. Most workers do not make friends at work. But without a best friend at work, the chances of being engaged in your job are slim. So maybe you should put aside advice about finding the perfect job by searching want ads for your calling. Instead, look for a job and an office that facilitate relationships; friendship is your calling.

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Social skills matter more than ever, so here’s how to get them

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It’s hard to underestimate the impact of good social skills on your career. In fact, across the board, in a wide variety of businesses, people would rather work with someone who is likeable and incompetent than with someone who is skilled and obnoxious, said Tiziana Casciaro, professor at Harvard Business School, whom I spoke to on the phone. “How we value competence changes depending on whether we like someone or not.” And people who lack social competence end up looking like they lack other competencies, too.

When it comes to holding down a job, social skills matter today more than ever. For people who want to break into a popular field like entertainment, for example, the only way to differentiate yourself at the bottom is to be likeable.

Many fields that used to be havens for loners, like programming, increasingly require exceptional people skills. “The jobs that are staying in the United States are those that require regular touch, face-to-face contact with clients or a manager,” says Erran Carmel, chair of the Information Technology department at American University. The people landing those jobs have great social skills because of the difficulty of “managing teams that are distributed across cultures.”

And as the need for social skills at work grows, the bar for good social skills gets higher. Until the 1970s, a smart child uninterested in playground politics was considered eccentric but okay. Since the 1980s, educators see the playground as essential training for the future, and kids who can’t navigate are often sent to experts for extra help with social skills.

“Today a variety of therapeutic approaches can teach a child social skills while their brain is still forming,” says Amy Berkman, a therapist working with New York schools. “Therapies we’re using now, like cranial sacral and sensory integration did not enter the mainstream until twenty years ago.” The result is that each year, those entering the workforce come in with a better likeability factor than the year before.

Most of us have to work at being likeable. Fortunately, Casciaro’s research shows that the biggest impediment to likeability is not caring. So if you “just decide you want to do better,” you probably will.

Take responsibility for yourself,” says executive coach Susan Hodgkinson. “Everyone needs to know that they are responsible for creating healthy, productive relationships at work.” No one is going to make you likeable. “The people who are likeable actually care about other people and care about the connections they make.”

Being good at talking to people requires that you figure out what interests them. Casciaro recommends a tactical approach: “Find the hook that makes your similarities more visible. For example I might meet a man in his 60s and I’m a woman in my 30s but we both like basketball.”

Also, figure out how to help someone else get what they need. “Recognize what you’re trying to get done and who you are trying to get it done with. Then think beyond your own stuff to what the other people want,” advises Hodgkinson. Think of this as project management synergy, or resume empathy; you need to help others reach their goals. This will make you more likeable and then more likely to reach your own.

And, don’t discount flattery. “Usually the reason we like someone is because we think they like us,” says Casciaro. It’s the rule of prom-dates: He was ugly until he asked you to prom, and now he doesn’t look so bad. Since there is no prom at the office, to make someone feel liked, Casciaro suggests, “smiling and listening to make someone feel liked.” “But it’s not a personality popularity contest,” Hodgkinson says, “you need to stay true to yourself while still expending empathy in order to connect.”

It’s hard to do, but Casciaro says that people are much more likely to notice an increase in your likeability factor than an increase in your skills. So next time you consider areas for self-improvement, choose interpersonal coaching over office skills and you’ll likely get more bang for your buck.

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Workplace etiquette Emily Post would never think of

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Here are three pieces of etiquette advice that made me go, hmm:

Don’t wear flip flops to work.
“U.S. style gurus are warning that the casual shoe once mainly seen on the beach could be damaging to careers. Shoes convey the mood of a woman. Wearing flip-flops conveys the mood that you are relaxed and on vacation. That’s not a good message in the office.”

Don’t IM someone you don’t know well.
“What's the deal with people you have never met before IMing you? IMing basically says, ‘I know you well enough to do this’ (among friends) or ‘this is urgent’ (among business associates). I cannot tell you how many times I receive IMs that fall into neither category.”

Don’t pull rank at the potty.
“Everyone is equal in the eyes of the bathroom. Even if you’re the boss’ boss. Doesn’t matter a whit in the bathroom, you’ve still got to follow the rules.”

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Managing up: How to manage a baby-boomer boss

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Here’s one of the hottest topics in management training: How to manage the current crop of twentysomethings. Really. Baby boomers are sitting in seminars for hours and hours trying to demystify the alien ways of the new work force.

But what about the opposite situation? One of the most classic pieces of career advice is to manage up: Manage what your boss thinks of you; steer your boss’s plans for you; get your boss to supervise in a way that works well for you. Younger workers need to know how to manage their baby-boomer bosses.

Managing up will not be easy. You’re dealing with someone so different from you that he or she sits through PowerPoint presentations about your emoticons. But there’s hope for you because managing up has always been a generational challenge. Lynn Lancaster, one of the aforementioned consultants on generation Y told me, “All generations are angered that the next generation is not like them.”

Once you’ve established you can reliably meet your boss’s weekly and monthly goals, you can let your boss know about your own goals. When I spoke with Gen-X demographer Laura Shelton, she reminded me that to a boomer, meaningful goals might be a reserved parking space and a new title. So you need to make sure your boss understands that you want shorter-term goals and that you care most about issues like being challenged, learning new skills, and preserving your personal life.

Make your priorities clear to your boss so you don’t get sidetracked in areas that are irrelevant to you. For Francois DeCosterd , a management consultant turned art teacher, problems arose in his consulting job when he found himself working among people so obsessed with rank that he could not focus on the work that interested him. “It is very difficult to find your own voice when you away have to deal with hierarchy and power politics, which are very draining.”

Understand what you can get from your boss, so you can make reasonable, actionable requests for mentoring. When a baby boomer says, “Do you realize how many years of experience I have?” The baby boomer means, “Do you realize how long I’ve paid my dues? Why do you think you can do challenging, interesting, work immediately?”

Don’t be put off by this exchange. Instead, recognize what those years of experience mean for you right now: A lot of experience doesn’t mean someone is clever, likeable or talented. But when you are dealing with people who have worked many, many years, “you can assume they have learned to deal with many different situations” says Fran Pomerantz, executive recruiter at Korn/Ferry International.

So use this person to help you with project management and prioritization because they’ve seen it all before. Your seasoned boss can identify deals that are going to blow up, policies that will derail you, and perks waiting to be claimed.

Investigate which other skills your boss has picked up over the course of his or her long career. Make a list of skills and knowledge you want to accumulate in the next two years. Bring the list to your boss and ask which your boss can help you with. For the others, ask what sort of projects or teams you can get to aquire the skills out of your boss’s reach.

You’re going to get the best results from your boss if you use your boss’s language: The language of diplomacy, says Dianne Durkin, president of Loyalty Factor. You might want to say, “Stop talking to me about my career at this company. I’m leaving in two years to start my own.” But you will get a better response if you say, “It would be a big help to me if we could focus on what I’m doing this quarter.”

The other language barrier you have with your boss is IM. It’s like a poorly spoken second language to boomers, if they know how to use it at all. So effective management of your boss means using email. And take the time to type full words and use a spellchecker; two small concessions to get what you want from your manager.

If you do all this and you don’t get what you want, you should leave. “Don’t sit in a job with a baby boomer boss who doesn’t get it. Vote with your feet,” advises Shelton. “It costs companies so much to replace a worker that they will eventually change. And this will be a better workplace for all generations.”

DeCosterd also advises to leave your job if you don’t feel valued. When he talks about his transition from consulting to teaching art he says, “It’s been remarkable to meet so many people who are excited and supportive about my ideas.”

Understanding your boss is the key to managing up. But what’s the best way to understand your boss? The Myers Briggs survey is a psychological system designed for understanding other people, and it’s a test used by nearly 100% of the Fortune 500 to help senior executives succeed at work. If you understand the test now, earlier in your career, you’ll be able to manage up in a way that will put you on the fast-track to success. Learn how to use this tool in the course from Quistic: Fast Track Your Career with Meyers-Briggs

 

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