In the absence of orders, initiate appropriate action.
I have a client who is both a trainee stockbroker at one of Manhattan’s larger firms, and a former Marine. One day he was in the men’s room, which was littered with paper towels. He began picking them up. At that moment, one of the directors came in and asked him what he was doing. He said he was picking up paper towels. The director asked why. He said because they were on the floor. The director pointed out that this wasn’t his job. My client agreed but explained that the Marine Corps had instilled in him: “In the absence of orders, initiate appropriate action.”
Suffice to say this seemingly insignificant display of initiative did a lot to enhance his reputation with those occupying corner offices. Similarly, a show of initiative on your part—in ways both large and seemingly small—is a great way to move up in the ranks.
Lead a team.
Few jobs these days are about working in isolation. More often, they require people skills that are as strong as any technical skills you might have. Given this, showing you have the ability to motivate your co-workers is a strong indicator to C-level executives that you’re ready to be one of them. With this in mind, I strongly recommend volunteering to head up—or initiating—a team project. As you work, remain aware that your people-skill results will matter as much as any impact your work might have on the bottom line.
What’s the easiest way to provide motivation and inspiration for your team? Praise them. Again, I’m not asking you to be effusive. It can be as simple as, “Good work today,” as they leave the meeting. I think, however, that you’ll be surprised at the difference this makes in their willingness to go the extra mile—and their improved performance will only reflect well on you.
Ask for it.
For many of us, the idea of asking outright for what we want or deserve is extremely foreign. But asking for what you want is a must. Not doing so means you’ll be disgruntled, and no one wants an employee with a chip on his shoulder.
Given this, I recommend:
- Making an explicit appointment to discuss your request.
- Providing concrete examples of how you have contributed to the firm’s success.
- Having a specific salary figure/title in mind.
- Most importantly, however, I recommend recognizing that, more often than not, “no” is just information—not a reflection on your value to the firm. In fact, it’s more likely a reflection on the history of the position, or the current balance sheet of the company.
Why is this important? Because making requests with this in mind will help you remain relaxed throughout the conversation. And when you’re at ease it’s easier to roll with the punches—to think strategically and convey confidence and humor, essential elements in the negotiation process.
