SPECIAL REPORT

Professional Development

How to Find the Best Loss Prevention Jobs

and Build a Successful LP Career
P
rofessional growth is something that most of us
strive for. Its one of the many things that we use
to measure our quality of life, our contribution
as individuals, and our personal legacy as it pertains
to every aspect of who we are and what we do.
However, this is a journey thats never complete. As
we move along our career path, we look at the
different steps that we might take as individuals to
help move our careers forward. We speculate about
what it takes to get ahead, and what we have to do to
become a more complete professional.
We should never underestimate the value and
importance of developing our skills, improving our
productivity, looking for new and creative ways to
perform, and striving for professional excellence. But
these are never the sole factors in building a career.
Many personal and economic factors can come
into play as we make decisions about our education
and academic growth. The importance of family and
work/life balance is a personal as well as situational
factor that can have substantial bearing on our
choices. This will also influence our willingness to
move or travel. Professional security and a fear of
change is often more of a factor than many realize.
As life unfolds, plans change. Priorities are
revised to fit different needs and agendas. As we
mature as individuals as well as professionals, we
will continue to make decisions that will have a direct
and lasting impact on our personal and professional
direction. Whats most important is that we make
informed decisions. Companies change direction.
Some companies fail. Departments adapt new
approaches. Positions are re-defined, while others are
eliminated. There is a continuous evolution of the
retail experience, and it influences every one of us in
some way. If a fear of change is holding you back,
you may want to reconsider your way of thinking.
Transitioning from a Manager to a Leader
A critical component of personal development is
understanding the difference between being a
manager and being a leader. In the business world,
the term leadership is often used hand in hand with
the term management. While the terms are clearly
interrelated, they are by no means one and the same.
Management functions can potentially provide a
strong foundation for leadership, and leadership
qualities can influence ability to manage. But the
terms refer to two distinct types of skill setsboth of
which are important to your development as a
professional.
Focused on maintaining standards, supervising,
and establishing controls, management refers to the
processes and strategies that are used to accomplish
goals. Management strives for a continuous
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improvement of what we have, using systems,
processes and technology to react to business needs.
Management skills are used to establish and maintain
objectives and standards, driving a plan through
critical thinking and rational methodology. Strategic
planning, intellectual application and analysis,
problem solving, direction, organization, and
administration are all guiding principles of effective
management.
By comparison, leadership embraces a different
aspect of personal abilities, and involves the
emotional or human side of our skill sets. By
focusing on people, principles and purpose,
leadership allows us to seek out potential, beyond
that which is right in front of us. Leadership requires
insight into interpersonal relationships, social
influences and team dynamics. It teaches us to
connect with our team and focus on our mission.
Leadership stokes imagination, confidence, pride,
and the will to win.
Stepping Up: How LP Managers Can Become
Retail Executives
Retailers come in all shapes, sizes and
personalities. Major international retailers have tens
or hundreds of thousands of employees and tens of
billions in annual sales, while twenty- to fifty-store
regional chains have dozens of employees doing less
that $50 million in sales. Medium-sized retailers can
range anywhere in between, all with unique strengths,
weaknesses, and business strategies. One thing all
retailers have in common is inventory shrinkage
and the need for loss prevention professionals to
manage programs to reduce it.
Large retailers often offer more opportunities for
growth and career advancement. Many times,
however, when loss prevention managers get to the
regional level, they find their opportunities for
advancement are severely limited and the
competition is fierce.
While large retailers have little problem
attracting top-tier experienced talent for their director
and VP positions, attracting and keeping solid talent
to develop and/or run LP departments can be a
challenge for small- and medium-sized retailers.
These retailers may lack the resources, expertise, or
experience within their executive ranks to understand
their true loss prevention needs and attract
experienced director-level candidates to help them
assess and address those needs.
This dilemma can create unique opportunities for
loss prevention professionals at the regional level to
step up to the position of director. Many regionals are
hungry to step up, but do not know how to proceed.
This uncertainty can lead to career stagnation and
frustration, and may result in potentially great
industry leaders leaving loss prevention for other
fields.
Self-Educating Mindset
Remember that large retailers have more
resources, money, and systems to execute their loss
prevention programs and recruit and hire talent.
Smaller retailers not only may not have the resources,
but they may not have the leadership to help them
understand what resources must be devoted to the LP
program to be successful. On top of that, they may
not understand how profitable a loss prevention
department can be. Medium-sized retailers may have
recently outgrown their small company culture and
be experiencing unprecedented inventory shrinkage
problems.
A good regional loss prevention manager who is
hungry to step up must begin to develop a few basic
fundamentals that will lead them down the path to
opportunity. Without these guiding principles,
opportunities will pass by almost unnoticed because
one is not prepared. To begin, one must have a
mindset of a self-education and training process.
Basic Principles. First, begin understanding the
programs that you currently work in and those you
may have worked within in your past. Analyze what
parts of the programs work and why. Where else
would these strategies work? Although not every
retailer is the same, there are basic guiding principles
to retailing.
Priorities. Understand what the objectives are.
For some, the priorities may be internal theft, while
others may be supply-chain control, and still others
may be shoplifting, burglaries, and robberies. What
strategies have you experienced in your current or
past positions that can address each of the different
priorities a company may have? Most retailers share
one primary objective: the reduction of inventory
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shrinkage. Developing a strategic approach to this
objective based on a companys culture and business
climate can be an exciting venture.
Retail Business. To be truly successful, an LP
professional must learn retail as an industry, not just
retail loss prevention. Learn retail accounting and
supply-chain management. Understand distribution,
allocation, and the buying process. Understand basic
retail accounting principles and corporate
governance. Be prepared to talk about margins,
accruals, cost-of-goods-sold, and profit-and-loss
statements.
Understanding retail as a business will help you
speak the language of the executives with whom you
will come into contact. If they see you are interested
and somewhat proficient in what their priorities are,
they will likely become interested in your priorities
and listen to your ideas.
Higher Education. Recognize that college
graduates are highly sought after. Continue your
education and strive to attain your degree if you do
not already have one. An education in business
management and the loss prevention programs
offered through universities such as Eastern
Kentucky, Northern Michigan, and the University of
Florida can make your candidacy for an executive
position much more desirable than your peers without
such an education.
Network. Spend this time as a regional to
develop a network in the industry. Seek a mentor
who may be your boss or a former boss. It may be a
more experienced peer or a counterpart in the
operations division. Build relationships with others in
the industry, including vendors. Understanding what
their priorities are will help you in your future role as
you negotiate contracts for services.
These contacts throughout the industry can help
you identify opportunities for career advancement
before anyone else knows about them and can help
you hit the ground running when you finally achieve
an executive position.
Ask Questions. Ask your boss about your
departments operation, strategy and budget. It is
okay to let your director or vice president know that
you want to learn the industry in more detail. Your
boss will not fault you for your eagerness to learn. In
fact, he/she may appreciate it and see an opportunity
to be a mentor to you.
Reputation. Be mindful of your reputation. If
you have bad professional relationships from the
past, try to repair them without compromising your
core values. Try to build a reputation as an honest
and fair, yet tough, executive who will keep their
word. Make your word and a handshake actually
mean something, while recognizing that not everyone
operates as honorably.
Others Experiences Learn from others
successes and failures. Analyze why some people are
effective, and emulate those traits. Ask successful
people what they attribute their success to. They will
be flattered by the question and most likely be willing
to tell you. Do not be afraid to ask your boss for
input. No director or vice president wants to lose
good subordinates to another company, but most
would be proud to see their subordinates succeed and
move to the director level themselves. Some of the
most satisfying times can be when one of yours
gets promoted.
Communication Skills. Understand how a CEO,
operations, or human resources director or vice
president thinks and what is important to them. Are
they relationship-driven, or are they driven by reports
and data? Are the executives you come in contact
with results-oriented or process-driven? Learn what it
takes to speak with different types of executives so
you are communicating your strategy and ideas
effectively.
Waiting for Opportunities
This learning and preparation process can take a
year or more, which is to be expected. Patience and
perseverance here is important.
Many regional loss prevention managers have
spent time learning the industry only to come to the
realization that they are happy as a regional manager.
Learning during this time will make you a better
regional manager, even if you decide against going to
the next level or if that great opportunity takes
several years to materialize.
As you prepare, be honest with yourself on what
you are and are not ready for, but know that risk is
part of this process. A good executive cannot be
afraid to step out of his/her comfort zone. Being the
department head and developing programs and
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operations is much different than running someone
elses program.
In many instances, opportunities arise from
networking. A CEO reaches out to a colleague asking
for feedback on how to find a good loss prevention
director, and that person talks to a few others, and
soon someone you know mentions your name
because of the work you have done over the last few
years developing your reputation and skill sets. A few
phone calls later and you could be sitting in front of a
CEO of a $50, $100, or $200 million retail chain
talking about the skills and strategies that you can
bring to their organization.
Because of the preparation time you have spent
during the past years, you can speak intelligently
about the operation and talk to the CEO with an
understanding of the companys needs and how to
proceed. If there is a match, both of you will
recognize it.
Hiring a regional manager is about finding an
individual with the right skill sets. Hiring an
executive is as much about personality and
management style as it is skill sets. If there is not a
match, be prepared to move on to the next
opportunity.
Making the Move
Once the opportunity materializes and you make
the move from regional manager to the coveted
position of director of loss prevention, do not make
the common mistake of thinking your development is
now complete. In fact, it is more critical now than
ever.
Seek Guidance. Continue to reach out to peers
and contacts in the industry. Sometimes we all try to
reinvent the wheel, when directors and vice
presidents all over the country are willing to share
their experiences and help you avoid pitfalls. Most, if
not all, are willing to help those seeking guidance.
Build Alliances. Once in place as a new director
of loss prevention, how you begin your tenure can
and will influence the level of success you achieve.
This is the time to build alliances within the
organization, and to understand everyone elses
alliances as well. It is important to begin to
understand the companys culture and operation
before criticizing and trying to change it. Remember
that the company has had some measure of success,
so it is important to appreciate the people who
brought the company to where it is.
Look Forward. Resist the temptation to always
talk about how your last company did things. Most
corporate leaders resent having another companys
name brought up as having all the answers. You are
now an executive at your new company. Instead of
saying, At XYZ Company, we, try saying,
What if we tried something like this? I think it could
work because... Talk about industry best practices
rather than what your last employer did.
Build Consensus. Learn to use the alliances in
the organization to build consensus for programs you
want to implement. Understand the resistance you
will meet and work within the alliances to reduce the
resistance to change, building ownership in the
program.
If your operations team has some influence in the
final program development and sees their input in the
final product, they will be more likely to buy into it
and influence others to support your program. This
equals success for both you and the company.
Expect Compromise. Every good executive
needs to be willing to compromise. Take others
concerns into account when developing proposals for
a change in control or methods of operation.
Sometimes a diplomatic solution is more successful
than flexing muscles and expending political capital.
You may need that capital to develop support for a
future initiative.
Think Strategically. The ability to think
strategically will influence the level of success you
achieve. Strategic thinkers have a vision of where
they see their lives, their careers, and their companies
at various points in the timeline of life. Being able to
your strategy, and then communicate the steps
needed to achieve your vision is paramount, to the
success of any executive.
Small- and medium-sized retailers by their
nature can be tactical in their processes. This can
provide an opportunity for you as a new loss
prevention executive to provide strategic vision and
leadership to the company, increasing your value to
the executives and earning you a seat at the table.
Strategic thinking will influence the way your
decisions are made. Decision making as an executive
of a company must begin with a strategic analysis of
the impact the decisions will have on the overall
operation, and not just the loss prevention efforts.
Understanding the priorities of your counterparts in
human resources and operations will lead you to
understand how to develop strategies that create win-
win scenarios. As you develop guiding principles for
your management style, make it a priority that every
new control or program will make your company
more efficient, more profitable, and not hinder sales,
or create unreasonable burdens on the employees.
Market Yourself
Remember that you have peers in the industry
who are more than willing to help with ideas and
offer sound advice. Most executives attend
networking events and roundtable discussions to keep
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in touch with industry trends and share ideas. Finally,
consider the following:
Dont neglect the marketing of your departments
successes and the value you bring to the executives
of the company.
Dont forget to share the credit for success as well
as be willing to accept responsibility for things that
dont go well.
Always measure performance and track progress.
Work on being looked on as an overall business
leader in the company. Be a retail executive first
and a loss prevention executive second.
Never allow the CEO, other executives, your boss,
or your business partners to be surprised, especially
by bad news.
Being trusted and respected as an executive of
integrity is worth its weight in gold.
Develop guiding principles and a mission
statement for your life and career. Living and
working by them will bring consistency and respect
to you and your organization.
Fifteen Tips to a Better Job Interview
As we travel down our loss prevention career
path, we learn that the road to professional success
requires a wide spectrum of skills and experience far
beyond those that we carried when we first entered
the field. But in order to secure the best LP jobs to fit
our abilities, it also demands the capability to
effectively communicate our talents to the decision
makers who can propel our careers to the next level.
This is an essential skill set that commands our
understanding and attention, regardless of whether
we are exploring options within our own company or
beyond our current employer.
 A job interview provides a means to open a
window into who we areas a professional, as a
leader, as a partner, and as a person. We are given
precious minutes to summarize our value and our
character and make a positive and lasting impression.
This is a platform, and not a guarantee that others
will see us for who we are. It is up to us to open the
window and share the picture.
But an interview is also something more. It is a
search for a match, and a chance to take our skills
and abilities to another level. It is a means to build
upon our career, and find a home that not only meets
our needs, but helps reveal our future. Unfortunately,
it is also a skill that many take for granted. Its not
enough to be good at what we do. We also have to be
able to share that information with others, and offer
the best possible picture of who we are. Following
are some fundamental tips to help you put your best
foot forward in the interview process.
1. Approach the interview with the right
attitude. Enthusiasm is key. Many things can go into
determining who will be the best candidate to fill a
particular position, and a number of those factors go
well beyond the details listed on a resume. By the
time that the hiring process gets to the interviewing
stage, most of the candidates have represented the
skill sets necessary to be considered a viable hire. At
this juncture, interviewers are looking at capabilities
as well as qualifications. Theyre looking for a fit.
They want to see passion, drive, and enthusiasm.
They want to see the qualities of a leader. They dont
necessarily want to see cartwheels, but they want to
see energy. Enthusiasm is contagious let them feel
it!
2. Dont allow your ego to drive the
conversation. Approach the conversation with the
mindset that This is the job that I want This is
where I want to go, and take it from there. With this
approach, whats the worst that can happen? We get
into the conversation, realize it might not be the right
opportunity, they make us an offer, and we turn it
down. Most of us can live with that. The other side of
that coin is what leads to frustrating results. Too
many people take the Lets see how this goes or the
Whats in this for me? approach to the interview.
These are the types of ego-driven mistakes that haunt
us later.
3. Set yourself apart from other candidates.
There are three primary areas where we can prepare
for this:
Perception: Having a good feel for the company
and what theyre looking for in a candidate. Do the
homework. Whenever possible, speak to peers and
others familiar with the company. Visit the
companys website, and learn its mission, vision
and history. Learn as much as you can about the
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program, and how they approach the job. Speak
with mentors who can help you better understand
the position. Understand the opportunities and
challenges. Learn the possibilities, and how they
might help you grow as a professional. All of this
helps set the tone for the interview.
Perspective. Put yourself in the shoes of the
interviewer. Ask yourself tough questions that go
beyond the routine: Why should I pick you over
someone else? What value can you bring to the
position and to the organization? Look at what
youve learned through your research, play the role
of the decision maker, and force yourself to step
up.
Attention to Detail. The little things can make a
difference. Interviewers will pay attention to the
way you approach the details, and translate that
information into the way that you approach the job.
For example, various websites can provide
financial information (if publically traded), recent
company-related headlines and news, detailed
company profiles, and more. Use that information
wisely, and make an impression.
Preparation is critical to the interview process. It
helps us get the information right, but it also builds
confidence. That confidence can be felt throughout
the interview. It comes through in the tone of our
voice. It helps us to relax. It helps the conversation to
flow better and more freely.
4. Dress appropriately and conservatively:
clean suit/dress, pressed clothes, polished shoes, long
sleeved shirt/blouse. Minimal or no cologne/perfume.
Check your appearance right before you walk in to
the interview. Keep in mind that occasionally
interviews may not call for a suit or a dress, and the
interviewer may share that information prior to the
interview. However, that, doesnt imply that we
shouldnt dress well and look professional and crisp.
Dress for success.
5. Shake hands, look them in the eye, and
smile. No gum. No food. No smoking.
6. Be genuine. Show energy and enthusiasm,
but be sincere. The job search is about finding a
match, and finding a home. Dont give answers
simply because you think its the response that they
want to hear.
7. Focus on your accomplishments. When
asked about your experience, dont simply reiterate
your job descriptions. Did you lead? Create? Develop
programs? Develop subordinates? Manage through
change? Build business partnerships? Show the value
that you can bring.
8. On the topic of strengths and weaknesses
always have both, and always attempt to turn the
weakness into a positive. There is a reason that this
is a popular question during the interview process;
and while the answers are important, our response
can reach beyond what those specific strengths and
weaknesses might be. Decision makers want to know
if you can be self-reflective. Can you look yourself in
the mirror and ask, Where can I get better? Show
the maturity to recognize your developmental needs,
and the initiative to try to make personal
improvement.
9. Know where youre going and give yourself
plenty of time to get there. Dont be late!
10. A well-written, well-constructed resume
can be a critical aspect of the interview process. It
is not only a summary of your professional
experience and abilities; it is also a point of reference
that the decision maker will use as they prepare for
your interview. Make sure that your resume
accurately describes who you are and that its easy to
read and follow.
11. Bring extra copies of your resume. Bring at
least threea copy for the interviewer, a copy for
yourself, and a copy in case they ask you to meet
with someone else. Bring high-quality resumes on a
nice grade of paper. Have something to write with.
12. Ask questions that showcase your research
and allow the interviewer to see you in the job.
For example: In my research, I noticed that the
company is looking to grow significantly in the next
two years. From an operations/HR/global
perspective, how would you like to see our
department contribute to that growth? This would
also open the door for you to add how you feel that
the department could/should contribute.
13. Try to learn a little about the person that
youre interviewing with, especially if its someone
that youll be working directly for. Why did they join
the company? What do they think about the direction
of the organization? Once again, a job search is about
finding a match. Candidly, you want to learn if this is
a company, a program, and a team that you can work
with as well.
14. Dont ask about money unless the
interviewer brings it up first. That would include
talk regarding benefits. Your primary objective in the
first interview is to be seen as someone the company
wants or even needs to hire. Be seen as an
outstanding candidate, not a dollar sign. As a rule of
thumb, salary increases are typically based on:
What youre currently making
What theyre capable of paying
Industry standards for the position
The experience level that you bring to the position
How well you interview
Unrealistic salary requests make us look
unreasonable, and can undo all of the hard work that
got us to that point. If pressed, be smart and flexible
with your response. The money question is one of
7|Professional Development Special Report
the most important for both parties. There is a time
and a place for those discussions, and a way to
approach the negotiationespecially if you hope to
get the answers that you want to hear.
15. Be confidentbut not cocky. Show ability
and potential (Yes, Im good at what I do...), but
coupled with the humility and maturity of a leader
(But there are always things that I can learn.).
Make a strong, positive and lasting impression.
Mentoring the Big Jump
Senior leaders in the asset protection industry
have the unique opportunity to mold star performers
from their current role to the next stage of their
career. This jump in their responsibility can range
from taking the journey from one store to their first
multiple-store assignment, or from district to regional
management.
Our role in supporting this upward change is to
prepare them for the differences they will face in
their new position. Whether the changes are
emotional, geographical, or functional, we owe our
new leader the skills and insight to remain successful
and build on the potential that brought them here. In
most cases, our star is walking into their new role
with limited opportunities to observe the behind-the-
scenes functions that we sometimes take for granted.
When a promoted leader first takes the reins of
his or her new team, they are often blinded by the
whirlwind of changes that are taking place. In most
cases, they are too busy trying to keep up with their
transformation to stop and learn how to deal with the
significant changes to their role. Yet while these
adjustments and life lessons are important for their
growth and development, there are several things that
we can do to mentor and assist in their journey to
ensure that they are successful, and that the stress of
the changes is minimized.
Communication
With job transition comes a change in
communication. A new leader will experience
different kinds of discussions with a different level of
leadership. Whether it is email, simple conversations,
or conference calls, our mentoree should be prepared
and know exactly what to expect. Here are some
ways that you can help.
Conference Calls. Once youve identified high-
potential employees, allow your mentoree to run your
conference calls on occasion. This helps with their
confidence level and gives them a rhythm for their
own eventual calls. Get permission for your student
to listen in on other leadership calls. Whether its
your supervisors calls or another member of
leadership that they will likely interact with, listening
in on these calls prepares them for what they will be
dealing with on a first-hand basis.
Email Communication. Send out practice emails
that you would typically receive and answer. This
practice will help get them focused on the potential
changes in upward communication. Have your
mentoree respond, and then set aside time to critique
the response.
Altitude Change
With upward promotion comes a different level
of thinking. Moving into a new role will also mean
managing a different set of responsibilities. The
thought process revolving around what is truly
important will change and become more global. At a
store or district level, AP professionals are flying
close to ground level. The move to 30,000 feet can be
significant, and often a new leader has not been
prepared for this flight.
Taking time to start the mental transformation
will be important and will decrease stress once your
mentoree gets in their new role. Take them out of
their comfort zone as often as possible during the
process. Your star will thank you for it later.
Report Analysis. If possible, assign higher-level
reports to be reviewed, analyzed, and reported back
on. We must teach our future leaders how to lead a
team and course-correct a store without having
immediate physical access to the location.
Lead Store Visits. Have the mentoree lead store
visits with you in other markets or stores they are not
familiar with and have not previously visited. This
not only gives them an opportunity to get out of their
comfort zone, but also gives them a taste for the job
prior to being thrown into the fire.
Prioritization
New leaders often struggle with prioritizing
issues. Fires can spread quickly, and our mentoree
will be trying to impress superiors and business
partners with every decision they make. The
eagerness to please sometimes blindfolds the thought
process, leading to poor and ineffective choices. This
can also lead to trying to tackle too many tasks at
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once, which can further dilute our effectiveness. We
need to teach future leaders to prioritize decisions
and projects to get the biggest impact with the least
amount of time and effort.
Leaders should know where they stand in all
areas of profit and loss at all given moments. Does it
make money? Does it prevent loss? Will it make the
job easier? If it falls into one of these categories, our
leader should take a deeper look.
Global Thinking
Our decisions can provide great benefits, but can
also have the potential for adverse effects on our
entire markets. New leaders often make situational
decisions in one location that eventually bleed over to
other markets. Such decisions must also consider the
needs, culture, and strategy of the entire business.
These from-the-hip decisions can cause headaches
that take multiple actions to undo and can tarnish the
reputation of the new leader.
A decision as simple as removing one SKU off
the sales floor due to external theft concerns can not
only affect sales and profits in the store, but also
bleed to other stores and markets, replicating the
mistake. Teaching our mentoree to refrain from
making these rash decisions and instead focusing on
the bigger picture will allow them to make better
decisions and eliminate pain-points with business
partners.
Practice Exercises. Put your mentoree through a
series of scenarios that will allow them to think about
decisions before they are thrust into the role.
New Market Visits. Have your mentoree visit
other markets with you. This experience will give
them an alternate view of the world and dial in the
larger perspective that is needed to successfully
manage multiple markets. The contrasting picture
will also open their eyes to the pitfalls of reacting too
quickly.
A Clear, Concise Plan
Moving upward into a new role requires pinpoint
planning to make the necessary changes seamless for
the new leader and their team. Ensure your mentoree
understands the significance that the change can have
on their business partners and how this might impact
their teams. Proper planning starts with
understanding what needs changed, then devising a
plan that will tactically implement the changes to get
desired results.
Slower Is Faster. Many new leaders start
changing simply for the sake of change. Teaching the
planning process will ease a tremendous amount of
pain for the duration of their career.
Planning Practice. Have your mentoree
construct their own plan for your area of
responsibility using information that can be made
available to them. This will allow you to see their
thought process and give them practice without
consequences. Who knowsyou just might see your
market differently after the exercise.
Organization
One of the most important habits to teach is the
personal organization required to make the big jump.
Keeping up with calendar invites, staying current
with email, returning the 57 phone calls that were
missed during a flight, ensuring that all work is
turned in on time, and being where you are supposed
to be when you are supposed to be there you have
mastered these critical skills. It will be new set of
skills for your mentoree to learn. Providing sound
advice to help them manage through the
organizational needs of the position will pay huge
dividends for them in their new role and for the rest
of their career.
Partnerships
Effective leaders in asset protection understand
that powerful things are accomplished when we build
strong partnerships with our business leaders and
teams. Careers can be built or destroyed by the
partnerships that we gain or lose.
Our mentoree needs to understand that trust and
mutual respect will drive their partnerships. These
important relationships are built over a period of time
and need consistency to bloom to their maximum
potential. Proper communication will establish the
foundation of these partnerships when the
correspondence is open and timely.
Teach the Same-Day Rule. The new leader
should make a t habit of responding to emails and
voicemails on the same day they are received. This
can make for some long days initially, but the benefit
reaped from this habit will far outweigh the cost.
Business partners will admire the dedication to the
role, issues will be handled promptly and respect will
be gained during the process.
Reveal the Agendas. Partnerships cannot survive
without trust. If business colleagues uncover hidden
agendas, that trust can be damaged. Our new leaders
need to be honest about their intentions with all
aspects of the business.
Influencing Change
Considering the fact that our mentoree is
successful in their current role and being considered
for more responsibility, they likely have developed a
strong acumen for managing through influence. This
skill becomes more difficult to master as we move up
the ladder. Navigating these waters can be
9|Professional Development Special Report
challenging and sometimes discouraging to a
new leader.
Shared Vision. Leaders both new and
experienced must create a shared vision with our
business partners. This shared interest will provide a
vested interest in the outcome for all parties.
Everyone Must Benefit. Teach your mentoree
that small sacrifices lead to big wins. In order for new
initiatives to take flight, everyone must benefit. The
customers, the organization, the stockholders, and the
business leaders must all gain something. If not, the
change will be met with opposition.
Helping your team reach their full potential and
arriving at the next level is an important role that you
play as a leader. Reach out to your mentorees
weaknesses and make their strengths even stronger.
Decreasing the stress level during their career move
will make them better decision-makers and stronger
leaders. Teach them to succeed, and your career will
grow as well.
Speak as Well as You Think
What we say, how we say it, and what were
doing when we say it combine to create great
messagesor messages that are forgotten in the next
moment. When you can speak as well as you think,
you can drive your business results, whether you are
addressing shrinkage issues with store management
or discussing profit-enhancement strategies with
corporate executives.
Beyond that, the ability to communicate clearly,
confidently, and comfortably is a key talent
differentiator that will enhance your career. When
youre speaking to your staff, your management, or
your customers, first impressions are critical.
Executive Presence
Executive presence is what we see and what we
hear as you communicate. The specifics include:
EyesWhere you are looking when you speak
HandsWhat you are doing with your hands when
you use them (gestures) and when they are at rest
PostureHow you stand, sit, and move
VolumeYour speakers voice for those times build your message so that when youre done
when you are on should be at the 7 to 8 level,
where 1 is a whisper and 10 is a shout
InflectionThese are the peaks and valleys that
the voice has. Its how your listeners know whats
important and whats less crucial.
Non-WordsThe four most common non-words in
American English are umm, ahh, like, and P: Personal experience, meaning something I have
you know. You sound smarter when those words
dont land in every pause. They take away from
your executive presence.
Executive presence is essential to winning the
business or selling a project to the capital committee.
Heres what you need to do physically:
Speak one thought to one person and pause
between thoughts and people.
Use your speaking voice.
Inflect your key words and phrases.
Balance your stance or sit up straight.
Gesture above the waist and outside your body
lines with hands open.
Reset or drop your hands to your sides between
thoughts.
Message Organization
One of Stephen Coveys habits from his book,
The 7 Habits of Highly Effective People, is to start
with the end in mind. To that end, there are two
critical questions to ask yourself when you organize
your message:
Who are my listeners, and
When Im done speaking, what do I want them
to know or do?
Who Are My Listeners? Consider your staff,
team, or audience. Who are they? How many people
will you speak to? What time of day will you speak?
In what ways might they be predisposed to you or
your topic?
If youre familiar with them, and youre there to
influence them, think about how they might have
influenced you previously. Do they have a story-
telling culture? Do they like statistics and facts? Do
they often quote key thought leaders? When you
tailor your message to your listeners, you come
across as customer-oriented, focused, and aligned
with them.
What Do I Want Them to Know and Do? We
deliver one (or more) of three key messages when we
speak to a group.
10 | P r o f e s s i o n a l D e v e l o p m e n t S p e c i a l R e p o r t
Know this means we want to inform, update, or
educate.
Do this means we want to recommend, propose,
persuade, or influence.
Believe this means we want to inspire.
When youve answered the question, What do
you want your listeners to know, do, or believe?,
speaking, thats where you finish.
How Will I Influence Them? Six forms of
influence are used to move listeners to action. The
first five form the acronym S-P-E-A-K. The sixth is
the demonstration. Lets look first at S-P-E-A-K:
S: Statistics and facts
experienced and can talk about passionately
E: Examples are something someone else has
experienced personally
A: Analogies are descriptive phrases that convey
a thought, such as the perfect storm or the
domino effect.
K: Killer quotes can come from authors, speakers,
business leaders, and team members
Finally, theres the demonstration. The great
demonstration of our era was at the O.J. Simpson
trial, when the prosecution had him try on the bloody
glove. As Simpson tried to slip his hand into the
glove, he was clearly heard saying, It doesnt fit.
The glove doesnt fit. When a demonstration goes
well, its compellingand the opposite is also true,
as in this case.
Delivery
When you deliver, you marry your physical
skills with your message. When it matters most, get
on your feet. If youre only presenting to two or three
clients, its overkill to stand to deliver your entire
message. But do look for an opportunity to get up on
your feet. When you are on your feet, you take an
ordinary presentation and make it an event.
Every message can be delivered by speaking one
thought to one person. It will work best if you
organize your message in bullets, thoughts, or
packages. Dont write your message out in longhand;
it makes it too hard to deliver. Speak thought to
thought rather than word to word.
The three main adult learning styles are auditory,
visual, and kinesthetic. When you tell your audience
something (auditory), show them a PowerPoint
presentation and/or give them a handout (visual), and
have them interact with that handout (kinesthetic),
they will retain that information much longer.
For example, when you deliver from PowerPoint
or handouts, follow the approach used by great sports
announcers, such as Al Michaels and John Madden..
Michaels always speaks as he calls the play, meaning
he tells you what you see. Then, after the play is run,
Madden steps in and adds the color by telling you
what it means.
As a presenter, know that the audience will look
first and listen second. If youre delivering with
visuals or presenting from a handout, you need to tell
your listeners first what they see, then what it means.
Its critical that the spoken message and the
visual message be identical. So often we hear the
presenter adding color first while listeners are
looking at the pitch book to find some visual cue of
what the presenter is saying. The rule of thumb is to
write what youre going to say, then stay close to
what youve written.
Networking: Have a Plan
If you were training for a marathon, when would
you start? A day before the race? A week? Probably
not if you want to be successful. What if youd never
run for any long distances before? If you want to run
well and have a relatively good chance of finishing
(or surviving) the marathon, you probably need the
better part of a year to train under normal
circumstances. That said; why would you wait until
you need to look for a new job to begin networking
with people?
In recent years, many loss prevention
professionals have found themselves victims of
reorganizations, downsizing, condensing and
shrinking departments. Once the shock sets in, they
need to figure out next steps. Its important to ask for
help. Find out what opportunities are out there, talk to
people, and call recruiting agencies. If you havent
networked yourself properly, you may have
unintentionally limited your resources.
When people hear the word networking they
usually think about social mediaFacebook and
Twitter for their personal contacts, and LinkedIn for
professional contacts. These options are fun and a
great way to keep up with others, but there is much
more to networking than that.
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Have a plan that uses these five elements:
Use social media tactically and regularly. Consider
having a strict policy of only having friends and
family connected to you on Facebook. Use
LinkedIn as your outlet of choice for professional
contact management and staying in touch with
colleagues. Update periodically so people can read
about what is going on in your life.
Find local events that offer situational networking
and information sharing. There is nothing like
putting a name to a face and exchanging business
cards in case you need them someday.
Attend professional conferences. ASIS, CFI, NRF
and RILA and others all hold annual conferences.
Organized retail crime has sprouted many regional
conferences throughout the U.S. that you can
attend each year. Each conference is an opportunity
for education and networking. Events are usually
spread evenly throughout the year. If you hold a
professional certification, you may find these
shows eligible for use as continued education units
(CEU) towards your recertification.
Work with area colleges. Find a college in your
area that has a criminal justice program and offer to
mentor aspiring loss prevention professionals. Not
only would you get to know students, but you also
get to know professors and department heads in the
school. These are all people who could help if you
find yourself in need of employment or if you
are interested in good advice on continuing your
education.
Talk to people in person. There are so many ways
to communicate with people at an impersonal level:
texting, email, and messages through social media.
But what about the old-fashioned way, like calling
people on the phone, or better yet, meeting them
face-to-face? Find twenty people you really want to
keep in touch with and can help you. Call them or
try to get together for coffee. Find one hour on one
day each week and make those connections.
So what happens when you successfully navigate
the five elements of networking? You get to know
people and they get to know you. You become a
resource for people because they get an idea of your
experiences and expertise while you learn from them.
Now your network is larger and people know who
you are.
If you find yourself in the unfortunate position of
looking for employment, you will likely ask yourself
Now what do I do? The first thing you should do is
reach out to your contacts and ask for help. The better
youve networked up to that point, the better chance
youll have of getting the help you need. When you
need to differentiate yourself from 100 other people
with similar experiences and education, it does help
to know someone. Dont wait until you need to
network; make networking part of your regular
routine. Start today, because you never know when
your marathon will need to be run and youll need to
be in great shape for it.
Job-JumpingFitting Stereotype, or the New
Reality?
What does company loyalty mean today? Do we
subscribe to The Offices character Dwight Schrutes
evaluation of when we should leave a company, or do
loss prevention professionals continue to reflect and
reward a more traditional definition that includes
long-tenured employees?
We often hear career histories discussed with
words like stability and consistency as positives ahead. According to HBR, the 1980s brought a shift
and instances of short tenure as negatives. But is
short tenure that negative, or is it a product of our
ever-changing society? Is it a mindset that should be
tossed out with VCR tapes and receipt rolls? What
about in terms of the loss prevention industry, where
a professional typically has to move to find a broader
multi-store experience?
The subject was discussed with more than
twenty-five LP practitioners to attempt to determine
the following:
Is job-jumping really that negative, or is that
connotation an antiquated stereotype?
Specific to the loss prevention industry, what
causes people to change jobs and what are
acceptable reasons for leaving?
Does the loss prevention industry breed job-
jumping?
People ROI
According to Dave Arnold, Ph.D., J.D., general
counsel at Wonderlic, the average cost to an
employer for hiring a mid-level LP practitioner who
leaves within a short time can be more than $30,000.
The costs are found in advertising for the position,
time to screen people, the individuals learning curve,
and the training and education investment in the first
90 days. Of course, the longer an employee works,
the more up-front costs the employer recoups.
Arnold admits not all turnover is bad, stating,
Some turnover can actually help an organization, as
long as the people leaving are considered
unproductive, or the company has already recovered
its payback for the initial costs.
There is typically a significant investment in
hiring an individual and if they leave within the first
couple of years, it is likely you did not get an ROI on
the hire, says Shane Sturman, CPP, CFI, president at
Wicklander-Zulawski & Associates via a post on
their LinkedIn group. Most companies have
experienced spending significant time and effort in
training and development, just to see that investment
12 | P r o f e s s i o n a l D e v e l o p m e n t S p e c i a l R e p o r t
jump ship at the first opportunity to earn a couple
extra dollars. I agree that there are circumstances
when it is necessary. However, when you see a
history of job-hopping, it is a good indicator that
there will be little loyalty with you as well. The best
indicator of future behavior is past behavior.
Job-Jumper Myths and Perspectives
In an article discussing job-hopping and other
career fallacies by Monika Hamori in the Harvard
Business Review (HBR), July-August 2010 issue,
Hamori describes the cultural shift from companies
rewarding loyalty with promotions to executives
starting to move from one company to another to get
in our loyalty thoughts as firms stripped out layers
of management, promotions became fewer and far
between.
HBR conducted a study of 14,000 non-CEO
executives to compare the outcomes of their internal
and external career moves. Hamori dispels the myth
that job-jumpers ultimately prosper more than those
more-tenured colleagues. Overall, the more years
people stayed with a company, the faster they made it
to the top, states Hamori.
But how does this research apply to the loss
prevention industry? Are we more tolerant of job-
jumpers because it seems the industry is full of them?
Chris OLeary, president of Loss Prevention
Recruiters, thinks when evaluating a resume or a
professionals experience, its important to ask the
why question when there are multiple moves
indicated on a resume.
Each persons resume is unique and contains
varying professional and personal experiences, says
OLeary. Ask the question and there may be logical
responses, such as being tied to a certain geography
for family reasons or other circumstances that require
a job change. Not all reasons are good, but in my
experience, here are a few right professional
reasons:
Moving from single- to multi-store opportunity or
any type of progression move upward
Gaining experience in different loss prevention
programs or strategies;
Gaining different types of retail experience in a
new environment;
Gaining experience in difficult markets or larger
populated geographies.
Some LP executives focus more on the what
when it comes to evaluating job-jumpers resumes,
specifically in terms of what has the candidate
accomplished in his or her tenure at the company and
did it make a significant impact.
I dont believe there is a magic number when it
comes to timeframe at a company, but the critical
component is the ability to work on specific projects
and complete them, says Daniel J. Doyle, who has
enjoyed an extensive tenure at Bealls and is now the
senior vice president of human resources and loss
prevention administration. Sometimes people can
make short-term gains by changing jobs frequently,
but they are not able to build tenure-based retention
tools like stock options and retirement. Ive been
extremely fortunate to be at Bealls for twenty years,
and there has always been opportunity for
advancement within that time. But it is critical to
stay open and willing to take on more opportunities
that include other responsibilities you may have to
grow into.
Other perspectives believe the crux of the issue
depends on how committed the person is to each
company theyve worked for. Several LP
practitioners made a point about having someone
invested in the overall company mission and
commented that level of commitment is only
achieved over time.
Have you ever known anyone to wash a rental
car before they return it? asks Pete Trexler, CFI,
manager of loss prevention at Lumber Liquidators,
illustrating the importance of an individuals
commitment and ownership to the overall goals of
the company. In my opinion, reasons for leaving fall
into a few categories. Philosophy doesnt match with
organizational goals, which usually equals poor
results, lack of advancement opportunity, or family
reasons such as geography or work-life balance. Each
of these categories has their own intricacies.
We as investigators have to determine why our
job candidates have left other companies; if you want
long-term investments in people, you have to
determine what type of mentality they have. Either
they have a get it now tactical tendency, or they
believe in progressive loss prevention that involves
predictive models/leading indicators, absorbing your
retail partners goals, and sales promotion. These
strategic objectives take commitment, says Trexler.
Most loss prevention practitioners agree that
consistently short tenure has a negative impact on
your resume, even if the reasons for changing are
seen as legitimate. The issue is that legitimate
reasons are often left up to the interviewers
interpretation, and a positive or negative result could
be the way the job candidate spins his or her past
departures.
Within the LP industry, there is definitely no
place to hide, says Johnny Custer, LPQ, CFI,
manager of loss prevention operations for Merchant
Analytic Solutions, referring to how small the loss
prevention industry is and the importance of not
burning bridges and being honest in the job-hunting
process. If you see a particular pattern of job-
13 | P r o f e s s i o n a l D e v e l o p m e n t S p e c i a l R e p o r t
jumping, the question is raised, Does this person
have a hard time assimilating? Or maybe its as
simple as their philosophy not matching the
leaderships?
From an executives perspective, Linda Heasley,
president and chief executive of The Limited, told
The New York Times in July, I like people who have
demonstrated performance in a number of different
places. They dont have to have stayed at the same
place, but I like to see that they were at a place long
enough to annualize things that they started and had
time to build relationships. Evaluation regarding
whether or not an individual has given enough time
to establish key relationships was a big factor for
both Heasley and a number of other retailers
interviewed.
While some professionals value time to build
relationships, others focus on shrink numbers and
how they translate into long-term success of the
executive.
The real test of ones proficiency and skill sets
occurs after the fires are out and after the shrink has
been reduced by 10 percent, says Thomas Stein, an
industry executive with more than 20 years of
experience. Improving on or even sustaining great
results is inherently more difficult than taking
advantage of low-hanging fruit. Everyone can be a
hero in the short term, but if you never stick around
long enough to show continued, steady improvement
or to give your current leadership the opportunity to
recognize your talents and promote you to a position
of greater responsibility, should I assume youre
running to a better job or away from too big of a
challenge?
Other interviewees took the question of job-
jumping as both a positive for the employer and the
employeewithin reason. There are certain positive
aspects about individuals changing companies to both
the employer and employee, says Chris Barber,
director of loss prevention at Goodwill Industries of
Central Indiana. I came from thirteen years with a
big-box retailer with ample funds to build a quality
loss prevention program. Now that Im with a non-
profit, I brought all those skills I learned in training
and education with me. We dont call that a job-
jumper, its a training transfer. I can now
implement a successful program with all the tricks of
the trade I learned at the big-box retailer, and my
current employer didnt have to invest in that training
and education. From a personal perspective, I have a
better quality of life because this organization
requires a different level of time investment.
In April 2010, the CBS Interactive Business
Network posted a blog by Penelope Trunk titled,
Why Job-Hoppers Make the Best Employees.
Trunk states, If you think job-hopping is bad,
change your thinking. Job-hoppers are not quitters. In
fact, they make better coworkers and better
employees, and I bet are generally more satisfied
with their work life.
According to Trunk, job-hoppers are ultimately
more loyal because loyalty is all about caring for
other people. Job-hoppers want their bosses to like
them for good references, coworkers to bond with
them for potential networking, and to ensure
everyone has a good experience with them so they
dont have to fix a bad first impression.
How Long Is Too Long?
Another side of the job-jumping debate is less
divisive, but certainly has merit. When asked how
long is too long to stay at one company, respondents
concluded there are inherent positives to staying in
one company a long time (more than ten years), but
there were also potential negatives.
I always make sure that someone with a long
tenure has taken on other responsibilities in their
career, says Dan Doyle of Bealls. Its important
that people move through a company receiving
various exposures and promotions over a lengthy
time period. But overall, instances of long tenure are
less concerning than those of rapid changes.
The convergence of experience, opportunity,
and the right company culture is tantamount to
winning the great job lottery, says Tom Stein. Its
what we all hope to find someday and it should be a
recipe for long-term stability, economic and
professional growth, and personal and professional
satisfaction. If you are lucky enough to find that
perfect company and position, why would you ever
leave?
Some LP professionals lack of education or
unwillingness to relocate has kept them stagnant in
their careers. Chris OLeary states this requirement
for secondary education and certification is definitely
on the rise. The Loss Prevention Foundations
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certification courses, LPQualified and LPCertified,
are the biggest thing to hit the industry since
Wicklander-Zulawski and CFI, says OLeary. Just
take a look at the board of directors, and youll see
they are the biggest retailers in the country backing
this initiative, and its preference on job descriptions
cant be ignored.
Its Your Career
Basketball great Michael Jordan once described
his career this way: Ive missed more than 9,000
shots in my career. Ive lost almost 300 games.
Twenty-six times Ive been trusted to take the game-
winning shot and missed. Ive failed over and over
and over again in my life. And that is why I succeed.
Jordans legendary status is not characterized by all
the mistakes he has made in his career, but his
consistent success.
Wouldnt it be nice if our career mistakes could
be celebrated as learning experiences that motivate us
instead of stereotyped as scars to rationalize? The
opinions expressed by these professionals dont
definitively answer the question of whether job-
jumping is an old stereotype or new reality. It seems
a little bit of both.
HRBs final thought was, Whats important is
to look at each move with a critical eye, putting aside
conventional wisdom and other peoples assumptions
to make the choice that fits your own ambitions.
Todays retail needs and environment require
all of us to be extremely well-rounded business
leaders, practitioners, and partners, concludes Tom
Stein. A little segment diversity will go a long way
in broadening your asset protection, business
acumen, and operating knowledge and will make you
more marketable long term.
Most important of all, find a company that
respects you, treats you as the professional subject-
matter expert you are, and values the insight and
experience you bring to the table. Remember that
professional and personal happiness are not found in
higher salaries or bigger titles. Enjoy what youre
doing, make the most of every opportunity, and leave
every company and position in better shape than you
found them.
Are Happy Employees More Productive?
Service-based leadership is a style of leadership
that allows the leader to achieve excellence through
the committed involvement of his or her employees.
With service-based leadership, the attitude and
primary motivation of the leader is service to
othersto customers, employees, and shareholders
of the company. This outward focus of the leader sets
up a dynamic where:
Employees are continually recognized
 There is an open flow of ideas, opinions, and
information
Initiative and risk are highly regarded
Problem discovery and solution is a focus while
placing blame is unimportant
Every employee feels energized and part of the
team and is valued for his or her contribution
Prestige is derived from performance and
contribution, not title
Customers are treated well because employees are
treated well
The energy and initiative of all employees is
focused on the common effort
With service-based leadership, you will find that
good customer service to both internal and external
customers is effortless. Less energy is expended in
processing complaints, grievances, and conflicts.
Employees are happier, work is more fun, and
everyones job is easier.
Becoming a Service-Based Leader
By following and practicing the principles of
service-based leadership, you can become an
effective leader in any situation. As a leader, your
focus should be on those employees who make up
your team.
Leading Your Team. Line employees are the
most important staff a company has because they
interface directly with customers. Their daily
performance in meeting customers needs establishes
and maintains a companys good name and
reputation. Clearly, their performance is critical to a
companys success.
Shoddy, surly, disorganized, or inconsistent
service is a clear sign of a lack of leadership.
Employees are not to blame; rather it is management
that must be held accountable. Conversely, high
standards of service flow naturally from effective
leaders. Your teams performance is a direct result of
your leadership. This leadership must include taking
personal responsibility, possessing the will to lead,
owning your failures, effectively using your
resources, and knowing your limits.
Taking Personal Responsibility. Personal
freedom is often thought of as the absence of
responsibility. In this respect, no one is free.
Everyone is responsible for and to someone else.
There is, however, a freedom that comes from
accepting personal responsibility for oneself and
ones sphere of influence.
When you blame no one else for the challenges
you face, when you realize that where you stand
today is the result of all your past decisions and
indecision, you look to the true source of any
difficulties. Realizing this is the true source of your
freedom, instead of being buffeted to and fro by
15 | P r o f e s s i o n a l D e v e l o p m e n t S p e c i a l R e p o r t
uncontrollable forces, you accept the power of your
own authority. For good or ill, you are the one in
charge of your life.
For the leader, this means that, as you seek
opportunity, you also take responsibility for all
aspects of your duties. Size up those around you
your superiors, peers, and employees. If they
demonstrate responsibility, learn to depend upon
them. If they dont, find ways to compensate for their
inadequacies. In the case of your employees, take
action as necessary.
The Will to Lead. Taking personal responsibility
equips you to assume a leadership role. But the will
to lead is a far cry from being willing to lead. Many
people are willing to accept positions of leadership.
But accepting and exercising leadership are two very
different matters.
Owning Your Failures. When you or those you
lead fail in any way, dont make excuses. While there
may be mitigating circumstances, you must take
responsibility for the failure. Whether you didnt plan
or train well enough, didnt devote the proper time or
resources to the matter, didnt establish priorities, or
underestimated the situation, the bottom line is that
you failed. But failure can become your most
valuable learning tool.
Rather than casting about for others to blame,
analyze what led to the failure and see what you
might have done differently. This approach
accomplishes two important things: you establish
your personal responsibility and authority, and you
learn from your mistakes.
Do not be afraid to make mistakes. Leadership is
distinguished by leading, not by hanging back in the
pack. When you step forward to lead, you risk the
chance of highly visible missteps. Experience and
trial-and-error can be lifes most powerful instructors.
Effectively Using Your Resources. There is far
more to do every day than you can possibly
accomplish. Where you apply your time and energy
as a leader is of critical importance to your teams
efforts and success. Avoid frittering away personal
resources on marginal activities. Focus on the
important things that will make a difference in your
teams performance.
To do this, you should make a list of the key
items on which to focus and have a long-term plan of
improvement for your operation, as well as a list of
needed projects to accomplish. Despite the daily
crises that inevitably come up, keep your focus on
those key items. When things slow down or windows
of time open up, refocus yourself and your team on
those important goals.
Its also helpful to get away from your
operations, even for just a day. Being away from the
day-to-day problems will give a broader perspective
on the issues and help you recognize where to apply
yourself.
Recognizing the Limits of Your Influence. Being
an effective leader requires that you understand the
parameters of your authority and the extent of your
sphere of influence. For instance, what should you do
when you report to a superior who lacks essential
leadership skills?
Remember the freedom of taking personal
responsibility. You cannot control your boss skill or
lack of it, but instead of getting upset, focus on what
you can control. Do everything in your power to be
the best leader you can be. Try to insulate your team
from the worst effects of the situation. Do not
disparage your boss in front of your employees. They
will size up the situation quickly enough and will
respect you even more for not trying to make him
look bad.
Perhaps your efforts will have a positive effect
on your boss. If your area of the operation is
performing well because of your leadership, it may
cause him to take notice. Maybe your boss will
become curious enough to ask about the secrets of
your success. If the situation should become
untenable, remember that you retain ultimate control
over your future and can make the appropriate
decision at any time. Understanding the limits of your
influence also entails the recognition that you have
more control over your employees than you do over
your other constituencies. Your customers are
removed from your direct influence since they are
served by your employees. For the most part, your
influence on customers is secondhand.
Farthest removed from your influence are your
companys shareholders. Unless as owners they take
a direct role in your company, they are often absent
from the operation. Their role and status with the
company is still of major importance, but their
interests are served at a distance.
16 | P r o f e s s i o n a l D e v e l o p m e n t S p e c i a l R e p o r t
So as you work to accomplish your companys
goals, concentrate on those nearest at hand and those
over whom you have the greatest influencethe
employees on your service team. If they do their jobs
with enthusiasm and a sense of service, the needs of
your other constituencies will also be met.
The Ultimate Value of People
Without employees, there would be no
successful business leaders. Without customers, there
would be no money to pay employees. Without
owners willing to risk their capital, there would be no
businesses to hire employees.
The distinguishing characteristic of these three
statements is that they all involve people. And while
every person is an individual, unique in background,
experience, and education, the great majority has a
common set of needs as they negotiate their worlds.
They:
Wish to be treated well, with dignity and respect
Want value for their labor given or money spent; in
other words, they dont want to feel cheated
Want to know whats going on and appreciate
timely and accurate information
Prefer to trust and be trusted
Appreciate kindness and generosity of spirit,
especially when unexpected
Recognize someone who is principled and whose
words and actions are grounded in value
Want to be recognized for who they are, not
lumped into an unknown, often unnoticed, mass
While any person can hold a position of
authority, true leadership and its attendant success
flows naturally from someone who recognizes the
ultimate value of people in all he or she does.
Contributors to this special report include Jacque
Brittain, LPC, Jason Odell, CFI, John M. Vautier,
Kevin M. Plante, LPC, and Ed Rehkop.