As I get a little more distance from my recent job hunting experience, I plan to write deeply about the tactics, strategies, and emotional management issues needed for success in finding Soulful Work.

One of the best things a professional can do is do is cultivate their network. How many times do we hear that? Sorry, it’s still true. The catch is that a solid network takes time to fully cultivate and requires a farmer’s patience toward his crops. It’s not one of those things where we can just say, "Okay, I’ve planted the seed. Now grow dammit!"

Louise at Blue Sky Resumes has very good advice for how to build a professional network. Rather than begging for a handout (or a job prospect), turn it around. Give first and then seek to receive.

The easiest way to nurture your network is to focus on what you can
give, rather than what you can gain. If you make it your business to
offer help, others will be only too willing to help you in return.

Our networks are personal relationships built on trust, common interests and a patient intention to know the other person. Rosa has connected me to her growing Ho’ohana Community. Wayne and David have sparked my re-interest in LinkedIn as a networking tool (here’s my profile). The beauty of these networks is that they are rich in diverse folks from very different backgrounds, industries, perspectives…you name it.

So, look to cultivate your network not as a quick "what can I get from you?" tactic but as a way to connect deeper with other folks who can add to your life. And actively try to add to their lives. With all the violence and senselessness that surrounds us, we can never have too many caring friends and colleagues.

While most folks probably belong to a professional association (if you’re like me you belong to several), not many know exactly what happens inside one. There’s a whole big group of us association professionals who manage the various workings of the organization. It’s us association staff who send you your membership card, deliver the conference or training, and publish the magazines. And that’s just for starters…there’s a whole lot more involved.

Take, for instance, my position as a membership professional. What do I do? The beauty is that it is highly cross-functional work where I delve into areas such as marketing, customer service, and product development. As I work my way up to the Director level, I’m now heavily involved in internal organizational management which includes areas like budgetary responsibilities, staff development and coaching, and workforce effectiveness. Then, there’s external leadership priorities as I work with various volunteers, committees, and the Board of Directors. So in all, it’s incredibly challenging and exciting work for someone who is a student of organizational management and behavior.

For instance, one particular challenge that association professionals face is managing volunteers and member leadership. This becomes particularly sticky when it comes to introducing necessary changes. How do you develop and guide change initiatives targetted at groups that are really your customers? You might say that associations are much more like a democracy where the member is a functional citizen of the group. To this point, many members have access to and input into the direction of an association that customers of a for-profit do not. It’s a thorny issue and one in which I’ve found very few resources.

Another interesting difference between non-profit and for-profit is their focus. I remember when I was interviewing a few months ago, I met the hiring group of a for-profit business consultancy that specialized in helping executives develop creative solutions to their problems. Early in the meeting, I was asked, "What do you think you could bring to the firm that’s valuable?" Bear in mind, I’ve been working in non-profits for most of my professional life. I proceeded to talk to the hiring group about how my values seemed to be in line with their values, how my unique talents could help their clients be more creative, and how my passion for organizational effectiveness could be a real asset to the firm’s growth. The lead interviewer then said, "That’s very nice. But what exactly do you bring that will contribute to our bottom line growth?" The problem was that I answered their initial question like I was interviewing with a non-profit. And there’s another difference: associations tend to be mission-driven while corporations tend to be profit-driven.

This difference does tend to get us association professionals tagged as unsatisfactory candidates for corporate jobs. I recently had lunch with a colleague who lamented that he simply couldn’t get a for-profit company to even open the door for him. Interesting since he has quite a track record in operations, marketing, and public policy development for some medium-sized associations. Yet I understood since I received this same treatment by nearly all company executives with which I met. Even though I have a strong marketing and customer service background, because I didn’t develop them in the corporate world, these accomplishments are diminished somewhat. Could be that it’s a matter of better educating others about the work that we association professionals do and how it translates to the for-profit sector. I’d be keen to hear impressions and thoughts on this issue.

Well, that’s a little about the association executive’s world. Undoubtedly, there will be more to come in future posts. I believe for my next post, I’ll dig more into the details of what a membership professional does within an association. Feel free to ask questions either through the comments here or send me a personal email. Hope you find it all interesting and educational.

We all know what language we can and can’t use in civilized society. For instance, most of us know that it’s unacceptable to pepper our department reports with profanities at the staff meeting and to tell an unforgiving or pushy customer to go #$&@! themselves when they get abusive. It’s generally recognized that it’s simply not how things are done in business. Yet, this language is relatively mild compared to other words that we tend to use loosely and without thought on a daily basis.

So while George Carlin has his infamous seven dirty words, Bill Werst at Growth Associates has his ten dirty words that interfere with successful communication, motivation, and personal success:

1. TRY
2. CAN’T
3. IF
4. FAIR
5. THEY
6. WHY
7. SHOULD (OUGHT)
8. UNDERSTAND
9. BUT (HOWEVER)
10. RIGHT

Not so dirty, but we do tend to use them innocently enough in our daily communication. Bill offers more detailed explanations for each word and its misuse and then some more powerful alternatives.

Anyone who knows me quickly learns that I have a major problem with #9 – But (However). Nothing peeves me more than having someone tell me how interesting, resourceful, fantastic, etc. an idea is only to completely negate everything with a BUT. The problem is that we’re taught to start criticism with a positive before we get into errors or other stuff that really should have been done (which is #7 on the list – see, these words can be compounded for maximum ineffectiveness).

This week, watch your language. Just as you won’t tell an employee that they really f’ed up this time, don’t tell them that they should be a more responsible worker. And help your staff mind their words as well. It could be the difference between okay customer service and WOW-inspiring customer service.

Week One of my new work challenge is complete. On the first day, I rode up the escalator from the Metro (Washington’s subway system) and was in the middle of the city. I’ve lived in the metropolitan area since 1997 – mostly in the ‘burbs, but have never really worked downtown. Let’s just say that I felt a certain energy, a juice from the environment. Yes, DC is a go-go kind of town, but the all activity is really kind of fascinating to be a part of. Well, at least for now in my wide-eyed wonder. I’m hoping that I can hold on to a portion of this fresh curiosity as the natural routine sets in over time.

Not surprisingly, there’s been so much to learn and grasp over the past week. Perhaps it’s my experience finally kicking in; rather than anxiously thinking, “Yipes, there’s so much to learn so quickly,” I seem to be easily thinking, “Yep, there’s plenty to learn and it will all come in time. It’s not a sprint, it’s a marathon.” Could also be my curiosity and sponge-like zest for learning.

I also better understand how I learn new things. For me, my preference is to get the bigger picture first. Show me the broad ideas, then I can begin to piece together the why behind things. The details and fine nuances will come with time. I know that this is different for everyone and is what makes new staff orientation such a challenge. As with anything, a “one-size-fits-all” mentality for introducing new staff to an organization simply doesn’t work. My new workplace and its staff leaders understand this and have made me a crucial part of designing my own orientation. It’s among the many things that they do well and is a tribute to their organizational effectiveness.

An important aside, many thanks to all who left comments to my previous post seeking input on what to do to make the first week/month a success. It’s not too late. As I mentioned before, I’m strongly considering writing an article to help new managers enter this critical and exciting time in their career.

Be well.