Difficult Times Require Personal Action BY RACHEL ELAINE YOKA
next 12 months do not hold as much promise as many of us had hoped. Budgets and staff have been slashed to improve the bottom line for many firms, and may con- tinue to be reduced. Streamlined departments will do more, withmuch,much less.
T This article examinesmultiple strategies for individuals to add
value to their organizations. Challenge yourself and your staff – at all levels – to view their work, and their positions, in innovative ways. Each person holds many of the cards for his or her own success, and can work to improve their position and personal brand. Use the following rec-
ommendations, ideas and questions to take a hard look at your position, your work ethic and your firm. Decide if you are creating value for your firm and your future, or simply treading water. Not all of these concepts are relevant for everyone, but a few
may just be helpful for you. These are loosely organized into a few primary categories: Leadership, Specific Skills and The Softer Side. • You are responsible for your own
success.At any level, it is
not management’s job to encourage you to succeed and give you the tools to do it. Many great organizations offer truly amazing education and skill-building opportunities; many do not. Make your way, and your plans, regardless.Write down your goals – short,mediumand long-term– and work toward them. • Don’tmake a living, build a life. If we wake at the start of
the week with an “anti-Monday, can’t wait until Friday” attitude, we constrict our ability to succeed and shortchange the value of the work we do. Don’t just make a living, and get a paycheck at your job. You spend 40, maybe 50 or even 60 hours a week engaged in the work. Value your time, your commitment and your work enough to build a life around your personal and pro- fessional goals. • Knowyour priorities. Regularly reviewyour goals, lifestyle
and time commitments. Develop a firm and steady grasp on what is truly important for you, and prioritize around those goals. If your tendency is to guard your time jealously, and you are less engaged than you could be, consider using some of your time to engage in activities that will support and enhance your goals. • Forget your job description. Be willing to extend yourself.
Look for ways to do more to support your organization and add value. Don’t limit your activities to the bulleted list in your job description. Push the envelope ofwhat you typically do, or are told to do, to serve clients, supervisors and colleagues. Starbucks’ “Green Apron Book,” for example, asks staff to “surprise and
18 DECEMBER 2010 • PARKING TODAY •
www.parkingtoday.com
HE PAST TWO YEARS HAVE NOT been kind to the parking orAEC (archi- tecture, engineering and construction) industries, along with many others. Despite glimmers of improvement, the
delight” customers to create unique experiences – same idea, dif- ferent industry. • Read extensively andwidely.Take note of book recommen-
dations from a multitude of sources and create a reading list for yourself. Read qualitymaterial that will align with your goals. • Develop a personal
network.As you develop relationships
in your work and personal life, collect people – those who share the same values and ethics, the same type of work, or are simply like-minded. These are your “go to” people. Stay in touch, know what they are working on, and ask for their input. From these, choose a mentor who can help you, offering advice and positive criticismalong the way. • You run the day or it runs you – your choice. Sometimes
Starbucks’ “Green Apron Book,” for example, asks staff to “surprise and delight” customers to create unique experiences – same idea, different industry.
the day runs you anyway, and there is nothing you can do about it. Know what you need to achieve and work on the most critical items first, within your workload and deadlines. If you aren’t writing down and prioritiz- ing all the tasks you need to do in the day, start by taking 10minutes before you leave to summarize what you need to do tomorrow. • Get technical, earn
some ‘letters.’ Pursue and
achieve certifications and professional designations.Your intelli- gence is not a function of the letters after your name, but contacts, colleagues and competitors view you differently. In the process, you will open up new doors, andmeetmore of those go-to people. • Come toworkwith your boots on. I stole this one fromTim
Haahs, our company president, but it was perfect for this article. So much of success is dependent on outlook and attitude. If you are on a cruise ship, feel free to wear your flips-flops. If you are coming to work, to beat out the competition with better service and smarter solutions, put on your work boots. • Ask for feedback, and really listen. Get in the habit of ask-
ing for feedback on your projects soon after completion – and be willing to listen.You can do this onmajor assignments, or just ask for a “touch base” with your supervisors and principals. It reveals a propensity to improve, and allows those you work with to give you candid suggestions. • Connectwith
socialmedia.Get up to speed on the business
side of socialmedia. Learn howLinkedIn and other sites canwork for your network and your firm’s branding. Use them to reinforce your network of connections, but don’t limit your networking and contacts to online communities. •Write it all
down.Keep awritten log of goals and results, or
a journal to capture your thoughts and observations on your work and professional goals. Take stock of your accomplishments, and theywill be available as a resource for discussionswith your super-
visor.This takes time, but it’s an investment in you –what could be more worthwhile?
Rachel Elaine Yoka, CPSM, LEED AP, is Marketing Manager and a Parking Specialist at Timothy Haahs & Associates. She can be reached at
ryoka@timhaas.com.
PT
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