8 Ways to be a Superstar at Work

I don’t know anyone who doesn’t want to do a good job at work but I hope you don’t just want to do a good job--you want to be a superstar!  If that’s who you are, here are some things you can do to set yourself apart!

.      Be open to feedback on your performance. Be sure you understand what you’re being tasked to accomplish and if you aren’t clear, ask clarifying questions.  Ask for and listen to feedback from your manager and co-workers and take it to heart.  Strive to exceed expectations—no matter what you’re asked to do!

2.     Be positive. People want to work with others who approach situations with an optimistic spirit.  Smile and greet your co-workers on your way to your desk.  Do your best to enjoy your work to the extent possible—it is work after all!  If you find you aren’t enjoying your work, take a hard look at yourself and your organization—it may be time to move on.

3.     Be an effective communicator. Be sure that everything you write, from texts to board reports, is as well written as you know how.  Ask a colleague to proof read documents that are going to senior management or the board of directors.  Hone your listening skills so that you listen to hear and to understand!  Work on your presentation skills so that when asked, you’ll be ready, willing, and able to be professional.

4.     Be a team player. Whatever your role is in the organization, odds are you will work with others.  Hold up your end of any project you’re working on.  Meet your deadlines so that you don’t hold others up.  Support your fellow employees in their work whenever possible to ensure success for all. Don’t feel that someone has to lose for you to win—look for ways for everyone to come out ahead.

5.     Be self-motivated. Volunteer for task forces or projects to gain valuable experience.  Look for ways to take on assignments that will make your boss look good—you’ll learn and grow while earning some valuable credibility in the organization. Take on assignments and challenges to stretch your skill set. Don’t wait to be asked to do something—jump in where you can!

6.     Be a life-long learner. It’s your responsibility to always be learning and growing in your field so take advantage of any learning opportunity your organization offers.  If they don’t provide learning, look for ways you can do this on your own. There are tons of free webinars and podcasts you can access in addition to books, articles, and other information sources.  Consider taking classes at your local university.  Get an advanced degree or complete your undergraduate or associates degree—especially if your organization offers tuition assistance. Look for a mentor in or out of your organization to help you grow.

7.     Be flexible. Change is inevitable and how you react to change can have a huge impact on your career.  Be as adaptable as you can be and look for the positive things change can bring—including innovation.

8.     Be dependable. Always keep your commitment and be someone the organization can count on.   Watch for ways to add value to your organization so that you’re seen as someone who brings something extra to the job!

Are Your Expectations Clear?

A common dilemma for many CEOs is whether their team members and the firm’s associates are giving them honest feedback or merely telling them what they want to hear. Are major problems being covered up? Are major problems being solved without making the CEO aware that there was a problem? Are major problems being brought to his attention, and if not, why not?

Masking or hiding issues from a leader can be the cause of embarrassment for her at the very least, or result in a major conflict. Yes, associates should be empowered to take on tough issues and solve them on their own, but they should also be held accountable for letting the leaders know what’s going on. The best way to avoid this dilemma – foster a culture of open communication. In organizations where the leadership is courageous, it’s not unusual to have a “speak-up” culture where everyone embrace accountability – holding themselves and each other accountable for actions or inactions that are counterproductive to the team and the organization.

Consider the CEO who is very approachable. He walks around, talks with people in all departments and asks “What can I do better?” He’s vulnerable and invites feedback. He expects that his leadership team members do the same. There are no formal 360 evaluations. Rather there is honest feedback and dialogue that is listened to and acted upon.

How does this CEO foster courageous leadership in his organization? First, and most importantly, he builds trust. One way he accomplishes this is to take the feedback he receives seriously. If it’s something that can be acted upon, he does so quickly. If a team member makes a suggestion that can’t be implemented, he’ll explain why. He never dismisses suggestions nor makes other people feel vulnerable.

He also communicates early and often. He lets people know what their roles entail, how each role supports the organization’s goals and values, what successful performance looks like including outputs and results, and how successful performance positively impacts the organization.

This CEO’s communication style is direct. When he discusses expectations, he describes exactly what needs to happen and why. “Our goal is to increase sales by 30% in the coming fiscal year with 15% coming from existing markets and an additional 15% from new markets. Sales will have to work closely with marketing to develop a plan for expansion. That plan must be in place 45 days before the fiscal year begins.” His expectations are precise and realistic. The deadline is clear and the actions are essential and manageable. People know where they stand and what they have to do.

When expectations are clear, the likelihood of conflict arising diminishes. Rather than waste time and energy being confused and frustrated, employees have a clear path to follow. They know that they can and are expected to bring unforeseen issues to anyone in management as early as possible so adjustments can be made. Embedded in the organization’s values are trust and respect for all. They achieve this by expecting active employee participation in issues, mutual problem solving and goal setting, and transparency. People are not afraid to engage in dialogue, question goals, tasks or expectations, nor ask for clarification.

Our CEO’s open attitude fosters an environment of continued improvement for the employees and for the organization. An open culture that encourages feedback and accountability will engage, motivate and retain good talent – a goal every organization should strive to achieve.

This article originally appeared in the CEO Magazine on October 22, 2015