Winning at Work--When doing a good job isn't enough

 
"Gray Tree"   by Piet-Mondrian

 

When doing a good job isn't enough

 by Connie Glaser §                          

Work hard. Do your best. Know what's expected. Create value.

Isn't this what we were taught? And since we are smart, capable and doing all the right things, we will get ahead -- right? Well, in today's complex workplace and competitive global marketplace, here is a startling piece of news: it is not enough.

According to Karen Benjack Glatzer, founder and CEO of GH Consulting, an Atlanta executive and leadership coaching firm, "Many talented executives and rising stars are making a mistake. Sure, hard work is critical and creating value is essential and yet, these things are not enough. They are a foundation, and you better have them. But people who are interested in building a career and leaving a legacy also have to be skilled in 'cultural astuteness.'"

Benjack Glatzer defines culture astuteness as "the ability to get out of your office and your comfort zone, and navigate smoothly through the cultural nuances of your specific company." A person who is culturally astute builds bridges with all kinds of people, understands the land mines, and is interested in mentoring others in a way that aligns with the company's culture.

Kevin Hummel, Ph.D., organizational consultant and founder of Lighthouse Consulting Group, agrees. Being culturally astute, Hummel says, also means being able to move your goals forward in a way that is not seen as self-serving. Rather it's done through a combination of direct communication, influence and asking other people to be your advocate or champion. This means that people interested in career advancement have to get out of their offices and spend valuable time getting to know people inside and outside of their company.

Forging close relationships that are mutually beneficial is essential. Offer to help others and be specific about how you want others to help you. It's not enough to keep your nose to the grindstone creating A-plus work. "While you want to do your best," Benjack Glatzer advises, "your best must also include building and fostering relationships in a way that benefits all stakeholders: you, the other person and the organization."

Case in point, Steve, an up-and-coming executive at a software firm was frustrated that he had been repeatedly passed over for a vice president position. Steve had outstanding technical skills and felt that his track record of accomplishments should speak for itself. Modest by nature, Steve wasn't a big self-promoter. He typically ate lunch at his desk to get more work done -- inadvertently passing up the opportunity to network and engage with company decision-makers.

Through a coaching process, Steve came to understand that he needed to be more strategic to succeed. He put a plan in place and effectively worked it in a way that fit his organization. He built bridges. He got others to lobby for him. He volunteered to represent the company on a citywide panel. He was promoted to VP within six months of starting to work his plan.

Management gurus agree that being culturally astute is an integral part of today's business success. This includes being comfortable with less than perfection, building relationships with deep connections, and developing an informal "advisory board" along with a team of champions who talk you up in a realistic and genuine way.

The traditional ingredients for a successful career require combining technical and interpersonal skills, along with emotional intelligence. Mix in cultural astuteness, and you've got a recipe for success in today's workplace.