Monthly Archive for February, 2011


The path to career success is going through a rough patch in a troubled economy environment. The need for common sense career coaching has not been greater in recent memory.

Turbulent times not withstanding, I can provide you with common sense coaching that will help you to translate your ambitions into the rewards you deserve: promotions, money and personal satisfaction. No charge, no obligation.

What’s my payoff? I’ve been fortunate to enjoy a rewarding career. Now, I want to share what I have learned with you and others who are working diligently to achieve career success. My reward will be in knowing that I have helped you to succeed to the best of your abilities.

The career advice I provide is based on my experience in major corporations, including Senior VP at American Express. My qualifications also include experience as an entrepreneur, professional director, consultant on career and business strategies and author.

I deliver my career coaching via my blog, one-on-one career counseling and books

This blog provides opportunities for you to post your opinions on career-related issues, share your career concerns and engage others in discussions. Plus, you can get one-on-one career advice via >

You’ll find recommendations for books, articles and ezines  that will help you accelerate your career.

For more information please visit my websisite > E-mail me at with your suggestions for adding other resources.

You have everything to gain and absolutely nothing to lose, except the roadblocks on your path to career success.

I wish you success!

Ramon Greenwood, The Career Coach

Common Sense At Work

Delegate Responsibilities To Move Ahead On Your Path

Career Advice:

Successful bosses delegate as much responsibility and authority as their subordinates can handle. Therefore, they have more time and energy to grow to take on more duties of greater value to their employer. That’s the way they grow their careers.

Ambitious subordinates go for as much responsibility and authority they can carry and their bosses are willing to give up.

I know, this is as obvious as the nose on your face. But this dynamic often fails.

Consider the following scenario which is repeated countless times in organizations both large and small.

“I am swamped,” the boss declares. “I must have some help. I’d like to delegate some of my responsibilities, but I can’t find anyone who is ready to take on more work. It would take me longer to find someone willing and able to do the work than it does to do the job myself. And besides, I can’t be sure the job will done the right way if I don’t do it myself.”

Down the hallway subordinates have a different view. “The boss won’t delegate responsibilities to me,” the say.  They are resigned to the situation, so they stop offering to take on more work; their growth is restricted. “Why should I keep trying to help the boss,” they ask themselves. “I’ve got a easy thing of it. Let the boss do the work, if that’s what he wants. Just send me my paycheck.”

These conflicting and self-defeating views result in a fortress mentality where no one wins if it is not changed.

This situation creates big opportunities for truly ambitious careerists at all levels of the organizational pyramid.

You can take advantage of this environment if you are willing to act aggressively and with common sense as your guideline.

If you are the boss, ask yourself “What am I doing that I can delegate to others so I can take on greater responsibilities and reap greater rewards? Am I training someone who can take on some of my responsibilities?”

If you are in the ranks, figure out what responsibilities you can take on for your boss, so that you will be of greater value to your employer. Be sure you are trained and prepared to take on my responsibilities. As you accomplish this objective, you will enable both you and your boss to advance your careers.

Of course, this transfer of responsibility and authority is not easy to accomplish.

There is an analogy between effective delegation and accepting of responsibilities and falling in love.

At first there is a time of wariness as the courting parties test each other’s intention and reliability. This is a period when risks must be endured.

As confidences develop, the parties begin to surrender some of their individual controls and increase their faith that interactions between the parties will be mutually satisfying.

Remind yourself that winning organizations are made up of men and women who hunger for responsibility and authority. They push and shove for these nutrients of success to accelerate their trip on the path to success.

I wish you career success.

Ramon Greenwood, The Career Coach

Common Sense At Work

5 Tips for Fighting a Bad Performance Appraisal

This article by Heather Breen posted on provides five excellent tips on how to effectively fight a bad performance appraisal when you feel that the process has failed.

We have all been there, the annual or bi-annual performance review where we expect great things and get blindsided by management. Here are 5 tips to handling a bad performance appraisal when you feel it is unfair:

1. Stay calm. If your performance appraisal is negative when you aren’t expecting it, the natural instinct is to become angry and defensive. This will not help you deal clearly and effectively with the situation, however, so try to regain your composure. If you need a break, ask the supervisor if you can take a minute to collect your thoughts.

2. Be realistic. Most of us don’t get a poor performance review without having some reason for the manager to do so, and you should be realistic about areas where you legitimately could use improvement. Performance appraisals are often not done regularly enough and your manager may only remember the most recent things you have done. This is known as the halo/horns effect and it’s a frequent problem in performance evaluations. Acknowledge the areas where you can see that you dropped the ball or didn’t perform as well and pick your battles for the areas where you feel the manager is being unfair.

3. Don’t threaten action. If you feel your manager has a bias against you or is discriminating against you, now is not the time to threaten to file an EEOC complaint, lawsuit or other action. This is not to say you shouldn’t do so if you feel that there is a claim, but the timing is not right. It will only make tempers flare and will not solve anything. If you believe action is necessary, go to your HR department and ask to have a meeting with HR and your manager together. This will give you time to think about what has occurred and to be taken more seriously by your manager when the meeting happens.

4. Keep track of your accomplishments. Many managers are so busy and overwhelmed they may not praise you or give you guidance except during the performance appraisal, so make sure you keep track of what you have done well. Bring these things to your manager’s attention and see how they respond. If the manager refuses to change your review, make sure you respond to the review by listing your accomplishments, times you were praised, projects that were successful and so on. It’s especially effective if you have dates, names of superiors or customers and can make a great case for a better review. If there is no place on the performance appraisal form for you to write a response ask your manager if you can write a response to be placed with the review. If the manager refuses, write your response and take it HR and ask that it be placed in your personnel file.

5. Ask questions. If your manager states that you didn’t perform well in a specific area, ask what the manager expects? Find out what the manager feels you could have done better by asking for specific examples of what would have made a good review. If the manager never gave you any idea how you were doing, ask why it wasn’t done and if it can be done going forward.

The most important part of fighting a bad review is to remain professional, be logical in your arguments and ask the manager to revise the review if it really does not reflect your performance. The manager can always refuse, but if you don’t ask you’ll never know if they will. Managers often don’t devote a great deal of time to completing performance appraisals and if you can bring them a strong argument to revise the review it may work to your advantage.

Read more at Suite101: 5 Tips for Fighting a Bad Performance Appraisal

I wish you career success.

Ramon Greenwood, The Career Coach

Common Sense At Work