Short Example of a Navigator

Catalysts making decisions to hire and keep good talent look for people who: have a special skill, can generate revenue, will save them money or have experience in completing a special project.

All three finalists for a job opening fill those needs. It is “chemistry” that determines who gets it; an intangible feature that makes you attractive; appearance, personality, or pheromones it is the key to being hired and keeping a job  To keep a job the same chemistry applies. How do you develop and cultivate “chemistry?”  Do the following:

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Contribute: Add your ideas, but don’t hammer away about how right you are. Be open to dialogue. Use your ABCs mentioned in Chapter 29.  When decisions differ from your preferred outcome, be supportive. Do not mope or complain about “their” winning and “your” losing. 

Example: “King” Richard.  His president would not implement Richard’s great ideas.  He would get angry, insisted on his process, and destroyed their “chemistry.”  He was fired.  

Solicit input from others: After contributing your ideas, ask: “What do you think?” Be friendly, not combative. Use your technical expertise; do not withhold information or show someone you are right.”

See your colleagues as companions, A client once perceptively said, “So you say that we are not combatants, we are not competitors, but we are companions.” “Yesss!” I said. He got it.

 

Expedite: Offer your intellect, technical skill, and spirit of cooperation. Know the regulations, assure compliance, and keep others safe and informed of changes. Ask relevant, non-judgmental questions.  Stay focused on good outcomes and better relationships. 

Maintain integrity: Be honest but never be brutally honest. As one client said, “Being brutally honest without compassion is cruelty.” No lying, cheating, hiding information, or avoiding responsibility. It heightens stress and when you get caught, you will be gone. 

Trust: Believe that everyone is working for the good of the organization.  If trust is violated, reconsider their integrity as mentioned in chapter 21 on “How Not to Work with the Boss.”

Ask your boss: Be clear on their goals and objectives for your performance. Ask what is expected. Express your desire to meet their needs, as well as those of the organization.  

Never go around the boss: In chapter 21, “How Not to Work with The Boss,” we stated that your bosses’ boss will support your boss and not you!  If you cannot get along with your boss, you must: “Humble Thyself and Apologize” in chapter 35, “Surrender” in chapter 38 or Leave.  

Be loyal to the organization, its goals, objectives, values, and vision.  Do not speak ill of it inside or outside of the company.  If you disparage the company, you are disloyal and get fired.

Forgive and Forget. Support all outcomes whether they go your way or not. Let go of your great ideas that bite the dust. Remember that others, often those above you, have more and different information to guide their decisions, as discussed in chapter 16. “What do we Know About the Boss.” Accept their decisions, forget about your loss, and move on.