Dear Office-Politics,

I am writing on behalf of a group of diverse and hardworking coworkers among whom morale is at an all time low. Our often bumbling managers have a history of granting knee jerk behind the doors promotions, creating new positions without posting them and making surprise staffing changes. Some of us have had four different supervisors in five months. After a recent escalation of this behavior the office crab complained that these job changes were never posted. Alas, when a management job opened up, this time upper management briefly posted the job but quickly gave it to the complainer.

The office crab is a highly opinionated snob who glowers and sulks and spies, tells tales and criticizes everyone in writing to upper management. She glowers, e-mailing unsolicited and scathing critiques to peers about their conduct and work product. This individual who is highly disliked has a pattern of making herself superior by contrasting herself to the rest of us.

We have tried to ignore it but now we face certain sabotage, both individually and as a group. Short of hiring a hitman or spiking the coffee with Xanax how do we deal with this? We find ourselves already dodging bullets right and left; people with sterling reputations are being undermined and find their work product and peace of mind attacked in new and startling ways.

Help!

Victimized by a Crab

Dear Victimized,

The answer to this letter is the same as to every question in our workshops when someone raises a “What should I do about…” query, and that answer is…. “It depends.” Of course, there is no way we can truly know the power structure of your company, the behind-the-scenes dynamics, whether your antagonist is respected or just put up with by her superiors, the consequences of various action options, etc. So, I will share impressions, but they are only meant to map out options, not prescribe solutions. Still, often the perceived lack of options creates entrapment feelings, so hopefully the following is at least a bit liberating…

A Rose is a Rose is a Rose, and a Pig is a Pig is a Pig.
Sorry to be so crass, but “the Office Crab” clearly is a destructive, overly political, sabotaging, dark cloud, loud-mouth and under-performing know-it-all. Other than that, she sounds like a great gal! The knee-jerk reaction with such bullies is to either give in and “put up with” it or “put down” the jerk right back, but these extremes will just make you a perpetual victim (if you meekly accept the abuse) or part of perpetuating the toxic environment and culture of incompetence (if you stoop to her level of maturity). Also, if you reactively strike out, you may earn a reputation of being the real saboteur and negative force. This even happens in sporting events in which the first athlete fouling another is often not penalized–– instead, it’s the retaliator. So hard as it is, try to practice verbal discipline and restraint (at least in public) so that you can better assess the landscape, analyze the possible reasons her outlandish behavior is being allowed, and strategize accordingly. But rest assured, you’re not crazy. This person is a clearly disturbed tyrant and you have a throng of people who can provide testimony to that sad fact. So at least grab some peace in that knowledge. Now what??

In Your Dreams: A Coaching, Training, or Organizational Development Approach.
In companies with competent top management, the first line of defense with this kind of person is for the organization’s management and human resources department to bring in a coach or counselor to work individually with the abrasive person who has now risen so high, her behavior is now too visible to be overlooked. Serious consequences can be laid out, and the person’s job is put on the line. We know we’re now back-pedaling to think this old dog can learn new tricks, but who knows? Maybe her sad life and own sense of being burned by life has creating her lousy life script in which she now dumps on others as she’s felt since she was a tiny crab.

If we can crack through her obvious cynical crab shell, perhaps she could be impacted to think before she writes a trash-mail:

(a) does this help the company?,
(b) does this help our clients/customers?
(c) does this help the person I’m writing/telling? and
(d) does this help the person I’m writing about?

Obviously, most well-meaning people can be coached and trained to filter their actions through these screening questions to realize if the answers are “no” to a question, then perhaps the email or memo is not appropriate. But your antagonist clearly most likely won’t bite; still, you never know, and I’d be remiss to just assume her behavior is impervious to common approaches until tried.

A second route is for individuals around the offender to develop strong feedback and interpersonal skills to manage the buffoon as well as positively impact the team and enterprise in many other ways. So communication skill-building need not be positioned remedially, but as developmentally needed for all to benefit. This approach is a bit subversive, since the intervention’s real purpose doesn’t even get named as far as the Crab is concerned. The needed learning objectives are communicating skillfully about any workplace destructive pattern of behavior, how to forge clear agreements about inter-employee treatment, and conflict management. The best book we know for teaching this set of assertive, constructive confrontation skills and conflict management actions is People Styles at Work: Making Bad Relationships Good and Good Relationships Better, by Robert Bolton, and there are many excellent consulting firms that address workplace toxicity through team focused communication skills training and open discussion of problems (e.g. Ridge Training, the Forum Corporation, and others). Finally, effective company management often handles workplace morale problems by assigning external or internal Organizational Development experts to implement serious interventions such as structured confrontation meetings, mediations, employee surveys to tap and understand attitude and morale, and other team-building strategies.

Understanding The Truth About Top Management is Critical.
But you imply or state conditions that lead me to be skeptical about such approaches as ever being “in the cards,” since such positive solutions demand enlightened management, and yours seems to be lacking in one or both of these next ways:

Old World Habits and Worst Practices (versus Best Practices)
You describe management as being so incompetent or old-school, that I’m reminded of the days of the Industrial Revolution, before participative management, quality circles, or even suggestion boxes. It’s always amazing to hear of such anachronistic work cultures still existing where employees live in fear, darkness, and autocratic atmospheres to the detriment of productivity and morale, but it sure sounds like that’s the case. So top management may be too unskilled, complacent, or unevolved to see the need for change. Your seemingly traditional management probably needs a wake-up call or some new and healthier blood before they are likely to bring in a coach, install company-wide communication improvement programs, or launch wide-scale interventions to address such problems. Sad but true.

An Overly Political Shark Tank
Sounds like this downward spiral has gone on a long time. The complaining and “squeaky wheel gets the grease,” which means that management is either in denial and turning the cheek because they are too unskilled or too weak to take action (Old World and Worst Practices), OR they are colluding with the bully as part of a highly political, cut-throat company political environment. If that’s the case, you must consider what possible hidden agendas and private alliances might be going on. Is the Crab being allowed to continue un-monitored for a darker reason? We’ve seen everything from bribes, threats, blackmail, affairs, unethical or illegal behavior being hidden, and worse. We’re also not clear how large your company is, but if it’s a smaller, family oriented scenario, you’re into a whole Pandora’s Box of possible dysfunctional dynamics that can fester for years because the organization is so insular. Am I cheering you up??

So depending on your answers to what’s really going on (is it mere management stagnancy and incompetence or more conniving fueling of this overly political behavior and culture?), make decisions about possible next steps. If the super political scenario is percolating, you are on thinner ice and may make lots of enemies, so only act in numbers and after very careful weighing of the risks. Network to see if anyone in human resources can be trusted to sort through the options. You’ve been around long enough to hopefully have enough direct knowledge or input through a trusted network to diagnose the situation.

Is It Safe to Play Hardball with the Crab?
If it’s not a Shark Tank scenario, but merely old school, incompetent management, it might be safe to gather data with others to approach HR and management with a request as described above to either censure, train, coach, move, or terminate the Crab. Consider petitioning management openly or anonymously about the need to protect yourselves and the company from this dangerous person. After all, from the looks of things, it’s really tough to imagine Crabby ever getting any real work done herself during his full-time espionage, so you may be able to make a strong case for how little she contributes and where the company would be without the people she targets. Couch anything that could be interpreted as a threat under the umbrella of wanting to protect the company. Remember, you must first be sure you all are solid, strong workers with a stellar reputation as delivering product and results, and not just whining complainers. You must also document every foul deed verbatim by the Crab, and all be willing to suffer the consequences if it turns out she does have management in her hip pocket.

I once discussed with a person his planned launching of a crusade by writing a letter under the auspices of rescuing the organization from a similar misguided cross between Napolean, a KGB spy, and the Emperor’s New Clothes’ impotent but self-important ruler. He was writing that he was concerned about company welfare since in his graduate studies he’d read many times that helpless workers revert to unions, work slowdowns, or sabotage. He would describe the days of the Industrial Revolution, when the French word for “sabotage” gained special meaning from its literal translation, “to throw in one’s shoe,” which is what factory workers did to the factory machines to cause a massive breakdown. The abused letter-writer also wanted to reference modern times, when to deal with an injustice in the face of helplessness, workers have often banned together to take action. A few years back, the top 60 financial advisors in the Fixed Income Division of Credit Suisse staged a mutiny against a command and control top manager by defecting to rival Barclays, taking the firm’s key accounts and clients with them. It cost John Mack, at that time CEO of Credit Suisse, millions in inflated pay packages to woo back those who jumped ship.

I’m not suggesting such open action against the company, since management seems more like buffoons and bozos than commanders of the Evil Empire. However, you might consider playing tough with the bully by banding together and going around her to top management. Frankly, we think you may be safe fighting back even though she is manager since:

1) You say the only reason she became manager was that she complained. Perhaps decision-makes just said, “OK” to get her to shut up. I have not heard any evidence that she is truly a powerful wheeler-dealer, or in the inner circle, is she?
2) You have not cited anything bad as happening to the Crab’s targets, even those you say had their reputations trashed by her. They are still around, haven’t been demoted, haven’t gotten pay cuts, or been censured/disciplined by anyone other than the Crab, right? Could I be correct that perhaps top management takes her groaning and badmouthing with a grain of salt and you all can relax more?

Grin and Bear It?
If you ARE swimming in a shark tank, meaning it’s not only the Crab, but most of top management who are allowing or even encouraging such destructive behavior, then OUCH –– she has more power and manipulative skills than the possible “Hardball” strategy assumes. Be far more careful and consider finding ways of living with the situation until you can leave. Don’t kick yourself. It’s not as if you’re naively doing “water ballet” in the shark tank, because you see the situation for what it is and are not in denial. But you may need to “tread water” and play the game with the Crab, and fly low under the radar. Make as many connections with other powerful managers as you can and become invaluable.

Call the Crab’s Bluff? Finally, it might be a scenario in-between the above if it’s not a dangerous shark tank where this bully can take anyone out (she hasn’t, has she?), but you won’t get anywhere with appeals to HR or top management for action, so there is a window of opportunity to have fun with treading the water. Here, you use humor and provocative responses but playfully. Make it not matter. If she can’t fire you, management does not act on her diatribes, yet they are too lazy to control her, then bleed your ego from the scene and have fun. Here are a few “fun flavors” of putting up with this behavior, which you can choose from depending upon how much power she really has, and how smart she is:

1) Just ignore it and trust her trash isn’t really hurting you, so “this too shall pass.”
2) Write her or request a meeting, and thank her for the feedback, even eliciting advice on what you can do to address your performance gaps. If enough people do this, who knows? Maybe she’ll have her hands too full to have time to target her next prey!
3) Again, keeping it within the team, gather every single victim and similarly request a group meeting to all express how sorry you are about her disappointment in your contribution and BS her over-blown ego with how much you need her guidance about what to do. We’ve actually known of power tyrants so full of their own hubris that they become intoxicated by the flattery and calm down in appreciation of someone finally valuing their wisdom!
4) Gather all of her written letters and emails, bind them, and approach her saying you know a publisher of business books who might be interested in these case studies of incompetence and you’d like her to coauthor a book with you. (We actually have a client/friend, T.T. Douglas, who has chronicled a small volume of the many clods for whom he’s worked and published these under the title of One Hundred and Twenty Five Corporate Management Types, Plus Two) as a form of coping and catharsis.

Thanks for writing to Office-Politics.com.

Sincerely (and Sympathetically),

Rick

Rick Brandon, Ph.D. and Marty Seldman, Ph.D. Co-authors,
Survival of the Savvy: High-Integrity Political Tactics for Career and Company Success

Rick Brandon, Ph.D. and Marty Seldman, Ph.D. are Co-authors, Survival of the Savvy: High-Integrity Political Tactics for Career and Company Success. Dr. Rick Brandon is CEO of Brandon Partners. He has consulted and trained tens of thousands at corporations worldwide, including Fortune 500 companies across a variety of industries. Dr. Marty Seldman is one of America’s most experienced executive coaches. His 35-year career includes expertise in executive coaching, group dynamics, cross-cultural studies, clinical psychology, and training.

BY JOHN A. CHALLENGER

Students preparing to enter or return to the nation’s colleges and universities in the coming weeks would be well advised to consider educational paths that lead to careers in burgeoning fields related to the environment, ecology and alternative energy.

These areas are expected to fuel significant economic growth and job creation over the next decade, rivaling that of the late 1990s dot.com boom and the housing boom of the early 2000s.

As $4.00-per-gallon gasoline and growing concern over global warming spark calls for short-term and long-term solutions, more and more companies are going “green,” not only with their products but also with operations. The movement is creating increased demand for workers in so-called “green-collar” jobs in the form of engineers, architects, project managers, and consultants. As this trend continues, more workers will be needed to implement designs and build projects, potentially creating thousands of jobs.

What’s the forecast for Green Jobs?
A recent forecast issued by the American Solar Energy Society reported that renewable energy and energy-efficient industries were responsible for the creation of nearly 8.5 million jobs in 2006, a figure which includes about 4.8 million indirect jobs such as accountants, computer analysts and truck drivers. By 2030, the number of direct and indirect jobs related to renewable energy and energy efficiency is expected to reach 40 million, according to the organization’s outlook.

With an expected growth rate of about 1.3 million new jobs per year through 2030, “green collar” jobs could present the best career opportunities for a generation of college graduates. The demand for workers is already evident. In a brief review of a few websites specializing in environmental and alternative energy jobs uncovered about 1,500 job listings.

Where are the Green Job openings?
Green Dream Jobs (www.sustainablebusiness.com) lists 380 opportunities, including communications director, field energy consultant, project specialist, operation director, program information analyst, green information technology coordinator and director of business development.

Additional openings can be found through traditional job sites, such as Monster.com and CareerBuilder, as well as through state and federal employment sites. Furthermore, the push toward increased environmental responsibility is creating new ‘green collar’ jobs in a number of industries and companies where these positions previously did not exist.

For example, more and more building design firms are seeking architects and engineers with Leadership in Energy and Environmental Design accreditation as their clients seek environmentally friendly offices. Other companies, such as Wal-Mart, are hiring people to achieve its goals of decreasing its impact on the environment.

Wal-Mart and environmental sustainability
In 2005, Wal-Mart began its environmental sustainability initiative, with the eventual goal of being supplied 100 percent by renewable energy; to create zero waste; and to sell products that sustain natural resources and the environment. This initiative has created many new positions at the retailer’s corporate headquarters in Bentonville, Arkansas. Among the sustainability positions currently posted on the Wal-Mart career site are senior director of safety and environmental compliance, senior energy manager, director of sustainability, and senior director of sustainability sourcing.

Then, of course, there are the growing number of jobs that will be created by companies researching and developing alternative sources of energy. These firms, which once found it difficult to secure funding, are now the darlings of venture capitalists. These companies will need workers to construct solar-powered buildings, cars, wind turbines and alternative fuels.

What is the biggest obstacle to the growth of green-collar jobs?
The biggest obstacle in the growth of green-collar jobs could be the lack of skilled workers. However, as demand increases for workers in these fields, colleges and universities are instituting specialized degree programs to supply the future green-collar workforce.

Dominican University of California offers graduate students the option to receive a Master of Business Administration in Sustainable Enterprise. This green MBA program integrates sustainability principles within each of their courses. A sampling of their course offerings include: Critical Thinking for Leadership in Business Redesign, EcoCommerce Models, Managerial and Environmental Accounting, Social Impacts of Enterprises, Green and Social Marketing, Thriving Regenerative Enterprise and Ecological Economics.

Antioch University New England, Bainbridge Graduate Institute and New College are offering similar programs. Vermont Law School has begun offering a J.D. and a Masters of Studies in Environmental Law.

The degrees offer job seekers an additional market value. Not only do they possess the knowledge of traditional MBA holders, they hold fresh ideas, enabling the business world to increase their environmental responsibility.

GREEN INDUSTRY JOB LISTINGS BY WEBSITE

JOB SITE URL JOB LISTINGS
Green Jobs
Environmentalcareer.com
Environmental Career Opportunities
Environmental Job Listings
Green Dream Jobs
Greenbiz.com

Source: Challenger, Gray & Christmas, Inc.

GREEN-SECTOR SALARIES BY JOB

JOB TITLE ENTRY-LEVEL SALARY MEDIAN SALARY
Environmental Engineers $50,702 $71,800
Environmental Scientists $34,000 $55,000
Urban/Regional Planners $36,000 $57,560
Conservation Scientists $33,000 $56,515
Foresters $32,000 $51,938
Environmental Lawyers $40,000-$71,000 $103,130
Source: Challenger, Gray & Christmas, Inc. with data provided by Monster.com and Payscale.com

Looking For A Job? Go Green Collar © 2008, Challenger, Gray & Christmas;

By Franke James, Founder, Office-Politics.com
(Article originally published on www.MyGreenConscience.com)

Would you — or your kids — rather work at a ‘McJob’ or a ‘Green Collar’ job? Let’s hope we can convince lots of young people that green collar jobs offer far brighter opportunities than any McJob, because the world needs a lot of cleaning up (even without further disasters like the oil spills in San Francisco Bay and the Black Sea in 2007).

I happened to be visiting San Francisco on November 8th, 2007, the day after a cargo ship crashed into the Oakland San Francisco Bay bridge spilling 58,000 gallons of heavy bunker fuel oil into San Francisco Bay. The spill is a tragedy that has damaged wildlife, fish stocks, plants and tourism. It may take years, and an unknown number of man hours, to clean up. Beaches were closed, police cordoned off sensitive areas, and numerous signs were posted warning of the environmental damage.

While we walked along the waterfront, I snapped the photo (above) of the seagull with the sticky oil on its neck, and also took shots of oil floating in the water (right). It was obviously a huge ecological disaster. Many thoughts raced through my mind, ”How could it have happened? How could it be prevented? And how are they ever going to clean it up?”

At times like these, the notion that humanity will ever win the climate change battle can seem unlikely and overwhelming. But I look for signs of hope that we can wake people up to the need to train eco-janitors / eco-disaster relief workers so that we can limit the damage from environmental accidents. Green Collar jobs represent a need and therefore an opportunity. Green jobs could mean gainful employment for millions, and a cleaner world — and unlike Blue Collar jobs they can’t be shipped offshore. They can offer far more interesting and lucrative opportunities than any job in the fast food industry.

Thomas L. Friedman, New York Times columnist and author of the ‘World is Flat’, recently wrote about the green collar opportunity as a pathway out of poverty. The excerpt which jumped out at me is this:

“…a crusade to help underprivileged blacks and other disadvantaged communities understand why they would be the biggest beneficiaries of a greener America. It’s about jobs. The more government requires buildings to be more energy efficient, the more work there will be retrofitting buildings all across America with solar panels, insulation and other weatherizing materials. Those are manual-labor jobs that can’t be outsourced.

“You can’t take a building you want to weatherize, put it on a ship to China and then have them do it and send it back,” said Jones. “So we are going to have to put people to work in this country - weatherizing millions of buildings, putting up solar panels, constructing wind farms. Those green-collar jobs can provide a pathway out of poverty for someone who has not gone to college.”

Let’s tell our disaffected youth: ”You can make more money if you put down that handgun and pick up a caulk gun.”

Remember, adds Jones, “a big chunk of the African-American community is economically stranded. The blue-collar, stepping-stone, manufacturing jobs are leaving. And they’re not being replaced by anything. So you have this whole generation of young blacks who are basically in economic free fall.” Green-collar retrofitting jobs are a great way to catch them.”

E- The Environmental Magazine’s November Issue features an article on Great Green Jobs and also discusses pending U.S. legislation called “The Green Jobs Act”, which contains specific language about using the green economy as a “pathway out of poverty.” Below is their list of 10 green collar opportunities.

(Ironically eco-janitor/eco-disaster relief worker does not appear on their list!)

10 Great Green Opportunities
By Brita Belli, K. Gutlebar, J. Hirsch, J. Knoblauch, S. Query

Everything’s coming up green. Across every industry, new job possibilities are emerging for those with the skills to bridge the divide between the old, fossil-fuel-based economy and the new, energy-efficient one. Corporations once demonized for their role in creating pollution and exploiting workers are being held accountable; they are partnering with nonprofits and hiring corporate social responsibility managers. They are finding that reducing their impact is as good for future profits as for the planet at large. There’s no secret to getting a job in the new green economy. It’s as basic as applying the job skills you’ve already developed (web design, sales, management) to a nonprofit or sustainable industry, or coordinating sustainable practices from within a corporate entity. Sometimes, as in green building or solar panel installing, these green jobs require a specific set of skills—and classes are organizing to fill the growing need. Other times, as in the organic food industry, ecotourism or sales and marketing of energy-efficient technology, anyone with a good work ethic can get in and create a great green career.

Green Globetrotters: Travel and Hospitality

1. Tourism is the largest business sector in the world economy, so it’s no wonder that people are finding entry-level work greening the industry. Ecotourism is growing at three times the rate of the tourism sector itself, and demanding more knowledgeable workers committed to sustainability. “There is great diversity within the field,” says Ayako Etaka of the International Ecotourism Society (TIES). Green travel employees generally work for private companies, government and public institutions and nonprofits.

Openings are also coming from businesses that are looking to turn over a new green leaf. According to the Green Hotels Association (GHA), “Guidance from an employed ‘Green Team’ can turn hotels into educators, showing us simple steps we can take to be more sustainable.” Working within the ecotourism field also provides employees with the opportunity to travel while communicating the importance of the global environment.

“Giving guests an understanding of ecological changes invites them to participate in protecting the environment,” says Mary Jo Viederman of Lindblad Expeditions. Jobs in ecotourism can be high-risk and adventurous, but also limited by season or temporary. Salaries for ecotourism managers, operators and guides can be difficult to predict, because of vast differences between employers and the tourism market itself. But as Etaka says, “There are always opportunities to extend your experience in the field.” —Kathryn Gutleber

CONTACT: International Ecotourism Society, (202)347-9203; Green Hotels Association, (713) 789-8889; Lindblad Expeditions, (800) EXPEDITION

Sustainability Stewards: Planning and Land Use

2. Local governments are increasingly interested in how they can reduce their communities’ carbon footprint, and turning to city planning professionals for direction. Megan Lewis, senior research associate for the American Planning Association, says wetlands restoration, stormwater management, transportation and urban design are coming to the forefront of the profession.

“The planning community is very interested in climate change issues and carbon dioxide (CO2) emissions,” she says. “We need to be thinking about our buildings and how they can be carbon neutral.”

New urbanism, which emphasizes sustainable and transit-oriented development is also a growing trend in such places as the Southeast, California and the Pacific Northwest, says Meghan Sharp, assistant project manager for the Livable Communities team at the International City/County Management Association. She says architects and designers are adapting their skills to accommodate this type of city planning.

“There’s a market demand for more sustainable community design,” Sharp says. “As communities change their zoning regulations, there’s a learning curve that architects and planners need to overcome.”

Geographic Information System (GIS) specialists are also assets to planning departments, Lewis says. In the private sector, planning consultants can help communities look at the big picture by connecting transportation lines and designing more sustainable living and working environments. —Shawn Query

CONTACTS: American Planning Association, (202)872-0611; International City/County Management Association, 202-289-(ICMA)

Complementary Care: Health and Medicine

3. According to a survey conducted in 2002 by the National Center for Complementary and Alternative Medicine (NCCAM), 36 percent of U.S. adults use some form of alternative care. NCCAM is a group of diverse medical and health-care systems, practices and products outside of conventional medicine. Victor Kumar, a licensed acupuncturist at Creative Wellness in Michigan, says his job allows him a great deal of doctor-patient interaction. “There are many practices where MDs just aren’t able to spend the time,” says Kumar. “With acupuncture, you have more time to treat people not just the disease.”

Dr. Matthew Fisel, a naturopathic physician based in New Haven, Connecticut, says you can’t just tap into the built-in network that comes with a traditional medical degree. “This field is a lot more dependent on individual talents,”Fisel says. He offers a range of treatments, from detoxification to nutritional counseling, spinal manipulation to adjunctive cancer therapy. “It’s really satisfying seeing people become their own advocates for health,” he says. While both coasts (and the Northwest) are stocked with natural-care physicians, the need for alt-docs is spreading across the rural U.S. —Jessica Knoblauch & Brita Belli

CONTACTS: Dr. Matthew Fisel, (203)294-9772; National Center for Complementary and Alternative Medicine, (888)644-6226; Creative Wellness, (517)351-9240

Power Pushers: Energy and Renewables

4. When Peter Beadle launched the site Greenjobs.com in 2005, he couldn’t charge for the service. “The first year was slow,” Beadle says. Now, with the explosive interest in renewable energy jobs, Greenjobs.com is getting noticed.

With his background in the solar industry, Beadle knows the career potential in renewables. “Solar and wind are already multibillion-dollar industries,” he says, “and hydrogen and fuel cell production are still in the nascent stages.” Industries like hydropower and geothermal tend to recruit engineers from conventional fields, he says. But it’s in marketing and sales where job-seekers will have the easiest time breaking in to the renewables industry. There are also those who install and maintain the solar panels and wind turbines. Installers are in high demand, says Beadle, and certification is readily available.

Renewable energy careers have the potential to re-establish America’s lost middle class. “If we’re going to be serious about building a wind program, it should be local,” says Kate Gordon, program director at the Apollo Alliance, a nonprofit dedicated to the creation of clean energy jobs. “It’s the same with solar panels and energy-efficiency technology.” Renewable energy requires more manpower than fossil fuel—wind power creates 2.77 jobs for every megawatt produced, solar PV creates 7.24 jobs per megawatt—but the U.S. lags behind Japan and Germany both in technology and jobs in the renewable energies race, according to industry site Solarbuzz.com. “The U.S. used to lead in solar,” says Beadle, “but it lost some impetus because of incentives offered in Germany and Japan.” —B.B.

CONTACTS: Greenjobs; Apollo Alliance, (202)955-5665

Planet Protectors: Legal Careers

5. When a power plant is polluting more than its fair share, or an imperiled mammal needs recognition under the Endangered Species Act, environmental law groups go to court and fight the good fight.

Bill Funk teaches environmental law at Lewis and Clark Law School in Portland, Oregon. “Sometimes you need to go to court to make sure that going green happens,” he says.

Students at Lewis and Clark can get environmental law certification with their degree, and most go on to work in government at the state and federal levels or private practices with an environmental bent. But you don’t need a law degree to help win big cases for the environment.

Earthjustice, a nonprofit which started as the Sierra Club Legal Defense Fund in 1971, employs more than 150 people including lawyers, communications specialists, fundraising and general support positions, says Shelie Luperine, Earthjustice human resources generalist. Earthjustice keeps an online list of job openings, and Luperine says most employees have one thing in common—their passion for the environment.

“People seek out this type of job because they want to tackle issues about the air they breathe or the water they’re drinking,” she says.

Earthjustice was instrumental in the recent U.S. Supreme Court decision that says greenhouse gas must be regulated under the Clean Air Act. It has fought against mountaintop removal mining, and for endangered species listings. The organization is also always looking for volunteers to help with mailing and fundraising, Luperine says. —S.Q.

CONTACTS: Lewis & Clark Law School, (503)768-6600; Earthjustice, (800)584-6460

Green Geeks: Information Technology (IT)

6. Joe Kosisek, IT specialist for the Washington State Department of Ecology, is trained to work in any type of corporate situation; he just happens to be environmentally inclined. With a bachelor’s degree in industrial technology, a master’s in systems management and extensive electronics training, Kosisek uses his skills for a “green” cause. “People think there is some kind of mystery, ‘Where are the ‘green’ jobs?’” says Marie Kerpan, founder of consulting practice Green Careers, “There are a bazillion companies where you can take your skills and put it to work in a ‘green company.’”

In the nonprofit sector, IT work may not require extensive training. “I fell into the IT side of things by working for a small nonprofit in which people wear many hats,” says Megan Hill, program coordinator at EcoVentures International, a nonprofit organization dedicated to the development of sustainable communities and livelihoods. For global organizations like EcoVentures, the Internet is a valuable tool. “The idea that the web can be used for outreach, fundraising and political awareness is very powerful,” says Kerpan. But finding the funds to pay for IT or technical services is a challenge for these organizations. “We must be economically sustainable as well as environmentally sustainable,” says Hill.

For those looking to apply their technical skills toward a “green” career, Hill offers a word of advice. “Be open to starting with little to no pay. It will give you the experience you need to be able to be hired by those few organizations and businesses that can afford to provide the salary that you want.” —Julia Hirsch

CONTACT: EcoVentures International, (202)667-0802

Eco Educators: Green Learning

7. Over the past few years, sustainability coordinators—a job position that didn’t even exist a few years ago—have been joining the ranks of educational institutions looking to “go green.”

“We get calls constantly from institutions looking to hire sustainability professionals,” said Tom Kimmerer, executive director of the Association for the Advancement of Sustainability in Higher Education (AASHE). In turn, green educators often find job availability in businesses looking for people who have strengths in some aspect of environmental management. “The demand for these people is sector-wide,” says Kimmerer.

Though there aren’t many schools offering degrees in sustainability, that’s beginning to change. “The schools are either converting existing programs or starting new ones,” said Kimmerer.

Dedee DeLongpre, director of the Office of Sustainability at the University of Florida, was part of a pioneer program at Presidio School of Management in San Francisco, which began offering an MBA in Sustainable Management in 2003. “They wove principles of sustainability into all of the coursework,” said DeLongpre. “It was an amazing opportunity.”

DeLongpre says that the best part about her job is working with the students. “Their world isn’t about obstacles,” said DeLongpre, “It’s inspired by possibilities and innovation.” — J.A.K.

CONTACTS: Association for the Advancement of Sustainability in Higher Education, (859)402-9272; Presidio School of Management, (415) 561-6555

Better Builders: Design and Construction

8. Green builders already have a competitive advantage over traditional builders, according to Ashley Katz, communications coordinator for the U.S. Green Building Council (USGBC). And that advantage will continue to grow as sustainable, energy-efficient building practices become the norm.

“USGBC’s vision is sustainability within a generation,” Katz says. “People who are already involved in the green building market are ahead of the curve—they’ll be the ones who are in demand.” USGBC’s Leadership in Energy and Environmental Design (LEED) green building rating system, which once applied primarily to commercial buildings, has now been adapted to homes, retail, schools and healthcare buildings, creating a need for more LEED-accredited professionals (LEED APs) and other green-minded engineers, contractors, architects and designers. There’s also room for more employees in service businesses making green products and materials, from recycled roofing to energy-efficient heating systems.

Montana-based CTA Architects and Engineers employs 47 LEED APs and took on the role of developer for its latest sustainable project, Amsterdam Village. The 350-acre development in Southwest Montana includes sustainable requirements for homes, 50 percent open space, an organic farm, walking trails and wetlands. “There’s a synergy that goes on when your neighbors are doing the same thing you are,” says lead CTA architect Wayne Freeman. “There’s the desire to keep up with the Jones’.” What’s more, says Freeman, “Lots of clients are starting to like this idea. It’s a free market society and that’s where people’s values are shifting.” —B.B.

CONTACTS: U.S. Green Building Council, (800) 795-1747; Amsterdam Village, (406) 570-9199

Improving Industry: Corporate Social Responsibility

9. In the age of Halliburton and ExxonMobil scandals, the idea of holding corporations accountable for their actions might sound naïve. But with companies working to establish guidelines for social responsibility, the word “corporation” could sill take on new meaning in the 21st century. To make corporations more responsive to environmental, human rights and health issues, corporate responsibility advocates start from business’ bottom line and work their way up. Using the idea of the integrative “triple bottom line,” activists have persuaded some corporations to move from thinking solely about profits to the three P’s—people, planet and profits.

“Triple bottom line is explicit and disseminated in terms of how a business operates on a day-to-day basis,” says Erica Dreisbach of Social Venture Network, a nonprofit designed to educate businesses on social responsibility. “The fact that corporations are starting to talk about reform means that corporate social responsibility is going to become more mainstream in the future.”

To wield some clout, you need knowledge of labor law and human resource management. As corporations link their future to turning green, they are able to recognize the competitive advantage of an environmental edge. —K.G.

CONTACT: Social Venture Network, (415) 561-6501

Organic Occupations: Food and Farming

10. The promise of organic’s higher price tags has not been lost on farmers. According to the U.S. Department of Agriculture, land used for organic crops increased from 48,000 acres in 1997 to 122,000 acres in 2005. That increase has opened doors, especially for students seeking a hands-on experience on a working farm through the likes of WWOOF (Worldwide Opportunities on Organic Farms). And finding full-time work on an organic farm is not as far-fetched as it might sound.

Some manage organic farms without actually owning the land, leasing it through a land trust. “Other people are starting farms on an acre and a half to two acres,” says Bill Duesing, executive director of the Connecticut Northeast Organic Farming Association (NOFA). And there is more job potential around farmer’s markets. According to U.S. Department of Agriculture (USDA) figures, farmer’s markets increased seven percent between 2005 and 2006, to 4,385. “The most successful farmer’s markets have this infrastructure of people who run and promote them,” says Duesing, citing CitySeed in New Haven, Connecticut as bringing area farm stands and community outreach under one umbrella. There are also jobs in farmland protection, education opportunities at on-campus student farms and even a need for chefs specializing in local food.

And the market for organic food has opened channels well beyond the local farm stands. Albert’s Organics is the nation’s leading organic foods distributor and its staff is continually expanding, from warehouse workers to operations and sales staff and administration and computer systems. The company supplies 5,000 supermarkets, natural food stores and restaurants with some 250 seasonal fruits and vegetables. They are always actively recruiting new growers, says Frank McCarthy, Albert’s vice president of marketing. “From farming to harvesting and post-harvest handling, distribution, sales and retailing,” McCarthy says, “almost any food industry career is also available in the organic food industry.” —B.B.

CONTACTS: WWOOF;
Northeast Organic Farming Association, (203) 888-5146;
Albert’s Organics, (800) 671-0707

10 Great Green Opportunities Reprinted with permission from E- The Environmental Magazine: Welcome to Green-Collar America Does the Future of the American Middle Class Lie in Sustainable Business?

WANTED: Green Collar Workers © 2007 Franke James;
Photos and writing by Franke James, MFA

Wouldn’t it be great if the more you gave, the more you got back in return? If that were true, imagine how it would transform your workplace, your career, and even your family life. All of a sudden there’d be an upsurge in people wanting to give, give, give, instead of always taking (from you)!

Well, that little scenario is the seemingly implausible idea behind a recently published book, The Go-Giver, by Bob Burg and John David Mann. It’s written in the business parable style popularized by the bestsellers Who Moved My Cheese, the One Minute Manager – and more recently The Adventures of Johnny Bunko.

After reading it, I agreed that the underlying message was worthwhile and good… But somehow, I was skeptical. Sure, I can believe it. But will other people buy the ‘Go-Giver’ message’? Does it have any ‘new’ or fresh insights that would persuade people who are not ‘natural givers’ to adopt a giving mindset? Could it convince those people who routinely put their own interests ahead of everybody else’s to change their ways?

So, I put the book aside and mulled. I decided to put it to a test. I would observe people I come in contact with to see if I could spot any true Go-Givers.

Now, before I go any further let me give you a quick synopsis of its principles. Burg and Mann have structured their story around five laws which are based on value, compensation, influence, authenticity and receptivity.

1. The Law of Value:
Your true worth is determined by how much more you give in value than take in payment.

2. The Law of Compensation:
Your income is determined by how many people you serve and how well you serve them.

3. The Law of Influence:
Your influence is determined by how abundantly you place other people’s interest first.

4. The Law of Authenticity:
The most valuable gift you have to offer is yourself.

5. The Law of Receptivity:
The key to effective giving is to stay open to receiving.

My mission was to spot a Go-Giver. We can all identify someone who is experiencing success. But how do we know their success is a result of ‘giving’? Here are the ten clues I used to look for a Go-Giver:

1. A Go-Giver does you a favor and is not looking for compensation.
2. A Go-Giver helps you just because they want to and is not keeping score.
3. A Go-Giver listens carefully to how your day was, or how a project is going.
4. A Go-Giver helps you without caring whether your status is high or low in life.
5. A Go-Giver makes connections for you because they believe in you.
6. A Go-Giver over-delivers on a job because they want you to be happy (and tell your friends).
7. A Go-Giver recommends a competitor if they are a better fit.
8. A Go-Giver is someone that others spontaneously and enthusiastically rave about.
9. A Go-Giver goes out of their way to help others.
10. A Go-Giver always seem to be connecting with the right people to make good things happen.

The rise of social media tools (e.g. Facebook, Twitter and blogs) has made it much easier to spot the Go-Giver’s in our midst. Many people and organizations are using these tools in creative ways to ‘do good’. One that springs to mind is Freecycle.org. It’s a global environmental network that helps keep unwanted goods from going to the landfill. Over 5,524,000 people use Freecycle to give away things they no longer want, for free. That’s right. For free! Another go-giver example is Kiva. It is a person-to-person micro-lending website which enables individuals to lend directly to entrepreneurs in the developing world. And then there is Wiser Earth… and many more.

But giving isn’t limited to environmental causes, third world countries or charities. The Go-Giver philosophy is for people who want to create the life of their dreams, and understand that the fastest way to achieve that is to start giving of themselves – and to as many people as possible.

So as I looked around trying to spot the Go-Givers in my life, an unlikely example popped up. The Go-Giver I want to share with you is a colorful New York man identified as ‘Skydiver’ on Twitter.com.

On solid ground, he’s also known as Peter Shankman. Peter is an entrepreneur, author, speaker, and the founder/CEO of The Geek Factory, a New York marketing and PR firm.

If you’re rolling your eyes at the fact that a ‘PR guy’ is my choice for a Go-Giver — hold on! Hold on! Please reserve judgment! I’m not looking for the Mother Teresa’s of the world. You can be a successful businessperson and a go-giver and not wear a ‘hair shirt’. Peter has come up with a generous ‘giving’ idea that benefits many people and is changing lives. It started off as a small experiment in social marketing on Facebook and grew organically.

Peter’s Go-Giver idea is called ‘helping a reporter out’, or HARO for short. It’s nice that Peter is able to help out his friends who are reporters, but I’m more fascinated by how his idea benefits ordinary people – giving them a shot at publicity that can transform careers, connect them with big opportunities and put businesses on the map. Wow!

So how does HARO work? Peter acts as the bridge between reporters who are looking for ‘sources’, and ‘sources’ looking for exposure in the media. On his website he says, “I built this list because a lot of my friends are reporters, and they call me all the time for sources. Rather than go through my contact lists each time, I figured I could push the requests out to people who actually have something to say.”

Unlike other rival services, Peter doesn’t charge anything to the reporter submitting a ‘query’ or the potential ‘source’ who replies. Anyone can sign up for free, and receive the three emails a day he sends out. On his site, you can see where Peter suggests that grateful subscribers make a donation to one of his favorite animal charities, but as his subscriber base grows things are changing. This little experiment in good karma is morphing into a viable, money-making business. Peter, intuitively, is following the Go-Giver laws.

1. The Law of Value:
Your true worth is determined by how much more you give in value than take in payment.

Peter’s got that one down. He’s delivering great value, at no cost to the reporter or the ‘source’. And he’s doing it in such a personable and entertaining way that people want to stay tuned.

2. The Law of Compensation:
Your income is determined by how many people you serve and how well you serve them.

Peter has nailed this principle by serving a lot of people. Growing from 1400 email subscribers in March, to approximately 20,000 in July, is fourteen-fold growth. By leveraging social media tools it’s as easy for him to send to twenty thousand as to one hundred subscribers. With the click of his mouse he’s simultaneously expanding his network, and acting as a connector.

3. The Law of Influence:
Your influence is determined by how abundantly you place other people’s interest first.

Clearly Peter is placing the reporters’ interests, and the responding sources’ interests ahead of his own by offering HARO for free. Interestingly, it’s turned into a very smart business model. Advertisers have started sponsoring the daily emails, both for product ads and for job placement ads.

To this point, everything I learned about Peter came from the web and from being a HARO subscriber. But I wanted to hear his story firsthand. So I picked up the phone to talk to the Skydiver. “What’s all this talk about generating good karma? Have you ever thought of yourself as a Go-Giver?”

Well, Peter says he really does believe in karma and he had not heard of the Go-Giver concept. But his response was refreshing.

“We live in a society with a “ME, ME, ME” mentality. It is amazing what you can get in your life if you turn that around and ask, “How can I help?”

“How can I help?” What a simple mantra for a business. Coincidentally it’s also the heart of the Go-Giver.

Peter tells me he receives ‘thanks’ all the time from people saying how HARO has helped them get free publicity in major media like the New York Times or Business Week, or an interesting blog or online publication. Here’s one thank you from the many he’s received:

“Loving the queries, the humor, and the bridge between reporter and the people. Recommend you often. Thanks for doing this…”

I quizzed Peter whether he could continue offering the service for free, especially considering the tremendous growth.

“The growth has been phenomenal. We’re obviously meeting a need. We’ve gone from 1,400 subscribers in March of this year, to about 20,000. And that represents a very valuable demographic. The HARO subscriber list includes some of the best and brightest PR and marketing minds around, which is why we’re now attracting product and job placement sponsors. This is turning into a real business.”

Peter is a prime example of a Go-Giver. What I like most about his story is that he wasn’t looking for the money. But it came, because he focused on helping other people in a way that was uniquely within his field of expertise.

Interestingly, once I started looking for Go-Givers I discovered they were all around me, in every walk of life. I recognized so many others who are finding creative ways to give that I decided to compile a personal list of Go-Givers.

But my search for Go-Givers was not limited to online sources. My 80-year old father was over to dinner the other night and he reflected on the strong marriages that all of his children enjoy. He said to me, “With the divorce rate in society right now, it’s remarkable that all of you have found the right partners in life. I think it’s because you took your mother’s advice to heart. Focus on making your spouse happy and you will be happy.” I knocked on wood, and agreed with him.

But his comment echoed a passage from the Go-Giver book. Pindar, the mentor, is counseling Joe, the salesman, on how giving extends into all aspects of a person’s life, from their career to their marriage. He remarks on the longevity of his 48-year marriage and attributes it to this fact: “I care more about my wife’s happiness than I do about my own.”

So, I’d have to say that the Go-Giver book did pass the test with flying colors. By looking for Go-Givers, I found them, lots of them! Burg and Mann are right. It’s a powerful business idea that can change your life and lead to great success. But you have to be willing to ask yourself “How can I help?”

See my Go-Giver’s List

Franke James, MFA is the Editor & Founder of Office-Politics.com. She is also the Inventor of The Office-Politics® Game, a dilemma-based social game that teaches you how to play, and laugh, at office politics. It’s used by HR departments, and corporate trainers worldwide. The Office-Politics Dilemmas have been inspired by the hundreds of letters submitted to Office-Politics.com. Franke is a creative innovator, artist and writer. She brings her creative problem solving and PR skills to work in answering letters, book reviews, articles and interviews. A longer bio on Franke can be found on her company site.

It’s amazing what you can see when you start looking. I realized I know a lot of Go-Givers. And this is just MY list of Go-Givers. Who would you put on your Go-Giver list?

The Go-Givers listed below are included because of something they’ve given me, done for me, or taught me. My thanks to each one for being a Go-Giver and enriching my life. (What’s a Go-Giver? See my related post)

Franke James, MFA is the Editor & Founder of Office-Politics.com. She is also the Inventor of The Office-Politics® Game, a dilemma-based social game that teaches you how to play, and laugh, at office politics. It’s used by HR departments, and corporate trainers worldwide. The Office-Politics Dilemmas have been inspired by the hundreds of letters submitted to Office-Politics.com. Franke is a creative innovator, artist and writer. She brings her creative problem solving and PR skills to work in answering letters, book reviews, articles and interviews. A longer bio on Franke can be found on her company site. 

BY JOHN A. CHALLENGER

Even as a slowdown in the economy threatens to curtail hiring, recruiters across the country still face difficulty finding the right people with the right skills to fill job openings. With skilled labor shortages worsening as baby boomers leave the workforce, employers will be left with no choice: they will have to welcome the growing number of tattooed candidates with open arms.

Body art, including tattoos and piercings, are becoming more popular, especially among the generation entering the job market now. With some surveys indicating that more than one third of young people sport tattoos and other forms of body art, companies will be forced to become more accepting.

A decade ago, showing off tattoos and body piercings would be a surefire way to get your resume placed in the ‘No Way!’ pile. Times have changed. Those making the hiring decisions are younger and not as adherent to traditions about workplace appearance.

Additionally, some employers already have trouble finding skilled workers – why let some body art get in the way of hiring the best qualified candidate? Plus, a growing number of employers recognize the benefits of diversity in all its forms and are embracing the unique attributes that make people stand out from the crowd.

While still in the minority, individuals with tattoos represent a significant portion of the population. According to a recent Pew Research Center survey, 36 percent of 18- to 25-year-olds have at least one tattoo. Forty percent of those between 26 and 40 have at least one. With new innovations in tattoo ink that will make it easier to one day remove unwanted body art, even more Americans may take the plunge.

While a growing number of companies may be opening their minds and doors to tattooed candidates, many job seekers donning body art say they are not quite feeling the love. A Vault.com survey found that 85 percent of workers say tattoos and body piercings impede a person’s chances of finding a job. Another 64 percent said body art has a negative effect on the opinions of co-workers and employers.

There are definitely certain industries where more conservative standards of appearance persist. We may never see tattoos on bankers, lawyers, accountants and the clergy may be resistant to body art. However, areas such as advertising, marketing, sales and technology are more inclined to be ahead of the curve and more accepting of new fashion and lifestyle trends.

Most tattoos are hidden, but some are prominently displayed on people’s hands, lower arms and necks. Body piercings can be anywhere. As a job seeker, you have to judge whether the employer you are interviewing with is going to be accepting of your body art. If that is not the case, and that is where you really want to work, then you will have to make an effort to conceal your tattoos and take out your piercings.

The best way to determine if body art is acceptable is by asking someone at the company, preferably not the person you are to meet. However, if you know someone else at the company or if you have established rapport with a secretary or receptionist, you can ask that person.

Here is some additional advice on issues that could come up for young job seekers steeped in the latest fashion and youth-oriented trends:

Tattoo: Show it off, unless it is offensive, in which case you should plan on concealing it in the interview and even after getting the job. The other time you would want to conceal your tattoos is if you know that a certain employer would frown upon such decorations.

Piercings: Beware! With increased security at many corporate offices, too much bling could set off metal detectors. You do not want to be late to the interview because you were forced to remove 12 body piercings at the security desk. In addition to the security issue, too many piercings might be a distraction for the interviewer and could hurt your chances. Also, it would be prudent to remove tongue and lip piercings, as these often make it difficult for others to understand what you are saying.

Baggy clothing: Avoid blue jeans, unless it is how everyone else in the office dresses. It is possible to look presentable in loose-fitting khakis and a button-down shirt. For the interview, refrain from wearing pants that ride below the waistline (often showing off one’s undergarments or bare body).

Wild hair: Streaks of blue, green or fire-engine red will not scare off most hiring authorities, but a Mohawk or hairdo resembling a bird’s nest might.

Tattoos Are Here To Stay © 2008, Challenger, Gray & Christmas;

Dear Office-Politics,

Firstly, I would like to say thank God for such a website as recently I have been blazing through a couple of war and backstabbing episodes.

I am 18 this year and I happen to work as a Captain (supervisor) in a French Dining restaurant. Honestly, it has been hell because my manager-in-training happens to be my boyfriend.

I found myself in a difficult position because at times when he tells me off at work, it’s usually fired as ‘Neat’ and ‘Double Shot’ so as to set an example that he is no man of favoritism. However as time passes, I realize that it has always been at my expense without much validation, and it has been taking a toll on our relationship. I seriously don’t like it when he spits negative comments at my face but that seems to be his style of management. The ‘extra shot’ is on the house.

It is tough.

Then here comes the backstabber, who once complained that my boyfriend has no control over me just because I am his girlfriend. She said so because I didn’t follow certain procedures strictly by the book. She said so because she doesn’t like my boyfriend and she doesn’t like me because I am the girlfriend. I am a woman with strong initiatives so sometimes I like things to be done fast. So I got slandered for that. I am trying my best to change and fully use my manpower during operation; nevertheless, there are others who are not quick to forgive. I am not the kind who enjoys being pushed around and so I try not to behave that way towards my servers. (Sigh.)

Another thing — Is there a way for me to control my emotions when the pressure sets in? I do not wish to burst in tears but I am always at the brink of crying or bottling my emotions through the night about my management who has wronged me.

What should I do? How should I balance my emotions? I never like to mix work with personal life, but I am stuck how should I handle those backstabbers who can be so pessimistic in life.

Pressure Cooker

OFFICE-POLITICS REPLY BY TIMOTHY JOHNSON

Dear Pressure Cooker

Ah, c’est la guerre!

Your situation sounds very challenging indeed - almost like a cross between “Throw-Down with Bobby Flay meets Dr. Laura.” But all office politics - whether they take place in the cubicle or the kitchen - really are matters of the heart.

So let’s start with the boss/boyfriend.

I doubt at this point it would do much good to lecture you about the (lack of) wisdom of getting involved with your supervisor, as it would appear you’ve already taken in some valuable life lessons that will probably not be repeated. Regardless of his relationship to you - personal or professional - verbal and emotional abuse is not healthy in the home or the office, so let’s discuss some strategies for how to handle this guy. Unfortunately, a cast iron skillet to the noggin is frowned upon in polite society.

Therefore, the next time he crosses the line in front of your co-workers by putting you down with personal shots, I would recommend having a conversation with him about his behavior outside of work to express how this makes you feel. Use a lot of “I” statements rather than “you” statements. For example:
- I feel uncomfortable at the tone of the comments.
- I feel that they don’t adequately reflect the quality of my work.
- I perceive that the comments are unduly harsh.

Assuming (and this is a big assumption) he is mature enough to handle rational feedback, he may open the dialogue for the two of you to come to an understanding about what is acceptable. I would hope it would improve your relationship both inside and outside of work.

But what happens if he can’t handle mature feedback?

You may have to make a choice between the job and the boyfriend. Getting out of both may be your best strategy, assuming you can find an equally acceptable job. If you choose to end the relationship but keep the job, let him know in writing (email or note), and keep a copy of the correspondence in a safe place. Also, document his behavior should he start to lash out at you at work. Then approach his boss (or if you have an HR function, approach them), sharing with them what has happened (with copies of the documentation).

I realize that sharing your personal life with the boss takes a lot of courage, but his behavior may then be classified as sexual harassment (technically, it possibly could be argued it is right now). Most employers don’t want a sexual harassment suit on their hands and will deal with him quickly. Before you take action, you also may want to consult with an attorney on these matters. If there is a local university with a law school, see if they have a free legal clinic which can help you formulate your strategy and assist you.

Dealing with the jealous co-worker
OK, we’ve taken care of the so-called boyfriend. Now let’s deal with the jealous co-worker. Managing others’ perceptions is tricky because 1) they may be leery of you if you try to do damage control; and 2) it sounds like she’s already feeling like the victim and is lashing out at you because of your relationship with le garcon. Perhaps if she perceives that you two are no longer a couple, it might help, since her beef appears to be with him more than you. You’re just receiving her residual frustration which she feels toward him. Unless she is actively attempting to discredit or sabotage you, you may be best just letting this situation work itself out, assuming that you are willing to end the relationship with the boyfriend. Based on what you said, my guess is that ending the relationship will also solve this problem.

Now to your third question about dealing with emotions.

Having dealt with a few difficult people and projects over the years, there are two approaches which have served me well: detachment and defense. To hone both of these skills takes practice, so don’t get frustrated if you don’t master them immediately.

Detachment and Defense.

Detachment – emotionally remove yourself from the situation. It may mean putting up an “emotional force field” where you hear the comments being made but you don’t let them penetrate you. It may mean pretending that you are having an “out of body” experience and watching the situation like you’re an audience member watching a play. Either way, you find a way to emotionally distance yourself from what is being said and done. One of the reasons these people have power over you is that you are allowing their comments and actions to get inside your head and under your skin. By pulling yourself out of the moment, you regain the power.

Defense - there are many great defense mechanisms, ranging from humor to a well placed look (”surprise” and “disgust” are great facial expressions to master). Having a good one-liner come-back may also work, depending on the individual. When my older daughter (a second-grader) got glasses over Christmas break, she was concerned that some of the kids would tease her by calling her “four eyes.” I taught her to get a look of happiness on her face while responding, “I’m SOOO proud of you. You learned how to count to four over Christmas break! That’s wonderful!” Then just walk away. And it worked. Any teasing was VERY short-lived.

Again, it’s a question of maintaining power over the situation. If they know they are getting at you and pushing you to tears, they will keep pushing those buttons over and over … BECAUSE THEY CAN. By taking their power away from them, you remain in control of the situation.

I hope these strategies help.

Thanks for writing to OfficePolitics.com

Regards,

Timothy Johnson, Author & Consultant

Timothy Johnson is the Chief Accomplishment Officer of Carpe Factum, Inc. His company is dedicated to helping individuals and organizations “seize the accomplishment” through effective project management, strategic facilitation, and business process improvement. His clients have included Harley-Davidson Motorcycles, Wells Fargo, ING, Principal Financial Group, and Teva Neuroscience. Timothy has managed projects ranging from a $14 billion class action lawsuit settlement to HIPAA compliance, from software conversion to process reengineering, from strategic IT alignment to automated decisioning, from producing a training video to creating a project office environment. He is currently an adjunct professor at Drake University in Des Moines, Iowa, teaching MBA classes in Leadership, Managing Office Politics, Creativity for Business, and Project Management.

An accomplished speaker, Timothy has enthusiastically informed and entertained audiences across the nation on the topics of project communication, office politics, creativity, and meeting management. He has written two books, both business fables: Race Through The Forest - A Project Management Fable and GUST - The Tale Wind of Office Politics.

Dear Office-Politics,

I’ve just completed a month in a family business. My boyfriend and I were recruited right after completing our MBA degrees. My boyfriend is a very outspoken, jovial and interactive person. On the contrary, I am a bit of an introvert. He has made good friends with the staff. We both were enjoying our work, but recently a problem is emerging due to the attitude of my boss. She is a lady of around 40 years of age. She is very moody and unapproachable. My boyfriend, due to his talkative nature has made a good impression on her.

I do communicate with her but as I am not that social, we just talk about work. She is not giving me any consideration at all and I am experiencing indifference from her. Although as far as work is concerned, my boyfriend and I are both equivalent. But from her behavior it seems that she considers him better, and that I am good for nothing. This is also creating problems in our personal life. Although my boyfriend loves me a lot, in my frustration I talk badly and hurt him.

Please advise what should I do to overcome this problem?

Feeling Passed Over

OFFICE-POLITICS REPLY BY JENNIFER GLUECK BEZOZA

Dear Feeling Passed Over,

Your situation sounds complicated in that there is a triangle of personal and professional relationships involved. Your current situation, with you and your boyfriend working at the same organization at an equivalent level reporting to the same woman may be an untenable situation for the long term. Since your question centers on what you can do to improve your current situation, I have provided recommendations below.

1. See yourself as a socially-engaged person
Start thinking of yourself as a socially-engaged person at work. It seems you have stereotyped yourself in a way that has created a self-fulfilling prophecy.

2. Try to forge strong professional relationships
While you may be inherently more introverted than your boyfriend, that preference does not mean you cannot forge strong professional relationships with others.

3. Show respectful interest
If you are committed to being successful in this organization, you will need to take a respectful interest in your boss and others.

4. Find common ground
Look to find common ground on matters that are important to her and you may find that your working relationship improves greatly.

5. Respect yourself
Your boss’ attitude is obviously affecting you negatively. Do not let her damage your self-esteem or make you feel that you are ‘good for nothing’. You must respect yourself. If none of my suggestions above work at improving your relationship with her, you may want to consider finding another job.

Thank you for writing to Office Politics.

Warm regards,

Jennifer Glueck Bezoza, MA

Jennifer Glueck Bezoza has an MA in organizational psychology from Columbia University and a BA in psychology and humanities from Stanford University. She currently works in Organizational Development for the largest not-for-profit home health organization in the country where she focuses on succession planning, leadership development and coaching. Previously, she worked for GE Commercial Finance and HR consultant, Towers Perrin.

How do CEO’s balance maximum effort at work with demands in their personal life? In this interview with co-author of EXECUTIVE STAMINA, Marty Seldman, we discover some of the coaching tools he uses with his clients (explained indepth in his new book). My favorites are ’shifts and drifts’ and the three bucket system.

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Franke James, Editor & Founder of Office-Politics interviews Dr. Marty Seldman about how to develop ‘executive stamina’.

OP Question 1:
One of the things that struck me as I read Executive Stamina was your presence as a coach in executive’s lives. And that you do not focus just on their business career, but take a holistic approach that touches virtually every aspect of their lives. Has it surprised executives that you consider their personal life, how much time they allot for their spouse or kids, as well as the food they eat and their fitness regime, as a factor in their career success and something that they should talk to you about?

MARTY SELDMAN:
It is fairly common that workplace stresses and work/life alignment concerns are close to top of mind for executives I coach. Since each person defines “balance” differently, I guide them to use the Executive Stamina skills and systems to achieve their own stated goals and stay consistent with their values. They intuitively know about the need to maintain energy and enthusiasm so they are receptive to the fitness/stamina discussions as long as they are practical and realistic.

OP Question 2:
The Executive Stamina system is unique in that it combines your expertise as an Executive Coach and Joshua Seldman’s expertise as an Endurance Coach. However, I would imagine that the executives you coach have great demands on their time. Do you get much push-back from executives saying they are too busy to exercise? How do you counter that?

MARTY SELDMAN:
We convince them that the payoffs for raising your fitness level are so dramatic that they will save time through clear thinking, better decisions, reducing stress, sustaining focus and better “people” skills. Then we show them many ways to combine fitness activities with other tasks so that being fit requires no extra time. In other words, we give them the “will do” (motivation) “can do” (skills and systems) and then take away all their excuses for not being fit.

OP Question 3:
In Executive Stamina you talk about wanting to give people a system they can use by themselves to monitor and track their own behavior. You tell the story of a friend who expresses a desire to lead a healthy life, but then doesn’t do anything to improve her health. You remark that what she really needs is a good friend who will tell her that her actions are out of alignment with what she says is important to her. Can you tell us how your system can act as that ‘good friend’ and help people live up to their core values?

MARTY SELDMAN:
What I have found in my own life, as a clinical psychologist, and an executive coach, is that most of us, at some point, will drift from practices and behaviors that are important to us, and not notice it. This is what we refer to in Executive Stamina as the Law of Gradual Change. We tend not to notice small, gradual changes in our lives. The systems we provide to counter this Law are: alignment exercises to identify the gaps in how your time spent matches your priorities and values, the Minimum systems to slowly, but realistically close those gaps and the Shifts and Drifts tracking system to monitor changes in your life on a regular basis. These are ways to be a good, candid friend yourself to keep yourself accountable to your own goals and the key people in your life.

OP Question 4:
Although most of us are not coaches, I think every reader has, at one time, tried to coach a friend, coworker, or family member to change a bad habit. The person may commit to an action, but actually getting them to change their behavior and develop new habits is very tough. Can you tell us how your ‘Shifts, and Drifts’ system works to solve that dilemma?

MARTY SELDMAN:
The Shifts and Drifts system and the alignment exercises are a significant part of helping someone change. They do that by holding a mirror up to how our behaviors match our stated priorities. They put a person in the situation of facing that they said a business priority, or their health, or their financial independence or key personal relationships are very important. Then learning to take control of one’s calendar (prioritizing, scheduling, setting limits/boundaries, learning to say ‘no’, etc) to devote the appropriate time to these objectives.

OP Question 5:
We are all juggling multiple demands, and most of us wonder if there is enough time in the day to do it all. Can you tell us about your ‘three buckets’ concept and how that can help us?

MARTY SELDMAN:
Many of the people I coach have grown up hearing the phrase “If something is worth doing, it is worth doing right” from their parents or teachers. While this is helpful advice (to a point) to high achievers it can lead to a type of perfectionism that works against us. With each of us having multiple roles and demands it is very helpful to clarify tasks into three ‘buckets’ and then approach them differently. The three types of activities are ‘nice to do’, ‘need to do’ and ‘need to do well’.

“Nice to do’ tasks can be delegated or even ignored (without guilt) if you are too busy. ‘Need to do’ actions have to be done but they can be ‘good enough’, not perfect. ‘Need to do well’ activities should be your main focus and get your top effort. Making these distinctions will reduce your stress and help you make better decisions about allocating your time.

OP Question 6:
The importance of combining activities is something you talk about — and live up to. Co-authoring Executive Stamina with your son, Joshua, is a great example of combining business goals with personal and family goals. Can you give an example of someone you’ve coached who has combined activities to achieve a happier personal and/or business life?

MARTY SELDMAN:
There are many ‘combining’ examples I could provide, but it’s critical to understand how combining activities is very different from multi-tasking. When we are multi-tasking we are doing two tasks at the same time (e.g.: listening at a meeting while checking email).

When we are combining activities we are advancing multiple objectives with the same activity. Some examples are:

· Having a meeting or discussion while you are walking
· Combining fitness with your commute by walking, running or cycling
· Combining community service, teamwork, fitness and teaching core values to your children by working on a project in New Orleans to restore housing

OP Question 7:
Finding your ‘career sweet spot’ is central to the Executive Stamina philosophy. All of us want to be working in that sweet spot. What are the key signs and signals to help us find it?

MARTY SELDMAN:
Your career “sweet spot” is a combination of four elements: 1. What you are good at (Competence); 2. What you like to do (Enjoyment); 3. What you are deeply curious about (Interest); 4. What fits with your values (Meaning). To find your sweet spot it is helpful to pay attention to some qualities of your experience as you engage in activities.

Energy level - Notice your energy and enthusiasm or lack of. Feedback from people around you about how engaged you are can be useful.
Interest level - What are the areas where you have sustained curiosity (e.g.: you ask questions, learn from others, read a lot)?
Enjoyment - Have you ever worked long hours, fully concentrating on a task, and when you finished said to yourself, “I should feel tired but I’m not”? These experiences can yield useful insights into what constitutes enjoyable work for you.
Daydreaming and Mindshare - Our thoughts often drift in the direction of our needs.

Pay attention to your persistent daydreams for clues about your deeper needs.

OP Question 8:
I was impressed by this idea in your book, “Unfortunately, many of us have a tendency to, unwittingly, put very important activities on the ‘back burner’, activities that would actually help us achieve our long term goals.” What advice do you have for people to ensure they get the important stuff cooking on the front burners?

MARTY SELDMAN:
Long-term goals may not receive sufficient focus for a variety of reasons. The first is the “tyranny of the urgent”, i.e. a phone call, email, someone standing at our office door, or something grabbing our attention on the web, will most likely divert us. The second is that many of us are already overcommitted and overscheduled. A third, for some of us, is that the project (writing a book or article, financial planning, public speaking) may seem overwhelming or scary. For all these reasons, if we don’t schedule specific sometimes small, steps towards our goal, we are likely to have extended periods of minimal progress.

OP Question 9:
In Executive Stamina you talk about organizational savvy as one of the key skills executives should strive to develop — and that it should be in their ‘best use of time’ category. Knowing that you’ve written an entire book on the topic (Survival of the Savvy), what are the top-line concepts that Office-Politics.com readers should be aware of?

MARTY SELDMAN:
Really there are two: Watch out for errors of omission and errors of commission. Errors of omission include not devoting enough time to Organizational Savvy basics: studying power dynamics, networking, effective self-promotion, knowing and managing the “buzz” (how you are perceived), etc.

Errors of commission refer to the strong links between stress and savvy. Even the most savvy person, when they are too tired, busy or stressed, will make savvy mistakes. Lack of verbal discipline, using “limbic” (caveman) vocabulary versus executive vocabulary, emotional displays, impulsive decision-making, and “wounding the king” (or queen) can easily undermine your career progression.

OP Question 10:
What advice do you have for Office-Politics.com readers who may need to deal with distracting or toxic people?