The Road to Success A Career Manual - How to Advance to the Top

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Prelims-P370587.qxd8/30/066:32PMPageixForewordhavebeenblessedwithmanyfavorableexperiencesduringmycareer.IForemostamongthemwastheopportunity,earlyinmymedicaltrain-ing,tobeamemberoftheDepartmentofRadiologyattheUniversityofCaliforniaSanFranciscochairedbyDrAlexanderMargulis.ItwasreadilyapparenttothoseofusworkingunderAlex,thattheprestigeandexcel-lenceofthedepartmentwasdirectlyrelatedtohisuniqueleadershipskills.Wemarveledathisabilitytogetbright,energetic,andotherwisehighlycompetitivepeopletoworktogether,andhisprofoundinsightinmakingmajorstrategicinvestmentsforthefutureduringatimewhenothersfearedtheriskoffailuremorethanlikelihoodofsuccess.Mostimportantly,atthecoreofhispersona,Alexcaredmoreaboutourcareersandsuccessthanhedidabouthisown.Hehasservedasamentortomefor30yearsandnow,inTheRoadtoSuccessheoffersthereadersomeofthatsamesageadviceandcounselthathavebeeninvaluabletomeinmyacademiccareer.ThelatePeterDruckerwasquotedonthedifferencebetweenleadershipandmanagement:Managementisaboutdoingthingsright.Leadershipisaboutdoingtherightthings.InTheRoadtoSuccess,DrMargulishaselucidatedthecharacteristicsofleadersthatwillguidethemtodo“therightthings.”Truetoform,ratherthanextolthevirtuesofhisleadershipstyle,DrMargulisprovidesveryspecificadviceandcounselthatwillbeinvaluableforthosewhoaspiretoriseintopositionsofleadership.WilliamR.BrodyPresidentJohnHopkinsUniversityix Prelims-P370587.qxd8/30/066:32PMPagexiPrefaceypreviousbook,BeinCharge,wasasuccessinmultipleways:ManyMpeopletoldmethatithelpedtheminmanagingtheirjobs.Itreceivedexcellentreviews,andwasreprinted.Mostofallitgavemegreatpleasuretowriteit.Ialsofeltanobligationtosharemyexperiences,andthoseofthepeoplethatkindlypermittedmetointerviewthem,withtheyoungandinexperiencedintheirjobs.ThecommentsIheardaboutthebookmademerealize,however,thatitmaybemoreimportanttoguidethosethathavenotyetfulfilledtheirambi-tions,thantopreachtothosethatarealreadyadvancedintheircareers.Whilelessonsinleadershipmaybenefitrelativelyfew,helpingpeopleadvanceintheirchosenworkpathsshouldreachmanymore.Itisonlyfairtoemphasizeagainthatmylifelongexperienceisinacademiaandasconsultantto,andontheboardof,severalcompanies.Ishallthere-forelimitmyremarkstothesetwocareerpaths,butastheyaresobroad,Ibelievethatwhatfollowsismorewidelyapplicable.Asitisalwaysprudentnottodependonlyonone’sownexperience,Ihaveattemptedtoreviewasmuchpertinentliteratureaswaspracticableandagaininterviewedmanyachieversinordertogainfromtheirexperienceandapproach.Assomeoftheindividualsinterviewedhavemostgenerouslyrevealedsomeintimatedetailsabouttheircareerascent,Ihavefollowedtheirwishes,andthoseofotherinterviewees,nottodisclosenames.Iamindebtedtothemall.Thisbookisanattempttomentorthosethatarewill-ingtolistenandperhapsevenmodifytheirwaysonhowtoadvanceintheirchosencareers.Whilesuccessisinthemindofthosethatstrivetoachieveit,andmanyareneversatisfiedwiththeresults,therearecertainrulesthatleadtosuccess,mostofthetime.Ishallattempttopresentthemandexplainwhytheyareimportant.ThisbookisoncemoreillustratedwiththebeautifulcartoonsbyTomReese,byintenttobringhumortothepointsmadeinthetext.xi Prelims-P370587.qxd8/30/066:32PMPagexiiPREFACEIamdeeplygratefultoWilliamR.Brody,MD,PhDforwritingthewarmandflatteringforeword.DrBrodyisthePresidentofJohnHopkinsUniversity,theprestigiousinstitutionthatwasfoundedasthefirstresearchuniversityintheUnitedStatesofAmerica.AlexanderMargulisxii Intro-P370587.qxd8/30/066:31PMPage1INTRODUCTIONIntegrity,self-respectandethicalbehaviorshouldbethebasicrulesoflifeonthewayup.ostyoungpeoplehavetheambitiontoadvanceintheirchosen,orMaccidentallyfound,career,toachievesuccessandsecurityforthem-selvesandtheirlovedones.Thispartlystemsfromthedesiretoberecog-nizedandrespectedandalsotohaveparents,family,andfriendsfeelthattheirfaithinthemisvindicated.Lackofambitiongenerallyresultsinlackofachievementandlowfinancialstatus,unlessoneinheritsormarrieswealth.Yetambitionmustbebasedonsomerealityoritleadstounhap-pinessanddisappointment.Youneedtorealizethatachievingsuccessrequiresdedication,hardwork,andsacrificesbyyouandalsobythoseclosesttoyou.Thereforeitisimportanttoaskyourselfwhetherthereisaneedtogothroughwiththerelentlesspursuitofadvancement,orwhetheryouwillbehappytodoaslittleorasmuchasisneededtobecomfortablewithyourpresentsituationandenjoylife.Tobesuccessfulatallcosts,however,shouldnotbetheleadinggoalinlife.Donotsacrificethevirtuesthatyouhavebeenbroughtupwith.Donotscheme,lie,betrayconfidence,abandonfriends,orplot.Evenifanyofitresultsinaccelerationofcareertriumphs,youmayregretthelackofrespectresultingfromyourbehavior.Rememberthateverythingeventuallyleaksandbecomespublic.Youalsohavetofaceyourselfinthemirroreverymorningasyoushaveorapplymakeup–andyouwanttohaverespectfortheindividualyouseeinthemirror.Whileallofthisresemblestheboyorgirlscoutcodeofethics,inthelongrunyouwillbealothappierifyoucherishyourintegrity,haveself-respect,anddonotdeviatefromwhatyouyourselfconsideristherightwayofbehavior.Eventuallysuccessalsodependstoacertaindegreeonluck,onbeingattherightplaceattherightmomentintime.LouisPasteur’sdic-tumstillapplies,however:‘Chancefavorsthepreparedmind.’1 Ch01-P370587.qxd8/30/066:33PMPage3DOYOUWISHTOADVANCETOTHETOP?Mentoringandasustaineddriveforimprovementcanfurtherhonetheinnategifts:intelligence,ambition,courage,physicallooks,anddemeanorunderstress.headvanceinone’scareerdependsonmanyfactors,mostofwhichareTrelatedtotheindividual;butmanyarenot,andyetcansignificantlyinfluenceone’sprogressalongthechosenpath.Tomentionjustafewofthese:war,politicalturmoil,economicrecession,andscandalinvolvingthecompanyoranimportantmemberoftheuniversityadministration.Evenwhenconfrontedwithsuchexternalobstacles,thetruequalities–talent,industry,theabilitytoadjustandpersevere–maydistinguishthosethatwillsucceedfromthosethatfindexcusesfornon-achievement.One’sattitude,discipline,anddedicationareallimportant.Externalcircumstancescanneverbeanexcuseforpersonalfailings.Toadvance,anindividualmusthavemanyqualities;someareintrinsicandsomecanbelearned.Someoftheintrinsicqualitiesarenaturalgifts:intelli-gence,abilitytoworkefficiently,attentiontodetail,ambition,courage,phys-icallooks,anddemeanorunderstress.Eventhesecanbeenhancedandfurtherhonedbymentoringanddedicatedworktowardimprovement.Ambition,however,isthebasicqualitythatpropelstowardadvancement;itisanaturaltraitthatgenerallydoesnotrequireenhancementbutcontainment,refine-ment,andevencrueladjustmenttoreality.Thebasicquestion,however,is:Doyouwishtoadvanceinyourcareermorerapidlythenthenormalpathofseniority,whichhasinstitutionallydeter-minedendpoints?Ordoyouwishtoputintheadditionaleffortandsacri-ficestoadvancetothetopofyourenterprise?Thesacrifices,suchaslongworkinghours,intensereadingonrelevantsubjects,takingcourses,travel-ingtooutoftownconferences,etc.,involvenotonlyyoubutalsoaffectyourfamilyor‘significantothers.’Areyouwillingandabletolearntokeepsilent3 Ch01-P370587.qxd8/30/066:33PMPage4THEROADTOSUCCESSinmeetings,untilwhatyouhavetosaymakesanimpact?Canyoutrytobediplomatic?Areyouwillingtosufferfoolsgladly?Canyourefrainfromgos-sipingidly?Areyoustrongenoughtopersevereinspiteofdownturnsinyourcareer?Areyouwillingtoimposehardshipsonyourfamilybymovingrepeatedlyinordertoadvance?Thesearequestionsthattesttheambitionandthatonlyafewarewillingtoanswerwithdeeds.Personalhonesty,ethicalbehavior,respectformoralvalues,willingnesstoconsiderthecommongoodaheadofyourownambition,respectforyourcolleaguesandforthepeopleworkingforyoushouldbeagivenandnotupfordiscussion.Thismaysoundunrealistic,ascynicsmaybelievethatelbowsarethemostfunctionalpartsofone’sanatomy,specificallydesignedforadvancement.Yetindividualsthataremostsuccessfullivenaturallybytheseethicalrules.Howdoesonematchambitionanddesireforcareeradvancementtothetop,withthecruelrealityofone’srelativelymodestcapabilitiesandpossi-blelimitations?Thelattermaybeeitherduetoone’sinnatequalitiesortoincompatibilityandapoormatchwiththecultureoftheworkplace.Oneofthemostpainfulexperiencesonecanhaveinlifeistohaveamismatchofambitionwithreality.Howdoyouavoidit?Tobeoverlymodestisnotthesolution.Oneofthewaysistomakealistofdesirablequalitiesleadingtocareersuccessintheparticularenvironmentandanotherlistofpersonaldrawbacks.Itcanbeassumedthatthegoodqualitiesarepositiveattributesandthatthepersonaldrawbacksarenegative.Whatarethepositiveassetsforpromotionandprofessionalsuccess?Somegeneralattributes1.Appropriateeducationaldegrees(someuniversityalumnigroupshavenetworksthatofferpowerfulsupport).2.Recordofpreviousaccomplishments(theseshouldbecarefullyarrangedandedited).SomemorespecificattributesInacademia:1.Publicationsinpeerreviewedjournals(preferablyhighimpactjournals)2.Grantsfromprestigiousorganizations4 Ch01-P370587.qxd8/30/066:33PMPage5DOYOUWISHTOADVANCETOTHETOP?3.Lectureinvitationsbyrenownedgroups4.Presentationsatleadingprofessionalmeetings5.Membershipsonexclusivenationalandifpossiblealsointerna-tionalprofessionalcommittees6.Reviewerforthebestprofessionaljournals(asyouadvance,becomeamemberofeditorialboardsofthesepublications)7.Successesandmeritoriousaccomplishmentsofassociatesandstudentsthatyoumentor.Inbusiness:1.Supervisingsuccessfullyagroupthatbeforeyoutookover,wasaproblem2.Increasingproductivityandreducingexpensesoftheunitthatyoulead3.Cuttingredtapeandbureaucracywhileincreasingefficiency4.Appointmenttomembershipinhighlyrankedplanningcom-mitteesofyourcompany5.Workonnationalprofessionalassociationsandgroupsinyourfieldofbusiness.Otherimportantgeneralpersonalqualities1.Diligence2.Accuracyinwork3.Attentiontodetail4.Beingontimewithassignments5.Alwaysbeingpunctualformeetings.Tact,discretion,goodjudgment,beingeitherdiplomaticordirectasrequiredbycircumstances,articulateyetnotloquacious,cultured,neat,andinformedetc.willfurtherenhanceyourimageandleadtopromotions.ThenegativesThenegativesaretheoppositeofwhatwaslistedaspositiveattributesandmustbeavoided.Sometimesyoumaynotbeawarethatyouarecommittingerrorsofjudg-mentandarecreatingabadimpression.Howcanyouavoidthat?5 Ch01-P370587.qxd8/30/066:33PMPage6THEROADTOSUCCESSAcolleaguewithwhomyouwork(itcannotbeacompetitor)canactasanumpire.Yourmentoratwork(itisadvantageoustohaveone)couldadviseyouaboutwhatmistakesyouarecommitting.Youshoulddiscussyourdailyactivitieswithyourpartner;heorsheisaninvaluableasset.Howdoyougaugeyourself?Youshouldnot.Youareeithergoingtobetoolenientortoocritical.Agoodapproachistoaskatrusted,long-timefriend,whoisnotcompetingwithyou,todispassionatelyevaluateyourabilities.Oneoftheapproachesthatworks,istoaskthatfriendaswellasyourpartnertogradeyouseparatelyonanagreed-uponscalecontainingasmanydifferentevaluationcriteriaaspossible.Realizethattheevalua-tionmaytemporarilystrainyourmarriageorfriendship,butdogoaheadanyway.(Donotaskyourmothertoevaluateyouandcertainlynotyourmother-in-law,asyoumaygetoppositeresults!)‘Numberone.Whatassurancescanyougivemethatyouwillrisetothetopofyourprofession?’Thescaleofgradesforeachqualityisimportantassomeofthemcarrymoreweightthanothers,e.g.therightacademicdegreesoutweighgeneralculture(sadperhaps,butneverthelesstrue).Looksareveryimportant(moreinbusi-nessthaninacademia)andcanbeenhancedifneeded.Originalityinideasandabilitytobepersuasiveareasinequanon.Onceyouhavebeengraded,andthevalueofgradesareaddedup,youandyourevaluator(ifyouarestill6 Ch01-P370587.qxd8/30/066:33PMPage7DOYOUWISHTOADVANCETOTHETOP?onspeakingterms)shouldagreeonwhatistheexpectedlevelofqualitiesfortheultimaterunginthehierarchyyouarestrivingfor.Ifthescoreismarginal,youmaynotgoashighinthepresentenvironmentasyourambitionaimsfor.Theevaluatormustbeabletojudgeyoubybeingfamiliarwithyourdepartmentorcompanyoryouruniversity,yourcolleagues,competitors,superiorsandthepervasivecultureoftheenvironment.Yourspouseorpart-ner,ifyouhavebeentogetherhappilyforatleastfiveyears,wouldusuallybeknowledgeableenoughtodothatforyou.Inaddition,aspreviouslypointedout,youmusthaveatrustedfriendcapableofmasteringthistask.Iamsurethatweallknowpeoplethatendtheirlifedeeplyunhappy,becausetheydidnotreachtheultimatestepintheircareersthattheydreamedabout.Howeveroneattemptstoconsoleorreassurethem,onefails.Therationalwaytolookatsuchdisappointmentsistobegratefulfortheaccomplishmentsandsuccessesalreadyachieved.Youdidnotaskwhyme?whentriumphant,yetyoudowhenyoufailbecauseofwhatyouperceiveasdiscrimination,enmityorplainbadluck.Whatarethequalitiesrequiredforascendingtothetopofanentityinaca-demiaorinbusiness?Itwouldbeoverlysimpleandinaccuratetogeneralize,yetsomebasicdifferencesbetweensuccessfulpeopleandthosethatfaildostandout.Academiaaswellasbusinessrequirefromafuturechief:courage,goodtasteinchoosingassociates,originality,dedicationtowork,patience,abilitytoselecttherightplanforimprovingtheenterprise,strengthandper-severancetoseeitcometrue.Thedifferenceinrequirementstoachievethetopinbusinessoracademiaisnotmajor.Thebasicattributesneededtoreachthetoparealmostidentical.Cynicsdonotbelievethatwhattheycall‘boyscout’qualitiesaretheonesthathelppromotepeople.Theysuspectthatgettingpromotedrequiresnottalentbutcunningandcarefulcomplimentingandcajolingofselectsupe-riors.Asanexampleofthiscynicalattitudeisthefollowingmathematicalapproachtowhatisunderstoodtobeafulleffortbyanemployee.Thefor-mulaappearedontheInternetauthoredbyananonymous’‘expert:’thelanguageintheversionreproducedhereisslightlyalteredinordertomakesomeofitlessoffensive.AlogicalsolutionNowhereisaproblemthatfinallyhasaformulaforgettingtothebottomofanage-oldproblemofhowtogetpromoted.Fromastrictlymathematicalviewpointitgoeslikethis:Whatmakes100%?WhatdoesitmeantogiveMOREthan100%?Everwonderaboutthosepeoplewhosaytheyaregivingmorethan100%?Wehaveallbeento7 Ch01-P370587.qxd8/30/066:33PMPage8THEROADTOSUCCESSthosemeetingswheresomeonewantsyoutogiveover100%.Howaboutachieving103%?Whatmakesup100%inlife?Here’salittlemathematicalformulathatmighthelpyouanswerthesequestions:If:ABCDEFGHIJKLMNOPQRSTUVWXYZisrepresentedas:1234567891011121314151617181920212223242526.Then:H-A-R-D-W-O-R-K8
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8150%So,onecanconcludewithmathematicalcertaintythatwhilehardworkandknowledgewillgetyouclose,andattitudewillgetyouthere,it’sbeingaloudmouthandbrownnosingthatwillputyouoverthetop.Donotbelieveit!Thisisthetalkofthosethathavefailed.Itisimportanttocarefullyweightheshortandlongtermimplicationsofcareerdecisions.Womenoftenfeelthatthesacrificesrequiredtoadvancetothetoparealsoinflictedontheirfamily,particularlychildren.Seekingunde-sirablecompromises,resultingincareersarrestedatmidlevelmaycauseregretsoncethechildrenaregrownandoutofthehouse.The‘emptynest’syndromeisacommondepressingphenomenon.Usingfamilyobligationstochooseanunwantedcareerpathisunwise,asitisgenerallypossibletofindwaystoreachgoalsyouintenselywishtoreach.Compromises,delays,andhelpfromfamilymembersandfriendsmaymakewhatlookedimpossibleareality.Perseveranceandastrongdesiretosucceedarethekeytofulfillingone’sambition.8 Ch02-P370587.qxd8/30/066:33PMPage9HOWHIGHWOULDYOULIKETORISEINYOUROUTFIT?EverycareeradvancerequirestheFaustianbargain:lifebecomesmorestressful,sacrificesmultiply.lthoughmostenterprisesdifferfromeachother,basicsimilaritiesAbetweenvariousbusinesscompaniesandinturnamongcollegesanduniversitiesremain.Whethertheycomprisebranches,subsidiaries,affiliatedcompanies,schools,departments,sections,etc.therearemanyrungsontheladdertostayon,orclimbup.Mostofthetimeothersmakethedecisiononhowhighyouwillascend.However,you,theincumbent,mayconsciouslyorsubconsciouslysendsignalsonwhetheryouwishtobepromotedandarereadytomaketherequiredeffortandsacrifices.Everystepuptheorganiza-tionalladderbringsrewards:financialrewardswithrisinglivingstandards,increasesinpower,self-esteem,andsocialacceptance.ButeverysuccessrequirestheFaustianbargain:thereislesscollegialitythehigheryouclimb,theresponsibilitiesaremuchgreater,sacrificesexpectedfromyouandyourfamilyincrease.Thelikelihoodoffailingisproportionaltothelevelofauthor-ityandoftenisrelatedtoexternalfactors,whichyoucannotinfluence.Inmanyinstancesyoumaynotbecomfortablewithwhatthenextpromotionentailsasitmaychangetheessenceofyouractivityandmakeyoufeelthatyouaresacrificingwhatyoulikemostaboutyourjobforthepartsofitthatyouintenselydislike.Forexample:inacademia,adepartmentchairmanmaystillbeabletoworkinthelaboratoryor,inaclinicaldepartment,dealwithpatients.Inbothsituationstheacademicwillbeabletocontinueenjoyingteaching.Inthenewpositiontheactivitiesleastlikedinthepreviousjobmayoccupymostoftheworkingtime,forexamplefull-timeadministration,end-lessmeetings,fundraising,sittingatdinnersnexttoboringpeopleetc.Inabusiness,promotionmayresultinlosingcontactwithcustomers,abandon-ingajobwheretechnicalexpertise,acquiredwithmucheffort,isnolonger9 Ch02-P370587.qxd8/30/066:33PMPage10THEROADTOSUCCESSneeded,ormovingintoatotallynew,unknownfield.Andthenthereisthedifferencebetweenlineandstaffjobs.ToborrowtheconceptfromtheUSNavy,alinejobisacommandposition.Acommand,whetherbeingcaptainofaPTboat,adestroyeroranuclearpoweredaircraftcarrier,signifiesagreatdegreeofautonomyinmakingdecisions,providescreditforsuccessaswellasresponsibilityforfailures.Italsouniquelyprovidesexperienceandprideinone’saccomplishments.Astaffpositionisoneinwhichtheindividualgivesadviceandsuppliesdatatothecommanderwithoutmakingdecisions.Iftheadviceleadstoadebacle,theadvisor(thestaffofficer)usuallysharestheblamewiththecommander.Iftheadviceleadstosuccess,thecommanderisgener-allytheonlyone,alongwithhisorhersuperiors,thatreceivesthecredit.Itisinterestingthatstaffpositions,justlikecommandpositions,canbeatmul-tiple,escalatinglevels,fromtheexecutiveofficer(amisnomer)onasmallshiptothechiefofstaffofafleetadmiral.WhileintheUSNavyastaffpositionmayleadtoacommand,inbusinessonemayneverreachanexecutivepositionfromthestaffpostandgofromlowlyadvisingfunctionstohigh-sounding‘executive’vicepresidencies.Thesemaysometimesbeveryimpor-tantandcrucialforthesurvivalofcompanies,butsometimestheyarebasically‘lateralarabesques’(atermfromPeter’sPrinciples,meaningaside-waysmovetoapositionwithoutresponsibilities,aface-savingjobfortheincumbentonthewayout).Ifstuckinanimportant,highlevelstaffposi-tionitwouldbeagooddecisioneithertogotoameaningful‘line’positioninthesamecompanyorlookforsuchapositionelsewhere.Theformermaybeverydifficultinacentralizedadministration,andcanbemucheasierifthecompanyhasautonomousbusinessesand/orsubsidiaries.Academiaisfullofadvisorypositions,fromvicechairinadepartmenttoassistantorassociatedean,associatevicechancellororevenvicepresidentoftheuniversity.Beinginsuchanadvisorypositionmaybeveryfrustratingforapersonusedtomakingdecisions,particularlyifoneseesthattherecom-mendationsarenotfollowedandthatfailureisimminent.Asonereachestheadvisoryjobataveryhighlevelaftersuccessesofcommand,thelossofmak-ingfinaldecisionscanbeveryfrustrating.Thereareofcourseexceptionsandtheyareusuallylimitedtoolderindividualswhohavebeensosuccessfulthatthebusinessoruniversitycannotletthemgointoretirementbeforetakingadvantageofthelastounceoftheirwisdomandexperience.Againself-appraisalispricelessandifyoufeeltornbetweenacceptingorrefusingatransfer,apromotionorelevationtoastaffposition,getadvicefromtrustedfriendsand/orfamilymembers.Alwayslisten,keepanopenmind,donotacceptorrefuseonthespot,sleeponitandconsideralternatives.Rememberhoweverthatthefinaldecisionandresponsibilityforlivingwithitisyours.10 Ch02-P370587.qxd8/30/066:33PMPage11HOWHIGHWOULDYOULIKETORISEINYOUROUTFIT?Aretherespecialconsiderationsthatapplyforwomenthinkingabouttheprosandconsofapromotion?Asidefromthefactthatintoday’ssocietythescrutiny,atleastinthebeginning,ofawomanexecutivemaybemoreintensethanifshewereaman,thefamilyhardshipsofmovingorfrequenttravelingassociatedwithapromotion,maybeaheavypsychologicalburden.Thefirstyearinthenewpositionisthemostimportantperiod,whetherinbusinessorinacademia.Youmaydecideagainstthepromotion,andlivehappilywiththedecisiontostaywhereyouare:qualityoflife,happinessofthefamily,enjoyingfriendsandtheenvironmentinwhichyoulive,maybemoreimportantthanthepromotionanditsprerequisites.Movingtoadifferentcityispar-ticularlytraumaticforteenagechildren,whofeellostwithoutthesupportoftheirfriends.11 Ch03-P370587.qxd8/30/066:33PMPage13WHATTYPEOFCHIEFDOYOUASPIRETOBE?Oneofthekeystocareersuccessistoestablishapositive,unchangingimageofyourselfasanindividual.nthewayupthecareerladderyoumusthavedevelopedideasonOwhattypeofchiefcreatesloyaltyandpullsateamtogether,aswellaswhatarethequalitiesthatmaketheoppositetypeofchief.Thedesiretobecomeanidealchief,whenyoureachthatposition,isonlynatural.Theproblemisthatwearealldifferentandwhilewemaywishtobesuchachief,ourexperiencesandpersonalitytraitsshapeourapproachestoalmostallaspectsofleadership.Itisimportanttoknowyourselfandalsotohaveanideaofwhereyouareheaded.Youmustbeconsistent.Thereisnoworsescenariothantobefriendlyandcollegialwithyourcoworkersononeocca-sion,andthennexttimearoundbeabrasive,demeaning,andhaughty.Predictabilityisthekeytobeingaccepted.Similarlyoneofthekeystosuc-cessistoestablishapositive,unchangingimageofyouasanindividual.Againthatcandifferandstillbehighlyacceptable.Youmaybeconsideredalonerworkaholicoranefficient,sociable,elegant,dandy,extrovertwholovespeopleandenjoysworkingwitheverybody.Aslongasyourimagedoesnotchangeunpredictably,youwillbepromotableandacceptedbyassociatesbelowyou,aboveyouandevenbythecolleaguescompetingwithyou.Whatevertypeofarisingchiefyouhopetobecome,itisessentialtohaveplansforimprovementandadvancementoftheenterprisethatyouhopetobeheading.Eventhebest-preparedplans,however,needtobesoldtodecision-makers.Thisgenerallyrequirescooperationfromcoworkersandassociates.Ifpraisedforthehighqualityofyoursubmittedplans,givecreditgenerouslytoallthepeoplethathelpedyou.Nevergloat.IfthesuccessexceedsyourexpectationsitisworthrememberingtheancientRomancustomattriumphalparades.Therewasariderinthechariotofthemanenjoyingthetriumph,whisperinginhisear:‘Thoutooartmortal.’13 Ch03-P370587.qxd8/30/066:33PMPage14THEROADTOSUCCESSMuchofthisiseasiersaidthendone.Everybookoncareeradvancement,almosteverymentor,recommendsmodesty,kindness,andbeingsociable.Success,however,isinebriating;authorityoftencorrupts.Nomatterhowmuchapromisingstartriestoavoidthepitfallsofaccomplishment,self-destructivebehaviormayraiseobstaclestofurtherprogress.Thisstillmaynotdestroyone’scareerineitheracademiaorbusiness,providedthatpos-itiveresultscompensateformisbehaviorandthatfailingtoliveuptoexpec-tationsisnotegregiousandhasnotbecomethenorm.Mistakesmadebypopularindividualsareoftenforgiven.Whenarrogantanddislikedpeoplemakethem,theassociatesandeveryoneelsecannotwaittopounceonthemiscreant.Excusesarefoundforthosethatarepopular.Havingsuperbqualifications,beingbackedbypowerfulfriendsandalsobeingattherightplaceattherighttimehelps.ButlikePasteur’sfamousmaximstates:‘Chancefavorsthepreparedmind.’Knowingwhereyouareheadedandpreparingyourselfforitpaysoff.14 Ch04-P3705878/30/066:34PMPage15ARETHERESTILLGENDERDIFFERENCESONTHEWAYUPTHECAREERLADDER?Theglassceilingiscrackingbuttheboysclubisstillincharge.iscriminationagainstwomeninbothacademiaandbusinesswasaDfactthatwasnotevenbeinghiddenordisguiseduntilrelativelyrecently.TheSexDiscriminationActbecamelawin1975intheUnitedKingdom.IntheUnitedStatesCongresspassedtheWomeninScienceandTechnologyEqualOpportunityActin1979.Legislation,however,doesnotchangeattitudesovernight.Therewerestillwell-publicizedreportsaboutgenderdiscriminationinprominentschoolssuchasatMIT,whereafacultycommitteeissuedascathingreportaboutthedisparityintenurefacultypositionsheldbywomenversusmen.Otherschoolshavereactedbyreviewingtheirfacultypromotionpoliciesandprocessesandfoundsimilardiscriminationagainstwomenfacultymem-bersinsalariesandpromotions.Whiletherearestillmarkedinequalities,thereisanongoingeffortinUnitedStatesuniversitiestorightthewrongsofthepast.TheremarksofDrSummers,thePresidentofHarvardUniversity(untilJuly1,2006),abouttheinnatelackofabilityofwomentobesuccessfulinmath-ematicsalmostledtohisouster.Itcreatedahostilegroupthateventuallysuc-ceededinobtaininghisresignationin2006.Yettheseremarksledtodebatesaboutthedifferencesinthedevelopmentofthebrainbetweengenders.Anotedwomanneuro-physiologistevencameupwiththebonmotthat‘thebrainisasexorgan.’Catchy,butprobablythatisallitis.FunctionalMagneticResonanceImagingstudies(fMRI)haveshownthattherearegenderdifferencesinhowthebrainperformscognitivetasksandhowit15 Ch04-P3705878/30/066:34PMPage16THEROADTOSUCCESShandlesemotions.Similarly,certainadvancedMRItechniques(DiffusionTensorMRImaging)showthatwomen’sbrainshavemoreconnectionsbetweenthetwobrainhemispheresthanmen.Thereis,however,agreatdealofcontroversyastowhatallthismeans,andwhetherthesefindingsaregen-eralandtrulysignificant.Americansociety,andyouthinparticular,istakingthiscontroversyinitsstride.Itisevenbecominganobjectofhilarity,asshowninmanyfunnystoriesontheInternet,someofwhicharemoreprovocativethanothers.ThefollowingisacleanerexampleofanonymousInternetjesting:ASpanishteacherwasexplainingtoherclassthatinSpanish,unlikeinEnglish,nounsaredesignatedaseithermasculineorfeminine.‘House,’forinstanceisfeminine:‘lacasa.’‘Pencil,’however,ismasculine:‘ellapiz.’Astudentasked:Whatgenderis‘computer?’Insteadofgivingtheanswer,theteachersplittheclassintotwogroups,maleandfemale,andaskedthemtodecideforthemselveswhether‘computer’shouldbeamasculineorafemininenoun.Eachgroupwasaskedtogivefourreasonsforitsrecommendations.Themen’sgroupdecidedthat‘computer’shoulddefinitelybeofthefemininegender(‘lacomputer’),because:1.Noonebuttheircreatorunderstandstheirinternallogic.2.Thenativelanguagetheyusetocommunicatewithothercomputersisincomprehensibletoeveryoneelse.3.Eventhesmallestmistakesarestoredinlong-termmemoryforpossiblelaterretrieval.4.Assoonasyoucommittoone,youfindyourselfspendinghalfofyourpaycheckonaccessoriesforit.Thewomen’sgroup,however,concludedthatcomputersshouldbemasculine(‘elcomputer’),because:1.Inordertodoanythingwiththem,youhavetoturnthemon.2.Theyhavealotofdatabutstillcan’tthinkforthemselves.3.Theyaresupposedtohelpyousolveproblems,buthalfthetimetheyaretheproblem.4.Assoonasyoucommittoone,yourealizethatifyouhadwaitedalittlelonger,youcouldhavegottenabettermodel.Funny,yes.Butinformativeaboutattitudes!16 Ch04-P3705878/30/066:34PMPage17ARETHERESTILLGENDERDIFFERENCES?DatafromtheNationalScienceFoundation(NSF)in2004indicatethatwhilethreedecadesagoonlyoneineverytenwomenenrolledinuniversitystudiesearnedscienceandengineeringdoctorates,todaytheyreceiveone-thirdofthesePhDdegrees.Timemagazine,inanissueinwhichthiswasthefeaturesection(March7,2005),quotestheNelsonDiversitySurveythatonly7%oftenuredortenuretrackpositionsinengineeringandonly8%inphysicsarepresentlyheldbywomeninthetop50USresearchuniversities.Inthesamesurveythepercentagesoftenuredortenuretrackwomeninthesesameuniversitiesindepartmentsofsociology,psychologyandbiologywere36%,34%,and20%respectively.Onemusthoweverconcludethatallthesedifferencesaremostlikelyduetosocietalvaluesandattitudesthantoinnatebiologicalcauses.Similarly,NSFdatashowthatintheUSgovernmentandprivateindustry,atpresent,menholdmostofthepositionsinphysicalsci-encesandengineering.Allthisispredominantlyculturalandischangingwithtime,asindicatedbythefactthatwomen,aftertrailingbadlyinnumbers,havestartedtooutnumbermeninreceivingBachelordegreesinsciencesandengineering(NSF,2005).However,dramaticchangesareoccurringinmedicine:therehasbeenasignificantincreaseinthenumberofAmericanwomenpub-lishingarticlesinprominentmedicalresearchjournalsoverthelast35years.AnarticlepublishedintheNewEnglandJournalofMedicine(July20,2006)basedonthesurveyofsixsuchjournals,reportsthattheproportionoffirstauthorswhowerewomenincreasedfrom5.9%in1970to29.3%in2004.Theproportionofseniorwomenauthorsincreasedfrom3.7%to19.3%inthesameperiod.Itisofinterestthatthesharpestrisewasinobstetricsandgynecologywheretheincreasewasfrom6.7%forfirstauthorsin1970to40.7%in2004.Itisalsoafactthatpresidentsofmanycollegesandprestigiousuniversi-tiesintheUnitedStates,includingMIT,Brown,Princeton,Miami,andchancellorsofseveralUniversityofCaliforniacampuses,aswellasmanyotherschoolsofhigherlearning,arenowwomenandtheirappointmentshavegenerallybeengreetedwithenthusiasmbytheirfacultiesandthepublic.Everyindicationisthatwomenarealsoincreasinglyencounteringalevelplayingfieldincompetitionforpromotioninbusinesses,butthehighestpositions,particularlyinthelargestcompanies,generallygotomen.TheEconomist,initsJuly23,2005issue,featuredaspecialreportonthepres-enceof‘theglassceiling’preventingwomenfromrisingtoleadingpositionsinmajorcompanies.Inthatreport,however,theUnitedStatestrailedonly17 Ch04-P3705878/30/066:34PMPage18THEROADTOSUCCESSScandinaviancountriesinpercentagesofwomenexecutivedirectorsinmajorbusinesses.Evenso,thatamountedtoonly13%,whileBritain,GermanyandFranceweredoingmuchworse,atslightlyover5%.Itwouldbeeasytoassignthisexclusivelytodiscriminationandpersistingculturalhabits.Boysclubsandnetworks,andalackoffamiliaritywithmanypromisingcandidatesbythecompanyboards,areprobablymoreresponsiblefortheglassceilingthananyothercause.Theimbalancebetweenmenandwomenachievingpartnerstatusinmajorlawfirmsisanotherexampleofthepersistenceofthe‘glassceiling.’AccordingtotheNationalAssociationofLawPlacementintheUnitedStates,atradegroupthatprovidescareercounselingtolawyersandlawstudents,onlyabout17%ofthepartnersatmajorlawfirmsintheUSin2005werewomen.Thisisonlyslightlymorethanthe13%in1995.Yetthenumberofgraduatingstudentsfromlawschoolsisaboutthesameformenandwomen,asisthedistributionofgenderforbeginningassociatesinlawfirms.Promotionpoliciesoflargecompanieshaveledtoclassactiondiscrimina-tionsuits,withattendantexpensivejudgmentsandsettlements,buttherehavebeensomevisibleimprovementsinbusinesspromotions.Womennowsuccessfullyheadmanyprominentcompanies.ThehiringofKatieCouric,apopularco-hostofNBC’sTodayshow,tobecometheanchoroftheCBSEveningNews,thepostheldbythevenerableiconWalterCronkhiteandlaterbythecontroversialDanRather,isjustoneexampleofhowtheoldbarriersarefalling.Theseadvancesaremorelikelyduetosocietalchangesinattitudeandchangingenvironmentsratherthantolawsuits.Toberealistic,itmustbesaidthatyoungcareerwomendoneedspecialcon-siderationinbothacademiaandbusiness.Womenthataretotallydedicatedtocareeradvancementandrefusecommitmenttomarriageorraisingafam-ilyareinadefiniteminority.Marriedcareerwomenthatdonotwishtohavechildrenforwhateverreason,butmoreoftenbecausepregnancyandraisingchildrenmayimpedecareeradvancement,aremorenumerous.Inlateryearsmanycareerwomenregrettheirearlierdecisionandtrytoremedyit,eitherbychallengingnaturewithvarioustechniquesadministeredbyfertilizationclinics,orbyadoption.Therehasevenbeenarecenttrendamongyoungerwomentodedicateseveralyearsaftergraduationtoraisingafamily,ignor-ingcareerorputtingitonhold.Whatisobviouslyneededareprogramsthatwillfacilitatethecareerprogressofyoungwomenwithchildren,inbothbusinessandacademia.18 Ch04-P3705878/30/066:34PMPage19ARETHERESTILLGENDERDIFFERENCES?Ayoungwomanstartingacareerineitherofthetwosphereswoulddowelltoaskherselfsomeimportantquestions,realizingthatasherlifeprogresses,boththequestionsandanswersmaychange:1.Iscareersuccessyourmostimportantgoal?2.Ifyougetmarried,wouldyoumovetobeinyourhusband’scityofemployment,orwouldyouinsistthathechangejobs?3.Doyouconsideryourcareermoreimportantthanyourhusband’s?4.Wouldyousacrificerapidcareerriseformotherhood?5.Wouldyouconsideratanystagetakingafewyearsofffromworkinordertobewithyourchildduringtheearlyyears?6.Wouldyouconsiderreturningtoworkrightaftermaternityleaveceasesandentrustyourbabytoananny?7.Whatdoyouvaluemoreinlife?Tobewithyourfamilyortobeengagedatwork?8.Doyouacceptwithoutregretsthatlivingononefamilyincomewillreducethelivingstandardyouwillhavebeenaccustomedtoinatwo-incomemodeofliving?Therearenorightorwronganswerstothesequestions,butgivingthoughttothemmayhelpyoungwomeninreachingdecisionsafterconsideringtheoptionsandselectingthosetheyfeelarerightforthem.Manycareerwomenfeelguiltythattheyhavechosentoleavetheirchildrentoberearedbasicallybynannies.Ifachilddoesnotfulfillitsmother’sexpec-tationsofachievement,womenoftenblamethemselvesandfeelthatiftheyhadspentmoretimeathomewiththechilditwouldhaveundoubtedlyturnedouttobemoreofasuccess.Therearenoscientificstudiesthatwouldeitherproveordenythispoint,andsothebestadviceonecangiveistocompromise.Spendasmuchtimewithyourfamilyasyoucan,shareresponsibilitieswithyourhusbandorpartner,engagebothsetsofparentsifpossible,astheycanbetremendousassetsandwillbeabletoavoidanymis-takestheymadeinbringingyouup.Insteadoffeelingguilty,devoteasmuchtimeasyoupossiblycantocreateanatmosphereofwarmth,peace,andlove.YourchildmaystillfailtobecomeaNobelPrizewinnerbutyouwillhelprearanindividualthatwilllookbackonhisorherchildhoodasatimeofjoy.Theimportantlessonforayoungmotheristorealizethatsheisnotaloneinraisingherchild.Others–husband/partner,siblingsandparents–shouldberecruitedtoformacompatibleteamprovidingsecurityandencouragement.19 Ch04-P3705878/30/066:34PMPage20THEROADTOSUCCESS‘Why,noBarbara,Idon’tmissbeingCEOofaFortune500companyatall.’Whatadvicecanonegiveonhowtosucceedinhercareertoapromisingyoungwomanjustsettingout?Thegeneralitiesthatapplytobothacademiaandbusinessareequallyapplicabletoeveryone:hardwork,punctuality,orig-inality,dedicationtothefirmoruniversity’sgoals,etc.,areessential.Onecan-nothoweveremphasizeenoughthevalueofgoodmentoringandnetworkingwiththerightgroup.TheAthenaProject,startedin1999bytheBritishhighereducationfundingcouncils,universities,andgovernmentdepartments,hasasitsgoaltohelpwomenadvancetotoppostsinscienceandhigheredu-cation.Womenbusinessexecutivesandwomentenureprofessorsgenerally20 Ch04-P3705878/30/066:34PMPage21ARETHERESTILLGENDERDIFFERENCES?lovetohelpandnurturepromising,hard-workingandambitiousyoungwomenrise–untiltheybecometruecompetitorsandrivalsintheirownfields.AnexampleofthelatterwastheendofCarlyFiorina’sreignatHewlettPackard.Aboardgroupledbyanotherwoman(whosucceededhertem-porarily)madetherequestforherresignation.Someoldermencanalsobeexcellentmentorstoyoungwomen,asoftenthedifferenceinagerevivespaternalinstincts.Suchwarmrelationshipsareoftenexamplesofsuperbmentoring.Oneparticularproblemfacedbycareerwomenistheissueofsexualharass-mentandexploitation.Whilesubtlerformswillprobablynevertotallydis-appear,theobvious,crudeaspectsofthissocialillnesshavebeenmostlyeliminatedbyextremelycostlycourtjudgmentsandhumiliatingsettlements.ArecentjudgmentinCalifornia,thattheboss’ssweetheartisnotentitledtopromotionsaheadofherpeers,ishailedbymanywomenasanotherdefeatofpotentialsexualexploitation.Theriseofmorewomeninbusinessandacademiatothehighestpositionsisonlyaquestionoftime.Asmorewomenreachthesepositions,network-ingwillpayoff.Foralongtimemen’snetworkingwasmostlikelytherea-sonthatwomen’srisetohighestpositionswasararity.Theopeningofleadingmen’scollegestowomenwasprobablythefirststepfornetworkingtobecomegender-blind.Thepromotionofawomantoheadaprominententityisnolongerasurprise.Neitherarethefemaleincumbent’sactivitiescloselywatched,makingheadlinesinthebusinesssectionofnewspapers.BeingCEOsofmajorcompanieswillbeincreasinglycommonforwomen,likepresidenciesofuniversities,ortheriseofmanywomentoleadershippositionsinHollywood’smoviestudios.Thepresenceofwomeninleader-shiprolesisnotconsideredtobeexceptionalinthatmilieu.(Eventherenetworkingwascrucial.)Wecanincreasinglyexpectthatheadlinesannounc-ingmajorappointmentsmaynotevenmentionthegenderasanovelty,butshowtheincumbent’spictureandprovideaCVasamatteroffact.InfactthatisalreadyhappeninginthebusinesssectionofleadingAmericannews-papers.Thefutureisbrightandisincreasinglybecomingthepresent.21 Ch05-P370587.qxd8/30/066:34PMPage23DIFFERENCESBETWEENADVANCINGINTHETWOTYPESOFHIERARCHY:BusinessandAcademiaInbothworldsyouneedallies,mentors,protectors,abitofluck,andasupportingchief.nthefaceofit,theworldsofacademiaandbusinessaretotallyOdifferent,andtobesuccessfulinonecareerissoverymuchunlikeachievingpromotionsintheother.Thisisonlypartiallytrue.Inbothoneneedsallies,mentors,andprotectorsandmostofallluck.Inbothsomuchdependsonhavingasupportingchiefandnotatyrantorpersonallyambitiousschemerwhoblameshisorherownmistakesonyouanddoesnothesitatetostealcreditforyourachievements.Whilesuchachiefiseventuallyunmaskedandreceiveshisorherwell-deserveddemo-tions,intheformofa‘lateralarabesque’(atransfertoabombastic-sounding,meaninglessposition)orworse,youmaynothavetheenduranceandpatiencetowaititout.Thechancesarethatinyourcareer,whetherinbusi-nessoracademia,youwillhavethemisfortuneofencounteringatleastonesuchsuperior.Whatdoyoudoinordernottobecomeanothervictimofsuchanunpleas-antandundesirablechief?1.Avoidconfrontations.2.Submitasummaryofaccomplishedtasksinwritingandkeepacopy.3.Inacademia,doincludethechief’snameonpublicationsbutinsistdiplomaticallythatheorsheactuallydoesmakeacontribution.Thismaybetricky,butasmostpublicationsinbasicorappliedsciencehave23 Ch05-P370587.qxd8/30/066:34PMPage24THEROADTOSUCCESSmultiplecollaborators,havingalliesexertspressureonthoseseekingafreeride.Ifthecultureoftheinstitutionisthatthechiefisalwaysincluded(asisthecaseinsomeEuropeanuniversities),nomatterwhatheorshecontributes,donotfightit;everyoneknowsthelayoftheland.4.Bepatientanddoyourworkaswellaspossibleasnochiefisabovethelaworsopowerfulthattheycanbedestructivefortoolongatime.Theymayappearfearless,butbelieve,mostofthemarenot.5.Cultivatealliesandfriendsonmultiplelevels.6.Acquireamentorwhomyourespectandwhowillgiveyoutheproperdispassionateandwiseadvice.Therearemanystoriesofunhappysecretariesdeliberatelysendingsensitiveinformation‘bymistake’tosomeonewhowillharmthehatedboss,or‘for-getting’toputcrucialmeetingswiththeboss’ssuperiorsontheschedule.Thesearejustsomeofmanywaysinwhichtyrantspayfortheirmisrule.Andthereisanabundanceofpeopleandlevelsofhierarchybelowthetyrantwhocansurreptitiouslymakesurethatthemiscreant’sruleistime-limited.Whatcanagoodchiefdotohelpyougetpromoted?Inacademia:1.Space.Itisessential.Awell-equippedlaboratoryandoffice,andspaceforyourassistants,ifinscience,isessential.Inhumanities,officesforyouandyourassistantsshouldbeinanareathatiscloseandhasreadyaccesstowhereyoucollectyourinformation.Withoutevenbarelyadequatespaceyouwillnotbeabletoperform.Sometimesyoumayberequiredtoshareyourspace.Donotfightit,youmayacquirevaluablealliesthatmayhelpyouinmanyways,butdonotaccepttomakethespacelimitationspermanent.Engagethepeoplewithwhomyouunwill-inglysharespacetojointlyfindworkingspaceforyouandthem.2.Funds.Forsomewhileyouwillhavetoobtainthemfromthedepartment,beforeyouareabletogetthemonyourown.Withoutfund-ingitisimpossibletodotheworkthathelpsoneadvanceintheacademicpathway.Fundsarealsoneededforyourassistants.Asyoualladvance,youaswellasyourassistantswillbecapableofapplyingforyourownresearchsupport.3.Havethechiefholdscheduledmeetingswithyoutohelpyouprogressand,ifnecessary,usehisorherconnectionswithotherdepartmentstofindyousuitablecollaborators.24 Ch05-P370587.qxd8/30/066:34PMPage25HIERARCHYDIFFERENCES:BUSINESSANDACADEMIA4.Havescheduledmeetingswithyourchosenmentorandfeelfree(ifthisistherightmentor)tohaveemergencysessionsifneeded.5.Yourchiefshouldshowinterestinyourcareerprogressbypropos-ingyoufordeservedpromotions.Asuniversitydepartmentsgrowandneedtoattractteacherswithmanydifferentskillsandaspirations,par-ticularlyinprofessionalschools,theyhaveestablisheddifferenttracksthatvaryinpromotionrequirements.Agoodchiefselectstheappropri-atetrackinwhichyouwillprosper.Ifyousodesireandmeanit,thementor–chiefwilladviseandfacilitatethemovetoatrackthatwillmax-imizethelikelihoodofyourpromotionandyourchancestoblossomandenjoyyourcareer,ratherthanbecontinuouslythreatenedbytheeverpresentrequirementto‘publishorperish’.‘HowunluckyamI.JustasItaughtmydonkeytoworkwithoutmyfeedinghim,hediedonme.’Inbusiness:Agoodchiefdoesbasicallythesame.Heorsheshouldprovide:1.Personalaccessandencouragement.2.Neededspace:offices,conferencerooms,etc.25 Ch05-P370587.qxd8/30/066:34PMPage26THEROADTOSUCCESS3.Fundstomatchtherequirementsforaccomplishingtheassignedtask.Thiswillgenerallyalsomeanappropriateassistantsandequipment.4.Theassignmentoftasksinwhichyouexcelwithanopportunitytolearnnewones,desirableinthebusiness.5.Thechancestobeseenandheardbyotherimportantpeopledoingwhatyoudobest.Inshort:opportunitiestoexposeyourtalents.6.Supportforyouinyourpromotions.Thegoodchiefwillnotresistyouradvancement,evenifthatmeansyourtransfertoanotherdepartment,differentbranchofthecompanyortoanotherbusinessenterprise.Whatelsedoesoneneedtodoinordertoadvanceone’scareer?Theobviousthingsarehardwork,discipline,goodtasteinselectingassis-tants,modesty(butnottoomuch),loyaltytotheinstitution,respectfortheestablishment(againnotblind),masteryofthechosen(orassigned)fieldandvisionaboutthefuture,arerequisitesforclimbinghigh.Itisalsoimportanttobewellorganizedandarticulate,outspokenbuttactful.However,itismucheasiertofailbydoingthewrongthings,whichexplainswhysofewtalentedpeoplereachthetop.Oneofthecommonestcausesforfailureisaloosetongue.Itiseasytofor-getthat,asyouadvanceinyourcareeryoubecomemoreandmorequotable.Praisesusuallydonotgetrepeated.Slursandjuicyindiscretionsdo.Whenyouareyoungandfreelymixwithyourpeers,manyderogatoryobserva-tionsaboutotherpeople,eitherinthesameunitorinstitution,whetheruniversitydepartmentorcompany,aremadeandlistenedtowithgusto.Someoftheexcitedlistenerswilleitherrepeatwhattheyhaveheardtounfriendlyears,orworse,rememberandtalkaboutitmanyyearslaterwhenyouhavealladvancedandthegossipofjuniorscanbethecauseofharmlater.Asgossipmakestherounds,everythinggetsmoredistortedandenjoyabletospread.Allinstitutions,universitiesaswellaslargebusinesses,generallyhavetheirownculture.Acommonmistakeistototallydisregardthecustomsthateveryoneintheunitobserves,andcommitthesinofignoringthem.Aforeignbodyisirritating.Thewaytoavoidthistrapistotrytomakeanefforttolearntheidiosyncrasiesoftheenvironment,eveniftheymayseemstrange.Donot,however,giveupyourownindividualityandbecomeaculturalhypocrite.26 Ch05-P370587.qxd8/30/066:34PMPage27HIERARCHYDIFFERENCES:BUSINESSANDACADEMIA‘YouhavetoswearJennifernottotellanothersoul.’ItiscustomaryinsmallercompaniestohavetheCEOsurroundhim-orher-selfwithseverallevelsofassistantsthatcandenyrequestsordelaythembydemandingmoreapplicationchangesandclarifications,whileonlytheCEOcanactuallyapproveprojects.Approvalcomesonlyafterthebarrierofassis-tantshasbeenbreached.Thishappenseitherthroughpersistenceorbytheexceptionalmeritsoftherequest.IfyouareoneoftheseassistantsassignedtobetheCerberus(theGreekmythologicalguardianoftheentrancetoHades)preventingrequestsfromgoinghigher,doitwithgrace,creategoodwill,andbyallmeansavoidarrogantbehavior.Itissoeasytomakeenemies.Inmanyacademicdepartmentsorbusinesses,juniormembersthatarejuststartingarediscouragedfromvoicingopinionsabouttheunit’sshortcom-ings.Donotfightthesystem;particularlyneverdoitwhenyouarenewanddonotyetknowthelandscape,culture,andthedynamicsofthesystem.Thereareimportantdifferencesbetweenanacademicandbusinesscareerbesidesthosealreadydiscussed.Thepursuitofhighincomeisnotoneofthem,asthemodest,self-effacingprofessorobliviousofmaterialgoodsandcontemptuousofluxuriesisdisappearing.Thatcreatureischangingtooneofascientist/consultanttolargecompanies,holderofvaluablepatents,usu-allysharedwithavoraciousuniversity,whichisintentofrenewingthepatentsforever,sometimesbasedonminusculechanges.Neitheristhis27 Ch05-P370587.qxd8/30/066:34PMPage28THEROADTOSUCCESSchaseforfinancial‘kills’limitedtoscientists.Professorsinlawschoolsarealsooftenoncontractwithfirmsorbusinessesthatgreatlyincreasetheirincome,ortheybecomeattorneysinhigh-profile,publicity-richtrials.(Someevenappearroutinelyontelevisionprograms.)Professorsofengineeringandarchitectureareoftenthehighestearnersoncampus.Eveninhumanitiesanauthorofabest-sellerorfrequentintervieweeontelevisioncanreapfinan-cialrewards.Becomingwealthyisnotahandicapinacademiaanymore.IntheUnitedStates,thiscultureisencouraged,asalargepercentageofthisextra-curricularincomeenterstheuniversitycoffersmakingtheinsti-tutionsmoreindependenttopursuetheirloftygoals.Someofthefacultymembers’wealthmayeveneventuallybedonatedbacktotheuniversitytostartprogramsdeartothealumnus.Importantdifferencesbetweenacademiaandbusinesslieintenureandimpliedtenure.Althoughonpaperonlyacademicsthatachieveacertainoriginalproductivitylevel,withinacertainspecifiedperiod,areeligibletoberetainedandpromotedtotenure,transfertoalessdemandingtrackor‘exceptionalextensions’arecommon.Forpracticalpurposesandtoavoidcostlyandsometimesembarrassingsuits,beingletgofromauniversityisvery,veryrare.Individualsthatdonotliveuptoexpectationseitherstayinundistinguished‘culdesacs’orleavewithgreatrecommendationstopursuenewpaths,sometimesfindingwheretheirtruetalentslie.Thesamecannotbesaidforabusinesscareer.Thereisnotenuretrack,realorimplied,and‘goldenparachutes’arearareexceptionreservedforthemega-companies,andeventhereforveryfewexecutives,skilledinnego-tiation.Peopleareletgo,laidoff,askedtoresignorfired,sometimesatawhim,butmoreoftenfornon-performanceorbecausethecompanyhashituponbadtimes,needstoshrink,isbeingtakenoverorthereisamerger,andyouareoneofthosethatbecomesthevictim.Howcanoneavoidthisunpleasantbutnotnecessarilytragicturnofevents?1.Beuniqueinskillsthatthebusinessneeds.Continuetohonethem.2.Anticipatenewdirectionsandopportunitiesforthebusiness.Takeuniversitybusinesscoursesthatoptimallyleadtoadegree.3.Eveninthe‘bestoftimes’workashardasyoucan,andbeproductive.4.Havealliesandprotectorsforwhomyouaredoingfavors.5.Evenwhileyouaresuccessfulandonthewayup,avoidmakingenemiesanddonotslightandoffendothersasmemoriesarelong,espe-ciallyinbadtimes.28 Ch05-P370587.qxd8/30/066:34PMPage29HIERARCHYDIFFERENCES:BUSINESSANDACADEMIA6.Neverbehaughty,particularlynotwithpeoplethatworkforyou.Therearesomanywaysthattheycangetyououtoftrickytraps,orwatchwithgleeasyoufallintothem.7.ToquoteAndyGrove,‘onlytheparanoidsurvive.’‘YouarebeingletgoHawthorneforthattimeyoutookmyparkingspacebackin’96.’Inbothacademiaandbusinesstherearetwopathsofgoingtothetop.Oneisstayinginthesameuniversityorcompanyandallowingthenaturaloracceleratedpathtopromotiontotakeitscourse.Thisisverychancy,andusuallyrequiresspecialcircumstances.Veryfewpeoplearenatural‘crownprinces’andbeingonesometimesmarksyouforbeingstopped.Theotheristhe‘jumpingfromplatformtoplatform’modeofadvancement.Itrequiresacceptingoffersfromotheruniversities,andinbusinessfromsubsidiariesofyourcompanyorfromothercompanies.Therearecertainrulesthatyoumustfollowtoavoidmakingbigmistakes:1.Nevermovelaterally,unlessitistoavoidgettingfired.Investigatewhetherthenewjobisreallyapromotion.29 Ch05-P370587.qxd8/30/066:34PMPage30THEROADTOSUCCESS2.Donotmoveunlessyouhaveresearchedthroughfriendswhattheenvironmentisinthenewjobandwhythereisavacancyforwhichyouarebeingrecruited.3.Togetinformationaboutthecompany,theenvironment,andthejobcallsomeonewhoworkedthereandmovedtobepromotedelsewhere.4.Donottrustanyinformationfromsomeonewhowasforcedtoleaveorwasfired.5.Avoidleavingbadfeelingsinyourpresentuniversityorcom-pany.Youneverknowwhetheryouwillnotberecalledforahigherposition.‘Alumni’ingoodstandingwithafinerecordaregenerallyfavoredforleadingpositions.The‘jumpingfromplatformtoplatform’approachisveryhardontheincum-bent’sfamily,particularlychildren.Ifaspouseorpartnerhasacareerofhisorherown,thinktwicebeforeacceptingtomovetoanothercity.Itwillcausefutureresentmentifaspouseisforcedtoaccepta‘stepdown’positionorajobinanunpleasantenvironment.Rememberthatmemoriesbecomerose-coloredifthepresentisgrim.The‘homesindifferentcities’arrangementfrequentlyleadstodivorce,aseitherpartnermaychooseanewcompaniontolistentoproblemsandlendsupportwhendifficultiesarise.Inbothacademiaandbusinessyoushouldbefamiliarwiththebenefitsoffered.Healthinsurance,disabilityandlifeinsurance(theirterms),interestfreeorlowinterestloans,mortgageloans,membershipdues,outrightcontributionstoindividualprofessionalaccountsfortraveltoconferencesandmeetings,andofcourseretirementplans.Somecompaniesanduniversitiesoffereitherfullorafixedamountoffundsforcollegetuition,whichintheUnitedStates,giventhecostoftuition,evenatstateuniversities,maybethemostenticingpartofabenefitpackage.Donottakeanythingforgranted,havethepack-ageexplainedindetailandifacceptinganewpositioncomparethepackages.Takeyourtimetostudythebenefitsdocumentasyoumaylaterruethemistakesofomission.30 Ch06-P370587.qxd8/30/066:34PMPage31HOWTOBEHAVEATCOMMITTEEORBOARDMEETINGSPrepareyourmaterialcarefully.Speakonlyifyoucanimproveonsilence.ommitteeandboardmeetingsaregettingincreasinglycommoninCbusinessaswellasinacademia.Theyaregenerallyheldinpursuitofconsensus.Toreachitoftentakesalongtime,frequentlyexhaustingthepatienceoftheinexperiencedandthosethatfeelthattheyhavebetterthingstodo.Whileyouareadvancinginrankandpositioninbusinessoracademiaitisimportanttoattendmeetingsandlearnhowtheenterprisefunctions.Youwillalsolearnhowmeetingsarebestconducted,andvariousmethodstomakethemmoreefficientandproductive.Observehowcertainpeoplecanobtainconsensusquicklyandhowsomeneedhoursofdiscussionandhavetheissueeventuallytabledwithoutreachingadecision.Learningthetechniquesofappearingconciliatory,mildyetconductingameetingwithafoam-rubber-coveredironhand,willpayoffasyouadvance.Paypartic-ularattentiontocertainmeetings:Inacademia,thosemeetingsconcernedwith:1.Evolvingnewdirectionsofscience2.Newtechnologies3.Restructuringofteams4.Purchasesofnew,complicated,andexpensiveequipmentthatcanbeshared5.Allocationofspace.31 Ch06-P370587.qxd8/30/066:34PMPage32THEROADTOSUCCESSInbusiness,thosemeetingsconcernedwith:1.Marketingstrategy2.Newbusinessmodels3.Companyrestructuring4.Developmentofnewproducts5.Company’sgeneralaimsandpossiblychangesindirection6.Openingofbranchesandaffiliations.Inbusinessaswellasinacademia,asyouarepromoted,youwillhopefullyreachapositionthatinvolvesattendingvariousstandingcommitteemeet-ings.Startbygoingtoallofthem.Evaluatewhichareimportantandwhichforyouareawasteoftime.Thenmakethedecisionaboutwhichyouaregoingtoskip.Donotexpressyourfutureabsenceintheseterms,butfromthenonsendatrustedassociatetothemeetingsyouaregoingtoabsentyourselffrom.Yourdelegateshouldkeepyouinformedonwhatishappen-ing,assurprisesmaybecostly.Inordernottocreateenemies,andappearhaughty,showupoccasionally.Youmayevenbesurprisedthatmeetingsthatyouhavedismissedasawasteoftimearethosewherebackgroundpreparationforimportantdevelopmentswasmade.Whatmakesastandingcommitteemeetingimportantanda‘must’atten-dance?The‘usualsuspects’onthesecommitteesarethosewheredecisionsonspace,funds,andpersonnel(full-timeequivalents,FTEs)aremade.Ofthese,spaceismostimportant,asitgenerallygetsoverfilledsoonafteranewbuildingorreconstructioniscompleted.Availabilityofspaceisalsothemostimportantfactorinwhetherexpansionofactivitiesandhiringarepossible.Evenafteryouhavereducedthenumberofmeetingsthatyougoto,adjustyourschedulesothatyouneverrunfrommeetingtomeeting.Allowatleasthalfanhourbetweenthem,asittakestimetoadjust,think,andmakethenecessarypreparations.Ifyouareinahighenoughpositiontohaveassistants,workwiththemtoprepareyourself,reviewingtheagendaandsearchingforhiddentraps.Beingpreparedwillgenerallyavoidunpleasantsurprises.(Ifyouaretheassistant,makesureyouhaveresearchedeveryaspectoftheprojectathandandthatyourhelpispreciseandvaluable.)Ifduringameetingyouaregoingtomakeproposalsthatareimportantforyourprogram,donotspringthemonthecommitteeorboard.Thinkoverwhoarethepossibleantagonistsandpresenttothemyourproposalswellbeforethemeeting.Attempttoconvincethemthattheproposalsarenotharmfultotheirinterestsandareservingthecommongood.Bealsosure32 Ch06-P370587.qxd8/30/066:34PMPage33HOWTOBEHAVEATCOMMITTEEORBOARDMEETINGStodiscusstheproposalwithyourallies.Thelastthingyouwanttohappenistohavealliesturnagainstyou.Followthecultureoftheinstitution.Iforalpresentationswithhand-outsarethewaythatbusinessisdone,donotshowupwithaPowerPointpresentation.IfaPowerPointpresentationispermissible,workonitandmakeitwelldocumented,logicallypresentedand,ifthisisacceptable,ele-gant.Donot,ifatallpossible,makepresentationstoanunfamiliarmeet-ing,orthefirsttimeyouattendaregularlyscheduledgathering.Learnaboutthespecificatmosphere,aseveryimportantmeetinghasitsown.InbasicsciencesandinmanyschoolsofengineeringPowerPointisconsid-eredtobesinful;hand-writtentransparenciesarepreferredanddrawingbyhandinrealtimeonwhateverisavailableisconsideredvirtuous.Timingwhenyoupresentthematerialrelatedtoyourproposalisveryimportant.Atthebeginningyouralliesmaynothavearrivedyet.Attheendtheymayhaveleft.Makeyouractshortanddonotinundatetheaudiencewithunnecessarydetail.EvenifitisaPowerPointpresentation,havehand-outsready,incolorifpossible.Thosethatneedtobeconvincedmaywishtolookagainatwhateverwaspresentedonthefleetingimagesonthescreen.Whatmakesagoodpresentation?1.Assesstheaudience,andadjustthetoneandcontenttoraisetheinterest,understanding,andperhapsevenenjoyment.2.Staywithinallottedtimeand,ifpossible,makeyourtalkevenshorter.Audiencesofwhatevertypehatelong-windedpresentations.(Rememberfewsoulsaresavedafter40minutes.)3.Prepareyourpresentationcarefullyandrehearsetimingandwording.(Readingapresentationmakesyouloseeyecontactwiththeaudienceanddiminishesimpact.)4.Trytobeasentertainingaspossible,consistentwiththetastesandcultureoftheaudience.5.IfyouareusingPowerPointmakesureinadvancethattheLTDandthelaptoparecompatiblewithyourCDormemorystick.6.Rehearseyourpresentationparticularlyiftherearerealtimesequencesorrotatinganddynamicimages.Audiencesofpeersgener-allydonotcondonetechnicalfailuresduringapresentation.7.Yourdressshouldbeappropriatetoconventionand,insomeevents,totradition.Ifyouareexpectedtobeinatuxedoortails(asinsomeEuropeancountries,particularlySweden),orcocktaildressor33 Ch06-P370587.qxd8/30/066:34PMPage34THEROADTOSUCCESSlongdressforwomenpresenters,orinadarksuitformedicalorbusi-nesspresentations,orwithanopenshirtcollarandsweaterforbasicsci-encepresentationsetc.,thenconform!(OnefamousEuropeanpianistwasrememberedforappearingonstageforhisconcertsintailsandwhitetennissneakers–somethingthataudiencescouldnotforgiveorforget.)Thereismoreondressgenerallyinthenextchapter.Bepolitewhenlisteningtosomeoneelse’spresentation.Donotwhisperapprovalordisapprovaltoyourneighborandifyoumustaskforexpla-nationsneverappeararrogantorcondescending.Iftheproposalpresentedbysomeonefromadifferentdepartmentisagainsttheinterestsofyourunit,donotimmediatelyattack.Listenandgaugethebesttimetoaddressyouropposingremarks.Perhapssomeofyourallieswillpre-emptyou,anditwillnotbenecessaryforyoutocomeouttodefeattheproposal,exceptincollegialsupportwiththeotheropponents.Ifthisisnotthescenarioandyouareleftalonetodefendyourdepartment’s,orunit’sinterests,askforadelayinfurtherdiscussionuntiltheproposalcanbestudiedindepth.Thismayprovidetheneces-sarytimetostudyalltheissues,andifnecessarymobilizesupportagainstit.Trytospeakaslittleasisappropriateatmeetings.Peoplethatcontinu-ouslykeepjumpingupwithquestionsorremarksdonotgeneraterespect.Thesaying:‘speakonlyifyoucanimproveonsilence’shouldbeframedonthewallineverycommitteemeetingroom.Myownpropensitytotalkconstantlyatmeetingswascurbedbychance.DuringthetimeofmyowncareerascentIwasapipe-smoker,andatthattimesmokingatmeetingswaspermitted.Tokeepapipelitrequirescon-tinuouspuffing,otherwisethepipegoesoutandneedsconstantlytoberelit.Continuouslyre-lightingone’spipewaseventhenbothersometomostpeopleandIwasthereforeforcedtokeeppuffingmypipeinsilencewhilepreparingmyselftoexpresswhateverIhadtosayinoneshortsen-tence.Thismademeacquiretheundeservedreputationofexpressingopinionsatmeetingsinonlypithy,appropriateremarks,thussavingeverybody’stimeandgainingundeservedrespect.Ifyouarechairingameetingbeeminentlyfair–aneutral,competent,andinformedreferee.Donotdominatethediscussionandtrytokeepthemeetingmovingalongtoaccomplishitsagendaandendontime.34 Ch06-P370587.qxd8/30/066:34PMPage35HOWTOBEHAVEATCOMMITTEEORBOARDMEETINGSArethereanyspecialconsiderationswithregardtowomen’sparticipation,ineitherbusinessoracademia,atcommitteeorboardmeetings?Someparticularpointsmaybementioned.Aswearefunctioninginamale-dominatedsociety,itiscommonformentoexpresstheirideasinsport-relatedmetaphors:‘evenplayingfield’,‘droppingtheball’,‘scoringtheextrapoint’etc.Womenshouldnotbetooirkedbythisbutrememberthatthisisstilltheprevailingculture.Achangemaybeonthehorizon,butithasnotarrivedjustyet.Womenattendingboardmeetingsshouldbeequallyaspleasantasthemaleparticipantsbutshouldnotallowanyonetopatronizethem.Theyshouldfollowthesamerulesofbehaviorasthoseoftheirmalecounterpartswhoaresuccessful,dignified,andgenerallywellrespected.Intheirdemeanorwomenshouldneverdisplaytheslightestsuggestionofbeingcoquettishoraflirt.Womenonthewayupshouldaimtoconveyrespect,whichwillgenerateadesireamongcolleaguestobetheiralliesandgallantprotectors.Dresscanposeaproblemforwomenanditisimportanttogetitright.Dressshouldreflectpersonalitybutwithoutgoingtoextremes.Outfitsshouldbebusiness-like,notflashy,andadornedonlybysubduedandele-gantjewelry.Personalwealth(beitinherited,acquiredormarriedinto)shouldnotbeflaunted.35 Ch07-P370587.qxd8/30/066:35PMPage37THEIMPORTANCEOFDRESSYourenvironmentimposesageneraldresscode.Trytoconform.Dressshouldnotbeapoliticalmanifesto.hereisanoldbeliefthatbusinessexecutivesandhighpositionofficeTworkersgotoworkinsmartclothesandwhentheyreachhome,dresslikebums.Manualworkersgotoworkdressedlikebumsandputontheirbestclothesafterarrivinghomeandshowering.ThisscenariocertainlyholdsforbusinessesinmostoftheUnitedStates.CaliforniasouthofSanFranciscoisanexception.Thereitisdifficultfromthestyleofdresstodistinguishamanualworkerfromabusinessexecutive.Itisonlytheclotheslabels(Brioni,Zegna,KitanorRalphLauren-Poloetc.vsJCPenny’s)thatrevealthedif-ference.Moreover,inmanycompaniesthroughoutthecountryitisbecom-ingacustomtodresscasually(sportshirtsandbluejeansorcorduroys)onFridays(‘Dress-DownFriday’).ThesecustomsineffectmeanthatonFridayseventheCEOsoflargecompaniesintheNortheastoftheUnitedStatesstartlookliketheirsouthernCaliforniancounterparts.Dressinacademiavariesgreatlyaccordingtotheareaofendeavor.Bluejeans,asportshirt,andsweateristheuniformofbasicscientiststhrough-outtheUnitedStates(withthesweatershedinSummer).Basicscientistsseemtowishtoexpressthattheytakelittleregardforhowtheydress,andyetendupinaquasi-uniform!Academicsinartsandlettersaremoreimaginativeandshowmoreindi-vidualityintheirdress.Tothemalso,however,wearingbusinessattireisagravesin.Inmedicalschoolsclinicalscientistsandcliniciansthatcomeincontactwithpatientsaremorefastidiousabouthowtheydress.Evenaftertheyshedtheirwhitecoats,asuitorsportsjacketandnecktieseemstobeoblig-atory.Itisthisgroupwhosecasualclothesathome,ontheotherhand,remindonemoreofthemanualworkersatwork.37 Ch07-P370587.qxd8/30/066:35PMPage38THEROADTOSUCCESSThesecustomsareeasilyunderstood.Manualworkersweartheclothesthatfacilitatetheiractivities,whilethebusinesspeople,scientists,andcliniciansareobservingtheirsocietalculture.Significantdeviationisgenerallyunder-stoodasprotestagainsttheacceptedorderoranattemptatexpressingone’sownindividuality.Atcompanyaswellasuniversitydinnersoreventsthereisadresscode.Itisadvisabletoobserveit.Therearemoreeffectivewaystoexpressyourindivid-ualityanddisagreementswithpoliciesthanbythesuitordressthatyouarewearing.Expressingprotestthroughdressshouldhavebeenabandonedwiththepassingofpuberty.ItisridiculousatthegraduationceremonyofaSwedishuniversity,forexample,whereprofessorsandstudentstraditionallyweartailsandwhitetie,foraprofessoraskedtoaddresstheassemblytoappearatthepodiuminbluejeansandopencollarshirt,withoutevenanecktie.Thedresscodeateventssuchasfamilypicnics,inbothbusinessandaca-demia,ismorepermissiveandimaginative.Inthebusinessenvironmentitisimportantforone’sspouseorpartneralsotofitintothegeneralstyle.Dresscodeismuchmoreofaproblemforwomen,exceptinbasicscienceacademicdepartments.There,bluejeans,corduroyorothersimilarcasualslacks,withshirtsandsweaters,arethemostcommonlyacceptedattire.Inbusinessandmostacademicinstitutionscareerwomenareexpectedtobeconservativelydressedbutusetheirtasteandimaginationtoexpressindi-viduality.Inthepast15yearsithasbecomeincreasinglycommonforwomentowearpants,inbothbusinessandinacademia,particularlythosewomenovertheageof40.Insomeconservativebusinesses,amazingly,womenarenotpermittedtowearpantsuits.Asforjewelry,thebestrecommendationforanaspiringcareerinbusinessisthatitshouldbetasteful,fittingbutnotextravagant.Inacademiatheseunwrittenrulesareevenmorestrin-gent.Jewelryshouldonlysupplementthegeneralappearance,neverbeprovocative,demonstrativeordominant.Nottowearanyjewelryisevenpromotedbymanywomeninacademia,althoughthishasnotgainedwidespreadacceptance.Itcannotbeoveremphasizedthatitisessentialtodressaccordingtothefunctiononeisperforming.Whenrepresentingacompanyatanexhibi-tion,forexample,itisessentialtoweartheappropriatedressthattheculturedemands.Rememberthatdressisonlyaframe;itcomplementstheindividual’ssubstance,potential,andachievements.Asastatement,however,itismoreeloquentthanwords.38 Ch08-P370587.qxd8/30/066:35PMPage39PHYSICALAPPEARANCE,GROOMING,ANDFITNESSDothemostwithwhatyouwerebornwith.Slim,fit,well-groomed,andtastefullydressedpeoplehaveadvantages.oumaybeverysurprisedhowmuchyourgeneralappearancehastoYdowithyourcareersuccess.Thisisparticularlytrueinbusinessandacademicadministration.Whileitispoliticallyhighlyincorrecteventohintthatobeseandsloppypeoplehavemoreproblemsinsucceedingthanslim,fit,andwell-groomedindividuals,itisneverthelessafactoflifethatthelattergroupenjoystremendousadvantages.Aspreviouslydiscussed,dressisanexpressionofculturewithaccentsofindividuality.Yetcasually,tastefullyandelegantlydressed,slimandfitindi-vidualsaresendingapowerfulmessage.Dress,weight,andgeneralappear-ancehaveadoubleeffect;youfeelbetteraboutyourself,moreconfident,andrelaxed.Thisthenradiatesandisperceived,perhapsevensubconsciously,byotherswithwhomyoucomeintocontact.Moreover,ifyourappearancecre-atesagenerallypleasingimpressionpeoplearemorelikelytoseekandvalueinterchangewithyou.Thereisanatmosphereofmutualrespectandyoumaybesilentlyadmiredandevenenvied.ObesityisacommonphenomenonintheUnitedStatesandisstartingtobeaprobleminWesternEuropetoo.Itistheresultoflackofexerciseandarich,unbalanceddiet.Whileinthepastobesitywasmorecommonlypresentinoldage,ithasinoursocietyalsostartedtoafflictchildrenandyoungindividuals.Preventingobesitythroughexerciseandahealthydietisnotdifficult.Losingweightonceanindividualisobeseismuchmoredifficult.Ittakescoaching,supportfromfamilyandfriendsandtremen-douswill-power.Itcannotbedonefastandregainingweightrepeatedlyismorecommonthanstayingslimandfit.Yetbeingslimisalmostobligatoryforsuccessinbusiness,academicadmin-istration,themilitaryandeveninpolitics.Thisisevenmoreimportantfor39 Ch08-P370587.qxd8/30/066:35PMPage40THEROADTOSUCCESSwomenthanmen,althoughanobesemalebusinessmogul,universitypresident,dean,general,admiralorsuccessfulpoliticianisararity.Certainaspectsofappearanceareinheritedandonecandonothingaboutit.Height,particularlyinmen,hasbeenshowntohelpinacareer,partic-ularlyinbusinessbutalsoinacademicadministration.Manyshorterindi-vidualsendeavortocompensatebybecomingaggressiveandexhibitingthebehaviorofrawambition:theso-called‘Napoleoncomplex.’Inrealitylackofheightisonlyaminorhandicap,whichcanbeovercomebygoodmannersandcarefulgrooming,withquietlyelegant,coordinatedattire.Womenusuallydonotsufferdisadvantagesfrombeingshort;beingpetiteisoftenjudgedattractive.Tallwomendonotseemtohavetheadvantagesthatheightconveystotheirmalecounterparts,butneitherisheightasig-nificanthandicapforverytallwomen.Menareoftenveryconcernedabouthairloss.Whilebaldnesscannotcompetewithafullheadofwell-groomedhairinconveyingafavorableappearance,itisnotamajorimpediment.Atoupeeiseasilyrecognizedandisoftenthesubjectofridicule.(Therearehumorousstoriesofmenjumpingintoaswimmingpoolandtheirtoupeedecidingtodisengageandfloatindependently!)Theattempttodisguisebaldnessbygrowingtheremaininghairandcombingitoverthebarescalpissimilarlymadefunofandwillnotcommandrespect.Manyagingmen,andparticularlypoliticians,feelthathavinggrayhairdecreasestheirpersonalimpact.Dyeingthehairsurreptitiouslyisacommonpractice,butunlessitisdoneprofessionallyandwithgreatcarethehaircanbecomeslightlyorangeincolor.WhenPresidentGeraldFordwasdebatingGovernorRonaldReagan(whoatthattimewasdenyingdyeinghishair)Fordmadetheclassicremark:‘GovernorReaganofcourseisnotdyeinghishair,hehasjustturnedprematurelyorange.’Whilewearingeyeglasses(spectacles)isextremelycommoninacademia,manybusinessexecutivesandpoliticianschoosetowearcontactlensestoappearyounger.Correctivelasersurgeryisarelativelyrecentapproachtotheavoidanceofglassesorcontactlensesandincreasingnumbersofpeopleareusingthisoption.Manywomeninparticularseemtoprefertoavoidwearingglassesinpublic,butafranticsearchforglassesinthepursecreatesanimpressionofadisorganizedindividualandshouldbeavoided.Alltheviewsstatedinthissectionaregeneral,wellknownandreluctantly,ifnotopenly,accepted.Whiletherearewithoutdoubtexceptions,theydonotalterwhatiscommon.40 Ch09-P370587.qxd8/30/066:35PMPage41YOUROFFICEAnimposingofficeincitescompetition,envy,imitation,andmaysuggestthatyouareflauntingrank.sarisingstarineitheracademiaorbusinessyoudon’tyethavethefree-Adomtoexpresstoyourassociates,yourchiefsandtherestoftheworld,whattypeofofficeyouwouldliketoandshouldhave.Thiswillcomelater,whenyouwillbefreetodisplaytheimageyouwishtoproject.Itisagoodideatostartearly,showingsimultaneouslyrestraint,sophisticatedtaste,andimaginationinusingspacemostefficientlywithallthemoderntechnologi-caladvancesforcommunication,obtaininginformation,andstorage.Theofficelocation,size,furniture,decoration,flooring,carpeting,artwork,prestigiousdiplomas(ifany),shouldnotshowself-seekingarrogancebut‘I’mjustenteringyourofficenowsir.Ishouldbeatyourdeskinaboutfiveminutes.’41 Ch09-P370587.qxd8/30/066:35PMPage42THEROADTOSUCCESSshouldbeexpressingrefinedtaste.Allthiswillenhanceyourimage.Inessencethisissimilartoexpressingyourindividualitywithyourclothes(discussedinthepreviouschapters).Donotfighttohavetheofficewiththebestview.Ifyouwintherewillberesentment.Ifyoudon’t,youwilllookinept.Choosethemiddleway.Yourofficeshouldnotbelargerthanthenormofoffices,butifithappensthataspaciousandelegantoneisassignedtoyou,makefunofitandcertainlydonotbrag.Thereisusuallyapeckingorderofofficesizeandlocation.Conformtothis,asduringyourcareerascentthetrappingsofpowerwithoutactuallyhavingitdonotenhanceyourimageandmayevenmakeyoulookridicu-lous.ThelateDrJuliusComroe,thelegendaryfounderanddirectoroftheworld-renownedCardiovascularInstituteattheUniversityofCaliforniaSanFranciscosucceeded,whileinpower,tocurbthedesireforlargeofficesamonghisassociates.Hechoseacubicleforanoffice.Anyonenotfamil-iarwiththissymbolicgesturewhocameaskingformorepersonalspaceleftwithoutcommentafterseeingthesizeofDrComroe’soffice.Thisasceticismdidnotlastwithhissuccessors,butwhileComroeruled,itdidconveyavaluablelesson.Size,location,andviewfromyourofficedonotbythemselvesexpressyourpositioninaunit.Whereyoustandisexpressedinmanyotherways,andunlessusedasasignal,thedesireforalarge,plush,preferentiallylocatedofficeconveysinsecurity.Itisimportanttounderstandthatasyouadvanceinyourcareeryouarebeingobservedfromallsidesand,ifsuccessful,willbeimitated.Anextraor-dinarilyimposingofficeincitescompetition,imitation,anddemonstratesyourpossibleflauntingofrank.(Perhapsstillnothighenoughranktogetawaywithit.)Notdoingsoisparticularlyimportantwhenspaceislim-ited,asittendstobeineverysuccessfuloperation(Parkinson’sLaw).Ifyoursectionneedsasiteforsmallmeetings(10–12people),aconferenceroomforyourunitwouldbenicetohave,butmakesurethatitisavailableforsharingbyallcolleaguesorevenotherunitsthatlegitimatelyneedit.Makingsuchafacilityapartofyourexclusivefiefcreatesenemieswhowillcarrytheirresentmentforalongtime.Makesurethatuptodatecommunicationequipmentisavailablefortele-phoneandpossiblyvideoconferencing.Involveasmanycolleaguesaspos-sibleinthechoosingofequipmentbutdonotallowtheprocesstoundulydelayinstallation.Ifyourdepartmentorbusinesscanaffordit,include42 Ch09-P370587.qxd8/30/066:35PMPage43YOUROFFICE‘ThisisavideoconferenceAdams.Icanseeyou.’cutting-edgetechnology.Rememberthatadvancesinequipmentoccurcon-stantlyanditisimpossibleandtoocostlytoconstantlykeepupwiththem.Ifyouaregiventheluxuryofchoice,thefurnitureandthetotalambienceofyouroffice,wallpaper,artwork,floor,carpets,evendiplomas,shouldbethoughtoutcarefully.Itisveryunlikelythatyouwillbegiventheoppor-tunitytohaveaninteriordecoratordesignyouroffice.Shouldyoubesofortunate,however,spendtimetoinstructherorhimaboutyourprefer-encesandtrytohavetheofficetastefullybutnotluxuriouslyfurnished.Rememberthatthisscenarioisbeingobservedbycompetitors,perhapsevenwithenvyandmalice.Asthismaybethebeginningforyouofarapidseriesofpromotionsrestraintisanessentialvirtue.Howdoesoneusethefurnituretocreatethedesiredatmosphereinwhichameetingistotakeplace?Ifyouwishtodisciplineoneofyoursubordinates,youmustsitbehindthedeskwiththe‘culprit’sittinginachairinfront.Thissignalsthedistinctioninrank.Youcanusethisapproachwithyourassistants,butasyoudonotyethavetheauraofabigchief,doitonlyonrareoccasionsandonlywiththosethatforcefullychallengeyourstatus.Donothaveacouchinyourofficeuntilyoureachatopexecutiveposition.Havingacouchintheofficemaylookpresumptuous.Whenyouhaveascendedinyourcareerandyourofficeislargeenoughtoaccommodate43 Ch09-P370587.qxd8/30/066:35PMPage44THEROADTOSUCCESSacouch,embracethatarrangement.Acouchcanoffermultipleuses,includingthepotentialforadelicious,discrete,andunadvertisednap!Ifyouarecontinuouslyharassedinyourofficebyunimportantphonecallsorunwantedcallers,findasecludedprivatespottohide–laboratory,libraryorwherever.Thismaybeaplacethatyoucancatchuponyourworkandmakedetailedplansuninterrupted.Onlyyourassistantorassociateshouldknowwhereyouareandcanbeepyouorcallyouonyourcellular(mobile)phoneinanemergency.CarryyourBlackBerryorTreowithyou,butturnitoff.Asyoumaystillcontinuetoengageinresearchorengineeringwork,thetelephoneonwhichyoucanbereachedinthelaboratoryorworkroomshouldremainunlisted.Timetothink,catchupandremainundisturbedbecomesincreasinglypreciousasyouadvanceinyourcareer.44 Ch10-P370587.qxd8/30/066:36PMPage45E-MAILANDTELEPHONEE-mailandprofessionaltelephoneusehavetheirownrulesofcivilconduct.Observethem.-mailhasbecometheuniversalmethodofinterpersonalcommunica-Etion.BlackBerry,Treo,personalcomputersandlaptopshavebecomeubiquitous,andforsomepeopleitistheroutinetobrowsethroughtheire-mailmessagesfirstthingonawakeninginthemorningandlastthingbeforeturningoffthelightandgoingtosleepatnight.Itisalmostnor-malproceduretofindmessagesinthemorningfrompeoplethathavesentthemtoyouatallungodlyhoursofthenight.Suchanimportantmethodofcommunicationhasitsrulesofcivilconductthatoneshouldobey.Whilesomefeelthatitisawonderfulwaytoanswerdetailedquestionsandmessagesinmonosyllablesorwithunintelligibleacronyms,itisimpo-litetodosoandconveysthemessageofalackoftactandimpatience.E-mailmessagesareobviouslyatime-savingmodeofcommunicationbecausethedate,thesender’sparticularsandtherecipient’saddressarealreadyauto-maticallyincluded,alongwithothertechnicalidentifyingdata.Noneofthesedetailsneedtobelookedupastheyareeitherinthecomputerfileorareautomaticallyenteredinthereply.Politenessandarespectforproperformofcontactshouldimposeacivilwayofexpression.InEurope‘Dear’isobligatory.IntheUnitedStates‘Hi’or‘Hello’,followedbythefirstname,oronlythename,isingeneralusetoaddresstherecipient.Ifyouarenotonafirstnamebasis,MrorMs(Drifthatisthetitle)followedbythelastnameistheacceptedwayofstart-ingthemessage.Thetextshouldbecomposedinerudite,grammaticallycorrectEnglishwithoutabbreviationsorslang.Foranexperiencedtypistthetime-savingargumentdoesnotholdasthefewsecondssavedareattheexpenseofyourimage.This,however,doesnotmeanthateffectivenessandbrevityneedtobesacrificedforlong-windedmessagesfullofemptyphrases.Thebestmessagesarebrief,tothepoint,ingoodEnglish,withshortsen-tencesandproperpunctuation.Nomessageshouldbelongerthan5–645 Ch10-P370587.qxd8/30/066:36PMPage46THEROADTOSUCCESSlines.Ifsupportingdocumentationisrequired,thisisaccomplishedbyaddingoneormoreattachments.Yoursignatureshouldincludeyourfirstandlastnamewithmiddleinitialsonly,ifthepersontowhomitisaddressedisastranger.Ifthemessagegoestoafriendoracquaintanceuseyourfirstname.Ifitgoestosomeoneyoubarelyknoworsomeonethatyouarenotonafirstnamebasiswith,yourinitialswilldo.Yourfullnameande-mailaddressasthesender,appearontopanyhow.Telephonecommunicationsalsohavetheirritual.Trytodialyourself,oratleastpickupthetelephoneassoonasthecallmadebyyourassistantgoesthrough.Havingyourassistantmaketheconnectionandannouncethatyouaremakingthecallcanbereservedforthetimewhenyouhavereachedtherankwherethisisconsideredtobenatural,butduringyourascenttothatlevelitisconsideredtobeshowingoffandpresumptuous.Similarlyforincomingcalls,haveanindividuallinethatyourassistantanswersonlywhenyouareinameetingorabsent.Itseemssounimportant,andispos-siblytime-consuming,buttheimpressionofmodestycombinedwitheffi-ciencyandapproachabilityarequalitiesthatneedtobepreserved.Donothavelongconversationsandcertainlynolongexchangeswithyourfamilyonthe‘company’phoneassignedtoyou.Wheninanimportanttelephone‘Daddy’sinathird-quartersalesmeetingrightnowBilly.I’llhearallaboutyougoingpottywhenIgethome,okay?’46 Ch10-P370587.qxd8/30/066:36PMPage47E-MAILANDTELEPHONEconversation,behaveasifyouwereontelevision.Yourvoicemaybetrayyourfeelingsaboutthepersononthelineoryouruncertaintyaboutsomeoftheissuesdiscussed.Allcallsshouldbepolitelybrief,assubsequentexchangesbye-mailmaysupplytheinformationmoreefficiently.Avoidmakingpersonalcallstoyourfamilyduringtheworkinghours,butifyoumustmakethem,theyshouldbebrief.Avoidmakingprivatelongdistancecallsfromtheoffice.Ifitcannotbeavoided,makethem,keeparecordofthem,andmakesuretoreimbursethecompanyoruniversity.Useyourprivatecellphoneforpersonalbusiness.Withtoday’sdigitalrecordsyourcallscanbeeasilytraced.Asyouareonthewayup,manyjealouseyeswillbefixedoneverythingyoudo.47 Ch11-P370587.qxd8/30/066:36PMPage49HOWTOGAINRESPECTANDLOYALTYWHILEYOUADVANCEINYOURCAREERYourperformanceiswhatreallycounts,buttreatingpeoplethatworkforyou,withyou,andyoursuperiorspolitely,loyally,andwithrespectisessential.syouadvanceinyourcareer,whetherinacademiaorbusiness,yourArelationshipwithyoursuperiors,colleaguesatsimilarlevelandwithindividualsthatworkforyou,canbemosthelpful,orverydetrimentaltoyourcareer.WithsuperiorsBeefficient,politeandkeepyourdistanceunlessencouragedtobecomefriendlier.Eventhen,trynottobetheonewhoisinitiatingcloserrelation-ships.Thisisparticularlyimportantifyouandyoursuperiorareofdifferentgender.Itiseasytomisinterpretthenatureofawarmingofficerelationship.Becominginvolvedinapersonalrelationshipgenerally(withafewexcep-tionsthatendinhappymarriages)mayresultinunwantedcomplications.Neverinitiateaddressingyourbossbyhisorherfirstname.Heorshemaystartcallingyoubyyourfirstname,whichiscommon,particularlyifthereisasignificantagedifference.Inthatcaseyoumayexcuseyourselffromrecip-rocatingbycitingtheagedifferencefactorandtheruleslearnedinyourupbringing.Iftheagedifferenceisnotafactor,useyourdiscretionandchoosethemodeyouaremostcomfortablewith.Avoidbeinganuisancebygoingtoyoursuperior’sofficeonyourowninitiativeorcallingupwithquestionsthatyoucouldanswerbyusingtheInternet,thedepartment’sfiles,orotherreadysourcesofinformation.49 Ch11-P370587.qxd8/30/066:36PMPage50THEROADTOSUCCESSNeverengageingossipaboutyoursuperiorsandlearntolistenratherthantalk.Competitorsorenviouscolleaguesmayquoteyou,verylikelymali-ciouslyandincorrectly.Ofcourse,shouldyoursuperioralsobeyourmentorthenmuchofthismaynotapply.Youmustallowhimorhertosettherulesoftherelationship.Intheend,yourperformanceiswhatreallycounts.Inacademia:thequal-ityandperhapseventhequantityofyourresearchmaybemoreimportantthanattractivebehavioraltraits.Inbusiness:originalityofideas,industry,meticulousattentiontodetailanddeliveringprojectsontimearewhatcountsevenmorethanbeinglikeable.Insummary,theessentialsofsuccessare:workhard,bemeticulousinyourperformance,keepyourmouthshutandmakesurethatwhatyoudowellisnoticed.WithcolleaguesatyourcareerlevelTheserelationshipsareoftencomplicated.Withsomeyoumaydevelopagenuinefriendshipthatisunaffectedbycareerconsiderations,whilewithothers,nomatterhowmuchyoutry,businessandcareerarealwaysatthebackofthemind,theirsandsometimesalsoyours.Itisalsoeasytomis-interpretfriendlyoverturesofafriendleftbehindinhisorhercareer.Whileyouarenotachiefyet,youcandevelopandnurturetruefriend-ships.Thiswillnotbepossiblelater,afteryouhavearrived:‘Thecaptainofashipisalwaysaloneonthebridge.’OrtoquoteDonKennedy,theformerpresidentofStanfordUniversity:‘Inadogteamonlytheleaddoghasabroadview.’Womenshouldbeparticularlyawareofthefactthatenvyandjealousycanbepotentfactorsinhowrelationshipswithcolleaguesmayevolve.Thedifferencebetweenhowwomenandmenreacttopromotionsofpeersmayhavesomethingtodowithupbringingandthefactthatmenhavebeenbroughtupinatraditionofteamsports,whichrequiresadifferenttypeofdiscipline,withrespectforthecoach,thangirlsareexposedtowhilegrowingup.Menalsogenerallymoreeasilyforgiveslightsandinsultsandaftereventumultuousmeetingswillwalktogetherfordrinkstothenearestbar.Womengenerallyneverforgetinsults,particularlywhenutteredinpublic.Allthislosesimportanceifyouhavedecidedinyourownmindthatfriend-shipandloyaltytoyourfriendsaremoreimportantthanadvancinginyourcareer.Thisattitudeislesscommoninbusinessthaninacademiclife.50 Ch11-P370587.qxd8/30/066:36PMPage51HOWTOGAINRESPECTANDLOYALTYInthelattercasethesolaceofworkinglonghoursintheresearchlabora-torymaybesosatisfyingthatcareerconsiderationsbecomelessimportant.Yetpromotionsmayarrivealmostautomaticallyiftheresearchresultsturnouttobeviewedasimportant,andarewidelyappreciatedandpublicized.Thesatisfactionofactivityandpursuingone’sprojectswithenthusiasmforpureenjoymentisalmostneverseeninbusiness.Itsomehowgoesagainstthebasicconceptsofthetrade.WithpeopleworkingforyouwhileadvancinginyourcareerItisatruismthatrespectandloyaltyfrompeoplethatworkforyouisatremendousassetandmaysignificantlyhelpyourcareer.Anassistantthatorganizesyourworkday,alaboratoryassistantthatmakessurethatevery-thingisproperlypreparedforyourexperiments,anaidethatsuppliesdataforyourpresentation,allareabsolutelyinvaluable.Theirloyaltyandwill-ingnesstogobeyondwhateffortisusuallyexpectedmaypropelyourcareerandmakeyoustandoutasahero.Yettodothisforyou,thesepeoplemustberepaidbyequalconsiderationandbyyourloyaltytothem.Thisisnotonlyaccomplishedbypolitenessandthankyous,butbeingreadytogotheextramiletohelpthemortheirfamilieswheninneed.Byappreciatingtheirefforts,mentoringthemandbeingwillingtorecommendthemforpromo-tion,evenifthatmeansthattheywillleaveyourunitandgotoahigherpositionelsewhere,youwillgaintheirloyalty.Devotiontoyourstaffhastobegenuine;pretendingshows.Therulesarefairlysimple:1.Donotaskyourassociatestodotasksthattheyarenotequip-pedfor.2.Findtheappropriatepositionthatmatchesanindividual’stalentsandstrengths.3.Bequicktopraiseandifappropriatedoitinpublic.4.Chastiseinprivate,inyourortheiroffice.Ifyoucriticizeinpub-lic,itmustbepremeditatedasapurposefulmessage.5.Beapproachable,kind,andpolitebutavoidfamiliarity.6.Dothenecessaryworkforpromotionsandbonuses(ifthatisper-mitted)torecognizeexceptionalperformanceevenifyouareextremelybusyandtheeffortmeansstayinglongerhoursintheoffice.Thatisnoticedbyothersandisapowerfulincentiveforeffortsbypeerstodolikewise.Therecipientgenerallyappreciatesyourefforts.7.Avoidnepotism.Neverhaveyourfamilymembersworkinyoursection.Ifforsomereasonitisunavoidable,havethemsupervised51 Ch11-P370587.qxd8/30/066:36PMPage52THEROADTOSUCCESSbysomeoneelseandbesuretoexpectatleastthestandardqualityofperformanceandobediencetorules.8.Bearolemodeltothepeoplethatworkforyou.Rememberthatyouareveryvisibleandyourbehaviormustbeexemplary.9.Trytocreateprideinbelongingtoyoursectionoroutfit.Rememberthatinwarfare,whichisprobablythemostdemandingtest,soldierswhoarenotverydifferentfromindolentindividualsinotherunits,whenpartofaneliteteam,withapatchontheirshoulderindicatingthattheybelong,willfollowthemotto,e.g.‘TheScreamingEaglesneversurrender’or‘Whodareswins’.52 Ch12-P370587.qxd8/30/066:37PMPage53BUDGETINGYOURTIMELonghoursarenotasubstituteforefficiency.Tasksnotworthdoingatallarenotworthdoingwell.anagingyourtimeefficientlyandsavingyourenergyisanimpor-Mtantaspectoflifeandmaybethekeytocareersuccess.Everyonehasonly24hoursinaday.Withnecessarydailyactivitiesandtheneedtosleepforbetween6and8hours,obligationstofamilyetc.,whatisleftforworkmustbecarefullymanaged.Working10hours,dayinanddayout,doesnotnecessarilyproducesatisfactoryresults.Itmaytireyououtandmakeyoulistlessorworse,irritableandunpleasant.Themostimportantconceptinbudgetingtimeistoknowwhatyouwanttoaccomplishandhaveanorderlygameplantoachieveit.Sittingandrelaxingwhiletheclockistickingandthenhavingtodothejobinagreatrushandsleeplessisasurewayofgettingyoutohateyourjobinthemidstoffrustration.Ifataskneedstobecompletedbyadeadlineallotthenecessarytimeandmakeittakeprecedenceoverotheractivities.Advisablerulesforusingyourtimeefficiently:1.Streamlinethetaskassignedtoyouandobtainthebest(availabletoyou–donotbeoverlymodest),specialized,technicalassistancefromcompetentindividuals.2.Havepeoplethatworkforyou,ifyouarefortunatetohavethem,eliminatejunke-mailandotherneedlesscommunications,inordertoconcentrateonwhatisimportant.Ifyoudonothaveaccesstosuchpeopletrytoscanyourmailanddoitrapidly.Ifyoueliminatesome-thingimportant,donotfret.Ifitiscrucialtheywillwriteagainandmarkitimportant.3.Keepphonecallstoaminimumandkeepthemasshortaspossi-ble.Brevity,however,shouldneverhavetingesofarroganceandbeinterpretedasbeingimpoliteoruncivil.53 Ch12-P370587.qxd8/30/066:37PMPage54THEROADTOSUCCESS4.Dobyphonecallsande-mailasmuchaspossibleandwalktootherofficesorlaboratoriesonlyifyoumust.ThiswillchangewhenyouhaveachievedCEOorchairmanstatus.Then,walkingaroundyourdomainwillbebothinformativeandademonstrationofbeingpartofthegroup.5.Prepareyourdailyscheduleinadvance,keeptoitandifunex-pectedmeetingsorappointmentscomeup,makesurethattheyareunavoidable.6.Beontimeformeetingsand,ifyoucaninfluenceyourcol-leagues,makethemdolikewise.InmanyAmericanuniversitiesitiscustomarythatmeetingsstart15minutesafterthescheduledstartingtimeaseveryoneisgenerallylate.Startthemeetingontimeevenifonlyafewpeoplearepresent.Ifdonerepeatedlyitwillchangethehabitandsaveanenormousamountoftimeifothermeetingsfollowsuit.7.Chairthemeetingsinyourunit,andifpossiblebeappointedtopresideoverlargerconferences.Youwillbeabletostartmeetingsontime,withoutunnecessarychatter.Youmayevenbeabletogetthemtoconcludeontimeandwiththeirobjectivesmet.Bekindandcivilwhenyouchairmeetings.Colleaguesareeasilyoffendedanditmaytakealotoftimeandefforttosmoothfeathers.Humorisappreciatedonlywhenyouhavereachedthetopposition.8.Trytoavoidhavingmeetingsinyourownoffice.Besidestheappearanceoftryingtoimpress,whichyoushouldavoid,itrestrictsyouroptionsasitwouldbeinappropriatetogetupandleavebeforetheattendingcolleaguesfeelthatthemeetinghasproperlyended.Ifyouhavemeetingswithcolleaguesintheirofficesthisallowsyoutoleaveifyouhaveto,withoutappearingrude,orworseself-important.9.Ifmeetingswithcolleaguesorsubordinatesdohavetobeheldinyourofficetherearewaysofshorteningthem.Youcanhaveyourassistant,ifyouhaveone,callyouataspecifiedtimeafterthemeet-inghasstartedtoletyouknowthatyouareduetobesomewhereelse.Youcanthendelaytheendofthemeetingorfinishitwithoutappear-ingrude.10.Ifyouaretheonewhoschedulesmeetings,keepthemto30min-utes,ifpossible,andendthemevensooneriftheagendaiscompleted.Ifyoucan,tryhardtohirehighlycompetentofficestaff.Afterawhiletheywilllearnyourhabits,hopefullybeloyal,notgossip,andlearnyourtasteandvalues.Ifsuchpeoplearewillingtofollowyouasyouadvanceinyourcareeryouwillhavesavedmucheffort,andeachnewpositionwillstart54 Ch12-P370587.qxd8/30/066:37PMPage55BUDGETINGYOURTIMEsmoothly.Ittakesdelicatejudgmentforyourassistanttogivesomeoneanimmediateappointment,ortoconvinceothersthatyouwishyoucouldseethembutitisjustnotpossibleatthistime.Competentassistantsareinvaluableyetverydifficulttofind.Cherishandbegenerouswiththeonesthatyouarefortunatetohaveworkingforandwithyouandarewillingtofollowyouasyoumoveup.Donotworkyourselfintoineffectiveness.Verylonghoursmayresultinawasteoftime.Efficiencycansavetimeanditcanimprovethequalityoftheproduct.Realizethatlonghoursarenotasubstituteforfunctionality.Donotrunfrommeetingtomeeting.Allowtimetothink.Rememberalsothattasksnotworthdoingatallarenotworthdoingwell.Somepeopleareattheirbestinthemorningandothersintheevening.Everyoneonthewayupintheircareerhastoworkbeyondtheusual40-hourweek.Try,ifatallpossible,toadjusttheworkingperiodbeforeorafterreg-ularhourstosuityourcircadianclock,asmostambitiousandgoal-orientedpeopleneedtowork,writeorprepareforfutureassignmentsbeyondthatusual,minimallyrequired,timeframe.Learntoavoidlookingatyourwatchallthetime.Youmaybeaddictedtobeingalwaysontime,buttheclock-orwatch-lookingobsessionannoysmostpeopleandnegatestheimpressionthatyouwishtoconveyofbeingsureofyourself,comfortableandrelaxed.Onetricktoenableyourselftostillbeinformedofthetimetotheminute,istohavestrategicallyplacedclocksinyouroffice,inordertobeabletoseethetimewithouthavingtoturnyourhead.(Acolleaguehadhisdeskorientedtothesteepleofthechurchacrossthestreetthatwasconvenientlyadornedwithahugeclock.)Timeshouldbeyourhelperandnotarelentlesstyrant.Donotbecomeitsslave!55 Ch13-P370587.qxd8/30/066:18PMPage57MAKINGYOURCHIEFANALLYASYOUADVANCEYourimmediatesuperiorcanbeavaluableallyandmentororathreateningobstacletoyourcareer.Thequalityofyourworkandpersistentlycorrectandappropriatebehaviorwillpropelyou.superior–inacademia,yourdepartmentchairman,divisionorsec-Ationchief,orinbusinesstheheadofthecompanybranch,companyaffiliateorwhichever–canbeavaluableallyandmentor.Heorshemayontheotherhandbeathorninyourside,athreateningobstacletoadvancement.Howisitpossibletomakeanindifferentorevenanantag-onisticsuperiorintoasupporter?Therearenogeneralrules.Everythingdependsonyou,yourpersonality,attitudeaswellasyourqualifications.Muchalsodependsonthechiefandofcourseontheenvironment.Heorshemaybeafriendlyindividual,loyaltothestaffandeagertobeofhelp.Oryourdirectsuperiorcanbeamis-anthrope,unhappywithhisorherowncareeranddyingtotakerevengeonthepeoplethathavethemisfortunetobepartoftheunit.Theseareextremes.Realityissomewhereinbetween.Generallyyouwillneitherhavethegoodfortunetohavethesupportive,mentoringchiefnortheogrewait-ingtopunisheveryonethatcrosseshisorherpath.Andalsoremember,nothingispermanent:superiorschange,getrecruitedaway,retireorevendie.Thusitisthat,inwhateversettingyoufunction,almostalwaysyouroldsuperior,theonewhorecruitedyou,orsawtoitthatyouwerepromotedtothepresentposition,hasleftforwhateverreason.Thiswasthesuperiorwhohasdeliveredonhispromisesandkeptpraisingyou,bothinpublicandprivate;apersonyoucouldrelyon.Atotallynewindividualhasnowreplacedthatally.57 Ch13-P370587.qxd8/30/066:18PMPage58THEROADTOSUCCESSANEWCHIEFThenewchiefisyounger,morevigorousthantheoldchief,someonewithhisorherownpredilections,plansforthewholeentity,includingyourdomainandhashis(orher)ownideas(includingyourfuture)thatyoumayfeelarebasedonprejudices.Thenewchiefcouldbefriendlyorunfriendlytoyouandhowyouinteractmaymakethedifferencebetweenhavingajobthatyouenjoywithpromisesofpromotions,oronethatyoudespise.Thedreadedresultmayevenbethatyoumayendupwithoutajob.‘Thistimehetooktwosipsofcoffee.Iwonderwhatthat’sallabout?’Althoughyouandyourcolleaguesarenervousaboutanewchief,heorsheisprobablyequallyuneasystartinginanewposition.Itisthebestpolicytogivethenewheadthebenefitofbelievingthatheorsheiswellqualifiedforthepositionandhasthebestintentionsforadvancingtheenterpriseaswellasyourcareer.Ifithappensthatyourconceptsofwhatneedstobedonematchtheideasofthenewchief,andheorshefeelsthatyouareoneofthevaluableassetsoftheentity,yourlifewillbepleasant.Youwillenjoy58 Ch13-P370587.qxd8/30/066:18PMPage59MAKINGYOURCHIEFANALLYASYOUADVANCEthechangeandmayevenbeonthewaytoapromotion.Oryoumayrelaxandenjoyyourjobandlife,ifyouhavegivenuptheideaofadvancingandarehappytostayinyourpresentpositionuntilyouretire.Ifso,youprobablycanfromthenoncoastonyourpreviousachievements.Ifyouareambitiousandwishtokeepbeingpromoted,youwillneednewideas,freshprojectsinbusiness,whileinauniversityyourinnovationsandhypotheseshavetoresultinfundedgrants,originalpublicationsinpresti-giousjournalsandcontinuingrespectfrompeersinyourdiscipline.Inmanywaysyourcareerandtheoneofyournewchiefwillbeintercon-nected.Bothofyouneedanewbeginning,newideasthatwilldistinguishthenewchief’stenurefromthatoftheprevioushead,andyouwillneedtoworkhardtofitintothatfreshscenarioandimpress.Inbusinessyouandthenewchiefwillbeexpectedtocomeupwithplansthatcutthebudgetandbringinmorenetprofitsbasedonimaginativeplans.Inauniversitytomakeyourchieflooksuccessfulandmakehimorherbecomeyoursup-porter,youandyouryoungassociateswillbeexpectedtowriteimportantcontributionstoyourfield.Youwillbeexpectedtowritesuccessfullyfundedgrants,winawards,prizes,medals,bemembersorfellowsofprestigioussocietiesandbeoneditorialboardsofrespectedpublications.Allofthisbringspressurewithit,asnotonlydoesyourperformanceneedtobeoutstanding,butalsoyouareprobablyincompetitionwithequallyambitiouspeers.Howisonetodealwiththesepressures?Inbusiness1.Alwayscarefullyprepareyourassignedmaterialforthescheduledmeetings,asrequestedbythenewchief.Performsearchesforinfor-mation,readandprepareonthesubjectstobediscussedbutdonotmakeyourselfappeareager.2.Donotmakeyourrecommendationswithoutdiscussionswithyourassociates,ifyouarefortunatetohavethem,whoshouldpreparebriefsandplansbasedoncarefulreview.InacademiaYouwillbejudgedbyobtaininggrants,publishingandbeinginvitedtolectureaswellasbyevaluationsofyourstudentsatalllevels.Tosucceedwithouthavinganervousbreakdown:1.RealizethatRomewasn’tbuiltinaday.2.Selectasub-specializedfieldinwhichyouhavesomepreviousexperience.59 Ch13-P370587.qxd8/30/066:18PMPage60THEROADTOSUCCESS3.Rememberyoumusttrulylikeandrespectthefieldthatyouengageintobeabletoslaveinit.4.Makesurethatyourtechnicalhelpandequipmentareuptothechallenge.5.Securespaceandassistants(Thisismostdifficult.)Thework,whetherinbusinessoracademia,hastobecarefullydoneorsupervisedbyyou,anditwillinvolveverylongdaysandprobablyalsonights.Avoidaskingyournewchiefquestionsabouttheassignedtask.Alwaysconveytheimpressionthatyouarehighlycompetentandabletohandleanytaskintheentity.Becareful,however,nottoappearasthoughyouareattemptingtoeclipsethenewchief’simage.Additionalhints:1.Donotbecomeafixtureinthechief’soffice.Proximitymaybeannoyingandgenerallydiminishesrespect.2.Continuetoactwithinyourowndomainasyoudidbeforethechangeinthetopmanagement.Youweresuccessfulbeforeandyoushouldkeeponbeingso.3.Neverbrag!4.Donotgiveadvicetothenewchief,unlessaskedforit.Refrainfrompatronizingorshowingthatyouknowthelayofthelandbetterthanheorshedoes.5.Actnaturally.Donotforcecontact.Afteryouhavefoundouthowthenewchiefwishestooperatethewholeentity,cooperateandadaptwithoutbeingobviousinyourattemptstoplease.6.Avoidsocialentanglementswiththenewregimebeyondthesporadiccontactthatiscustomary.Arespectfuldistancewillbebeneficialtoall.Yournewchiefshouldbegiventheprivilegeofworkingwithoutunsolicitedinterruptions.Ifyouareaskedtomakeapresentation,findouthowyournewsuperiorlikesthemdone.Forinstancedoesheorshewantpreliminaryhandouts,summariesorprintsoftheimagesthatyouwillshowwithyourcomputer?Overheadsoronlyoralpresentationsaresometimespreferabletosome,par-ticularlytoengineersandbasicscientists.YoumaypreferflashyPowerPointextravaganzas,butaccommodatethewishesofyournewchief.Alwaysbe60 Ch13-P370587.qxd8/30/066:18PMPage61MAKINGYOURCHIEFANALLYASYOUADVANCEconciseyetasinformativeaspossible.Havetheslidesorcomputerpresen-tationincolor,withgraphsandfiguresonlyifthisisacceptableanddesired.Useasfewofthemasnecessarytomakethepoints.Donotgivetheimpres-sionofself-importance.AhostilechiefThenewscenariomaybethatthenewchiefdislikesyoufromtheverybeginning,eitherfromhearsayorfromsomepreviousencountersthatyoumaynotevenremember.Heorshemayhaveideasabouttotallyrevamp-ingtheentity(likelywithoutyou).‘Geesir,weseemtohavegottenoffonthewrongfoot.’Theimpressionmaybethatyoudonotfitintotheplans,oranewper-sonthatistoberecruited,orhasevenbeenpromisedyourjob,maybepreferred.Everythingaboutyourcareermaybeinjeopardyandpromo-tioninthesameentitytotallyunlikelyinspiteofthefactthatyouhavebeenhighlysuccessfulinthepast.Youhave,however,notyetbeentoldthatyoushouldleave.Thisisthetimethatyouhavetomakethedecisionofwhethertorideitoutorquit.Ifyoudecidetoquit,andthismaynotevenbeachoiceforyoutomake,youwillhavetodecidewhethertoseekanotherposition61 Ch13-P370587.qxd8/30/066:18PMPage62THEROADTOSUCCESSelsewhereorretire.Thelattercourseofactionispossibleonlyifyouhavethefinancialreservestomaintainthedesiredlivingstandards.Ifyouarestillyoung(orstillfeelyoung),thatsolutionwillbeunacceptableevenifyoucanaffordearlyretirement.Acceptingadeclineinlivingstandardsthatyouandyourfamilyhavebecomeaccustomedtoshouldbeavoidedifatallpossibleasitisusuallyaquitedepressingexperience.Findinganotherpositionmaynotbeeasy,asthegeneralruleisthatgoodjobsbecomeavailablewhenthingsaregoingwell,andeveryonewishestorecruityou.Joboffershaveawayofdisappearingwhenyousorelyneedthem.Acceptinganewposition,withoutcarefulscrutiny,justbecauseyouaredesperateforachange,maybeabigmistake.Conditionsmaybeverydifferentfromwhatyouimaginedorwerepromised.Themovecouldbeineffectjumpingfromthefryingpanintothefire.Itisalsopossiblethatyouhavenotthoroughlyevaluatedwhetherthereisachancethatthesituationinyourpresentjobcanbeturnedaround.Unlessyouhavebeengivennotice,itshouldbeeasiertofindouthowtogetalongwiththenewbossthantostartsomewhereelsewhereyouwillneedtolearneverythingaboutthenewsurroundings.Ifyouhavetheimpressionthatthenewchiefconsidersyouunableorunwillingtofitintotheplansforrevamp-ingtheenterprise,youshouldexaminetheideasthatheorshemayhavepresented.Trytobeasunbiasedasyoucan,anddetermineinyourmindwhethertheydofitintoyoursetofvalues.Youmayreachthedecisionthatitmaybeworthwhiletochangethenewchief’smindaboutyouandcoop-eratewiththenewscenario.This,however,shouldbeopenlydiscussed,andifpossible,agreementsshouldbereachedonhowyouwillfitintotheneworder.Youmaybesurprisedthatthesituationmayworkout;youmayactu-allycometoagreewiththechangesthatarebeinginstituted,whichmayactuallyhavebeenoverdue.Justbecauseyouwerecomfortablewiththeoldregimedoesnotmeanthatitwasgoodfortheenterprise.Ifanagreementaboutyourstayingonandcooperatinghasbeenreached,donotoverreact.1.Dothebestyoucantofurthertheplansthatyouhaveagreedupon.2.Donottrytoendearyourselftothenewchief.Beproper,friendlyandcorrect.3.Avoidconfrontations.4.Preparemeticulouslywhatyouwereassigned.Itiscourteoustosendthepreparedmaterialbye-mail,faxorevenbytakingittothe62 Ch13-P370587.qxd8/30/066:18PMPage63MAKINGYOURCHIEFANALLYASYOUADVANCEchief’sofficeyourself,beforethepresentation,togivehimorherachancetobecomefamiliarwithitinadvance.5.Inmeetingswithcolleaguesofequalstandingtoyoursintheenterprise,whetherinthepresenceofthenewchieforwithouthimorher,donotcriticizeorvoiceopposition.Nevergossip.Thewallshaveears!6.Realizethatbothyouandyournewsuperiorareevaluatingthenewrelationshipanduntilyouhavebothfirmlydecidedthatyouaretostay,everymoveiscarefullyweighed.7.Youmay,however,reachtheconclusionthatlifeistooshortforyoutoremaininanuncomfortableorpossiblyevenhumiliatingposi-tion,withaprogramyoudonotagreewithorwithasuperiorthatyoudonotrespect.8.Likingornotlikingyournewchiefshouldnotenterintotheequation,butforyoutofeelcomfortableremaininginyourpost,mutualrespectisessential.Resignifyoucannottoleratethenewsituation.Donotactprecipitouslyandattempttogetadifferentjoblinedup.‘Goldenparachutes’donotexistatyourpresentlevel.Neverevenconsidersuingfordiscriminationorwhatsoeverreasonalawyertriestosuggest.Itwillruinyourcareerevenifyouwinorsettle,whichisnotcertainbyanymeans.Ifproperlyhandled,someoneintheunit,perhapseventhenewchief,mayhelpyouobtainanacceptablepositionelsewhere.Ifyouhavedecidedtostay,thenewchiefhasturnedaroundandyouarebeingincludedintheplansforthefuture,havebeenpromisedpromo-tionsandfeelrespected,theearlynegativerelationshipmayresembleadistantnightmare,althoughthehorrorofthebeginningswillprobablyneverbecompletelyforgotten.Afteraperiodoftime,whencooperationhasbecomealmostautomaticandmutualconfidencehasbeenestab-lished,thesituationmaybecomeacceptableandevenenjoyable.Muchofwhathasbeensaidrefersmostlytobusiness.Inacademiclifeevery-thingdependsonwhetheryouhavealreadyachievedtenure.Ifyouhavenot,youarevulnerable.Althoughanacademicappointmentwithtenureispermanent,therearewaystomakeyourlifetotallyunbearableifyoursuperiordecidestodoitcleverly,withoutopenlybreakingtheuniversityrules.Althoughfrustrat-ingenoughtomakeyouwishforearlyretirement,youmaybemuchtoo63 Ch13-P370587.qxd8/30/066:18PMPage64THEROADTOSUCCESSyoungtoevenconsiderit.Thesametypeofbehaviorassuggestedforsomeonefacingasimilarsituationinbusinessappliesheretoo.Becareful:donotgiveupandresignunlessyouhavealreadybeenfirmlyofferedanacceptablepositionatanotheruniversityofsimilarstandingandthefinan-cialburdenofchangingjobswillnotruinyou.Facingahostilenewchief,whoisprejudicedagainstyou,mayrequireinventiveness,courageandcoolnessunderfire.Thefollowingfableisentertaining,butmayalsoprovideanabstractlesson.ItwasobtainedfromtheInternet,firstwrittenbyacreativewriterandthenprogressivelymod-ifiedbysubsequentreaders,includingme:TheOldPoodleAwealthyelderlyladydecidedtogoonaphotosafariinAfrica,takingherfaith-fulagedpoodlenamedCuddlesalongforthecompany.Onedaythepoodlestartedchasingbutterflies,andbeforelongCuddlesdiscov-eredthatshewaslost.Wanderingabout,shenoticedaleopardheadingrapidlyinherdirectionwiththeintentionofhavinglunch.Theoldpoodlethinks,‘Oh,oh!I’mindeeptroublenow!’Noticingsomebonesonthegroundcloseby,sheimme-diatelysettlesdowntochewontheboneswithherbacktotheapproachingcat.Justastheleopardisabouttoleap,theoldpoodleexclaimsloudly:‘Boy,thatwasonedeliciousleopard!Iwonderifthereareanymorearoundhere?’Hearingthis,theyoungleopardhaltshisattackinmid-strike,alookofterrorcomesoverhimandheslinksawayintothetrees.‘Whew!’saystheleopard,‘Thatwasclose!Thatoldpoodlenearlyhadme’!Meanwhile,amonkeywhohadbeenwatchingthewholescenefromanearbytreefigureshecanputthisknowledgetogooduseandtradeitforprotectionfromtheleopard.Sooffhegoes,buttheoldpoodleseeshimheadingaftertheleopardwithgreatspeed,andfiguresthatsomethingmustbeup.Themonkeysooncatchesupwiththeleopard,spillsthebeansandstrikesadealforhimselfwiththeleopard.Theyoungleopardisfuriousatbeingmadeafoolofandsays,‘Here,monkey,hoponmybackandseewhat’sgoingtohappentothatconnivingcanine!’Now,theoldpoodleseestheleopardcomingwiththemonkeyonhisbackandthinks:‘WhatamIgoingtodonow?’Insteadofrunning,thedogsitsdownwithherbacktoherattackers,pretendingshehasn’tseenthemyet,andjustwhentheygetcloseenoughtohear,theoldpoodlesays:‘Where’sthatdarnmonkey?Isenthimoffanhouragotobringmeanotherleopard!’Moral:Courage,clearthinkingwhenindangerandalittletreacherywillalwaysovercomeevenpowerfulenemies!64 Ch13-P370587.qxd8/30/066:18PMPage65MAKINGYOURCHIEFANALLYASYOUADVANCEWomenfacinganewhostilechiefarefrequentlyconfused,asitisnotclearwhetherthenegativeattitudetowardthemisbasedongender,previousrecord,qualificationsorpersonalincompatibility.Beforeyoudecidewhichofthesearevalid,giveitachanceandtrybyyourcompetenceandabilitytosalvagethesituationanddefeatprejudices.Importantdecisionsaboutyourfutureshouldnotbemadehastilyandwithoutseekingadvice.Youmaybesurprisedhowaperiodofcompetentperformancemayaltermutualexpectationsandcleartheair.Ifnothingworksout,useyourfriendstoobtainanacceptablepositionelsewhere.TheplethoraoflawyersintheUnitedStateshascreatedanatmosphereoflitigiousness.Involvementwithlawyerswhopushforsuitsshouldgenerallybeavoided,unlessthereisanoverwhelmingreasonforlegalaction.Youmustunderstandthatasuitwillmostlikelyfreezeanyfuturepromotions,andmakeacceptablejoboffersdisappearwhetheryouwinoryoulose.Atyourpresentjobyouwillbefearedbutmarginalized.65 Ch14-P370587.qxd8/30/066:19PMPage67HOWTOSUCCESSFULLYNEGOTIATEFORANEWJOBNomatterhowattractiveorunacceptablethenewjobofferis,donotacceptorrejectitonthespot.Sleeponitandinthemorningyourdecisionswillbemorerational.pplyingforanewjobcanbeamostfrustratingexperience.ItisAonlyslightlydifferentwhetherthisisabeginningposition,whichyouaretakinguprightafterfinishingthenecessarypreparationinschoolortraining,orwhetheritisanewpositionafteryouhavealreadybeenactiveinajob.Inthelattercase,youareeitherdissatisfiedwiththepositionyouhave,forwhateverreason,oryouseeopportunitiesthatwillspeedupyourascenttohigherrank.Thetwoscenarioshavesimilaritiesbutalsobasicdifferences.ThefirstjobApplyingforthefirstcareerposition,whetherinbusinessoracademia,hasacertainritual.Thetypeofbusiness,statusoftheuniversityschool,eventheattractivenessofthejob,dependsgreatlyonyoureducationalback-ground.Recommendationscountandsodoesthestatureofindividualswritingyourrecommendationletter.Aphonecallfromawell-knownper-sonmeansmorethanmostletters,asitshowsthatyouareexceptionalandworththeextraeffort.Ifthepositionyouareapplyingforhasanymerityouwillbeexpectedtocomeforaninterview.Youwillbeaccommodatedovernightinahotelunlessthesiteofinterviewisinthetownofyourres-idence.Ifyouneedtotravelyouwillbegivenexpenses.Afirstclassticketismostunusual,butifprovided,itcarriesapowerfulmessage.Interviews,whetherinbusinessoracademia,followacertainritual,withnuancesthatdependontheimportanceoftheposition,theshortageofapplicantsorpossibleproblemsexperiencedbythecompanyoracademicdepartment.67 Ch14-P370587.qxd8/30/066:19PMPage68THEROADTOSUCCESSAnewpositionafteryouhavealreadybeenactivelyemployedTherearemanypossiblereasonswhyyouhaveleftyourpreviousjobandaresearchingforanewposition.Ifithasnotbeensuggestedtoyouthatitwouldbeagoodideatoleave,andyouhavenotbeenfiredoutright,itismostlikelythatyouweredissatisfiedwiththepreviouspositionforwhat-everreason.Beawarethatitisnoteasytogetanewpositionjustbecauseyouneedit.Donotapplyformallyforanewjob.Thisappliesforbothbusi-nessandacademia.Makeitknowntoyourfriendsonlythatyouaresearchingtomovefromyourpresentjob.Trueanddevotedfriendsshouldthenmakeanefforttocontacttheirconnectionsincompaniessimilartoyours,or,ifinacademia,totheircolleagues.Beinginvitedforaninterviewasaninvitedpotentialemployeeofthecom-panyoracademicdepartmentismuchmorepromisingthanapplyingforajobbecauseyouneedit.Youshouldstillcarefullyinvestigatethenewpositionbeforeacceptingit.Inbothacademiaandbusinesstheenviron-menthasagreatdealtodowithjobsatisfaction.Afriendlyboss,goodcamaraderie,andthepossibilityofpromotionsearnedforrecognizedexcellentperformanceareattractiveattributesofanynewjob.Investigate,personallyormuchbetterthroughtrustedfriends,beforeaccept-ingthenewjob.Ifyouhaveobtainedtherightinformationyouareaheadofthosethatmakelateralmovesbecausetheydidnotliketheirpreviousposi-tionandendedupwithajobthatwasworsethantheonetheyleft.Ifyouarerecruitedbecauseyourskillsaredesirable,feelgreatlyflattered.However,itisstillimportanttofindouteverythingyoucanaboutthenewjob.Evenifitisafamousuniversityoraprestigiouscompany,yourmoveshouldnotbelateral,unlessthisistemporaryandyouarebeingeval-uatedforpromotion.Ifyoucangettheassuranceofpromotioninaletterbeforeyoustart,youareaheadofthegame.Thisisusuallynotdoneanditisgenerallydifficulttospellouttheconditionsofperformanceunlessyouareinsalesandfiguresspeakforthemselves.Inacademiaitmaymeanobtainingresearchgrantsthatpartiallysupportyoursalary.Afteryouhavenegotiatedallthepointsthatareessentialforyoutoacceptthenewposition,allowsometimetoelapse.Theadrenalinelevelshouldbebacktonormal,anditisthenthatyou(andyourpartner,ifrelevant)shouldeval-uatetheprosandconsofthenewposition.Tryatthattime,beforeaccept-ing,toobtainthenegotiatedtermsinwriting.Ifthatisnotpossible,oryoufeelintimidatedbyrequestingit,writealettertotheindividualthathastofulfilltheagreeduponterms.Inthatletteryoushouldstatethatyouunder-standthatyouhavebothagreedoncertainitems(listthetermsexplicitlyand68 Ch14-P370587.qxd8/30/066:19PMPage69HOWTOSUCCESSFULLYNEGOTIATEFORANEWJOBindetail)andthatshouldyoubemistaken,youwouldappreciateobtainingaletterrephrasingtheterms.Ifnot,youaregratefulandconsiderthatwhatyouhavewritteniscorrect(andhencethisimpliesbindingterms).Interviewswhetherinbusinessoracademiafollowacertainritualwithnuances,whichdependontheimportanceoftheposition,theshortageofapplicantsorpossibleproblemsexperiencedbythecompanyoracademicdepartment.RulesforinterviewsThereisaceremonialtosuchoccasionsthatseemstobegeneralwhetherforafirstpositionorforvacancyrecruitment:1.Dressconservatively.Men:darksuit,whiteshirtandaconservativenecktie.Women:darksuit,preferablywithskirt(pantsareacceptablebutnotrecommendedastheymaybemisinterpretedasamessage).2.Getagoodnight’ssleepbeforetheinterviewandtrytobecalm,polite,self-assuredbutreserved,answeringquestionswithshort,pre-cisereplies.Avoidmonologuesorconfessions.3.Prepareinadvanceabouteverythingconnectedtothepositionforwhichyouarecompeting.Thecultureofthecompanyoruniversitydepartment,thechiefthatisrecruitingyou,thepersonthatyouwillbeworkingfor,turnovers,finances,andhealthofthebusiness.Justbecauseacompanyislargeandpowerfuldoesnotmeanthatitishealthy.(RememberGeneralMotorsin2005and2006.)Evenuniversities,par-ticularlystateinstitutions,dependonannualbudgetspassedbylegisla-tures.Thesemayhaveperiodsoffinancialstress.Thedepartmentthatisrecruitingyoumaybesomewhatimmunefromthesedifficulties,eitherbyhavingabundantfundsfromgrants,endowmentsorsometypeoflucrativepractice.Assumenothingwithoutdata.Trytofindoutbeforetheinterview.4.Askquestions,butdoitrespectfullyandwithtact.5.Donotnegotiatebeforebeingofferedthejob.Itisacommonmistaketobelievethatyouhavethepositionbeforeitisoffered.Thepointofinterviewsisforyoutoappearattractivetotheprospectiveemployer.Negotiationscomeonlyafterthejobisoffered.6.Ifofferedthejobonthespot,donotacceptitrightaway,nomat-terhowtemptedyouare.Sleeponit.Expresspleasureandgratitudeandaskhowlonganintervalisacceptableforinformingthemofyourdecision.Negotiationswillproceedafteryouhaveexpressedwillingnesstoaccepttheposition.69 Ch14-P370587.qxd8/30/066:19PMPage70THEROADTOSUCCESSWhatdoyouwishtoaccomplishfromnegotiations?Thebasicsareverysimilarforajobineitheracademiaorbusiness.Inordertobesuccessful:1.Findoutaboutthetruenatureoftheposition.Itstitlemaybeirrelevant.2.Inquireaboutspaceandequipmentforthelaboratory,offices,workroom,computersetc.3.Helpavailable:assistants,technicians,secretariesetc.(thetypeofhelpvarieswiththenatureofthejob).4.Funds:inbusiness,thiswillbefundstofulfillthetask;inaca-demiaitwillbestartingresearchandoperatingfunds,beforeitisrea-sonabletobepartiallygrantsupported.Whatproportionofyoursalaryandoperatingexpensesareyouresponsibleforinthefuture?5.Promotionopportunities:theremustbearecordofpastpromo-tionsfromthepositionthatyouarebeingoffered.6.Isthepositionnew,andifnot,whythevacancy?Beforeevenconsideringaccepting,particularlyifthisisarelativelyhighposition,ifpossiblecallthepersonthathasleftitandintroduceyourself,orevenbettertrytofindamutualfriendwhomightmakethecall,andgetalltheinformationyoucanaboutthejob.Beawarethatthepersonthathasleftthejobmaybeprejudiced.Yourconditionsforacceptingthepositionshouldnotbeimmodest,asthismaypoisonfuturerelations.Eveniftheemployerisindifficultiesandforcedtoacceptanyconditions,donotappeartobeattemptingtotakeadvantage.Bereasonableandestablishfriendlyrelationsforthefuture,aspromotionswilldependongoodwillandyourperformance,aswellasonthefinancialhealthoftheemployingentity.Rememberthatthereisalongroadaheadandsuccessfulnegotiationsarejusttheauspiciousbeginning.70 Ch15-P370587.qxd8/30/066:20PMPage71SHOULDYOUGOBACKTOSCHOOL?Asecondpostgraduatedegreecanhavegreatmeritsandmaylaunchyouonanacceleratedtracktothetop.degreefromawell-knownuniversitycanbeimportant.ThecollegeAclassmatesandalumni/alumnaeoftencreateaclubornetworkwhichopensdoorsandfrequentlyistheplusthatmayputyouontherighttrack.Afterstartingthejob,youaregenerallyonyourown,lefttobejudgedonperformance.Theeasyentrymaythenturnouttobeadrawbackasyoumaybewatchedmorecarefullythanyourlessfortunatepeers.Thecama-raderieofcollegedaysasafactorinmakingacareerisaninternationalphenomenon,perhapsmorepronouncedintheUnitedStates,UnitedKingdom,France,andGermanythaninothercountries.Careerentrytrendshave,however,changedinthepast20years.Acollegedegreewasonceallthatwasneededforacareerinbusiness;withaplethoraofcollegegraduates,apostgraduatedegreeisamusttoday.Anexceptionuntilveryrecentlywasthecyber-world.Manyleadersincomputersareevencollegedropouts(BillGatesfounderofMicrosoftandSteveJobsfounderofAppleandPixarareflagrantexamples),butthattooischang-ing.Ofcoursepostgraduatedegreeswerealwaysrequiredincertainprofes-sions,suchaslawandmedicine,butuntilfewdecadesagoanMBA,anadditionallawdegreeoradoctoratewerenotadistinctadvantageorrequire-mentforsuccessinthecorporatebusinessworld.Postgraduatedegreeswerealwaysexpectedinacademia.Butasmorepeoplegetdegrees,acollegediplomaishavingalmostthesamelackofcloutasahighschooldiplomaofyesteryear.Thisiswhytoobtainanadvantagealmosteveryonestartingacareerincorporatebusinessneedsamasterinbusiness,adoctoroflaworsomesimilardiploma.Astimeschange,anincreasingnumberofyoungorevenmiddle-agedindividualsinthecorporateworldandeveninaca-demiaareengagedinthepursuitofadditionaldegrees.Inthecorporateworlditmostoftenmeansadegreeinlaw,aPhDineconomics,political71 Ch15-P370587.qxd8/30/066:20PMPage72THEROADTOSUCCESSsciencesorsomeotherfieldrelatedtothebusiness.Inmedicine,ambi-tiousacademicians,iftheydecideonobtaininganotherdegree,generallyareobtainingaPhD.Iftheyareinterestedinadministrationorwishtobecomedepartmentchairmen,deans,provosts,chancellorsorevenuni-versitypresidents,alawdegree,anadditionaldoctorate,asforexampleingovernment,oranMBAmaybehelpful.Someambitiousacademicsinmedicinemayengageinpursuingamaster’sdegreeinhospitaladminis-tration,hopingtousetheadditionaldegreetotheirMDinordertobecomeeligibletodirectalargeuniversityhospital.‘Thatoneisthemenufromthedelidownstairs.’Asecondpostgraduatedegreecanhavegreatmeritsandmaylaunchyouonanacceleratedtracktothetop,buthowcanyouachieveitwithoutquittingwhatyouaredoingnowandendangeringcareerandfamily?Inauniversitysetting,theeasiestrouteistoplancarefullyforasabbaticalleave.Youmayhavetomakedetailedplans,writeapplicationsandnegotiatewayinadvance.Tobeacceptedintoanyworthwhilesecondpostgraduateprogramleadingtoadegree,youhavetobecompetitiveandconvincing.Theprogramtowhichyouareapplyingwillwanttobeassuredthatyou72 Ch15-P370587.qxd8/30/066:20PMPage73SHOULDYOUGOBACKTOSCHOOL?willgraduate,performtherequiredtasksandeventuallybeanasset.Assec-ondpostgraduatedegreesarebecomingmorecommon,graduateprograms,businessandevenlawschoolshavestartedtoinstituteimaginativeapproachesthatareattractiveforcareerbuilding,forexampleprogramsleadingtodegreesforexecutivesinbusinessschools.Someofthesecoursesareheldintheevenings,severaltimesaweek,someareonlyonweekendsandtheflexibilityofmanyismakingthemincreasinglyattractive.Manycorporatefirmsencouragetheseeducationalpursuitsbytryingtoadjusttheambi-tiousscholars’schedulesandevenpayingtuition.Insomeuniversitiesthetuitionforfacultymemberspursuinganadditionalpostgraduatedegreeisfrequentlyloweredorevenwaived.Asignificantproblemcomplicatingthispursuitistheinevitabledetrimen-taleffectonfamilylife.Consideritcarefully.Absences,additionalworkonweekends,andabandonmentofcherishedactivitiesmayhaveacatastrophiceffectonamarriageandrelationswithchildren.Thiscanbeevenmoreaccentuatedandharmfulifyouhavetostudyinanothertownorevenabroad.Howcanonedealwiththiswithoutdestroyingthebaseonwhichmuchoflife’sstabilityrests,thefamily?1.Donotenrollunlessyouhavediscussedtheprosandconsindetailwithyourspouseorpartner,andthedecisiontoproceedismadejointly.Itisimportantthatyourfamilyconcurwithenthusiasm.Makesurethatallinvolvedareawareoftheimportanceaswellasthedraw-backsofthepursuit,andthatincludesyoutoo.2.Asthisisyouradditionaldegree,performtheneededwork;trytoexcelbutnotattheexpenseofdestroyingyourpersonallife.3.Keepyourpartnerengagedintheendeavor.Studyjointly,ifatallpossible.Workingtogetherkeepsamarriageorpartnershipviable.4.Duringschoolintervalsmakeupforthesupportyouaregettingbytakingattractivefamilyvacations.Beevenmoreattentivetoimpor-tantdatesinyourfamily:birthdays,anniversaries,graduations,etc.5.Trytoobtaintheadditionaldegreeyouarepursuingonthefastesttrackavailable.Thiswillshortenthetimeyourfamilialrelationsmaybeatrisk.73 Ch16-P370587.qxd8/30/066:20PMPage75HOWTOCHOOSEAMENTORANDMAKETHEBONDPRECIOUSNothavingamentorcanonlybecomparedtosailingsolo,withoutexperienceandwithoutacompass.heterm‘mentor’isderivedfromHomer’sOdyssey.MentorwasawiseTandreliablefriendofOdysseuswhowasgiventheresponsibilitytohelpandprotectOdysseus’swife,Penelope,andalsotakecareoftheupbringingandeducationofhisson,Telemachus.Athene,theGreekgoddessofwisdom,thearts,industryandskill,assumedthepersonalityofMentortomakeitpossibleforTelemachustobringhisfatherhomefromhislongwanderingsandtoreasserthisauthority.TheassociationofAthenewithmentoringhasinspiredthecreationofmentoringprojectsforwomennamedafterher,intheUnitedKingdomandtheUnitedStates.Everyone,admititornot,benefitsfromhavingamentor.Itmaygobacktochildhood,whenakindgrandmotherwasprivytothesecretsyoucouldnotrevealtoyourparents.Shewouldgiveyousoundadviceandtheinsol-ubleproblemswouldbetransformedintoforgettableepisodes.Ifyouwerefortunatetohaveencounteredateacherthatwouldspendtimewithyouafterclassesandtalkwithyounotonlyabouttheclasssubjectsbutalsoaboutthevariousproblemsofadolescence,youmusthaveperceivedtheimmensevalueofcompassionatementoring.Butyouareanadultnow,ambitiouslyengagedinacareer.Whilethetech-nicalitiesinacademiadifferfromthoseinbusiness,thesubstanceisthesame.Lifeismucheasierifyouhappentohaveadiscrete,wise,interestedand,inthebestofallworlds,apowerfulmentor.Nothavingamentorcanonlybecomparedtosailingsolo,withoutexperienceandwithoutacom-pass.Mentoringisteachingandlearningfromotherpeople’sexperienceinordernottorepeatthesamemistakesthattheyhavecommitted.75 Ch16-P370587.qxd8/30/066:20PMPage76THEROADTOSUCCESSThereisawholespectrumoftypesofmentor.Theyrangefromasevere‘Dutchuncle’,tosweettalking,forgivingconfidants.Youmaypreferoneortheothermodeofinteraction,anditisbasicallynotimportantwithwhichapproachyouarecomfortable,butwhatvaluableguidanceyouarereceivingandfollowing.Howdoyouselectamentor?Inmanybusinessesanduniversitiesamen-torisassigned.Thisresemblesalottery.Thechancesofwinningmaybebetter,buttheoddsarethatyouwillendupwithsomeonewhoiscon-sideringitachore,anecessaryencumbranceontimethatcouldbebetterspent.Ifthisisthepolicy,findoutfromfriendlyoldtimerswhoyoushouldavoidandwhoyoushouldselecttobeyourmentor.Chancesarethatthewarm,interested,friendly,desirablementorisoversub-scribedandunavailable.Besides,theyareoftentheverysuccessfulpeoplewhoarealsoverybusyandhavealimitedamountoftimetodevotetomentoring.Playthegame.Tryouttheassignedmentor.Ifitisamutualwasteoftime,therelationshipwillnotlastandafterafewencountersitwillpeterout.Itisthenthatyoushouldseekoutsomeoneonyourown,someonewhowillnotconsidermentoringtobeanassigneddutythatmustbefulfilledbecausetheenterprisedemandsit.Whatkindofaseniorcolleaguewouldmakeadesirablementor?Inacademia1.Afullprofessor,highlyregardedbutnearretirement.2.Anindividualwhohasbeeninahighadministrativepositioninthepast,buthasretiredfromit.3.Apersonwhohasinthepastbeenhighlysuccessfulandhassharedhisorhersuccesswithyoungerassociatesandhelpedthembepromotedandmoveontohighpositions.4.Aretiredprofessorwhofulfillstherequirementslistedabove,andisnowonlyactiveinpart-timestatus.5.Someonewhoisrelivinghiscareerthroughyoursuccesses.InbusinessSomecompanieswillassignmentors,orhaveyouchoosefromalistofvolunteerswhomayearnpointsforbeinggenerouswiththeirtimeandefforts.Occasionallythiswillworkoutandyoumaybecomeveryfondof76 Ch16-P370587.qxd8/30/066:20PMPage77HOWTOCHOOSEAMENTORANDMAKETHEBONDPRECIOUSthementorandgratefulforthetimeandguidance.Moreoftenthereisartificialityintherelationship,asbeingtotallyfrankinansweringquestionsmaynotbeprudentandyou,aswellasthementormayfeeluneasyforperhapssteppingonforbiddenground.Muchdependsontheenvironment.Inlargecompanies,ifyouarefortu-nate,thementormaybeanewlyacquiredfriendwhohasbeenwiththecompanyforsometime.Thatindividualisdoingitbecauseheorshelikesyou,andthusmentoringbecomeswhatitcanbeatitsbest:spontaneous,unassigned,informal,discrete.Atimingclockisneverinvolved.Suchfriend–mentorsareoftendoingthisbecauseithelpsthemescapetheanonymityofalargecompany,andbyadoptingyou,theyenjoypointingoutthetrapsandhiddenminefieldsthatperhapstheyhavenotbeenabletoavoid.Theonlybenefitsthatthesespontaneouswell-meaningamateurmentorsderivefromthisexercisearethepleasureofseeingyousucceedandthefeelingthattheyhaveplayedameaningfulroleinit.Meetingsarenotscheduledaccordingtoanestablishedplan,andthereisnoritualornotetaking.Youmeetwheneverthereisanecessityforit,soperceivedbyyouorwhenthementorisinformedaboutpolicychangesthatmayaffectyou.Suchamentorshouldbecherishedastheyarenotthenormandyoumayhavetoinvesttimeandmuchefforttofindsuchaparagon.Inasmallcompanyfindingtherightsponsormaybemuchmoredifficult.Oftenitisthepersoninahighpositioninthecompanythathasrecom-mendedyourhiringandmayfeelresponsibleforyourperformance.Inasmallcompanysuchapersonisgenerallyverybusyandtheinformalses-sionsmayoccuronlyifyourequestthem,ormorelikely,ifsomeonehigherupfeelsthatyoushowgreatpromiseandwishestohelpyouforthegoodofthecompany.Onewishesthatthereverseisnotthereasonfortheneedformentoring:hopefullyitisnotremedial.TheCEOofthesmallcompanyismostoftensobusykeepingitafloatthatheorshecannotsparethetimetoenjoymentoringapromisinggreenhornlikeyou.Anoteofcautionforyoungwomen:Innoneofthescenariosdiscussed,whetherauniversity,largeorsmallcompany,shouldsexualovertones,openorhidden,everbepermitted.Asmentoringisanexerciseinwhichoftenveryintimateissuesarediscussed,thementorandyouarebonding.Unlesstherelationshipiskeptataleveloffilialorfraternalintimacy,severecomplicationsmaybetheunwantedsideeffects,withthepotentialtodestroy77 Ch16-P370587.qxd8/30/066:20PMPage78THEROADTOSUCCESSthecareersofbothparticipants.Thisiseasiersaidthandone.Bondingmayremainatahighlevelifbothparticipantsareofthesamegenderorthementorisverymucholderthanthementee.Adifferenttypeofmentoring,oftenmuchmoreeffective,yetsometimesresented,occurswhenfamilymembersattempttoguideyou.Generallysuchadviceisgraciouslyacceptedonlyfromgrandparentsorperhapsfromolderbrothersorsisters.Parentsandspousescouldbeveryhelpful,buttheiradviceisgenerallyfollowedonlyinmajorcrises.78 Ch17-P370587.qxd8/30/066:22PMPage79ENTERTAININGThebasicruleofentertainmentistobewarm,friendly,andhospitable.Avoidappearingsnobbish,miserlyorextravagant.ntertainingmeanssharingone’sprivacy,timeandhospitalitywithotherEpeople.Thereisagreatdifferencebetweenprivateandbusiness-relatedentertaining.Asyouascendinyourcareerthelatterbecomesmorefrequent,anddoingitwellassumesincreasingimportance.Dependingonwhomyouareentertaining,peoplethatworkforyou,equals,superiorsorotherimpor-tantguests,theruleschange.Theyaredifferentalsowhereyouareenter-tainingyourguestsinarestaurantorathome,withorwithoutpartners.Thebasicmaximaboutentertainmentisnottoappearsnobbish,miserlyorextravagant.Trytoconveyyourownpersonaltouchandtaste,regard-lessoftheoccasion.Entertainwithouttryingtoimpress.Doitthewayyoufeelmostcomfortable,usingyourownvalues.Trytobehospitableandaccommodatethereligiousrestrictionsofyourguests.ObservantRomanCatholics,orthodoxJews,piousMoslemsandsomanyothergroupsinourheterogeneoussocietyhavetheirdietaryrulesandtaboos.Youshouldbecognizantofthemandavoidcommittingafauxpas,whenallyoureallywantistobekindandhospitable.EntertainingsuperiorsatarestaurantFirstofallfindoutthetasteofyourguest,butalsomakesure,shoulditbeverydifferentfromyours,thatyoufindacompromise.Thereisnoneedtobeuncomfortablewitharestaurantorfoodthatyoudespise,andcertainlyitisnotpropertobelavishorextravagant.Ifyoutakeyourchieforanothersuperiortoamodestneighborhoodrestaurantdoitbecauseyouhavebeentherebeforeanditisspecial.Donottrytoimpressthesupe-rioraboutyourfrugalityasitmaybeinterpretedthatyouareusingtheoccasiontoshowthatyouneedaraiseinsalary.Yourchoiceofrestaurantsignalsrespectandthoughtfulnessinselectingtheambienceandcuisinethatwillpleasetheindividual.Italsoreflectsyourowntaste.Thelatteris79 Ch17-P370587.qxd8/30/066:22PMPage80THEROADTOSUCCESSimportant.Youdonotwishtoappearlackingintaste.Ifyouhavearestau-rantwhereyouwillberecognized,remembered,greetedbynameandseatedquicklyyouwillearnpoints.Waitinginacorridororbeingsenttothebarwheresomeofyoumaynotevengetaseatisunimpressive,canbeembarrassingandiscertainlyannoying,althoughyourguestswillproba-blynotblameyouforit.Donotreserveaprivateroomforyourdinner,unlessthereisaspecialcel-ebration.Aprivateroommaybeanecessityifthereisalargegroup,youarenottheonlyhost,thereisaspecialoccasiontobecelebrated,andpri-vacyisrequired.Ifthegroupissmall,cocktailsshouldbedrunkatthetable.Ifthegroupnumbersmorethaneightyoumayaskforanotherroomwherecocktailsmaybeenjoyed,butfornotmorethanhalfanhour.Thecostofthedrinksshouldbeincludedinthedinnerbill.Anythingelse,likeacashbar,wouldbeacatastrophe.Itcannotbeover-emphasizedthatyoumustbecarefulabouthowmuchyoudrink.Somegovernmentstestpotentialrecruitsfortheforeignorintelligenceserviceswithdinnersatwhichveryfinequalitywinesandliquorareserved.Anyrecruitwhoisunabletocontrolhisorherdrinkingisobviouslyasecurityrisk.Atthedinnerthatyouhostbyyourselforwithcolleagues,youshouldtrytostaywithwineanddrinknotmorethantwoglassesduringthewholeevening.Ifyourguestisatee-totaleryoushouldabstaintoo,outofrespect,butdonotmakeashowofit.Ifthepartyissmallerthaneight(whichwillgenerallybethecase,unlessitisaspecialoccasion),theneveryoneshouldorder‘àlacarte’.Forlargerparties,thatyouhavebeenassignedtoarrangeforthegroup,itisadvan-tageoustoprovidethreefixedmenuchoices:ameatdish(lamborvealisusuallypreferredbymostguests;avoidbeefandpork),fishandavegetar-ianoption.Yourguestscouldbeofferedthechancetomaketheirselectionwhenacceptingtheinvitationbutitcouldalsobedoneatthedinnertable,particularlyifthegroupisnotverylarge.Selectingthemaindishinadvancesavestimeandconsiderablysimplifiesorderingforlargedinnerparties.Withone’schief,whetherinbusinessoruniversity,thedinnerisrarelyapurelysocialevent.Ifthedinneriswithpartnersandisaquasi-socialocca-sion,trytohavetheconversationflowing,particularlyintheareaoftheguest’sinterest.Thiswillrequiresomediscretepreliminaryresearch.Trynottodiscusspolitics,religion,theendangeredenvironmentorsimilarsubjectsthatmayprovokeconfrontations.Itiseasy,particularlywithsomeguestsholdingpassionateviews,tospoilanotherwisecarefullyplannedoccasion.80 Ch17-P370587.qxd8/30/066:22PMPage81ENTERTAININGSeatingisveryimportantifthepartyislargerthaneight.Everyoneintheroomwantstositnexttothechieforguestofhonor.Thosewhositneartheperipherywillfeelslightedandresentful,andtheymaythinkthatyouhavemadethesearrangementsonpurpose.Totrytoavoidruffledfeathers,seattheguestofhonorcentrallyandmixguestsasmuchaspossible.Ifthemealincludespartnerstoo,trytoseatguestswithsharedinterestsnexttoeachother.Theworstmistakeyoucanmakeistohavetheguestofhonorandeveryone‘important’sitatoneendofthetableandallothersoflowerranksitattheotherend.Theywillconsidertheyhavebeenrelegatedto‘Siberia’.Realizethatusuallynotmorethanfourpeople,andatmaximumsix,canactivelyparticipateinaconversation.Avoidanddiscourage(unlessitistheguestofhonor),aloud‘lecture’tothegroup.Donotyourselfpraisetherestaurantorthefood.Ifyoudidnotlikeit,youwouldnothaveselectedit.Praisingrevealsinsecurityandadesiretobereassured.Dressfortheeveningdependsgreatlyonwhetherthedinnerisrightafterworkorthereisaninterveningperiodofatleastonehour.Asuitorblazer,evenasportsjacketandpants,arenowacceptable.Cleanshirtandneck-tieareamust.Forwomenasuit,withskirtorpants,oradressisfine.Usejewelrythatsupportstheaccentofthedress.Overlycasualclothingforbothmenandwomen(suchasbluejeansandasweater)isalmostapoliticalstatementandshouldbeavoided.EntertainingsuperiorsatyourownhomeHavingyourchieffordinneratyourhomerequirescarefulorchestration,yetitmustappearspontaneousandnatural.Unlessyouandyourpartner,andyoursuperiorandhisorherpartner,arecelebratingaspecial,perhapsjointoccasion,inviteoneandnotmorethantwoothercouplesthathaveinterestsandbackgroundsthatwouldmaketheeveningenjoyableandinteresting.Ifyoucanaffordit,havetheeventcatered.Itisagoodinvest-mentasneitheryounoryourspouseshouldrunaroundserving,refillingglassesorremovingdishes.Ifyouhavehelp,orifyouoryourpartnerareservingthefoodanddrinks,itshouldbedonequietlyandunobtrusively.Themealrequirescarefulplanning.Trytofindoutwhatthemainguestandotherguestslike.Excludewhattheydonoteatforwhateverreason.Winesshouldbeappropriateandnotostentatiouslyexpensive.Port,Armagnac,Cognacorliqueursafterdinneraddaspecialtouch.InCognacstrytoofferX-Oquality;Armagnacshouldhaveavintage.Cigarsusedtobeaspecialattractionafteragooddinner–nomore!Thedinnerconversationshouldnotbeonlyabouttheofficeorlaboratory,asprobablyhalfoftheguestswillnotbeinterestedinthatsubject.Beaware81 Ch17-P370587.qxd8/30/066:22PMPage82THEROADTOSUCCESSoftheconversationthatisgoingon.Political,religiousorotherpotentiallydivisivesubjectscancauseclashesthatcanruinyourcarefullyarrangedparty.Sometimesyouneedtosteertheconversationawayfromsensitivesubjects.LuncheswithsuperiorsLunchesaremuchsimplerbutstillrequireplanning.Rememberthattheold‘twoMartinilunch’isdistanthistory.Thekindoflunchthatyoumightbehostingisusuallyheldinaneighboringrestaurantorinaclub.Inauniversityitwouldbethefacultyclub,ofwhichyououghttobeamember.Thelunchmenushouldbesimple,butifpossiblehaveatleasttwochoices.Itisadvisabletofindoutwhatyoursuperiorlikesforlunchandchoosearestaurantservinganappropriatemenu.Havinglunchatarestaurantclosetotheplaceofworkshowsthatyouvaluetime,asyouarenottakingyourguesttoafamouseatingplacesomedistanceaway.Itisnotadvisabletoincludemanypeopleatsuchlunches.Inasmallgroupevery-onecanorderwhatsheorhelikes.Asoneisgenerallyexpectedtoreturntoworkintheafternoon,donotorderabottleofwineandcertainlyMartinisorsimilarhardliquorareout.Alunchwithyoursuperiorinevitablyinvolvessomebusinessconversation.Itisimportant,therefore,tohavetablesoutofearshotofothers.Ifthisisnotpossible,nobusinesstalkshouldbeconductedatthetable.Onenever‘Inmydaywewouldhavebeenonourthirdmartinibynow.’82 Ch17-P370587.qxd8/30/066:22PMPage83ENTERTAININGknowswhoislistening.Intheconversationhaveanoptimistic,pleasantorderofsubjects.Iftherearepainfultopicsthathavetobedealtwith,theyshouldnotbediscussedatorevenafterlunch.Ifpossible,selectanotheroccasion.Suchbusinesswouldonlyspoilthemeal.EntertainingequalsThereisnotmuchtobeaddedtowhatwassaidabove,exceptthatenter-tainingequalsalmostneverinvolvesbusiness.Ifitisbusiness,thenitisnotentertainingandcanbeperformedefficientlyatlunch,orineachother’soffice.Ifthereisanagenda,anditislongerthancanbehandledduringalunch,andifitneedstobeconnectedtoadinner,haveitinarestaurantnottoofarfromtheoffice.Noalcoholicbeveragesshouldbeservedatbusi-nesslunches,andalsolimitalcoholconsumptionatbusinessdinners.Whenitcomestoentertainingequals,thereshouldbeadifferenceinambi-enceiftheeveningdinner,orweekendlunch,isacelebrationofsomekind,orifitisajustapleasantoccasiontobetogether.Oftenitisarepaymentforhavingbeenentertainedpreviously.Amongequalsthereshouldnotbeanyrulesotherthanthatasocialget-togethershouldbeanenjoyableocca-sionthatwillbringtheparticipantscloser.Alwaysrememberthatequalscanbeimportantallies,andthatfosteringfriendshipsthroughentertain-ingshouldbenaturalandpleasant,whetherathome,inarestaurant,countryoutingorawayfromthecitywhereyoulive.Ifyougoouttogetheroften,sharethebill.Itavoidswrestlingforthecheckanditeliminatesfeelingobligatedandrememberingwhopaidthelasttimeout.EntertainingindividualsthatworkforyouWhetherinbusinessorinauniversity,asyourcareeradvancesyouwillhaveassistants,secretariesorlaboratorytechnicians.Althoughyouarenottheiremployer,butthecompanyortheuniversityis,theydoworkwithyouandtakedirectionsfromyou.Itisessentialthatafriendlybondbedevelopedbasedonmutualrespectandafterawhile,mutualloyalty.WhilegiftsatChristmasareobligatory,andbynowhavebecomeculturaltraditions,littlegiftsforspecialoccasions–birthdays,promotions,engage-mentetc.–arealwaysappreciated.Ifyouarereturningfromaninterest-ingjourney,particularlyfromanintriguingorquaintpartoftheworld,bringingagiftuniquetothatcountry,showsthatyourassistantwasinyourthoughts.Trytotakeyourassistant,technicianorhelperforlunchatleastonceortwiceayear.Itdoesnothavetobeaspecialoccasion.Ifitisspontaneous83 Ch17-P370587.qxd8/30/066:22PMPage84THEROADTOSUCCESSitisasignalthatyouaretrulyappreciativeoftheirefforts.Neighborhoodrestaurantsorthefacultyclubinauniversityshouldbethelocale.Nevertakethemtothecafeteriawheretheymayhavetheirusualmeals.Itwouldbeinterpretedthatyouareamiserandlackbothtasteandappreciation.Ifthereisgenderdifference,haveatleasttwoguestsinordertoavoidanymisinterpretation.Ifyouareinvitedtoacelebrationbyoneofyourassistantsmakeeveryefforttoattendandbringorsendanappropriategift.Sadlythisalsoappliestomemorialsorfunerals,oftheassistantsthemselvesormembersoftheirfamily.Forsuchanevent,sendawreathorflowersandawarmletterofcondolence.84 Ch18-P370587.qxd8/30/066:25PMPage85FAMILY,MARRIAGE,ANDCAREERFamilyandmarriageshouldcomefirstwheneverthereisaconflictwiththejob.syouclimbinyourcareer,worklonghours,traveltomeetingsorcon-Aventions,itiseasytoforgetthatitisyourpartner,yourfamily,whoprovidethesafeharbortowhichyoureturn,thebaseonwhicheverythingelserests.Inahappymarriageitisyourpartnerwhobacksyou,servesasaconfidant(e),trustedadvisorandunselfish,reliablecritic.Unfortunatelynotallmarriagesarethatblessedandthestrainsofprogressinginacareercanbehighlydetrimental.Marriagesareoftenthreatenedbyonepartner’sunre-lentingdrivetosucceedwithoutconsideringtheeffectsontheother.Asinmostsituationsinlife,whenopposingforcesarethreateningtheequilib-rium,wisecompromises,toleranceandunderstandingmayresolveconflicts,assureeventualsuccess,perhapsslowingthevertiginousspeedofonepart-ner’scareerclimb.Thereareparticularproblemstobeaddressedinthetwo-careermarriage,andthisisthesubjectofthenextsection.Aprescriptionforahappymarriageofprofessionalsincludes:1.Lovetobetogether,evenifitmeansskippingsomebusinesstripsorresearchmeetingsthatwouldenhanceone’scareer.2.Enjoyperformingservicesforeachother,evenhelpingoutwithworkassignmentsandstudyingextraneousmaterial.3.Treasuresharedexperiences,eventhoseofworkinglonghoursthatareneededtocompleteanassignmentforonepartner.4.Trusteachother,enjoyeachother’ssuccessesandshareanyunhappinessoversetbacks.85 Ch18-P370587.qxd8/30/066:25PMPage86THEROADTOSUCCESS5.Beavailablewhenthepartnerneedshelpevenifitmeansalter-ingone’sownwayoflifeandplans.6.Giveaffectionunstintingly,particularlywhenitisneededtolendsupportincrises.Theseguidelines,easilyenumeratedbutdifficulttofollow,willmakeamar-riagepartnershipblossom.Asstated,toachievesuchharmonyandactu-allyenjoydoingfavorsforeachother,requiresdiscipline,strongwillandmorethanjustlove;itdemandstotaldedicationtoeachother.Ittakesmaturitytorealizethatifoneachievesthedesiredtriumphsandtheycomeattheexpenseoflosingone’sfamilybondsandremainingalone,itisanemptyvictory,exchanginglastinghappinessforthefleetingpleasureofsuccess.Divorceisadepressingperiodinlifeforbothpartners.Itcausesunhappi-ness,threatensthestabilityofchildrenandoftendestroyscareers.Thisisironicalifthecareerclimbanditsdemandsweretherootoftheconflict.Thehappy,lastingmarriageisprobablythemostimportantbackgroundforenjoymentoflife,forsailingsafelythroughunavoidabledifficulties,forbeingabletocopewithlifeandcareerproblems,smallandlarge,andforlookingbackatone’slifewithwarmthandsatisfaction.Butasinallpart-nerships,bothmembersareresponsibleforitssuccessorfailure.86 Ch19-P370587.qxd8/30/066:29PMPage87THETWO-CAREERMARRIAGEBothpartnersmustbeawarethattheyaremembersofoneteamandmustsupporteachother,evenifsacrificesarerequired.nourpresentsociety,wheresomuchdependsonamutuallyacceptableIlivingstandardandonkeepingupwiththeJoneses,financialsolvencyisessentialtopreserveamarriage.Thelackofitisoftenapainfullysoberingreality.ThedesiredlivingstandardintheUnitedStatesandWesternEuropeisdifficulttoachievetodayinmostinstancesunlessbothpartnershaveincomes.Whenthesearepooled,thejointincomewillgenerallyreachthedesiredlevelofspending.Thislevelvarieswithaspirations,tastes,habits,andenvironment.Itfrequentlyclasheswithwhatitispossibletoachieveinreallifeconsideringthepartners’earningcapability.Thetwo-careermarriagepresentsmanypossiblecomplicationsthatrequirecarefulhandling,planningandoftensacrificesfromoneorbothpartners.Manyofthefactorsarepre-existing:1.Educationalbackground2.Similaritiesordifferencesinprofessionsorjobs3.Equalityordisparityinthelevelofpositionandincomebetweenthepartners4.Disparityincareerachievement5.Differencesinage6.Children7.Location,location,location.Iwilldealwitheachoftheseindividually.EducationalbackgroundAlthoughthisparticularsetofconditionsisusuallyapresentreality,itisfrequentlypredeterminedbywherethepartnersmeetatthestartofthe87 Ch19-P370587.qxd8/30/066:29PMPage88THEROADTOSUCCESSrelationship.Whentherelationshipstartsatwork,thereisgenerallyasim-ilarityincareers:lawyers,engineers,physicians,journalistsetc.minglewiththeircolleaguesintheplaceofemployment.Theybondbyprofessionandsometimestherelationshipshavestartedincollege.Whentheeducationalbackgroundisdifferentthebestresultshappenwhenthepartnerwiththehighereducationalachievementgoesoutofhisorherwaytohelptheothertoadvancetheireducationallevel,whichwill,overthelongrun,maintainequalityintherelationship.Ifthepartnerwhocon-tinueswitheducationisawoman,thismaydelayhavingchildren.Asedu-cationallevelalmostalwaysaffectsstatusinbusinessorinaneducationalinstitution,itisalsoreflectedinincome.Strivingforequalityistoberec-ommended.Bothpartnersmustbeawarethattheyaremembersofoneteam;theyshouldbesupportiveofeachother.Careercompetitionorenvyoftheother’ssuccessisdestructiveandshouldbeconsciouslycombated.Thisismoreeasilysaidthandone.Asitisuncommonforbothpartnerstobeequallysuccessful,ifatwo-careermarriageistolastitisessentialforbothpartnerstotrainthemselvestoenjoytheirpartner’ssuccess,aseachwillhaveundoubtedlycontributedtotheother.Eachshouldrealizethatthesuccessachievedbyonepartneralsoresultsinmaterial,andmanyother,advantagesforthewholefamily.SimilaritiesordifferencesinprofessionsorjobsIttakesmaturitytotoleratethehighaspirationsandexcessivetimeinvest-mentsofone’spartner.Tastes,includinginterestsandhobbies,areverylikelytobemuchdifferentifthereisadifferenceinbackgroundandeducation.Thelengthofhoursonthejobinordertosucceedmaybeverydifferent.Andthentheremaybetraveling.Thegreatestthreattoanytwo-careermar-riageisthelengthoforrepeatedseparations.Therelocationofonepart-nerduetotransfer,careeradvancementorsimplytheonlyperceivedchanceofobtainingagoodpositionforoneofthepartnerscanseverelytesttheunion.Theadvicethatcanbegiveninsuchasetofcircumstancesisthis:1.Trytorelocatetogetherordonotletaseparationlasttoolong.Lonelinessafterworkbreedsnewrelationshipsandputsmarriagesindangerofbreakingup.2.Trytoeducateeachotheraboutyourjob.Itmaybefunandyouwillgrowinmutualesteem.3.Neverdeprecateyourpartner’soccupationorprofession.88 Ch19-P370587.qxd8/30/066:29PMPage89THETWO-CAREERMARRIAGEEqualityordisparityineducation,background,orincomeofpartnersItisonlyinfablesorromanticmoviesthattheprincemarriesCinderellaandtheylivehappilyeverafter.Thisdoesnottakeintoconsiderationthein-laws,theso-calledfriends,colleaguesatworkandneighbors.Iftheback-grounds,positionand/orincomeareverydisparatethepartnerwiththedisadvantagemaydecidetostaynottowork,particularlyiftherearechil-dren,andactasahomepartnertryingtoprovidethebesthomeatmos-phereandsupportforthepartnerwhoisadvancinginhisorhercareer.If,however,thedisadvantagedpartnerfeelstooyoungandambitioustoacceptthisstyleoflife,theanswermaybetogobacktoschoolandworktochangethedisparity.DisparityincareerachievementIfbothpartnershavenotachievedequalstatusintheirprofession,matu-rityisrequiredtoenjoyapartner’ssuccessandnotbejealousorenvious.Consideryourselfapartnership,inwhicheachhasresponsibilitiesandprovidessupportfortheother.Ifincomeofbothpartnersisneededtoachievethedesiredlivingstandard,sothatneitherisabletobecomeahome-partner,trytoenjoywhatevercareersuccessyouhave.Itmayonlybeaques-tionoftimebeforeconditionschange,andoneorbothadvanceincareerandincome,leadingtoasatisfactorystatus.DifferencesinageOursocietygenerallyapprovesofapartnershipinwhichthemalepartnerissignificantlyolderbutfrownsatthereverse.Thisisunfairbutitisareal-ity(althoughitmaybepoliticallyincorrecttostateit).Thereisnoreasonforthisdistinction,butourlivesandculturearefilledwithprejudicesandinconsistencies.Ittakeslove,courage,andfaithonthepartofbothpart-nerstotriumphoversociety’sfixedconcepts.Theprerequisitesforamar-riagewithpartnersofverydifferentageare:1.Goodphysical,emotionalandmentalhealthenjoyedbyboth.2.Theyoungerpartneracceptstheunavoidablehandicapsassoci-atedwithageoftheolderpartner.3.Bothpartnersmustlearntotoleratetheother’sdifferenttastesandhabitsassociatedwiththeirgeneration.4.Theremustbemutualrespect.Withdifferencesinageitisverylikelythatonepartnermayhavebeendivorcedorwidowed.Iftherearechildrenfrompreviousmarriages,itisessentialthatbothpartnerstreatthemastheirown,withoutfavoritism.If89 Ch19-P370587.qxd8/30/066:29PMPage90THEROADTOSUCCESShandledcorrectly,thechildrenwilllearntoregardbothpartnersastheirparents,eveniftheyhavevisitingoccasionswiththeirothernaturalparent.Childreninatwo-careermarriageAspointedoutrepeatedlyabove,apartnerwithalesserpositionandincomemayfinditfulfillingtostaywiththechildrenforatleasttheirpre-schoolyears.Thiswillgivethesatisfactionofperforminganenjoyableandvaluabletask.Itisnecessarythatbothpartnersvalueandrespectthisassignment.Theproblemsbeginwhenbothpartnershavecareerdesignstheydeemtobeimportant,andparticularlywhenabiggerincomeisapriority.Itisessentialthentofindcompromisesthatwillofferthechildrenasafe,entic-ing,warm,andlovingenvironment.Itisimportantthatchildrenwelcometheparentswithjoywhentheycomehome.Itisessentialforoneorpreferablybothparentstomakeeveryefforttohavebreakfastanddinnerwiththechildrenandtobetherewhentheygotosleepandtotalkwiththemandmakethemfeelloved.Allthisispossibleiftheincomeissuffi-cienttoaffordcompetentandresponsiblehelp.Threateningproblemsmayariseasthechildrenreachadolescence.Itisduringtheteenageyearsthatparticularattentionmustbepaidtobeingwiththemasmuchaspossible,tocommunicateandestablishbondsandbuildconfidence.Drugsandpeerpressurescanleadtotragedies.Bothpartnersmustdoeverythingtosolvechildren’sproblemsevenitmeanstak-ingtimeofffromacareer.Themessagemustbetransmittedloudlythattheparentscare.Caringmustbecontinuedaschildrengotocollege,par-ticularlyifthereweredifficultieswithstudiesorcontrolofbehavior.Makesurethatprudentdrivinghabitsarelearnedandalwaysobserved.Theadvicethatparentsshouldfollowisnottochooseacollegeforitspres-tigeonly.Auniversitywhereyouliveorajuniorcollegeispreferableinordertobeabletoexerciseneededsupervisionifthereareanyproblems.Ifyoucannotsupervisewhetheryourfreshmanisdoingwellinschool,heorshemayfail.Beingawayfromhome,onone’sown,canbeverythreaten-ingtoayoung,immatureperson,andstudyingandconformingmaynotbeapriority.Thetemptationsmaybemorethanaveryyoungpersoncancopewith.Investingtimeandeffortmaybethreateningtoyourcareer,butisverymuchworthwhile.Ifyoudon’tdoit,youwillregretitforever.LocationWherethetwo-careercouplelivesandworksmaybeoftremendousimpor-tanceinhowtheycopewithlifeanditsproblems.Lifeismuchsimplerin90 Ch19-P370587.qxd8/30/066:29PMPage91THETWO-CAREERMARRIAGEasmallcollegetownthaninametropolis.Advantagesofsmalltownlivingare:1.Lifeislessexpensive.2.Cominghomefromworkismuchquickerasdistancesareshorter.3.Sociallifeandfriendshipsaremorestructuredandeasierinasmalltown.Thismayfurthercementamarriage.4.Insmallercommunitiesthereislessanonymity,thereforeself-con-trolisexercisedmoreeasilyandtherearefewertemptationstogoastray.5.Inasmalltown,outdooractivities,hikes,sightseeing,visitingplacesofhistoricalsignificancearemorecommon,bringingcouplestogether.Largecitiesofferotheradvantages:1.Culturalactivitiesaregenerallymoreabundantandofhigherquality.Therewillbeopportunitiestogotothetheater,concertsorevenanopera.Goingouttogetherandenjoyingthesameeventsbringsacoupleclosertogether2.Ifthecouple’splacesofemploymentarenottoofarapart,com-mutingtoworktogetherisanotherwayofcommunicatingandplan-ninglife’sactivities.3.Thereisagreaterchoiceofgoodjobs,whetherinauniversityorbusiness.Marriageisafragileinstitutionthatneedsconstantworkand,likeplants,needscareandrepeatedadditionofwhateverisneededforgrowthandflowering.Yourcareershouldaddqualitytolifeandnotbedetrimental.91 Ch20-P370587.qxd8/30/066:29PMPage93WORKING,ADVANCINGINACAREER,ANDENJOYINGLIFEOutofyouroffice,forceyourselftostopthinkingaboutthejobanditsproblems.Haveasocialandculturallife,acquirehobbies,takevacations,andenjoytheonlylifeyouhave.dvancingone’scareerisstressful.Thelonghours,thecontinuousAtensionsapsyourenergyandyoufeelthatthepressuresareonlyincreasing,Nomatterhowefficientyouare,workneverseemstobecom-pletedandyouarealwaysbehind.Getusedtoit.Itisnotgoingtogetbet-ter.Youjustwillhavetolearntocope.Youmaynotevenhavetimetothinkbetweenmeetingsorcompletingreports.Inauniversityitwillmeanthecontinuouspressureofresearchgrantapplications.Preparingforallthatmaymeansleeplessnights.Youdrive,orridehome,alwayslateand,usually,makingmorecallsonthecellphone.InthemeantimeyourBlackBerryorTreoisgivingyousignalsthattherearemoree-mailmessagescoming.Youcomehomeandifyouhavehadabaddayattheoffice,youarepreoccupied,short-temperedandbasicallynotfuntobewith,foreitheryourpartneroryourchildren.Thenafterdinner,youwillprobablystillruminateaboutthebaddayyouhavehad,aboutthemes-sagestoanswerandaboutpreparingagendas,budgets,orexperimentsthatarenotsucceeding.Yougotobed,thelastinthehouse,carefullytrudgingnottowakeyoursleepingfamily,andaftertossingandturningyoufinallyfallasleep.Thismayrarelybedeepandrefreshing,asyoufrequentlyhavenightmaresaboutwhatisfacingyoutomorrowandwhatyouhavenotdone.Isthereawayout?Psychologistsorpsychiatristsmaybeoflittlehelpasyourbehavioriswithinthenormalrangeforarisingstarinbusinessor93 Ch20-P370587.qxd8/30/066:29PMPage94THEROADTOSUCCESSacademia.Yourreactionsarethosethatmostambitious,activepeopleinyourpositionexperience.Inordertomakelifeandyoursuccessesenjoyable,youmustlearnthatafteryouhaveleftyouroffice,youmuststopthinkingaboutthejobanditsprob-lems.Haveasocialandculturallife,acquirehobbies,andtakevacations.Theseparationofjobandprivatelifeisessentialbutnoteasilyachieved.Ittakesdisciplineandastrongwilltostopthinkingaboutworkandjob-relatedproblems.Trytolistentothenewsoryourfavoritemusiconthewayhomeifyoudrive.Ifyouareridinginatrainorbusreadaninterest-ingnovelormagazine.Thelengthofthetriphomehelpsyouunwind.Asingleblockwalkisnotsufficient.Whenyouarrivehome,trytostarttheeveningwithaglassofwinewithyourpartner.Askaboutwhatisnewin‘Thisisnicehon.ItalmostmakesmeforgetabouttheHendersonaccount.’94 Ch20-P370587.qxd8/30/066:29PMPage95WORKING,ADVANCINGINACAREER,ANDENJOYINGLIFEthehousehold.Ifyourpartneralsoworksinquirewhatisnewinhisorherlife.Trynottotalkaboutyourjobandissuesrelatedtoit.Thereissomuchhappeningintheworldthatonecantalkabout:politics,wars,theater,books,children,neighbors,plaingossiporfuturevacations.Astheeveningprogressesthejob-relatedproblemsfade,meldwiththoseoftherestoftheworldandassumetheirpropersignificance.Fallingasleepmaybedifficult,asthethoughtsaboutworkdonotrecedeeasily.Oneofthemoresuccess-fulwaystofallasleepistokeeprepeatingtoyourself:‘Stoprightnowandfallasleep.’Blockallotherthoughts.Itisunbelievablysimple,anditworks.Whilethisprescriptionworksforsometime,afterawhilethemonotonytakesitstollandalternatewaysareneededtoachievepeaceofmindandavoidbeinganuisance.Diningoutwithjustyourpartnerinanelegantrestau-rantcreatesitsownmagic.Itfeelsasiftheworldhasstoppedandonlyyoutwoareimportant.Weekendtripsalsohelp.Vacationstoplacesthatevery-oneinthefamilylikesareagreatwaytorest,recuperate,andbondanew.Whenyoutaketripstoconventionsandtomeetingsofgroupsthatyouenjoy,takeyourpartnerwithyouifpossible.Ifthemeetingisbeingheldabroadtrytocombineitwithavacationandsomesightseeing.Physicalfitnessisimportant.Trytoexerciseeveryday.Forabusypersonmorningsbeforebreakfastarethebesttimeforexercise.Intheeveningsyouaretootired,althoughsomepeopleprefertheeveninghoursinthegym.Physicalexerciseisaprovenapproachforunwinding.Duringthedayyouareprobablytoobusy,butmanycompaniesencouragethiswayofspendingthenoonhour.Selectasportthatyouenjoy.Donotlimityourselftoonesportonly.Asyouage,andallofushopefullydo,somesportsbecomeincreasinglytiresome,andcauseinjuries,basketballforinstance.Tennisisawonderfulsportforrelaxing.Itinvolvesphysicalexer-cise,runningandjumping,itisintellectuallystimulatingasyouaretryingtodiscoveryouropponent’sweaknessesinordertoplayonthem.Youconcen-trateandforgeteverythingelsewhileplaying.Whileyoungyouplaysingles,andwithdoublesyoucanplaywellintooldageandstayrelativelyfit.Itiswisehowevertoaddanothersport,whichyoucanplaywhenphysicalhand-icapsprecludethemoredemandingone.Golfisagoodsecondsport,asyoucangaugetheamountofexercise,whethertowalkorrideinacart.Golfcanbeplayedforalongtimeaslongasthelegsandshoulderspermit.Ifyourpartneralsolikesthesamesport,doittogetherbutdonotcompeteagainsteachother.Afterthat,walkingisstillapossiblewayofstayingfit.Joiningacountryclubwillhelpwithfindingsuitablefitnessfacilities,tenniscourts,andgolfcoursesaswellasmakingdesirablesocialconnections.Family95 Ch20-P370587.qxd8/30/066:30PMPage96THEROADTOSUCCESSmembershipsalsohelpmarriagesandbringingupchildren.Joinifyoucanpossiblyaffordit;itdoesnotneedtobethemostpretentiousintown.Manyuniversities’facultyclubsmayhaveswimmingpools,tenniscourtsandevengolfcourses.Thatmaybeanotheradvantageofacademiclife!‘Istillgotit!’96 Ch21-P370587.qxd8/30/066:30PMPage97PLANNINGRETIREMENTRetirementwillsurelycomeunlessyoudieyoung.Avoiddependingonlyonyourpension.Alwaysputawayacertainamountofyourincometosaveandinvestbeforeyoupayyourbills.Diversifyyoursavings.henyouareyoungandfullofambitionretirementplanningisWaboutthelastthingyouwillthinkabout.Youareplanningthenextstepinyourcareer,thenextmaterialacquisition,andasyourcom-panyoruniversityhassometypeofhealthinsuranceforyouandyourfamily,eventhinkingofretirementisodious.Itisassociatedwithgettingold,andthatisnotaflatteringthought.Yetmostofus,exceptthosewhosadlydieyoungduetoaccidentorillness,dolivetoreachretirementageanditisimportanttoplanforit.Findoutaboutthepensionplanofyourcompany.Withtheindustrialgiantslatelyseverelylimitingorevencancelingtheirpensionplans(e.g.airlines,auto-mobilemanufacturingcompanies),withtheprospectiveproblemsfacingSocialSecurityandMedicare,itisagoodideatohaveyourownprivatedis-abilityinsuranceandretirementplan.Thisshouldbetakeninadditiontotheonethecompanyprovides.Universitiesusuallyhavemoresecurepen-sionplans,althoughforstateuniversitiesthereisalwaysthedangerthatindifficultbudgetarytimesthegovernormaytryto‘borrow’fromthepensionplan.Itisnowrevealedthatmanycompanieswereconsideringtheirpen-sionfundstobetheirsavingsbankaccountfromwhichtoborrowwithoutachanceofrepayment.Itisthereforeessentialtomakeinvestmentsthatwillgrowinordertomakeyoufinanciallyindependentwhenretirementarrives.Owningyourhomeorapartmentisabasicfirststep.Althoughrealestatepricesfluctu-ate,overtimetheslopeisgenerallyupward.Thepurchaseofahomeorapartmentyoucanbarelyaffordwhenyouareyoungwillbecomeoneofyourbestinvestments.97 Ch21-P370587.qxd8/30/066:30PMPage98THEROADTOSUCCESSReadaboutinvestments.Therearemanypublicationsthatarehelpfulasconditionschange.MuchinformationisalsoavailableontheInternet.Remembernoexpertisinfallibleandwisepolicyistodiversify:stocks,bonds,realestate,andpossiblyevenconsideramodestbutinformedinvest-mentinstartupcompanies(onlyifyouarethoroughlyfamiliarwithwhattheydo).Theoddsofthelatteraresimilartobettingonahorseandslightlybetterthanwinningthelottery.Shouldyouhavefinancialadvisors?Ifyoucanaffordit,astheyareexpen-sive,selectagoodone,recommendedbyfinanciallysuccessfulfriendsyoutrust.Realizehoweverthatinvestingisnotascience;nobodycanpredictthefutureaccurately.Themostimportantlessonaboutprovidingforoldage,inadditiontopayingfortheeducationofthechildren,helpingthemstartout,financ-ingunforeseencalamities,istoalwaysputawayacertainamountofyourincomebeforeyoupayyourbills.Itiscrassbuttrue:long-termfinancialstabilityisasimportantasgoodhealth,harmonyofthefamilyandasuccessfulandenjoyablecareer.98 Biblio-P370587.qxd8/30/066:32PMPage99BibliographyFISHER,ROGERandURY,WILLIAM.GettingtoYes:NegotiatingAgreementwithoutGivingIn,10thedition.PenguinBooks,NewYork,1991GARDNER,JOHNW.OnLeadership.TheFreePress,NewYork,1990GLADWELL,M.TheTrippingPoint.Little,BrownandCompany,Boston,MA,2000GROVE,ANDREWS.OnlytheParanoidSurvive.Doubleday,NewYork,1996HAYWARD,STEVEN.ChurchillonLeadership–ExecutiveSuccessintheFaceofAdversity.Forum(PrimaPublishing),Rocklin,CA1997HEIM,PAT.HardballforWomen.PenguinBooks,NewYork,1993HOWARD,PHILIPK.TheDeathofCommonSense.WarnerBooks,NewYork,1996HUNTSMAN,JONM.WinnersNeverCheat.WhartonSchoolPublishing,UpperSaddleRiver,NJ,2005JOHNSON,S.WhoMovedMyCheese?G.P.Putnam’sSons,NewYork,1998KAYE,BEVERLYandJORDAN-EVANS,SHARON.Love’emorLose’em.Berrett–Koehler,SanFrancisco,CA1999LENNICK,D.andKIEL,F.MoralIntelligence.WhartonSchoolPublishing,UpperSaddleRiver,NJ,2005LOWE,JANET.JackWelchSpeaks.JohnWiley&Sons,NewYork,1998MAXWELL,JOHNC.The21IrrefutableLawsofLeadership.ThomasNelsonPublishers,Nashville,1988MACHIAVELLI,NICCOLO.ThePrince[1515].DoverThriftSeries,Mineola,NY,1992.Alsoavailableathttp://www.constitution.org/mac/prince.txtMORONE,JOSEPHG.WinninginHighTechMarkets.HarvardBusinessSchoolPress,Boston,MA,1993MUNDY,LINUS.Slow-DownTherapy.AbbeyPress,StMeinard,IN,1990NATIONALSCIENCEFOUNDATIONGAO-04-639GenderIssues:Women’sPartici-pation,2004PARKINSON,NORTHCOTEC.Parkinson’sLaw.BuccaneerBooks,Cutchogue,NY,1957PETER,LAURENCEJ.andHULL,RAYMOND.ThePeterPrinciple:WhyThingsAlwaysGoWrong.WilliamMorrow&Co.,London,1969PETERS,T.J.andWATERMAN,R.H.Jr.InSearchofExcellence.WarnerBooks,NewYork,1982PETERS,TOM.ThrivingonChaos.VideoPublishingHouse,Schaumburg,IL,1987PHILLIPS,DONALDT.LincolnonLeadership.WarnerBooks,NewYork,199299 Biblio-P370587.qxd8/30/066:32PMPage100BIBLIOGRAPHYSHEA,G.F.Mentoring,3rdedition.CrispPublicationsInc,MenloPark,CA,2002SUN-TZU,TheArtofWarfare(translationbyRogerAmes),BalantineBooks,NewYork,1993WATERMAN,ROBERTH.JR.TheRenewalFactor.BantamBooks,NewYork,1987WATT,FIONAM.Womenincellbiology:gettingtothetop.NatureReviewsMolecularCellBiology7,287–290(April2006);availableatwww.nature.com/nrm/archive/index.html(accessedJuly2006)WATT,FIONAM.Womenincellbiology:howpersonallivesshapecareers.NatureReviewsMolecularCellBiology7,378–380(May2006);availableatwww.nature.com/nrm/archive/index.html(accessedJuly2006)WECHSBERG,JOSEPH.TheMerchantBankers.LittleBrown&Co.,Boston,MA,1966WILSON,MIKE.TheDifferenceBetweenGodandLarryEllison.WilliamMorrowandCo.,NewYork,1997WILSONPRICE,MARJORIEandMCLAUGHLIN,CURTISP.LeadershipandManage-mentinAcademicMedicine.Jossey-BassPublishers,SanFrancisco,CA,1984ZACHARY,LOISJ.TheMentor’sGuide.JohnWileyandSonsInc.,SanFrancisco,CA,2000100 Index-P3705878/31/061:49PMPage101IndexAcademia:Attributes:advancingin,23–30academia,4–5attributes,4–5business,5v.business,23–30negative,5–7contributions,23–4positive,4–5customs,27professionalsuccess,4–5extra-curricularincome,27promotion,4–5failure,26–7funding,24,28,68Backgroundissues,two-careergossip,26marriages,89idiosyncrasies,26BarrierstoCEOs,27income,27Benefits,promotion,30meetings,24,31–5BlackBerrys,44–6mentoring,76Boardmeetings,31–5performance,48Braindifferences,gender,15–16pressures,59–61Business:promotion,24–5,29–30v.academia,23–30space,24advancingin,23–30tenure,28–9,63–4attributes,4–5Accomplishmentrecords,4,23customs,27Advancement,career,23–30,93–6failure,26–7Advisorypositionsv.executivefunding,25,70positions,10gossip,26Agedifferences,two-careermarriages,idiosyncrasies,2789-90meetings,31–5Aides:mentoring,76–7loyalty,51–52performance,50respect,51–52pressures,59–61timemanagement,54promotion,25–7,29–30Allies,meetings,33space,25Ambition,1,3tenure,28–9mismatch,4peers,59Careerachievement,two-careertesting,3–4marriages,89Approachability/familiarity,51Careeradvancement,23–30,93–6Assistants,entertaining,83–4Faustianbargain,9–11AthenaProject,women,20stress,9–11,93AttireseeDressCareerentrytrends,postgraduateAttitudes,3degrees,71-2genderdifferences,16–17,50Career/familyissuesseeFamily/careerissuesgenderdiscrimination,15Cerberus,27101 Index-P3705878/31/061:49PMPage102INDEXChairingmeetings,34,54entertaining,81Chance,1,14importance,37–8Chastising,51interviews,69Chiefs:meetings,35seealsoSuperiorspresentations,33asallies,57–65women,35consistency,13–14Drinking,entertaining,80-81,82,83cooperation,13evaluating,62–4E-mail,45–6hostile,61-5Educationalbackground,two-careerimages,13–14marriages,87–8,89new,58–65Educationaldegrees,4planning,13Efficiency,5popularity,14timemanagement,53–5predictability,13–14Engineeringpositions,genderdifferences,17presentations,60–61Enjoyinglife,93–6pressures,59-61Entertaining,79–84proximity,60assistants,83–4types,13–14basicrule,79women,64–5conversation,82–3Children,two-careermarriages,89–90dress,81Clearthinking,64drinking,80–81,82,83Colleagues:equals,83loyalty,50–51genderdifferences,84respect,50-51athome,82Committeemeetings,31–5peers,83Compromise,women,19atrestaurants,79–81Computers,genderdifferences,16seating,81Confrontations,23superiors,79–83Consensus,meetings,31Entertainingpresentations,33Consistency,chiefs,13–14Equals,entertaining,83Contributions,academia,24–5Equipment,offices,42–4Conversation,entertaining,82–3Errorsofjudgement,avoiding,5–7Cooperation,chiefs,13Ethicalbehavior,1Courage,3,64Ethicalrules,4Culturallife,93–6Evaluating:Culture:chiefs,62–4meetings,32–3meetings,31–2presentations,33-4newjobs,68-9Customs,27Executivepositions,v.advisorypositions,10Degrees:Exercise,physical,95–6educational,4Expenses,reducing,5MBAs,71–3Exploitation,women,21PhDs,71–3Externalcircumstances,3postgraduate,71–3Extra-curricularincome,academia,27Demeanorunderstress,3Disappointments,7Failure:Discrimination,gender,15academia,26–7Dogfable,64business,26–7Dogteams,50Familiarity/approachability,51Dress:Family/careerissues:seealsoPhysicalappearanceseealsoTwo-careermarriages102 Index-P3705878/31/061:49PMPage103INDEXmarriageissues,85–6Interviews:postgraduatedegrees,73answers,69women,18–19dress,69Fasttrackpostgraduatedegrees,73negotiating,69Faustianbargain,careeradvancement,9–11newjobs,69Financialstability,97–8preparation,69Findingnewjobs,61–2,63,67–70rules,69Firstjobs,67Investigatingnewjobs,68,70seealsoNewjobsInvestments,97–8Functionality,timemanagement,55Funding:Jobsimilarities/differences,two-careeracademia,24,27,70marriages,88business,25,70Jobs,newseeNewjobsextra-curricularincome,27incomeissues,two-careermarriages,89Lateralarabesques,10,23–4,29newjobs,70Law:Furniture,offices,43–4genderdifferences,18litigation,61,63Gameplan,timemanagement,53Linejobs,v.staffjobs,10Genderdifferences,15–21Locations:seealsoWomenmeetings,54attitudes,16–17,50two-careermarriages,90-91braindifferences,15–16Logicalsolution,promotion,7–8computers,16Loyalty,49–52engineeringpositions,17aides,51–2entertaining,84colleagues,50–51genderdiscrimination,15staff,51–52glassceiling,15,17–18superiors,49–50law,18Luck,1,14medicine,17Lunches,superiors,82–3promotion,50sciencepositions,17Marriageissues,85–6,91socialissues,50seealsoFamily/careerissues;Two-careerGifts,innate,3–8marriagesGlassceiling,15,17–18Mathematicalapproach,promotion,7–8‘Goldenparachutes’,28,63MBAs,70–73Gossip,26,47,63Medicine,genderdifferences,17Meetings,31–5Harassment:academia,24,31–5offices,44allies,32sexual,21board,31–5Home,entertainingat,82business,31–5Hostilechiefs,61–5chairing,34,54committee,31–5Idiosyncrasies,27consensus,31Image:culture,32–3chiefs,13–14dress,35offices,41–2evaluating,31–2Income,academia,27locations,54Incomeissues,two-careermarriages,89PowerPointpresentations,32–3Innategifts,3–8preparation,59Integrity,1presentations,32–4Intelligence,3speakingat,33,34103 Index-P3705878/31/061:49PMPage104INDEXMeetings(Contd)PhDs,71-3subjects,31–2Physicalappearance,3,6,39–40timemanagement,54seealsoDresstiming,33Physicalexercise,95–6women,34–5Planning:Mentoring,3–5,24,75–8chiefs,13academia,76retirement,97–8business,76–7Poodlefable,64choosingamentor,75–8Popularity,chiefs,14largecompanies,77Positiveassets:purpose,75professionalsuccess,4–5smallcompanies,77promotion,4–5types,76Positiveattributes,4–5women,20–1,77–8Postgraduatedegrees,71-3Mistakes,promotion,29–30careerentrytrends,71–2family/careerissues,73Negativeattributes,5–7fasttrack,73Negotiating,interviews,69PowerPointpresentations,meetings,32–3Negotiatingsuccessfully,newjobs,67–70Praise,51Nepotism,51Predictability,chiefs,13–14Networking,women,20–21Preparation:Newjobs:interviews,69evaluating,68–9meetings,59finding,61–2,63Presentations:firstjobs,67chiefs,60–61funding,70good,33–4interviews,69meetings,32–4investigating,68,70opposing,34negotiatingsuccessfully,67–70PowerPoint,33promotion,68,70rehearsing,33reasonforvacancy,70Pressures:space,70seealsoStressdealingwith,59–61Obesity,39Prideinbelonging,52Offices,41–4Privatelife,93–6equipment,42–4seealsoMarriageissuesfurniture,43–4Productivity,increasing,5harassment,44Professionalsuccess:image,41–2attributes,4–5peckingorder,42positiveassets,4–5views,42Promotion:Opposingpresentations,34academia,24–5,29–30attributes,4–5Paranoia,29benefits,30Pasteur’smaxim,1,14business,25–7,29–30Peckingorder,offices,42genderdifferences,50Peers:glassceiling,15,17–18ambition,59logicalsolution,7–8entertaining,83mathematicalapproach,7–8Pensions,97–8mistakes,29–30Performance,50newjobs,68,70Personalqualities,general,5paths,29–30Peter’sPrinciples,10policies,18104 Index-P3705878/31/061:49PMPage105INDEXpositiveassets,4–5entertaining,79–83reactionsto,50loyalty,49–50relativeimportance,11lunches,82–3women,11respect,49–50workingfor,51Telephoning,44,48Recommendations,making,59timemanagement,53Recordsofaccomplishment,4,23Tenure:Rehearsingpresentations,33academia,28–9,63–4Resigning,61-2,63,65business,28–9Respect,49–52Thinkingclearly,64aides,51–2Timemanagement,53–5colleagues,50–51aides,54staff,51–52budgetingtime,53–5superiors,49–50efficiency,53–5Restaurants,entertainingat,79–81functionality,55Retirement,planning,97–8gameplan,53Rolemodels,51meetings,54Romancustom,13presentations,33Rulesoflife,1staff,54telephoning,53Sacrificing,3,9–11Treachery,64Savings,97–8Treos,44–6Sciencepositions,genderdifferences,17Two-careermarriages,87–91Seating,entertaining,81agedifferences,89–90Self-respect,1backgroundissues,89Sexualharassment,women,21careerachievement,89Sleep,95children,89–90Socialissues,genderdifferences,50educationalbackground,87–8,89Sociallife,93–6incomeissues,89Space:jobsimilarities/differences,88academia,24locations,90–91business,25Tyrants,23–4newjobs,70Speakingatmeetings,33,34Sport,95–6Whyme?,7Staff:Women,15–21loyalty,51-3seealsoGenderdifferencesrespect,51-2AthenaProject,20timemanagement,54compromise,19Staffjobsv.linejobs,10dress,35Stress:exploitation,21careeradvancement,9–11,93family/careerissues,18–19demeanorunder,3hostilechiefs,64–5Success:meetings,34–5newjobs,67–70mentoring,20–1,77–8professional,4–5networking,20–1Superiors:promotion,11,15,17–18seealsoChiefssexualharassment,21asallies,57–65105