GOTJ Harvard 2011

© 2011 Great on the Job

Maximizing Success: The Early Days

Harvard Business School • April 26, 2011


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“Communication is the only task you can not delegate” - Roberto Goizueta, former CEO Coca Cola


2009 GMAC Alumni Study

Value of Skills for Current Job v. Satisfaction of Skills Learned in B-School

60%

65%

70%

75%

80%

85%

90%

Knowledge ofGen Business

Functions

ManagingStrategies &

Innovation

GenerativeThinking

ManagingDecisionMaking

Processes

InterpersonalSkills

ValueSatisfaction


It’s Not Taught…

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GOTJ Goals

1.  To convey competence, confidence and professionalism in every workplace encounter

2.  To become proactive members of your teams 3.  To “build your brand” through effective, strategic and persuasive

communication skills 4.  To stay out in front of workplace issues


The GOTJ Process

Example Language

Action Strategy

Situational Analysis

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G I F T

Generosity Initiative Forward Momentum Transparency


Agenda

1.  Not sure how to do your work Get Help

2.  Not getting great work Get Good Assignments

3.  Not sure how you’re doing Get Feedback

4.  Screw ups & stumbles Answer a Question & Raise Red Flag

5.  Not meeting the right people Networking Effectively

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1. Not Sure How to Do Your Work?

Get the Help You Need


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“What separates those who achieve from those who do not is in direct proportion to one’s ability to ask for help.”

— Donald Keough, Chairman, Allen & Company former Chairman, Coca Cola Company


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New Project

•  You are a new associate at a small real estate investment firm •  Your manager asks you to put together a business plan for a property

management team the firm is considering assembling •  You have never written a business plan before •  You’re not exactly sure where/how to start •  What do you do?


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Action Strategy

Be Proactive Ask for

Resources/ Guidance

Offer Interim Steps /

Milestones


Example Language

Resources / Guidance •  Do you have any recent/ good

examples? •  Do you have a template or an

outline I should follow? •  Do you have any

recommendations of people to speak with?

Interim Steps / Milestones •  I’d like to put together a list of

key sections for you to take a look at first

•  Why don’t I put together an outline for you to review before starting a full draft

•  I’ll put some bullet points together of initial thoughts for us to discuss

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Sales Memo

The Situation •  You have just completed three sections of a sales memo (overview,

M&O, operations) •  You are struggling with the key selling points section

§  You think the company’s strong same store sales in a down market is the key selling point

§  Jonathan thinks the company’s proven track record launching in new markets is most important

§  A third option is to focus on the company’s powerful branding campaign

You’re not sure what to do. How do you ask for help?


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Action Strategy

Start with What You

Know

State Your Intended Direction

Ask for Feedback / Thoughts


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Example Language

Start with what you know •  We’ve completed the first three sections of the sales memo and they’re in

great shape

State your intended direction •  I’m not 100% sure about key selling points– my bias is to start with the

company’s strong same store sales because…, there’s also an argument to be made re: their proven track record launching in new markets

Ask for feedback, thoughts, clarification •  Do you agree with the strong sales story or would you rather focus on the

new market launches or the company’s powerful branding campaign?


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Key Takeaways

1.  Everyone needs help at various points 2.  It’s okay to ask for help, the key is knowing how to ask


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2. Don’t Have Great Work? Get the Assignment You Want


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“A lot of people in business say they have twenty years’ experience, when in fact all they really have is one year's experience, repeated twenty times.”

— Hugh MacLeod, Author, Ignore Everybody


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Brand Manager

•  You are half way through your summer internship with Unilever and you’re not thrilled with how things are going

•  You have been managing a series of focus groups for a new Dove ad campaign

•  You’ve interacted with only two other colleagues and haven’t had a chance to get the “brand manager” experience you were hoping for

•  What can you do?


L E A R N

Learn

Excel

Assist

Redirect

Network

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Example Language

Learn a new skill •  I’d really love a chance to do some strategic analysis while I’m here:

please let me know if there’s an opportunity to work on a (marketing campaign, creative brief, breakeven analysis) in the next few weeks

Excel at something you’re good at •  I’d be happy to review the draft you’re putting together for the client

Assist a teammate •  Why don’t I reach out to the client to see when they want to schedule the

next meeting? •  We have a lot to prepare for next week’s meeting, would it help if I put

an agenda together or drafted the briefing memo?


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Example Language

Redirect unwanted tasks •  I’m enjoying running the focus groups, but I’d love to engage with the

client directly, any chance you need help presenting at the meeting?

Create networking opportunities •  I’d really like to work with R&D while I’m here. Do you know if they’re

looking for someone to help with reformulation of the body lotion? •  I’ve heard great things about Michael and Andrew, if there’s any

opportunity to work with either of them before the summer ends I’d really like to do so


Your Matrix

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Current

What You’ve Done

Who You’ve Worked With

Wish List

What You’d Like to Do

Who You Want to Work With


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Key Takeaways

1.  No one cares more about managing your career than you do 2.  There is no roadmap 3.  You have ability to “drive the bus”


3. Not Sure How You’re Doing? Get the Feedback You Deserve


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"I'm not going to tell you everything is ok and allow you to be mediocre. I played [football] for a long time; the coaches that drive me crazy to this day are the ones that told me I was good all the time. 'Well hey, you're doing a great job' and I knew I was mediocre as hell. And the guy that was on my ass, that made be good every day is the guy that I appreciate right now."

— Jason Garrett, offensive coordinator of the Dallas

Cowboys


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The Goal of Feedback

1.  Make the feedback as useful as possible for you 2.  Make the process as easy as possible for the person delivering feedback


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Asking for Feedback

•  You’re a first year associate at Bain and you’ve just been assigned to a new team to work on a strategic review for big pharma

•  This will be your first strategic review •  How / when should you think about asking your manager for feedback?


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Plant the Seed

Schedule the Conversation

Be Specific In Your Ask

Action Strategy: Phase 1


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Example Language

Plant a Seed •  Allison, this is going to be my first strategic review and I’d love your opinion on... •  Would it be possible to sit down once we’re underway to get some feedback?

Schedule the Conversation •  I know we spoke last month about getting some feedback—could we go ahead and

schedule a time to discuss?

Be Specific in Your Ask •  I’d love your thoughts on how I’m doing building the operating models? •  How do you think I’ve done managing client expectations? •  What areas of development do you think I should be focusing on?


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Solicit Action Steps

Say Thank You

Wait, Digest, Revisit

Action Strategy: Phase 2


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Example Language

Solicit Action Steps •  To improve my financial modeling, do you think I should ask for more technical

assignments or just spend more time on the ones I already have? •  Any suggestions of people I should talk to regarding client presentation skills?

Say Thank You •  Thanks so much for taking the time to sit down with me •  I appreciate your thoughtfulness and willingness to share your feedback

Wait. Digest. Revisit •  That’s an interesting way of thinking about it, I hadn’t considered that angle •  I’d like to think through all of this and come back to you in with some additional

thoughts and questions


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Key Takeaways

•  Feedback is a tool you can access to make you better at your job •  It’s your job to solicit valuable feedback; not the other way around •  Soliciting feedback can be a great opportunity to create informal mentor /

mentee relationships


4. Stumped? Screwed Up? Answer a Question You Don’t Know the Answer to &

Raise a Red Flag


The Set Up •  You are interning in the sustainability group at Nike and your team has a meeting

with Fred Krupp, president of the EDF tomorrow morning

The Facts •  Allison and James are the co-heads of the sustainability division •  Amit is the director of non-profit partnerships, he is traveling tomorrow and out

of pocket tomorrow •  You are the junior member of the team

The Call •  It’s 6:30 p.m. and Fred’s assistant calls to confirm who will be at the meeting •  You will be there but you are not sure about the others

The Call


Action Strategy

The Three-Step Response 1.  Here’s what I know 2.  Here’s what I don’t know 3.  Here’s how I’ll figure it out


Example Language

•  Here’s what I know

•  Here’s what I don’t know

•  Here’s how I’ll figure it out

•  I will definitely be there, Amit is traveling, so he’s not going to make it

•  It will be either Allison, Javier or both along with myself

•  I will reach out to them this evening to confirm and will get back to you first thing tomorrow morning


Key Takeaways

•  Nobody knows everything; the key is not to sound like you don’t know anything

•  The subtext of this strategy is that: §  I’m smart and on the ball §  I know some things §  I will get you what you want/need ASAP


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“If anything can go wrong, it will.” - Murphy’s Law

“Problems don’t age well.” Jamie Dimon, JPMorgan Chase

Raising a Red Flag


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The Facts •  You are an executive comp /benefits intern at Honeywell •  You are working on a high-profile offer for a VP of Operations who will

report directly to the COO •  Your team came up with a fair and reasonable compensation formula

based on the information at hand The Situation •  Upon receipt of the offer, Jonathan is outraged that he is being

undervalued and threatens to reject the offer •  You and your team are trying to rework the offer •  You need to tell the head of your group about the situation

HR Summer Intern


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Action Strategy

Highlight Issue

State Rationale

Propose a Solution


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Example Language

Highlight issue •  I want to post you on the status of Jonathan’s offer– unfortunately, there’s been a

disconnect b/w his expectations and our compensation calculation

State rationale (reason why) •  Apparently, our number is lower than his current comp and not on par with his

peers in the industry •  We didn’t have full information when we calculated his comp

Propose solution •  We are reworking the formula and getting additional information right now •  We’re working to get our number in line with his expectations •  I will come back to you as soon as I have more/better information….


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Key Takeaways

•  Everyone makes mistakes •  Come armed with solutions, not problems


5. Not Meeting the Right People? How to Network Effectively


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To Do List

1.  Have your personal pitch ready at hand 2.  Make the rounds 3.  Formal organizations: have your conversation starters ready 4.  Informal organizations: make the conversations happen on your own

•  Ask for quick “sit downs” to learn about what people do •  Suggest coffee/lunch dates

5.  TOUs


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Personal Pitch Action Strategy

1. Punch Line

§  Who are you? Why are you unique/compelling? 2. Back Story §  Think relevant not recent §  Skills based versus industry based

3. Connect the Dots §  Tie it all together


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Personal Pitch Example

• Punch Line

• Back Story (skills-based)

• Connect the Dots

•  Hi, I’m Jodi Glickman and I just joined the Treasury group. I’ve always been interested in global energy policy and I’m thrilled to have joined XOM for the summer

•  I loved my finance and strategy classes and

this internship is a great combination of the two

•  I actually worked at the EPA before business school so I’m looking forward to seeing the energy industry from another angle to really understand the business challenges we face


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Make the Rounds


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Conversation Starters

Recent / current project •  I just started here at Estee Lauder and I can’t wait to work with the marketing

team on the new fragrance launch •  I know you’ve worked in television and media for many years, any advice for a

newcomer?

Pop culture / sports / news •  Did you make it to the Philly’s game last night? •  Did you see the HuffPo article about Wall Street’s intellectual capital shift?

Background comparison •  I played Lacrosse at Lafayette, where did you play? •  Susan mentioned you grew up in Kansas City. I’m actually from the Midwest too


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The Inquiry: Making Connections

•  Keep it simple / relevant (stay away from macro themes) •  Make it genuine •  Personalize it


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The Inquiry: Example Language

Education •  I’m a UCLA alum, where did you go to school? •  Did you find it difficult to learn the technical aspects of the job given your non-

technical background?

Professional Background •  What did you do before joining Lilly’s corporate finance group? •  What made you leave sales and move into a marketing role at Abbott?

Practical Experience •  What do you think helped make you successful over the long-run? •  What were some of the biggest challenges you faced as a new member of the

team?


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Thinking of Yous (TOUs)

•  Send a brief email to someone with an article of interest / update on a deal / regarding a topic you discussed

•  Send someone from a competitor firm an email about what you’re working on and request a catch up at the end of the summer

•  Send a congratulations– (good news, a promotion, high profile deal, sports team win)

•  Send someone an email following up on a group conversation you were listening in on (but perhaps weren’t actively engaged in)


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Putting It All Together

•  The sum of all interactions will combine to create a collective impression of you by others

•  It is in your control to make positive impressions on your colleagues in every workplace interaction

•  Perception is arguably as important as reality


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Top 10 List

1.  Get an Offer! 2.  Introduce yourself to everyone 3.  Ask people “do you have a moment?” 4.  End every conversation with forward momentum 5.  Don’t wait until the end of the summer to ask for / get feedback 6.  Don’t ask a question in a meeting you can find the answer to online 7.  Come armed with solutions not problems 8.  Reach out once before internship to ask if you should do anything in advance 9.  Stay in touch with people who didn’t hire you via email

–  Before summer starts– where you are going –  End of summer – how your internship went –  Fall 2010 – what you’re looking to do when you graduate

10. Email me at [email protected] with questions


Thank You!

Summer Intern Boot Camp www.greatonthejob.com/summer

[email protected]

www.greatonthejob.com/blog

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GOTJ Harvard 2011

Education

companys strong

action strategy

key takeaways

key takeaways

sales memo

store sales

id love

ill figure