Art of Closing the Deal – FAQ – Series 2
This article shares frequently asked questions and answers from Coach George Mui on various topics on his presentation on the Art of Closing a Deal on Career Management.
Each series will have five such segments. Use the comment field to offer your thoughts or additional questions on the same topics:
- NETWORKING – How to measure if your networking is effective or not?
Really depends on what you rely on network for. If you rely on the network to help you find solutions to your work challenges whether it is technical or people related, you will only know if you take an issue to your network. It should be one-on-one and work it privately. It is only effective when your problem is resolved.
If you no one in the network who can help you, you do not have an effective network for such issue. Most people engage the network unless they have a major issue such as losing a job, frustration with supervisors, or colleagues. Usually that is too late. I suggest engaging your network by first offering to help others. Sharing small issues or challenges can be a good indication of what you have.Additional reference can be found here: https://ssir.org/articles/entry/five_steps_to_building_an_effective_impact_network
- ART OF MAKING A DEAL – “I have practiced using your tactic for making deal with a good partner within my team during the time I am helping him, but unfortunately I got rejected. I am not a good student. I know this means I have a lot need to learn.”This is a common question in my career workshops. Need to learn to take a “No” to “YES”. You must be offering the wrong deal to him. There is twenty “NO” for everyone one “YES” in my career… but, all you need is a few good “YES” to help you on the way. You need to be patient and keep trying. Remember that you need to be true to your own values and not make the wrong deal. Finally, you must be careful what you ask for. They may say YES…:)
- UNWRITTEN RULES – What is the unwritten rule within a group or organization on Career advancement? And how to find out about them?
Networking, networking, and networking – that is how you find out about them. Office gossips and rumors should be verified with your own observations. Mentors who are aware of them and willing to share are reliable sources. Unwritten rules are well concealed because of the current ethnic laws and diversity & inclusion policy. For anyone who are not on the inside of the circle of influence, it is exceedingly difficult to know the real stories. How you would ever know what they are thinking and know what they are doing to support each other if you are not part of it. That is why you see people in certain groups are always moving up and passing you and people in your network. Somehow, you must determine who is in the circle of influence and where they spend time together – crash the party! - OFFICE POLITICS – Most Asian Americans in general say they do not like the politics required to be successful in their career. It is often views as “negative” when they are not successful.
My suggestion is to think of it as reality of life – There are politics within family, extended family, neighborhood, office, church, recreational sports, and of course election. Here are ideas for consideration:- Think of it as learning to be successful with building relationship at 360-degree level to help get what you want in life, careers, and beyond.
- Think of it learning to deal with people with difference point of view
- Think of it as part of the teamwork required to reach common goals and project milestones.
Yes – Learning to make a deal as we discussed requires learning how to deal with “politics”
- BRANDING – Would you recommend a brand that is not directly associated with a personality trait? For instance, your is an area of expertise that is outside of anybody’s subjective perception and in a way measurable. On the other hand, if the brand is external and tangible, would people change their brands over time? What are the pros and cons for changing one’s brand?Branding do not always tie to personality trait. There are formidable team leaders with different personalities. Leaders can be outgoing or reserved. Both have effective ways of getting the team to accomplish their goals. As an example, a quiet quality guru can certainly to become someone who can coordinate team projects.
Personally, I earned my recognition as International Business Development expert because of my job responsibilities and projects. But when I became the point of reference on Asian American Business Advocacy at Department of Commerce, I didn’t change my branding but enhanced it with additional skills people can relate to.
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