TouchPoints: Somebody's Watching You

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From the Field
Fields Of Success Newsletter

September 23, 2009
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FIELD Alert!!

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In October and November, Fields of Success will present the first in a series of virtual events to allow you direct access to "The Field", namely ME! What a great way to position yourself to start 2010 armed with the resources you need to move your career forward.

Save the Date: Tuesday, October 13, 2009 8PM (EST) and make sure you (and your peers) are on our mailing list so that you can take part in this FREE opportunity!

Dear From the Field Subscribers,

The management of people is essential to the success of organizations and companies. (Okay, this is an apple pie statement, but is it so true!) One of the key components of People Management is the evaluation of talent to ensure that the skills of individuals are matched to the skills required for the success of the organization. Talent evaluation sessions address needs such as planning successors for key positions and the development of the individual skills required for the company to execute its business strategies. Organizational talent evaluations can range from formal and recurring sessions to informal and sometimes ad hoc sessions. The results of the sessions do impact individual careers no matter the level of formality or frequency.

I participated in numerous sessions during my over 30 years in the business world. This edition of From the Field shares an observation of the talent evaluation process that may help you with the management of your career.

TouchPoints: Somebody's Watching You

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A common result of the talent evaluation process is the ranking of individuals according to two (2) criteria, their job performance and their potential for advancement. Job performance is straightforward and documented. Potential for advancement tends to be subjective, based on the perceptions and opinions of the evaluators.

My colleagues and I would sometimes enter talent evaluation sessions certain of the rankings that individuals within our groups would receive. I sometimes thought ahead to the favorable news that I would communicate to a subordinate. "You are ranked very favorably in the organization. Keep on doing what you are doing." And, I thought of the feather in my hat for being known as an outstanding developer of talent!

Then the rug would be pulled from under my great expectations. Individuals with whom my subordinate may have had minimal direct interaction had formed less favorable opinions or assessments of the subordinate than me. On different occasions, these individuals included my superiors, peers and members of the human resources support staff. I refer to these individuals as career brokers, individuals who can decide or influence promotions and assignments. In the instances of downsizing and reorganizations, individual employee rankings resulting from the talent evaluation process determined which individuals would be retained and which individuals would be terminated.

I learned that how career brokers view you is a very important factor in your career. I refer to the occasions of observation by career brokers as TouchPoints. TouchPoints can occur either through direct or indirect interaction. These points of observation are stages that allow you to demonstrate your capabilities and potential for advancement. You may be performing before a talent judge and may not realize it. Touchpoints include an your:

Communications (email messages are key TouchPoints)
Conducting of meetings
Participation in meetings
Presentations
Efforts to get approval or support of your ideas and proposals
Demeanor (how you respond, greet individuals, interact with others, etc.)
Attire

How well are you managing your TouchPoints with your career brokers?

Is your Personal Brand evident as you experience TouchPoints with career brokers? (Check the January 14, 2009 edition of From the Field.)
- Are your actions and words reflecting what you stand for?
- Are you demonstrating the value you offer?
- Are you demonstrating your uniqueness?
Are you presenting yourself in light of where you want to advance in the organization or where you are now? (How often have you heard individuals say "I have difficulty describing the traits and attributes of a future manager or executive, but I know one when I see one".)
Would the career broker hire or promote you based on his/her TouchPoints with you?
Do you know who the career brokers are in your organization? (Who are those talent judges?)
Are you establishing or managing effective relationships with key career brokers in your organization?