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1. Our strengths
2. Incidents from the past
3. Feeling that you are not being recognized for the contributions that you can make
4. Difficult relationships
5. Lack of understanding of organizational or company culture

I once read a simple but profound statement on a sign in front of a church. The message was "The past is a reference, not a residence". We, too often, let our experiences or incidents from the past cloud or inhibit our recognition of what is happening now or pertinent to the moment. If you had an unfavorable experience with a similar idea or project in the past, think beyond the outcomes to what caused the outcomes. Ask questions to understand the assumptions, circumstances or situations related to the current idea, project or proposal before rendering an opinion, especially criticism. Every moment provides the opportunity to demonstrate our wisdom and prudence or a lack thereof.

You have completed your bachelor's degree, earned an MBA, earned Six Sigma certification or accomplished any of a variety of things. You are hoping to advance in your company or organization. However, you may find that your manager, executives in your organization and your peers do not recognize or acknowledge your accomplishments. You seek opportunities to demonstrate the knowledge and capabilities that you have acquired. When opportunities are presented, you want to seize the moment.  And, you should take advantage of these moments to show what you have. However, be prudent.  Work is a problem to be solved. That is why you were hired, promoted, given certain assignments and compensated. It is not the degree, certification or training. It is your ability to use these things to solve problems.  Ask questions and take note of what is being said to facilitate your understanding.  Determine the problem to be solved. Then, focus your statements and comments on the solution. People recognize your capabilities when you solve problems.  (You can tell others that you can run 100 meters in 10 seconds.  They will believe you when you run the 100 meters in 10 seconds.)

We seek to have good relationships with others. However, there are some individuals with whom we will never have a good relationship. This may be due to conflicting personalities, issues that other people have (e.g., some people can start a fight in an empty room!), or a number of other factors. Without careful thought, you can focus on the individual and not the idea, suggestion or proposal. Do not let your opinion of the individual drive your comments. Think of the idea or proposal as if you were reading a document from someone you do not know. Think of the idea or proposal as one from your boss, your boss's boss or someone highly respected in the organization. Bad relationships are like unwanted baggage. Leave them in baggage claim. You don't need them. 

The culture of your organization or company defines what behaviors are acceptable. Companies have rules or ways to discuss and even contest ideas, suggestions and proposals. When you throw a boomerang that sails outside the rules, you damage the way you are viewed. The company with which I worked in the Northeast had a culture that was significantly different from the companies with which I worked in the Midwest. In the Northeast, my superiors, peers and colleagues would go at one another as if they were working for competing companies. It was believed that unconstrained discussion yielded more ideas and options. We would argue and then have lunch together as if we had just returned from a happy family reunion. At the companies in the Midwest, contention was frowned upon. A contentious discussion or response could permanently damage a relationship.  I had to condition myself to avoid throwing boomerangs in the Midwestern companies. 

How can you recognize or understand the culture of your company? Many people will advise you to read statements of your company's values. These statements are intended to guide the way individuals interact with one another. Reading values statements can be a source of confusion. The values statements for the company in the Northeast were very similar to those of the companies in the Midwest. However,  behaviors were different but acceptable within each company. My suggestion for understanding the culture of your company is to watch the people who are promoted, especially into senior management positions. Also, watch the individuals who are hired from the outside.  Companies do not promote nor recruit individuals who do not reflect the culture of the company.

For years, I have kept a saying in my offices.  That statement was my precaution for boomerangs.  It read:

Linwood Bailey
Principal
Fields of Success
Career Management Partners