Invariably, they crave more kudos for their hard work. Why is there such a disconnect? If managers wholeheartedly agree that praise is beneficial, why do their employees struggle with praise deficits? Lack of money can’t be the culprit–praise is free. Lack of time is a weak excuse at best, but praise can be offered within a matter of seconds. What’s the real reason?

Dangerous Assumptions
Amy Newman, principal and co-owner of Organization Blueprint, warns managers not to assume good pay and benefits are enough to motivate employees. Newman advises managers to communicate and recognize work more often; to show employees at all levels how important their work is in meeting business goals, and how valuable their contributions are to customers and the bottom line. “Employees want to feel valued by their companies. They must feel like they’re contributing to something big,” Newman explains.

Waiting too late to address these items is risky. Talented employees will eventually move on if their contributions aren’t acknowledged. Once they are at the point of interviewing for other jobs, they’re likely to have convinced themselves that they should go. Newman warns, “Luring them back may keep them another disgruntled six months, at best.”

High Standards
Most managers are goal-oriented individuals. After all, they didn’t just stumble into their leadership roles by accident. They appreciate challenges and expect a lot of themselves. Impressive! However, these high standards can be a double-edged sword. Managers who set high personal expectations for themselves can be equally demanding of their staffs, thus finding few efforts worthy of recognition.

One successful executive lamented his staff’s “lack of depth” and “low motivation.” He used himself as the barometer to judge others–a perfect recipe for constant disappointment! Consequently, his employees felt his disapproval, and were discouraged. They sensed they were not measuring up to his lofty expectations because they rarely heard words of encouragement or praise.

Perceptive managers understand that all employees have admirable talents that deserve recognition. They do not attempt to make everyone fit a preconceived, cookie-cutter image.

Motivation Myths
Employees cringe when they see them coming: tyrannical bosses who use fear and criticism to “motivate” staff. In reality, these generate short-term results at best.

Managers who don’t understand what makes people “tick” often neglect praise. They rely on “motivators” that produce external actions, but not internal loyalty.

Charles M. Schwab was widely respected for his people skills. He summed up his philosophy on praise when he stated, “I consider my ability to arouse enthusiasm the greatest asset I possess, and the way to develop the best that is in a man is by appreciation and encouragement. There is nothing else that so kills the ambition of man as criticism from his superiors. I never criticize anyone!”

Fear of Appearing Foolish
Managers who are not comfortable expressing warm emotions may feel uneasy when they praise their employees. Rather than developing the ability to offer genuine compliments, they avoid the challenge. They worry about the possibility of appearing foolish or insincere. It would probably surprise them to know that even an awkwardly delivered word of praise is powerful. People are generally quite astute at determining when a message is from the heart. That is what they will focus on, not a perfect presentation. Managers would reap greater benefits if they concentrated on their employees’ needs instead of their own personal comfort zone and self-consciousness.

Concern About Consequences
Some managers assume that if they praise an employee, they will “create a monster.” What if praised employees expect a big raise? What if they begin relaxing, thinking they no longer have to work quite as hard? Like most worries, they are unfounded. Certainly, if praise has been withheld in the past, employees may wonder what caused the change. But they probably won’t overanalyze it, because they will be too grateful to finally get some much-needed appreciation. But the consequences of praise are invariably positive. They include higher productivity, a sense of pride, and a deeper commitment to the organization. Managers who understand the value of praise–and what keeps them from offering it–are more likely to tap into this potent motivator. So, give it freely; it costs nothing and you can benefit immensely.

You may have been at the top of your class in marketing or business management–but one thing probably didn’t learn in school is how to deal when you commit a major faux pas like the one I committed. Here, tips on what to do if you mess up royally.

Own Up
When Cathy Dawson worked in public relations for the University of the Pacific School of Dentistry in San Francisco, she was responsible for a quarterly publication called the Dean’s Report, which opened with an update letter from the dean. “I once sent off the Dean’s Report to printing/production without his signature on the opening letter,” says Dawson. “I woke up, literally, in the middle of the night, realizing my error. I had to go in the next morning and tell the PR Director what had happened.”

The save: Dawson ended up having a rubber stamp made of the dean’s John Hancock and stamping each newsletter with the sig. The lesson? “Be as up front about it as possible,” Dawson says. “A bit of embarrassment and humility will go far to remedy a situation that has the potential to become a much bigger issue later on.”

Don’t Make Excuses
Don’t give in to that urge to complain that you were rushed or rat out your office mate for forgetting to give you a vital bit of info. “Much like trying to place the blame on someone else, people in demanding offices will rationalize why the error occurred,” says Sharon Mann, an organizational expert at Esselte, a leader in office solutions. “At this point, forget about who is accountable and put your energy into fixing the problem.”

Be Quick
When Diana Lawton worked for an ad agency, she was in charge of sending out a crucial package by an overnight delivery service. But when the chips were down, she just plain forgot. “I was driving home from a party hours later when I remembered,” she says. “And it was way too late to make the drop.”

Instead of fretting until morning, Lawton acted fast. She pulled over, called her boss at home, and explained the situation. Her boss instructed her to call a courier service and have the package flown to its destination in the morning. The slip-up cost the company $400, but a potential disaster was averted because of Lawton’s quick action.

Seek Solutions
Be proactive and search for a solution to the problem. Dawson could have suggested scrapping the offending newsletters and starting over, or sending them out without the requisite signature, but instead she brainstormed with her coworkers to come up with the stamp idea. If you can be a problem solver instead of someone who throws up her hands in despair, “You will be viewed as someone who can meet challenges head-on,” says Mann. “This can work in your favor in the eyes of your boss, demonstrating that you can deal with adversity and solve the problem.”

Get Organized
Mistakes often occur because of poor organizational skills. If Lawton had kept an organized “to do” list, she might not have made the near-fatal gaffe. “Organizational skills are the key to any business, so make sure all of your papers are organized and you can quickly access important documents,” says Mann. “You can then stay on top of your duties and will be less apt to make a mistake on the job.”

Live and Learn
There is a silver lining here: you can benefit from a faux pas. Mann recommends making a list of what you learned from your blunder, and then applying this newfound knowledge to your job. For example, I learned to weigh packages before applying postage. Lawton learned to keep a to-do list. And Dawson learned to be more careful when producing the newsletter.

Says Mann: “Think of it as an opportunity to become a better employee, and someone who won’t make the same mistake twice.”

So what does this mean for someone confronted with this situation? Here are some things to keep in mind.

Question the Company Line
Remember that leadership’s task is to make a case for why the merger or acquisition is a good thing for the companies involved and, ultimately, for you. Often, leadership will stretch the truth or neglect to reveal everything for fear of losing employee support and commitment.

Companies involved in strategic initiatives may not really care about you. After all, their job is to make money for their shareholders, not to keep you employed. You are an expense item, a hired gun. Once peace comes to Dodge City, you may have to either hang ‘em up or mosey out of town.

So, don’t become a victim and don’t allow the company to dictate your future. Look out for your own self-interest by evaluating how the merger or acquisition benefits you personally and professionally. Will it ensure long-term job security? Will it provide more opportunity for promotions, challenging work or acquiring new skills?

Learn as much as you can about the upcoming merger/acquisition and the partnering company. Determine who will be in the driver’s seat. Usually, the larger company will be the alpha male, deciding who stays and who goes. When partners are of equal size and influence, it becomes less clear who will survive.

Manage Your Career Aggressively
Your career–the path you take through your profession–is the one possession no one can take from you. Protect and nurture it. Analyze your company’s merger or acquisition from the standpoint of how it impacts your career. Identify where you want to be in five years. Then ask yourself if this merger or acquisition will help you get there. If you don’t believe it will, start looking for another job.

Develop a relationship with your superiors. It does not have to be social, but it should be friendly. Work to earn the respect and support of your superiors. This will serve you well for a number of reasons. First, it will help with professional growth. Your superiors are more likely to give you good job assignments or promotions if they both like and respect you. Secondly, they are more likely to keep you on board during periods of change because they need trustworthy people they can rely on. And lastly, they can serve as valued mentors and confidants.

Become an Organizational Hero
Look for challenges that will give you a reputation as a rising star. This status comes when you make a significant contribution to the organization, such as reducing inventory costs by more than $1 million or dramatically improving the quality of a service or product. Organizations rarely get rid of people who contribute to the bottom line.

You should associate yourself with a needed competency, such as total quality management, strategic benchmarking or reengineering, that makes you the in-house expert on the topic. Such expertise is valued and adds immeasurably to your market value if you seek employment elsewhere.

Promote Yourself
Don’t assume that everyone knows about your contributions to the organization. When you have successes, publicize them. Also, share recognition with those who assisted you. Send a formal report back to your immediate supervisor and report your success at staff meetings. Request an item in the company newsletter.

Some final advice: Never leave your future to chance. Be in control. You decide whether you want to stay or go. View a merger or acquisition as a career opportunity–an opportunity not just to survive, but to thrive!

The tips were indeed good, so I hung in there–until one night. When a customer asked for a special order, I meekly relayed the request to the owner-chef in the kitchen. His response was to throw a knife that barely missed my head. I walked out for good. To this day, I remember my feelings of fear for weeks after leaving that job.

Are You Being Bullied?
My boss was definitely a meanie, but what about your boss? Does he or she make snide comments about your work or purposely humiliate you during meetings? If so, you may be working for a classic bully, according to Dr. Gary Namie, co-author of The Bully at Work.

“You’re working for a bully if you are getting sick and throwing up on Sunday nights,” explains Dr. Namie. He also notes two other trouble signs: Your co-workers abandon or distance themselves from you (lest they be the next targets) and your family no longer wants to hear about your work.

How do you know the difference between a bully boss and one who is plain old difficult? “You don’t get post-traumatic stress syndrome from a difficult boss,” says Namie. “Difficult bosses aren’t arbitrary and capricious; they are more consistent and fair. A bully boss wants absolute control of you and will behave totally irrationally.”

Epidemic, or Cry-Baby Syndrome?
Namie’s organization, the Campaign Against Workplace Bullying, recently reported that bullying affects one in six American workers–and 81 percent of the bullies are bosses. Their research found that women and men bully others equally, but women are the targets of bullies an overwhelming 84 percent of the time.

What should you do if you are being bullied at work? Don’t look to human resources for help, says Dr. Namie. “Their role dictates that they support management and help defend the bully,” he explains. “In too many cases, bullying is labeled a personality problem or the person who complains about being bullied is tagged a loose cannon.”

But according to Kate Wendleton, president of career counseling service The 5 O’Clock Club, and author of numerous books on career strategies, the person complaining may very well be the problem. “Up until recently, the balance of power had been with labor, and it was a good time to be an employee,” says Wendleton. “However, recent events have contributed much turbulence to the labor market. Virtually every company is re-assessing its business. People in general are stressed these days, including bosses, who may be more overbearing than usual.”

Even so, Wendleton says a labor shortage is projected for the next ten years, though it may not be across the board. Certain industries have suffered enormous job losses (airlines, restaurants) while others are desperate to hire (finance, security).

Put Up Your Dukes
Dr. Namie says that if you are being bullied and aren’t in a position to quit your job, you can take three key steps.

• Name the problem. This externalizes the source–it’s not you.
• Bully-proof yourself. Get counseling from an independent source, not a company shrink.
• Mount the fight. Make your case to a neutral, high-level executive–not Human Resources).

If the person with whom you speak refuses to take action, you must resolve to leave your job at some point, says Dr. Namie. Otherwise, the bullying will continue and so will the adverse side effects.

Are Those Wings Under Your Suit?
Lastly, remember that there are angels out there, too. My last full-time boss doled out chocolate brownies when he noticed I was having a bad day and actually apologized if he yelled. He also urged me to move on from doing his research and reporting to doing my own.

And he never threw a knife–not even once.

Budgeting is an important tool used by management to control a company’s cash flows. According to investment banker Andy Lazarus of CIBC World Markets, reviewing a company’s budgets and forecasts is a key step whenever his company is analyzing a company for a deal. “Budgets should be set with worthy goals, and should always be realistic and attainable,” Lazarus advises.

Budgeting is so crucial to doing business that, chances are, your job description already includes some aspect of budgeting. What if there are no budgets in place–and you’ve managed to graduate without taking a single accounting class?

Here are a few budget basics to keep in mind.

Set Realistic Goals
Top-level managers use departmental budgets to control spending without having to oversee each and every expense. As a result, executives expect departmental managers to prepare and maintain their own budgets; department heads assign budget management to their underlings.

How Does the Department Fit In?
When managers prepare their budgets, they first determine inflows, which depends on whether their department is a cost center or a profit center. A department that provides administrative support, such as human resources or accounting, is considered a cost center. In that case, determining the projected inflows is as simple as asking upper management how much money has been allocated to the department.

Figuring out the inflows of a profit center is much more difficult. Unlike cost centers, profit centers bring in money by selling products or services. Since the department’s inflows will fluctuate, projecting the department’s revenues requires considerable thought and effort.

Analyze a History of Expenses
Now comes the fun part: spending an employer’s money. To determine this aspect of the budget, managers analyze expenditures during the previous three or four years. Once they’ve digested the historical data, they begin budgeting the current year’s expenditures in terms of fixed costs and variable costs.

Fixed Costs Don’t Fluctuate
Certain costs, such as rent and management salaries, don’t change much during the year. When forecasting a department’s expenditures, it helps to figure out how much will be spent on each of the department’s fixed costs each month. Then managers can project the remainder of their department’s costs. These costs, known as variable costs, fluctuate in relation to a department’s inflows and include staff hours, units of products sold, or miles driven. The secret to budgeting variable costs is to determine what causes these costs to fluctuate.

Use a Year-Round Budget
Managers periodically compare a department’s actual inflows and outflows to their budget, and make adjustments as needed. Most professionals agree that, to be a useful tool, budgets should be reviewed and updated either monthly or quarterly.

To learn about budgeting, consider taking one or more courses on this topic offered through local universities, adult education centers, or online seminars. And don’t overlook the information and templates available over the Internet. If you prefer to teach yourself new skills, there are many books about budgeting available on Amazon.com and elsewhere.

The economic downturn has produced a more competitive job market. Unleashed into the ranks of the unemployed are thousands of talented techies, workers notorious for their less-than-professional dress. Dressing well just may give you a real advantage over these job competitors.

Step 1: Corporate Culture Research
Research arms you with information about a company or corporation for which you’d like to work. If you’re already employed and feel stuck or out of step, research can come in handy here as well. Here are a few simple questions that can help you define your work style goals:

• What is the culture of the company you want to work for?
• How would you define the overall look and feel of the company?
• How do others with similar positions dress?
• Does the company have a dress policy?

Corporate Web sites may offer answers to the first three questions. For the answer to the fourth question, call the HR department and ask them to fax or e-mail you a copy of the dress policy. If you are able to visit the company, by all means, do so. It just makes sense to pay attention to these details.

Step 2: Five Easy Pieces
Men have fewer clothing options than women. Therefore, they also have less room for monumental mistakes. Let’s start with the basics:

• Sport coat
• White cotton shirt
• Polo-style shirt
• Dress pants, black
• Dress khakis, flat front (pleats are dated and unflattering)

To this mix, add two pairs of dressy casual shoes with a matching belt–one set black and the other brown. If you don’t already own a dress watch, buy one–wearing a stylish watch communicates that time is valuable to you.

Women have to be careful in their choices, too. They should start here:

• Jacket
• Simple classic black dress
• Skirt (not to exceed 2″ in length above/below the knee)
• White cotton blouse
• Sweater set

The summer months pose the greatest risk for office fashion mistakes. Avoid tank tops, halter-tops, sundresses, shorts, skorts (a skirt and shorts hybrid), and neon colors. With regard to shoes, avoid sandals, open-toed shoes, platforms, or heels that exceed two inches.

Jewelry poses another potential pitfall for women. When choosing accessories for work, remember that less is more. Earrings should consist of one small pair. Necklaces should be small and delicate in design. And, like men, you should send a nonverbal message that time is important by wearing a dress watch.

Step 3: Picture This
Now it’s time to start visually building your wardrobe. Visit a few Web sites that illustrate clear examples of business casual looks: BrooksBrothers.com, LandsEnd.com, and KennethCole.com are strong casual dress sites. Print out clothing examples from the sites that best fit your style (and reflect your company culture); bring them along on your shopping quest.

Step 4: The Shopping Adventure
Armed with your with photos and “five easy pieces” list, you’re ready to get out there and shop. Be true to the items on the list and you won’t be tempted to purchase things you don’t need. For variety, note one or two new stores that you’ve been interested in and add them to your shopping excursion. By breaking out of your usual shopping pattern and visiting a new store or boutique, your quest will feel new and more enjoyable.

But remember: If you’d wear it on the weekend or to a club on Saturday night, don’t wear it to the office. When shopping for work, always err on the conservative.

The Final Touch
Whether you’re job hunting, fishing for a promotion, or just want to protect your current job during the economic downturn, you should understand the importance of sending a clear visual message that you respect yourself, your job, and the company you work for.

Like so many people today, these feelings may seem familiar. Increasing competition, technological innovation, and shifts in economic fundamentals are creating an ever-demanding work environment, a work environment where you find yourself reacting to situations rather than helping to define them.

But you do not have to feel, or be, powerless. You have a say in your work and your career. How? Choose to demonstrate leadership. Leadership is everyone’s job. By demonstrating leadership qualities everyday, we would earn both trust and respect, which are the true sources of power.

Examples of Excellence
Have you ever worked with someone who was kind, hardworking, and went out of his or her way to help others–even if it meant more work or was clearly a sacrifice? If that person asked you for help, even someone less senior to you at work, you would not hesitate to say yes. Your response is a reflection of the respect and trust you have for that person–or any individual who has earned the ability to influence by simply demonstrating leadership.

Keep this in mind: Great leadership is not based upon authority. There are many bosses who are not leaders. People who demonstrate leadership are able to inspire rather than just demand. Leadership is also not based upon a “rah-rah” personality. An outgoing personality is no guarantee. In fact, different types of people often exhibit leadership skills: quiet, demonstrative, analytical, and intuitive leaders exist everywhere.

Resolve, Results, Values
When it comes right down to it, leadership is about resolve, results, and values. Leadership involves energizing others and achieving core goals. How can you do this? How does one take advantage of every leadership opportunity? Here are several ideas for to consider:

1. Start small, but start. Begin with something you feel comfortable with, something that enables you to demonstrate your experience or knowledge. Make a meaningful contribution to discussions rather than keeping to yourself. Volunteer to help those who are struggling.
2. Embrace change. People and organizations always learn and grow–or they slip into decline. Maintaining the status quo is not a viable option, but it is a dangerous myth that too many people pursue. Be open to new ideas and responsibilities. Seek new opportunities, even if it requires additional work. Change is good, not bad.
3. Don’t play it safe. It can be scary to try something new or to have people watch your every move. Leadership requires courage; you must go beyond the safety zone of your past experience and abilities. In short, you must be willing to be uncomfortable. For example, after completing an assignment, suggest a few next steps that are in line with your department’s goals and direction. Extend yourself and take the initiative.
4. Develop a vision for your future. Reflect on your career and develop specific steps that will take you in a new direction. Consider the values that serve as your inner compass and translate them into real-world behaviors.

Leadership Is Familiar
Whether we are learning a new task, using a new computer program, or hitting a golf ball, the process requires thinking, practice, and doing. We need to understand our motivations and desires. This creates focus and determination. We need to practice and strengthen ourselves to get the work done. This builds confidence and effectiveness. And we must be alert and seize opportunities when we seen them. This transforms wishes and words into results.

Many professional associations offer webcasting–live teleconferences broadcast over the Internet–for their members’ continuing education. In particular, organizations with members scattered across the globe have a need for the service. Some associations, however, believe that webcasting is not financial viable. The technology is costly. Besides, how many members will actually use the service? Is it worth the expense?

The Pros and Cons
The American Diabetes Association (ADA) says no. Based in Alexandria, VA, the non-profit serves over 800 communities in 50 states and the District of Columbia. The ADA looked into webcasting, but decided not to use the technology. “It’s just too expensive,” says company spokesperson Brook Seitz. “We prefer to spend our money on research.”

The American Institute of Certified Public Accountants came to a similar conclusion when it considered providing a class for 330,000 members online. A spokesperson for the New York-based group said the idea was shelved for the time being for budgetary reasons.

The Virginia-based Association for Investment Management and Research (AIMR) began offering live video webcasts in April 2008. Since then, the organization–whose 45,000 members include stock analysts, portfolio managers, and other investment professionals in over 100 countries–has been moving more towards video-on-demand. Typically, AIMR records sessions from association conferences and makes the videos available on their Web site. At times, however, the group will use webcasting to cover a topic that does not warrant an entire conference. For special sessions, AIMR may also offer a live audio stream.

AIMR says response has been very positive from those members who use the service. “The evaluations are on par with those from conferences, and some times even higher,” says Elizabeth Turrisi, vice president of education technology. So far, a few thousand members (from more than 40 countries) have registered for the service.

But until the cost of webcasting comes down, AIMR will rely more on video-on-demand. AIMR has its own producer, and can provide much of its audio/visual educational content in-house. “The only thing we don’t do in house is hosting, so our costs have dropped dramatically,” says Turrisi.

Deep Pockets
One professional association not limited by the cost of webcasting is the American Bar Association (ABA) in Washington, DC. “Cost hasn’t been an impediment to us or our members,” says ABA spokesperson Nancy Slonim. The organization has been using webcasting for three and a half years as part of a continuing legal education program. The ABA says several thousand of its over 400,000 members have used the service. It appeals to those with chaotic schedules–and to passive members who don’t typically travel to ABA events.

ABA’s online program covers fundamental, practical legal issues: litigation techniques, courtroom strategies, and the basics of commercial leasing. Most program faculty are specialists in their fields. Slonim cites the Internet’s ability to reach members around the globe as one of its greatest assets. Last year, the London portion of the ABA annual meeting was delivered via webcast. “It makes the material available to people overseas,” says Slonim, and thus “economically feasible.” ABA members from the United Kingdom, France, Germany, Italy, and even Singapore have participated in the online learning program.

Yet, despite the success of webcasting worldwide, the ABA has run into a snag at home. In the United States, the legal profession is regulated at the state level. There are 40 states that have mandatory legal education requirements–some accept webcast classes, some do not. Why? “Perhaps they’re looking for more interactive qualities,” says Slonim. The ABA is always looking for ways to expand an already robust online education effort.

The Price of Success?
For many organizations, however, there is no getting around the expense. Few question the virtues of webcasting–global connectivity, personal convenience–but the technology must become more cost effective. Otherwise, only the privileged few will take advantage of this twenty-first century learning tool.

OK, so you probably won’t turn up at your next meeting or interview in a rubber bat suit and black cape, but your wardrobe can help you psychologically prepare for the part you’re about to play.

Game On!
There’s an outfit for every sport, right? Jogging, tennis, golf, hockey, basketball, swimming, snowboarding, mountain biking, and soccer all have their special get-ups. Your specific sport clothes enhance your performance, but they also psychologically prepare you for the game.

Let’s pretend for a moment that you’ve just finished watching a movie about Tiger Woods. Unfortunately, the wardrobe stylist for the film knew nothing about golf and didn’t bother to conduct any research. The stylist decided to dress the actor in a hockey uniform. Would hockey clothes help the actor play the part of Tiger Woods? What would you think about the character if you watched him play golf dressed in a hockey jersey? It would probably feel strange and look absurd. Why?

• Tiger Woods’ signature style is a golf shirt and pressed khakis.
• Wearing a hockey outfit would most likely impede the actors swing.
• Hockey clothes are designed for warmth and to minimize forceful impact.

Meanwhile, this misguided fashion choice says one of the following things to the audience:

• We don’t understand golf,
• We practice a bizarre form of golf,
• We don’t care enough about the sport to dress appropriately, or
• We are totally out of touch with reality.

This is an exaggerated metaphor, but I want to drive home the importance of building a work wardrobe that enhances, rather than impedes, top performance. When you go to work in beach, sports, or weekend clothes, you communicate that you’re passionate about your free time, not your work. Is this the message you want to send?

Preparing for the Role
Long before a movie begins shooting, the director and the wardrobe stylist carefully analyze the script in order to find clothes that clearly and concisely define and reflect the character’s personality. Wardrobe adds an important visual dimension, emphasizing the personality of the character for both actor and audience.

Since there’s no script or wardrobe stylist for the movie about your life, I’ll prompt you with questions that will help reveal your sense of style. Write the names of three to four people you admire. Choose anyone who comes to mind–teacher, mentor, politician, relative, or celebrity. Now, under each name write down descriptive words that reflect how you feel about the person. Keep a dictionary and thesaurus nearby. Here’s an example:

• Katie Couric
  Stylish with flair, sophisticated, courageous, intelligent, stylish, caring, giving, humble, family first, cute haircut…
• Nolan Ryan
  Rugged, confident, competitive, determined, strong, independent, married, Texan, ageless…

Ask yourself the following questions and write your answers on a separate sheet of paper: How do you perceive yourself? How do others perceive you? How would you like to be perceived?

Once you’ve finished, compare your list with the list you made of those you admire. As you begin to describe the qualities in others and yourself that you admire, your character and style will begin to emerge. This exercise is important to repeat every few years or when there has been a dramatic life change: job transition, relocation, receiving a promotion, or building a new business.

Dressing the Part
Once you’ve established a concrete list of words to describe the character traits you possess–and those you’d like to develop–you’ll have a clearer picture of yourself and how you’d like to be perceived the next time you go shopping for clothes. Understanding personal traits prevents you from falling victim to fly-by-night trends or taking a sales clerk, significant other, friend, or family member at face value.

When you shop, shop alone. Listen to your inner voice. You might discover that the business clothes you used to like no longer reflect your definition of yourself. Encourage yourself to change and grow. You’ll feel and look more self-assured because you know yourself. Your image is communicated most clearly through confident business dress.

Geography Lesson
It’s not until “after October that people put away the white slacks and shorts here,” says Lucretia Hawkridge, manager of Mark, Fore & Strike, an upscale retailer in Sarasota, FL.

But in Needham, MA, professional image expert Mary Lou Andre follows conventional wisdom: “It’s still best to pack white linens away after Labor Day.” With the exception of white sneakers, Andre recommends putting “white shoes, sandals, and denim” into hibernation for the [fall and] winter.”

According to Hawkridge, you can make an easy transition by replacing whites with slightly darker, earthier colors. Even lighter linens will get you through the early fall months–as long as you avoid colors like passion pink and Easter egg blue. “If you have beige or other neutral bottoms,” she says, “you can just add fall colors in the form of tops and scarves. Very often by default, people have the very basic colors of black, navy, and gray for the bottoms.”

Seasonal Fashion
Lisa Cohen of OnlyReal.com asked several models and fashion experts “for their tips on making the transition from warm weather to cool.”

• Natalie Laughlin, model and fashion director of OnlyReal.com is “a big fan of soft one- or two-ply cashmere [for fall]. It’s lightweight, stylish, and great for traveling.”
• Michele Weston, author of Learning Curves: Living Your Life in Full and With Style finds the “classic twinset [sweater and shell] in lightweight wool has a lot of versatility. When it’s cold, you can wear them together, or when it’s warmer wear the shell alone. Both pieces look good paired with everything from jeans to dressy skirts.”
• Fashion model Jude Swann doesn’t stow her “sleeveless dresses–especially the ones in black, gray, or khaki. To make the look more seasonal, I’ll throw a sweater or shawl around my shoulders.”
• What about those long and lovely legs you tanned over the summer? Do you have to cover them with heavy hose once the leaves turn? “Forget the pantyhose and wear open-toe shoes until the first frost,” challenges Diana Chibas, a lingerie designer.

Along the same lines, Andre suggests wearing chunky black and brown sandals that offer more coverage across the foot. They make a “better transitional sandal choice than ‘strappier’ styles, which automatically scream summer.”

Hosiery Can Help
In corporate America, the shoe rule is a little different. “Once Labor Day passes,” says Mary Nelen, formerly Lord & Taylor staffer, “you’ll find most women in corporate America in closed-toe shoes.”

Yet some consultants believe that pantyhose can be positive. “As soon as fall and winter roll around, pantyhose and thicker tights start to get really interesting. Out come all of the rich autumn tones, the intricate patterns, and luxurious textures…” says Betty Halbreich, co-author of Secrets of a Fashion Therapist. Halbreich suggests matching the “color of the pantyhose with the color of the top. For example, a dark green sweater set, black skirt, dark green tights. It helps to pull the whole look together as an outfit.”

Men in Transition
Whether in corporate America or more casual environments, men can take their seasonal clues from the color palette, says Hawkridge. “Darken up the ties and wear darker plaids and sweaters,” she explains. For the business casual look, she suggests heavier and/or long-sleeved jerseys and light, brushed cotton shirts. For warmth, add a vest and sport lightweight corduroy pants. Throw on a sweater to make the transition a snap.

Wrapping Up the Summer
One of the smartest ways to make the switch from summer fall starts with moving and cleaning summer clothes. “Even if clothes appear clean, invisible stains (especially in light-colored linen and cotton) can turn into permanent spots by the time you take them out to wear next summer,” says Andre. And the other half of the closet project is making room and organizing your closet for the autumn set.

If you organize your closet with autumnal items front and center, they’ll be easier to grab, making it easier to catch the 7:05 into town. And that’s when fashion sense really makes sense!