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Self Empowerment Tip

BE FLEXIBLE AND ADAPTABLE
Self-confident people can adapt to change quickly for the good of the organization. Low-confidence people, in contrast, want to preserve the status quo. Often they lack the mental flexibility and adaptability to cope with change. If you show a willingness to accept change readily, you will project an image of self-confidence. Of greater significance, adapting to change will enhance your self-confidence.
Margot Camille is a case in point about projecting self-confidence by being flexible and adaptable. She was a newly appointed regional manager in a retail chain, with jurisdiction over ten department stores. Margot enjoyed her new position. She also liked the condominium in Atlanta she had just purchased as part of her relocation. Five weeks into her new position, she received an urgent call from the home office. The store in Charlotte, North Carolina, was in trouble, and the company wanted Margot to manage the store for the intermediate future. With a sinking feeling in her stomach, Margot said yes. Her action plan for her second relocation in several months involved renting out her new home and finding an apartment in Charlotte.
Sudden changes in positions and cities created some temporary chaos for Margot. Nevertheless, she further cemented her claim to big things with her company. Top management admired her willingness to relocate twice for the good of the organization. Margot also projected the image of a retailing executive with a can-do, flexible, confident attitude.

Researching A Prospective Employer: While there is no foolproof method of knowing whether you will be happy and have sufficient opportunity at a prospective job, it pays to investigate. Many employers think that once they offer you a job you needn't know anything more. If they are sensitive to probing, be subtle about it.
Caution: Don't do any type of checking until after you get the offer: At that point, the firm has disqualified all other candidates and is unlikely to withdraw an offer to you.
Once you are chosen for the job, phone the primary interviewer. Say you are delighted about the offer and that you think it would be helpful to talk again about the job.
Before that meeting: Be observant. Talk to the receptionist while you are waiting. Be friendly and exchange pleasantries. Get the employee's opinion of the firm, how long employed, ete. What about John Jones (the department head you will be working for)? You may discover that the firm is a revolving door, or that your department is so obscure no one knows anything about it.
The meeting: First, ask innocuous questions about the pension plan and other benefits. Be inquisitive about neutral subjects. Then ask the real zinger: I could do the job more effectively if I know what problems came up with my predecessor. Can you give me that information? Don't just find out if firing or promoting was involved. Find out why. You'll learn something about the firm's attitude toward employees. If the person who had your job is still with the company: Suggest that it would be helpful for the two of you to talk, so you might learn how best to serve the company. Again, you are trying to get inside.
Caution: Take this employee's advice lightly.
You will always hear some negative points about any job.
Learn about the company's financial position: If it's a public company, get its annual and interim reports. Even large corporations aren't immune to financial instability. If it's a private company, find out who its banker is and the partner in charge of the company audit at its CPA firm. If the owner-managers expect you to take on middle and senior-level management responsibilities, you should be trusted to meet with their financial advisers. Be low key, but impress upon them that your current position is not desperate and you want to feel secure about the offer. If this fails, at least find out about their business plan. Although it may be overoptimistic, it should give you an idea about projected return on investment and the owner's expansion program.
Point: The financial condition of the firm is indicative of the opportunities you will have. If there are few or no profits, there are fewer chances, too, for promotions and raises. Exception: A turnaround situation. There, you are taking a gamble. You should know the odds, for there may be big rewards. However, you may not care to run the necessary risks.
Politics: You want to be hired by someone in a powerful position, not someone on the way out. It's best to be on the right side in company politics, but it may be difficult to discern this position.
Possibility: If you are a professional, use your network of colleagues. Someone is likely to know your boss. Long shot: Find a contact in a competing firm in the same industry. Say:
I'm going to be working for John Jones at Acme Screw, and I want to know how he's regarded in the industry.
Upshot: The competition may know Jones is the president's son-in-law, and that it's a dead-end job. If you have been hired by someone on the wrong side of a company power struggle, ask for a transfer.
To get a perspective on how important your department is in the workings of the firm, get the literature it puts out about itself. Get the biographies of the firm's top-management people, too. Find out if any of the officers come out of your field. If you are taking a job as an internal auditor, for instance, you will have better promotional opportunities if several financial people are at the top of the company hierarchy.
The wrong side: Everyone makes a mistake and takes the wrong job occasionally. Best: If you find yourself in the wrong position and can afford to look around again, get out immediately. When you hold a job for only a week or two, it is usually dismissed as a fluke in your employment history if the rest of it is substantial.