New-Kid to New VP in Three Years

Going-To-Lunch as an Effective Career Development Strategy

By Rachel Gustad with Vic Downing

© Global Advantage, Inc. March 2007

Have you ever been “the new kid?” It is stressful… and the longer you have the “new kid” brand, the longer you will be on the sidelines career-wise. It is possible to get rid of the “new kid” brand… and it will require you to reach beyond your comfort zone.

No special connections… just time.

When he started his new job, Kris had no special “connections.” He was one of many seen-one-you’ve-seen-them-all Analysts. Fortunately, he knew that delivering superior performance was essential to his career-success… and he also knew that superior performance alone would not be enough. So, Kris decided to invest as much in getting to know the people as he invested in exceeding expectations and figuring out the products and processes.

First he sketched-out a plan to launch his department—not just himself—into the spotlight. The idea was simple: he invited one new person to lunch each week. He had two goals: (1) get to know that person as a person and (2), set the stage for promoting the department by adding value in other parts of the organization.

Here are Kris’ eight steps:

1. Boss and Business First: Kris started with his boss. He invited his boss to lunch and set the agenda in advance: “I’d like to take you to lunch to learn a little bit more about our team’s deliverables and your view of our customers.”
2. Who’s Who? He always asked a “Who’s Who” question. “Who leads the XYZ team?” “Who is on the XYZ team?” Et cetera.
3. Challenges? He always asked, “What are your top three business challenges? Why are they challenges? What are the consequences of success? What are the consequences of failure?”
4. What Can I/We Bring? He always asked, “What can I/the team I’m on do to contribute to your success?”
5. Can You Introduce Me? Towards the end of lunch, he always asked, “Would you mind introducing me to at least one other person you think I should get know a little bit better?”
6. The Person Matters: Kris always set a goal to understand at least three non-work items about each person, for example: number of children, favorite vacation spot, favorite nearby restaurant, childhood hometown, birth date, et cetera.
7. Good Notes: Immediately after each meeting—and not during the meeting—Kris made notes of what he had learned.
8. Thank-You Note: Kris always followed each meeting with a thank-you note and immediately set the appointment for the next lunch, and then he repeated steps 1-8.

Kris continued this process for several weeks. At first he met with one new person each week. After a couple months he slowed his pace to one lunch every two weeks and then to one lunch every month because he and his colleagues were now in great demand. Kris knew “it was working” when someone from a completely different part of the organization left this phone mail: “Kris, can I have lunch with you? I would like to get to know you and your department and how we might work together.”

After one year of hosting lunches, and only 14 months after starting his new job, Kris was awarded the company’s highest, individual Corporate Award, The Gold Ring Award, aka Employee of The Year. Three years later—and armed with superior work-performance and a solid understanding of the organization and the business—Kris was appointed Vice President. Today he has a team of analysts working for him.

“I am successful because I genuinely want to know people and genuinely want to know the business… and because I am willing to schedule—and buy—lots of lunches!”

Kris

Track Record

30 years experience… North America, Asia, Europe… BioTech, Transportation, Distribution, Health Care, Manufacturing, Wholesale, Retail, Construction, Financial Services, Software… Sales, Service, Marketing, Environmental Health and Safety, Human Resources, Information Technology, Customer Service, Technical Services… CEO, CIO, CFO, Line Manager, First Line Supervisor, individuals, teams, virtual teams… find the problem, design the event, facilitate the meeting, train, inspire, build the process, fix the process, develop in-house expertise, listen, keep confidences.

Vic Downing
President, Global Advantage, Inc.

Sample Assignments

In two years increase per-square-foot net profit of a retail chain by more than 30% while expanding outlets by 10%… and be recognized as the number one quality vendor in the industry.

In one year reduce $300,000,000.00 operating budget by $47,000,000.00, not including savings associated with reduction in force.

Convene North American-Western European-Asian summit to resolve operational and cross-cultural issues that were impeding performance. Walk away with an integrated, measurable plan and a unified team with an extremely high level of rapport.

Jump-start a high potential manager whose performance was neutralized by the inability to delegate.

Prepare a Senior Vice President to plan, announce, and successfully manage two downsizings in six months, while improving the performance and loyalty of top performers.

Ramp-up emerging, high-technology production by 300% in 12 months while shortening cycle times, reducing waste, and improving morale.

http://www.globaladvantageinc.net/

“When the clock is running, there’s money on the table and reputation on the line, Global Advantage makes sense.”