Corporate cues: top executives explain four business practices to better position you for success in the workplace - Career Strategies

Black Enterprise, March, 2004 by Siobhan Benet

Chris Womack, senior vice president of generation at Southern Company, an electric utilities corporation in Atlanta, understands that importance, noting that miscommunication can lead to high employee turnover, which directly affects the bottom line. "The costs of high employee turnover are intangible," says Womack, "but they can range from $50,000 to $70,000, depending on the person."

That's why management-employee relations are crucial to a company's success. In the past couple of years, Southern Co. has beefed up its communication signals by using group e-mail, newsletters, and online meetings. In fact, "we require our managers to have ongoing face-to-face interaction with the front line," says Womack, 45, underscoring the company's open-door policy.

This makes good business sense. Not only do employees need to know an employer's expectations but they should also have a good sense of the company's growth initiatives, strategic opportunities, and new revenue-generating streams. Never mistake the importance of such information. It'll give an overall picture of how the company is doing and show you what you need to do to effectively sell the company to clients and customers, says Womack.

One of the best ways to get the skinny on a company is to network with colleagues and decision makers. Ask about their goals in the company and the performance measures of the company. "it's all about being open and honest with employees," Womack says. "Honesty fosters a positive work relationship and makes people want to actually work [harder] for a company," particularly in public companies, which must disclose this information.

"Companies are really looking for leaders," Womack says. He explains that in today's corporations the expectation is different from what they would expect from a traditional manager. "A manager is more methodical in what he or she does; a leader is more motivational."

For those flesh out of business school or even undergraduate programs, start reading books on leadership such as Stephen R. Covey's The 7 Habits of Highly Effective People (Simon & Schuster; $15) and Built to Last: Successful Habits of Visionary Companies (HarperCollins; $17.95) by James C. Collins and Jerry I. Porras.

Also identify mentors to help your personal and professional development. Look for people who are in the position, department, or area you desire. The idea is to link with individuals in the organization who have an excellent leadership track record with the company. As they grow within the organization, mentors often present opportunities to their proteges. Also, look for leadership opportunities outside of your organization in professional groups and charitable organizations.

GLOBALIZATION

Robert Dixon Vice President of Information Technology, Procter & Gamble

Robert Dixon, vice president of information technology at Procter & Gamble, in Cincinnati, and the newest, member of its Global Leadership Council, credits his success to the first global assignment he accepted in Brussels, Belgium, 10 years ago. Despite initial reservations, Dixon and his wife and two children count their three-year assignment as a highlight. "Once we got to Brussels, the world just opened up," says the 46-year-old. "I found that African Americans do extremely well in overseas assignments, mostly because we're open to other cultures."