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78jitong.......................................................... 高三李五七弓长,三赵九刘七大王,阎吴谢孙崔氏双,柴米余侯箩万堂, 毛邓陈宋任申杭,曾肖徐翁程董梁,储曲祁解韦国强,男女七十学跟党。

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2016年月日 - 78jitong - 元旦快乐

Job Security in Two Simple Words

Getting a job is one thing, keeping it another, especially in an economy where layoffs are like snow days in Boston. They happen. And when they do, managers are required, usually with heavy hearts, to make two lists: who stays and who goes.

So, how do you make sure you’re on the former? I wish I could tell you it’s just a matter of doing your job well, embracing the organization’s values, and staying out of office politics. Those matter, but it’s more than that.

Ultimate job security comes from delivering two tangibles to your organization: ideas and relationships.

Ideas first. Look, the painful truth is, your job could probably be done by the person sitting next to you, or sitting somewhere in the company, if hey had to. Even if it meant doubling their workload, and winging it on some things. That’s how layoffs usually get done, after all: fewer people do more in less time.

But what the person sitting next to you can’t do – maybe – is offer the boss a consistent stream of ideas about how to make the business faster, bigger, or more exciting, or all of the above, in essence, more profitable. Now, by “ideas,” I’m not talking about hunches, or whims, or random “what-ifs?” I’m talking about relatively thought-out propositions, preferably with some research and conceptual testing behind them.

Take the case of a magazine I know of. It was having a very tough year, which the editorial team blithely attributed to the advertising environment. The advertising team refuted that explanation, and an impasse ensued, with the financials worsening with every passing issue. That was until a new writer, on the staff a scant three weeks, suggested that the publication put together a team to call – yes, actually pick up the phone and call – every reader who’d cancelled his or her subscription in the past three months. Many on the editorial side dismissed the idea as pointless and logistically impossible, but the writer had anticipated as much, and he presented a plan that demonstrated that six people could do the work in less than 40 hours spread over three weeks. With that information, the magazine’s editor approved the survey, which discovered, you guessed it, the real reason the publication was struggling.

A significant redirection in editorial content followed swiftly -- indeed just about as swiftly as a gold star appeared over the head of the writer who did more than his technical job requirements. He came up with an idea that changed the game.

How many times have you done that in the past three or six months? In the past year?

Relationships work much the same way. Every time you bring a significant relationship into the fold, you differentiate yourself as having made the business better in a sustainable way. It could be a new client, a more flexible vendor, a partner who bolsters your brand, or even a less expensive phone service provider. It could be a distributor who opens new territories or platforms, or an agency whose creative is just …more creative. With what they add to your organization’s impact, each one of these relationships reflects glory back on you.

And so, the same kind of question: how many relationships have you forged for your organization lately? If the answer makes you squirm, there’s a reason for that.

Because when we hear it, none of us can deny it’s ideas and relationships that move a business forward. The reason why we don’t focus on them more is because we’re busy with our “real” jobs, getting things done, hitting deadlines, answering emails. Just…stuff.

That will never change; it can’t. But if you want job security, don’t forget what matters. Ideas and relationships are the prize, and your best protection in good times – and bad.

Best-selling author, popular television commentator and noted business journalist Suzy Welch is the co-author, with Jack Welch, of Wall Street Journal and New York Times bestseller, The Real Life MBA: Your No-BS Guide to Winning the Game, Building a Team, and Growing Your Career. She is the co-founder of the Jack Welch Management Institute. Follow Suzy on Twitter@suzywelch and Instagram @jack_and_suzy. All proceeds from The Real Life MBA book sales are donated to fund educational scholarships for low-income students. 

 
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