The Graduate Handbook: You Don't Know What You Don't Know - Softcover

Bunio, Russell J.

Softcover

ISBN 10: 1490762213 ISBN 13: 9781490762210

Verlag: Trafford, 2015

Inhaltsangabe

"

""Russell J. Bunio thought back to what he had learned from successful supervisors and colleagues when his college bound nephew peppered him with questions about careers, college majors, and being successful

He distilled those lessons into fifty best practices to help his nephew--and anyone else--get on the fast track to success upon entering the workforce. Lessons include:

- Seek out a mentor so you'll be better equipped to please your primary customer--your boss.

- Concentrate on doing it right the first time, because you may not get a second chance.

- If you can't find some fun in your job, maybe you should look for someplace else to work.

- Show and prove that you are reliable, and you will generate trust.

- Focus on making positive contributions and avoid gossip and rumors.

- Keep a balance and make time for eating, sleeping, and exercising-daily.

Whether you're a relative trying to help a loved one succeed, an organization welcoming a new 'worker', or a graduate wanting that 'jump start' for success, the Graduate Handbook will help you reach your goals.""

"

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The Graduate Handbook

You Don't Know What You Don't Know

By Russell J. Bunio

Trafford Publishing

Copyright © 2015 Russell J. Bunio
All rights reserved.

ISBN: 978-1-4907-6221-0

Contents

INTRODUCTION, xiii, 
SECTION ONE: THE START, 1, 
EARLY IN, OUT LATE, 3, 
LOOK GOOD, SMELL GOOD, 5, 
HARDWORKING, 7, 
FROM ME TO WE, 10, 
CUSTOMER FOCUS, 13, 
CLEAR JOB EXPECTATIONS, 15, 
MENTORED, 18, 
DIRFT: DOING IT RIGHT THE FIRST TIME, 21, 
HAVING FUN, 23, 
WRITE IT DOWN (RID), 25, 
SECTION TWO: BUILDING YOUR ROLE, 27, 
SECRETS, GOSSIP, RUMORS, 29, 
PROFESSIONAL COMMUNICATIONS, 32, 
EAT, SLEEP, EXERCISE, 36, 
RELIABLE, TRUSTWORTHY, 38, 
QUALITY, 41, 
TEAMS, 43, 
HUSTLE, 47, 
THAT INTERVIEW, 49, 
SECTION THREE: FOCUS YOUR EFFORT, 54, 
MULTITASKING VERSUS FOCUSED EFFORT, 57, 
FOCUS, FOCUS, FOCUS, 59, 
ATTENTION TO DETAIL, 62, 
A PLACE FOR EVERYTHING, AND EVERYTHING IN ITS PLACE, 65, 
LOOK, LISTEN, LEARN, 67, 
CLOSE THE LOOP, 69, 
PPP: PREPARE, PRACTICE, PRESENT, 73, 
ETHICS AND ETHICAL BEHAVIOR, 76, 
BUILDING RELATIONSHIPS, 80, 
BE THE BEST, 83, 
SECTION FOUR: MOVING FORWARD, STEPPING UP, 86, 
MEETINGS! MEETINGS! MEETINGS!, 89, 
UP CLOSE AND PERSONAL, 93, 
VOLUNTEER: BE A LEADER, 95, 
THE BLACK HOLE, 99, 
STEP-BY-STEP, 101, 
PRACTICING CPI, 103, 
MEASURE IT, 106, 
THE FIVE WHYS, 109, 
GIVE ME MORE, 112, 
SECTION FIVE: THE BIGGER PICTURE, 114, 
SAVING TO INVEST, 116, 
WHAT'S YOUR PLAN?, 118, 
SEQUENCING, 121, 
MAKE VISUAL, 124, 
MAKE ACCOMPLISHMENTS KNOWN, 127, 
SUPPLIERS AS PARTNERS, 129, 
THOSE BOSSES, 132, 
SECTION SIX: THE NEXT LEVEL, 138, 
CONTINUOUS IMPROVEMENT BEATS POSTPONED PERFECTION, 140, 
FACTS AND DATA WILL SET YOU FREE, 143, 
COMPARTMENTALIZATION, 146, 
CUSTOMERS RULE, 149, 
PEOPLE MAKE THE DIFFERENCE, 153, 
ATTITUDE FEEDS ALL, 156, 
THE END IS REALLY THE BEGINNING, 161, 
ACKNOWLEDGMENT, 163, 
SOURCES OF BEST PRACTICES, 165, 
ABOUT THE BOOK, OVERVIEW, 167, 

CHAPTER 1

SECTION ONE: THE START

* Early In, Out Late

It does matter how much time you spend at work and when you come and go.

* Look Good and Smell Good

Your appearance makes an impression, no matter what job you do. Impressions do stick.

* Hardworking

Is there a difference between hardworking, working hard, or working smart?

* From Me to We

Your focus has to and will change.

* Customer Focus

Who is really your primary customer?

* Clear Job Expectations

You need them — understand them and excel at them.

* Mentored

It really helps to have a buddy, one who shows you the way!

* Do It Right the First Time

Being slow and correct beats being fast and wrong.

* Having Fun

Just because it is work, doesn't mean it cannot be fun.

* Write It Down

Remembering is good, forgetting is dangerous. Reduce stress and errors.

This is the only country in the world where today's employee is tomorrow's employer.

— Marco Rubio

The first day, week, and month of an employee's experience carries a lasting impression.

— Scott Weiss

The difference between who you are and who you want to be is the work you put in.

— Author Unknown

EARLY IN, OUT LATE

Some people are always late. Late for meetings, late for work, late for dinner, the movies, etc.

Even with activities that are very important to them, they seem to struggle to be on time. Being late is a serious problem when others rely on you, especially in a work environment.

Then at the end of the day, some workers practically fly out of work at the precise quitting time. Five o'clock comes and they storm out the gate.

Don't dare get in their way, or you'll be run over. There is something wrong with this approach, being late and exiting right on time every day.

Background

There have been many studies done and books written on effective time management. Why are some people always late? What is the root cause of habitual lateness? Those having this problem find the problem often revolves around their identifying actions to be done, setting priorities for those actions, and placing the priorities into sequence. Getting to work on time or early should be simple; you do this first, second, third, etc., etc., and allocate the appropriate amount of time to accomplish each. Stack the time requirements, add some contingency for unseen situations (i.e., heavy traffic) and a little extra time to be early, and the lateness problem should be remedied.

Being early every day is a major plus!

Your boss knows you are here, your co-workers know, and the day gets off to a good planned start.

Most work doesn't get completed on a set schedule. There will be times when it is for the best of the business or your coworkers that you make sure all is done and complete before leaving for the day. That magic five o'clock quitting time should be more of the wrap-up time than the quitting time. Take some time at the end of each day to review anything possibly missing completion for that day, as well as to prepare a list of major items to do for the next day.

Galen (my boss) said, "Watch Billy G. sometime. Watch the way he comes in and leaves. Bill is here every day usually about half an hour early — practically running through the gate to his work area. At the end of the day, he is dragging, walking slowly, and is always beyond normal quitting time. What does that tell you?"

Best Practice

The Billy G. example told me that being early helps everyone in the workplace and leaving later than quitting time shows dedication to the work. How you handle both ends of the workday will be noticed.

LOOK GOOD, SMELL GOOD

Often, there is no real simple answer as to appearance and dress for the new employee. Some companies or organizations have uniforms or dress codes.

Many organizations say just about anything is okay, but not jeans. Others say business casual is expected, but on Fridays they allow casual dress.

Some organizations say nothing. Maybe they expect nothing. Or when the employee gets out of the (undefined) box, the boss will say something to the employee. ("Your uniform is dirty, please get it cleaned and pressed!")

Background

Working in a factory — requires one type of dress Working at a restaurant — requires another Working outdoors — another In an office — another

Some insightful observations:

* I once heard a senior VP say, "Here comes another one of those 'look good, smell good' guys — looks sharp." This was the first impression made, and a very good one. Even without any mention of position or job performance, the new person was recognized in a very positive way.

* In our Mexico operation, it was recognized that the ladies working in the plant always looked like a million bucks (maybe pesos) even though they were working on the assembly line. The job at the plant provided them work, but also a daily social opportunity. They wanted to, and did, look great. The guys also improved their appearance — wonder why?

* You don't know when the boss is going to call you into his office, to maybe meet...

Details zur Ausgabe

• Verlag: Trafford
• Erscheinungsdatum: 2015
• Sprache: Englisch
• ISBN 10: 1490762213
• ISBN 13: 9781490762210
• Einband: Taschenbuch
• Anzahl der Seiten: 196
• Kontakt zum Hersteller: preigu GmbH & Co. KG; mail@preigu.de; ; Lengericher Landstr. 19; Osnabrück; Niedersachsen; 49078; Deutschland