Todd R.
Just released our latest book, "The MBA Guide to Networking." Working on "The MBA Guide To Career Change."
How do you manage your value statement?
As the latest IBM Global CEO Survey indicates, organizations still have a lot of change in their future. The survey also states that 22% of CEOs don't know how they will manage the change.
As with most corporate change, risk to your career may increase. To reduce this risk, you may try to improve your value to the corporation. You have maintain sufficient value, they are more likely to keep you around.
How do you show your value to the company? What specific activities do you engage in to build your value?
Clarification added June 10, 2008:
This is a research question and I'm looking for examples of how YOU show your value to your company.
Good Answers (26)
Laura H.
Principal/Pearl Consulting. Serving as CRM OCM Consultant at the Amercan Red Cross. Have you donated recently?
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Personally, I do several things:
1) I periodically self report numbers such as % of customers using a new product or % of business objectives completed and provide weekly status updates using metrics (KPIs). It's amazing how many people don't know how do this.
2) I schedule quarterly 'casual' meetings with executive stakeholders to ask them "what's the most important thing we (my departments/me) could be doing right now. Then I listen and DO those things.
3) I gather and report all kinds of data from my teams, such as % of project completed, customer feedback/testimonials, cross-training, increased level of expertise (and the resulting benefit of not having to outsource) Once I even hired an intern (Grad student in Econ) who was able to show the value of the OD/Training/Change Management team was 10x its cost in lost employee productivity, reduced turnover, and early adoption of a huge ERP initiative.
I'm always marketing the value of my team, my department, my employees and the results they achieve. After all, business is about making money - so we're either on the investment side (to grow the business) or the cost side (reducing risk) and if we can't show that we OUT EARN our salaries, then why would they want to keep us?
Good luck on your research.
Mohammed Hussain K.
Head - Content, Client Servicing & Social Media Marketing at K WEBMAKER™
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My Performance.
A donkey works too, and a monkey too. I want to work smartly to prosper my performance.
Kevin H.
Web Business Consultant since 1998
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Good question and good philosophy. I consider the meaning of life Be Valuable. It works in every endeavor. The bottom line is that the corporation and its profits are better off because you are there, and they must be shown your value clearly in order to reward you properly. THE COMPANY'S VIEW OF YOU IS FIRST AND FOREMOST YOUR RESPONSIBILITY TO MANAGE. If you are going to work for a corporation and build a promising career there you should have a sense of mission and purpose or get a new job. So you should actively be looking for opportunities and ways to provide value, not just fill a chair. Providing value is your job.
So you should sit down for a few hours or go for a drive or a weekend and ask, "What the hell am I doing here?" As you suggest, write it out. It may be painful but can focus your efforts on the key activities that will get you ahead by providing value to your firm.
How do you show value to your company? First and foremost, remember that it is not a charity. We are taught humility, but business is an exchange of value and you must make sure management is aware of your value, not just grumble that they don't see it. The easiest and mandatory time to show this is in employee reviews. You don't want to exhaust their ears with "Look! I did my job today!" every day, but when there are significant tangible results you want them to see it and you want it in your personnel folder. Keep track of times you work extra or make sacrifices for the company for your evaluation. It all comes down to tangible, measurable results. And keep any evidence as well, to document your accomplishments.
We are all essentially freelancers and equals with our employers, negotiating an exchange of value. We need to be on the lookout for every opportunity to provide, and to be rewarded for, our value, inside the company or with another firm in the event they or us terminates the relationship.
[Links to my slideshows on value and success are below.]
Links:
Scott B.
Factotum
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I routinely lift off the top of my skull and feed my brain other peoples' knowledge, experience, and perspectives. Then I place my skull cap back on, lock it down tight, and shake my head vigorously. When I open my skull cap again, I invariably find combinations that improve my talents and the goings on at my company.
Gail B.
Owner, Sierra Communications, Inc.
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Todd,
A crucial starting point is to define your value proposition. Then define your team's value proposition; then your department's.
Next, you would define your vision using the process above. (Vision: when you are utltimately successful in business/the company, what have you accomplished?)
When you determine the strategies to fulfill the vision, they are how you would show your value to the company, and they would comprise the activities.
It would be very difficult to show your value to the company until you go through the exercise above.
It's really simple when you think about it. Good luck!
Lynn W.
virtualization since Jan68, online at home since Mar70
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related answer to this change management question
http://www.linkedin.com/answers/management/change-management/MGM_CMG/240817-1373253
old post with some extracts from fergus/morris book discussing effects
in the wake of future system project failure
http://www.garlic.com/~lynn/2001f.html#33
where things became much more rigid, structured, oriented towards maintaining the status quo and resisting change.
it didn't help that I sponsored boyd's briefings in the corporation ... lots of past Boyd references
http://www.garlic.com/~lynn/subboyd.html
part of Boyd's message ... embodied in OODA-loop metaphor was not only agility and adaptability but being able to do it much faster than your competition.
Links:
Raman V.
Global Industry Marketing Manager, IBM Energy & Utilities, Systems and Technology Group
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Mr. Todd, In all reality, doesnt beuracracy play a role in the value proposition of an employee. I resigned my last position because of the beuracratic stuff that came into play as I was way too talented for my position, performing at level of 8 or 9 or 10, when my job grade was 7. So it all depends on the management and organizational structure of the place. I would suggest networking well within the organization and also outside the organization to keep your influence well established incase there is change in the company you are working for.
As far as the CEO's are concerned, they should do a risk analysis and also benchmark the deadline for the change to position themselves and figure out how to go about doing that change without any strategic impact to the organization.
As far as proposing your value to your organization: It is simple: Global market place for talent = You build up your value for the global market polace, and not just your company.
Just an example: European Union needs highly skilled worker by the wazoo in the next 10 years, so does UK, and so does US, and every one says come to me, if you are highly skilled and have the network. So if you are risk favorable, you can find a job anywhere in the globe these days, and that is what you should place your value on and not constrain yourself to just an organization in a single country.
Clarification added June 10, 2008:
Add India, China, Japan, Middle East to the foray and other countries.
Lisa S.
PMO Manager at CenterPoint Energy
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You are in charge of ensuring you provide value-add to the organization. First, do you know what your true deliverables are? Many people focus on tasks that are not really value added to the organization and then they are surprised when they don't get rewarded for their hard work. Second, do you have visibility? This doesn't mean sending emails about your daily success to everyone, but you do need to ensure that your group, boss and organization know you are meeting your deliverables - or more. Third, what are you doing to help others? If you only keep your head down and get the job done, you are not adding as much value as possible. Help out others, learn new things, volunteer for the "yucky" assignments. Do these things to truly assist, not to gain glory and you will get both. Finally, are you ensuring your boss looks good? The first rule of the job is to make your boss look good. If he/she is happy and successful, you will be as well. Good luck!
Hi Todd,
I've just joined Linkedin and as I was looking around the site I came across your question so I thought I would send you my thoughts - they are quite pragmatic but I hope they help you in some way.
On a day to day basis having measureable objectives linked to a rigourous performance management system help you to add and evidence your value to the company
On an organisational scale, you may wish to look at the work that has been done around Human Capital Index/Value for money index , both of which basically look at an individuals worth (value) to the company and the return this value gives against the cost of employing ie salary, bonus, incentives etc.
Kind regards
Diane
Kevin M.
President, Specialty Silicone Fabricators and lean consultant, speaker, author
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Simple. I teach. I may be the head of my company, but I see my primary job as teacher. Teacher of leadership, teacher of lean manufacturing, teacher of financial management... my job is to develop a great next generation of leaders so I can go fishing.
Links:
The actions like task accomplishment, performance management, team worker, adding value, being in line with company mission and vision, etc. are useless if the people entitled to measure your value are “blind” and sounds somewhat stereotype to me. In any healthy work environment if you don’t perform, you will be kicked out. If you are in the position where your values are more exposed to the public, which means you hold high position at company hierarchy, it’s difficult even for the “blind” people to hide your values. High performers that are engaged close to the demanding work markets are lucky because they can easily switch to other work places, and then their values will be truly recognized. To build your values you don’t need anything specific out of maintaining your healthiness, fitness and of course increase your know how, participate at all available trainings, courses and other events respective to your scope of interests and afterword practice them when you are back, and last but not least – networking with people may become another parameter to present your values.
Hope this helps your research!
Best regards,
Afrim
Khalid K.
Area Sales Manager Northern CA / Nevada
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I always try to keep in mind where i am going versus where the organization is going. Periodically I get bored/frustrated with conventional 'proven' business methodology, and demonstrate to them why alternate ways can produce similar results.
These are activities that I believe build value in yourself and have the by-product of benefiting your organization. I believe that if you have to show your value you are demonstrating insecurity and will always be fearful of new challenges that might enlighten you, yet you will perceive them as threats and become defensive, not creative. There has to be a sense of equal gain.
Examples:
(A) I try to encourage others and explain to them that they are in control of their lives, and if they become proficient at this, their value will be noticed by others and therefore will not have to engage in emotional cycles where they feel they have to justify their value.
(B) Bringing to table other avenues of complementary business that will sustain revenue during economic downtime as well as cyclical fluctuations.
These are also ideas and projects that I can undertake in my own time, that will educate me and demonstrate my commitment even if they are not adopted.
(C) By demonstrating self sufficiency and asking for added responsibility on a regular basis. This also includes not being afraid of taking the offensive and asking the probing questions first.
(D) I always acknowledge a healthy respect for any company that helps create jobs in the economy and improve peoples livelihood. A good sense of humility also shows you respect yourself and others. This is valuable because this balance helps improve team relationships and encourages conversation from which interesting ideas may develop that bring future value to the intellectual capacity of the organization.
Even the most robust performance management system fails to capture employee contribution and value in the absence of human contact and relationships between leaders and the led.
On the one hand, I agree with the earlier comment that individuals are responsible for making sure the company knows they are contributing.
On the other hand, a well designed and well led organization will have structured interaction on a daily basis, and value is determined in the execution of the designed work. It should be clear when a team member is following the designed work (standardized work). If not, we have to review that design. Ultimately it is the leaders' responsibility to provide work that is satisfying, engaging, challenging, and rewarding for everyone they hire.
Summary: Define and design the required work; hire, train, and develop team members carefully; LEAD, ensuring that the required work is done every day; Challenge team members to improve the work.
Steve G.
Senior Product Operations at PetroChina International
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There are risks in any employment position - some within your control, others not.
Personally, it is very important to know what contribution you are making to the company - either you are helping make money, or you are helping save money. In either instance, the sum better be good for the company, otherwise it's good bye to your position.
I have, fortunately, been in the position of both generating income, and saving costs - the 1st is very easy to show, the latter takes planning and thought. In saving costs, you need to know where you were, where you are now, and be able to project into the future (scenario planning is a very useful tool in this case).
Most importantly you need to be able to show your bosses (or stakeholders) what you have accomplished - you have to praise your own laurels every once in a while.
Varuyan A.
Sr. Functional and Business Consultant - Airline & Travel Industry
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Hi Todd,
I do not manage my value statement. I execute it. Managing it produces no results. Executing the value chain will have a direct impact in the organization's income statement and balance sheet.
Best,
Ian
George P.
Manager, Marketing & Communications at Radiation Safety Institute of Canada
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For me the simple answer is: I continue to strive to systematically to show an employer that I am delivering on my key deliverables and that, ultimately, I am bringing in more revenue - directly or indirectly - that I am costing them - in terms of salary and other related expenses.
So long as the ink is black, you are more likely in this day and age to be seen as valuable.
Stick to the mission. Every business objective should be somehow connected to the overall vision.
To show your own value, keep a journal of projects, changes, accomplishment, tasks and duties. Then, make sure an evaluation is scheduled in six months to year and present yourself. PowerPoint might be too much.
Practice the art of conversation and stick to company/organization principles/mission, department objectives, polices & procedures and your ideas for future growth with-in the organization.
Gee Todd,
that's a very 'personnal' topic to raise...but here I am...I can't resist a gr8 Q&A!!
I suppose I mean more to myself than I mean to anyone else on this planet...I can't think of too many individuals who would 'lay it all on the line' just for l'il ol' me frankly..If I don't believe in my own capacity for greatness, why should anyone else? I have returned to study to get that ever so 'precious piece of paper' (a ridiculous waste of my time, & money I just simply don't have...struggling BIG TIME) in order to advance my career prospects...Placing my profile online for the business world to 'gawk' at...Kind of makes one feel like a prostitute...sorry...
So why am I doing this then? Why are any of us doing this? I guess we all just want to be acknowledged...We all think we're 'pretty special', don't we?
That's my rant for now...flag me if you need to
Cheers :)
Mark H.
Changing how people and organizations work together
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Todd:
I use a number of things. First, I try only to affiliate myself with organizations whose values resonate with my my own. Then I try to use those values as kind of a "filter" for my actions. When I say filter I mean how I make decisions, who I hire, how I communicate, etc.
As a leader I feel that it is my responsibility to "teach" others to use these same kinds of filters to their decisions and actions.
A long time ago we created three filters for an organization I was working with- 1) Do what is right for the organization, 2) Do it as a team, 3) Get the right results.
On a personal level I try to stay current in my field. What are the trends and factors that could be effecting us in the future. What are the "obstacles" getting in the way of my staff from doing their best work and how can I remove them?
Does everyone understand our mission, their role, and how they fit into it?
I ask a lot of questions. I push constantly to be the best. I try to role model the appropriate behavior and I ask people to let me know when my words and my actions seem incongruent.
I also talk to employees a lot. What are you hearing from customers, what are you seeing at our competition or other industries that is really cool that we should be doing.
Probably last and most important I try to hire people smarter than I am (which isn't very hard) and encourage them to challenge our status quo and protect them for any fall out for doing so.
I expect every person who works for me to spend a minimum of eighty hours per year in personal and professional development. We share a responsibility to increase our value to ourselves and to our clients and employers.
Personally, I really think this is PC, dumb question
value statement? translated - how do I advertise my worth?
deliver the goods
advocate change
and talk sense...
Beside doing your job you can surprise management/board by exceeding expectations.
One thing you can do is to challenge management with your creativity and get the support needed for developmental change processes. Deliver then expected results and achievements on time.
Doing it in an effectively way puts you in a position that you should not worry much about keeping you around.
Cheers,
Adrian
Helene F.
Connecting people & ideas across cultures & disciplines... Looking for what inspires, empowers, enables...
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I usually show my value by taking initiatives and creating a momentum to get things done. I am usually an agent of change myself, so hopefully -and most of the time- I'm on board facilitating change when it is implemented. This type of activity is not however valued in all companies...
1) Philosophically - Be the change and stay ahead of it.
2) Technically: Keep taking stock of your "transferrable skills" and "job-critical skills"....At any point - you will be able to demonstrate your value-proposition and stay afloat amidst storming situations.
that's the crux of my experience. wishing you the best.
Richard T.
Master of Design--of events, fashions, games, devices, interfaces, new media, new story-programs
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Companies are so stupidly managed it is virtually impossible not to be of life and death value to them. Even the most shallow, short, cursory analysis suffices to uncover a few dozen immense mistakes the CEO is actively fostering due to limitations in his era, education, purposes, and honesty. The trick is to LOOK like you are doing the dumb ass strategies he has selected and emphasized WHILE actually doing what the organization actually needs. It turns out this is easy too. In sum, because corporations are nearly all men, all their mistakes come from swinging glands effects and are easy to solve by making systems more feminine. Read more at the links below.
Links:
- https://www.youpublish.com/richard-tabor-greene
- http://www.scribd.com/people/view/310309-richard-tabor-greene
Clarification added June 15, 2008:
The outrageousness of my answer would be easier to dismiss were it not for the 33 immensely successful corporate initiatives/ventures I generated in a six year career that was ,for me, all about playing among the monkeys (I never seriously wanted a career among them). Utter thoroughing contempt for everything about modern business prepares one masterfully to dominate and succeed at it. More monkey-business!!!
Madhusudhanan A.
Assistant Vice President at GCI Solutions Private Limited
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You show value to your company / institution, by having your customers (internal or external - who ever it may be) talk to your company about the value that you are bringing to them.
Mahatma Gandhi said :
A customer is the most important visitor on our premises.
He is not dependent on us. We are dependent on him.
He is not an interruption of our work. He is the purpose of it.
He is not an outsider to our business. He is a part of it.
We are not doing him a favour by serving him. He is doing us a favor by giving us an opportunity to do
Once you understand who you are serving and what service your are providing, do it in the best possible manner. They will talk about your value to your company. Obviously, all jobs are not external customer facing, but treat your internal service consumers on par with your with your direct external customer.
More Answers (2)
Natarajan V.
Geoscience & Mineral Exploration Consultant & Science Editor
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Natarajan V. suggests these experts on this topic:
hi Todd
(At the outset, I wish to say I think I have understood your question correctly!- If not, ignore my answer!)
Answer is partly covered in the first two lines of your question!
I am sure many CEOs and top-most bosses fail to realise their main role in an organisation and with the result they tend to downgrade their own positions and perform out of context- unintentionally though!
Any or many CEOs are assisted by a group of top-level functionaries like CTO/ CFO/ CIO/ C_O etc etc and therefore, where is the need for any CEO to go deep into their subjects or activities? If any CEO wastes much of his time in such functions- it is a pointer to his inability to realise his major role(s)- including building up your value to the organisation or in more dignified terms, make your organisation the most valuable in its field!
Therefore, the main role of the CEO should be to FORESEE pragmatically the future challenges for the organisation with a mature sense of ANTICIPATION and PERCEPTION, and DEVELOP a strategic plan for changes to the ongoing activities in the concern and also for the introduction of new and innovative activities etc. The period to be foreseen or forecast may vary from organisation to organisation, depending on their charters! Coiuld be next five to ten years!
My creative blueprint defining the outline for meeting the challenges in future and my innovative approaches to plan the strategies with a deep focus and mature foresight will be my weapons of value and I dont think any organisation which anticipates a lot of change in the future may not risk losing me as their CEO!
On the contrary, I dont think I will be at risk of my career and there would be many takers in the market for my services!
(Dream - Dream- Dream the future as my ex-President (of India) A P J Abdul Kalam used to say - is the need - not sleep!)
Natarajan, Chennai, India
Clarification added June 11, 2008:
----last but one para---
read 'may risk' instead of 'may not risk'- ----- i think i have conveyed the meaning properly-( mistqake- inadvertant!) ----natarajan
