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6 episodes with may busch
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2 episodes with may busch
2 episodes with may busch
2 episodes with may busch
Maha Abouelenein: 7 Rules of Self-Reliance Maha Abouelenein is an American Egyptian with more than 30 years of global communications experience advising global corporate giants, startups, governments, CEOs and high networth individuals. She is the CEO of Digital and Savvy, a strategic communications consulting firm with offices in the States and Dubai. Maha is the author of 7 Rules of Self-Reliance: How to Stay Low, Keep Moving, Invest in Yourself and Own Your Future*. One of the definitions of the word currency in Merriam-Webster's dictionary is, “General use, acceptance, or prevalence.” All of us want to be both accepted and prevalent in the work we get to do. In this conversation, Maha and I discuss how your reputation is perhaps the most important currency of all. Key Points Personal brand isn't about self promotion, it's about leadership. Rather than promoting yourself, promote the ideas that you stand for. Reputation is currency. It's the only thing you truly own and its value comes from how other people perceive it. Sometimes it's the right move to take a job to earn. It's also important to take jobs to learn. Knowing what you stand for is key, but this doesn't come overnight. We all make missteps. What's often more remembered is how you respond. Apologize and have empathy when things go wrong. Resources Mentioned 7 Rules of Self-Reliance: How to Stay Low, Keep Moving, Invest in Yourself and Own Your Future* by Maha Abouelenein Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes Making the Case for Your Promotion, with May Busch (episode 526) How to Tell a Story About Yourself, with David Hutchens (episode 661) An Invitation for Kindness in Leadership, with James Rhee (episode 693) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.
May Busch is an international executive and career coach, speaker, facilitator, and the author of Accelerate: 9 Capabilities to Achieve Success at Any Career Stage. She is passionate about helping people thrive at work and reach their full potential. She is Senior Advisor and Executive in Residence in the Office of the President, and Professor of Practice at W.P. Carey School of Business, at ASU. Previously, May enjoyed a 24-year career in investment banking, most recently as COO for Morgan Stanley Europe. She chaired the firm's European Diversity Council and was a member of its European Management Committee. A graduate of Harvard Business School, May is dedicated to promoting greater thought leadership, diversity, and entrepreneurial spirit in the workplace. May's Book: https://maybusch.com/books/accelerate/ - Website and live online programs: http://ims-online.com Blog: https://blog.ims-online.com/ Podcast: https://ims-online.com/podcasts/ LinkedIn: https://www.linkedin.com/in/charlesagood/ Twitter: https://twitter.com/charlesgood99 Chapters: (00:00) Introduction (01:13) Tool: Strategies for Effective Communication (04:21) Tool: The Five-Minute Rule and the Rule of Three (09:27) Technique: Improving Decision-Making (16:25) Tip: Transition from Caretaker to Rainmaker (22:14) Technique: Building Self-Awareness (23:41) Tool: The Johari Window (24:54) Technique: Reflecting and Noticing (27:29) Tip: Importance of Mindset (29:07) Tip: Physical and Mental Connection (31:25) Tool: Brand and Reputation (32:45) Tip: Executive Presence (33:56) Conclusion
May Busch is an international executive and career coach, speaker, facilitator, and the author of Accelerate: 9 Capabilities to Achieve Success at Any Career Stage. She is passionate about helping people thrive at work and reach their full potential. She is Senior Advisor and Executive in Residence in the Office of the President, and Professor of Practice at W.P. Carey School of Business, at ASU. Previously, May enjoyed a 24-year career in investment banking, most recently as COO for Morgan Stanley Europe. She chaired the firm's European Diversity Council and was a member of its European Management Committee. A graduate of Harvard Business School, May is dedicated to promoting greater thought leadership, diversity, and entrepreneurial spirit in the workplace. May's Book: https://maybusch.com/books/accelerate/ - Website and live online programs: http://ims-online.com Blog: https://blog.ims-online.com/ Podcast: https://ims-online.com/podcasts/ LinkedIn: https://www.linkedin.com/in/charlesagood/ Twitter: https://twitter.com/charlesgood99 Chapters: (00:00) Introduction (01:15) Technique: Developing Capabilities (08:10) Tool: Career Potential S-Curve (03:04) Tip: Importance of People Skills (06:09) Tip: Owning Personal Development (13:39) Technique: The Learn-Do-Show Model (16:42) Tip: Team Leadership (20:52) Tip: Become a Talent Magnet (21:36) Technique: The Reframing of Work (22:45) Tip: Unifying compelling vision (23:29) Tip: Promoting team members (24:23) Conclusion
The New Year is filled with a lot of energy and hope for renewal. Yet, it can also bring a lot of anxiety — especially among people who feel like they are at a crossroads in their job searches and careers. May Busch, who is an accomplished executive coach and advisor, has helped many people figure out the next steps in their careers. She has a lifetime of experience behind her, including more than two decades at Morgan Stanley. Busch joins LinkedIn News Editor Andrew Seaman on the latest episode of Get Hired to discuss the steps you can take to get your job search and career moving in the right direction. They discuss navigating uncertainties and offer a roadmap to understanding your aspirations for the year. Follow May on LinkedIn by clicking here. Sign up for May's challenge by clicking here. Follow Andrew on LinkedIn to join the Get Hired community by clicking here.
Life tends to move a bit slower over the summer. The slower pace can allow you to get a lot done to set yourself up for a successful career move later in the year when business picks up again. But, what exactly should you do to put yourself in a good position when you're ready to make a move? Fortunately, we're chatting on the latest episode of the #GetHired podcast with May Busch, who is an executive coach, advisor, speaker, and author. She's also a former managing director and COO at Morgan Stanley. Busch explains the steps you should take now to be ready to make a move later in the year. For example, she explains how regular self-reflection empowers us to evaluate our progress and make necessary adjustments along the way. Busch also says that goals should evolve as we gain new insights and experiences. By doing so, we make sure that we remain on a path that truly reflects our authentic selves and brings us closer to a life of meaning and fulfillment. Follow May on LinkedIn by clicking here. You can also join her Career Mastery Challenge by clicking here. Follow Andrew on LinkedIn to join the Get Hired community by clicking here.
Are you feeling stuck in your career and craving a change? Do you aspire to become a better leader and excel professionally? If so, you're in for a treat in this podcast episode! Our guest, May Busch, a former COO of Morgan Stanley Europe turned Executive Coach, Speaker, Advisor, and Author, shares invaluable insights and wisdom that will inspire and guide you toward unlocking your potential in your career. After her illustrious career in banking, May is now sharing her hard-earned wisdom to help professionals become better leaders and succeed more efficiently. She is the Founder and CEO of Career Mastery™, an online resource providing actionable tips and career advice for professionals to excel in their careers, get recognized, promoted, and be paid more. With her vast corporate experience and passion for helping professionals succeed, May Busch's advice is a must-listen for anyone looking to accelerate their career growth, make strategic career changes, and master the art of leadership. So get ready to be motivated and empowered as we delve into May Busch's winning strategies and actionable tips in this episode. Here is a glance at this episode Serving as COO at Morgan Stanley - (05:09) Women and Volunteering - (10:10) The Leadership Double Bind - (11:39) Advancing Your Career in the Corporate World - (12:57) May Talks About her Breakthrough Moment - (21:50) May's Winning Marketing Strategy - (26:30) Parting Piece of Guidance - (31:42) Links mentioned in the episode The Anti-Niche with Amy Porterfield
Hello, and welcome to another episode of CISO Tradecraft -- the podcast that provides you with the information, knowledge, and wisdom to be a more effective cybersecurity leader. My name is G. Mark Hardy, and today's episode is about how to better mentor your people (and in doing so, improve yourself as well.) Mentoring is an important part of being a leader, and I would venture that most listeners have achieved their current level of success with the insights of a mentor, along with a lot of hard work. Today we're going to give you a template for creating a personal development plan you can use with your team. I also want to introduce you to a booklet that I keep on my desk. It was written in 1899. Do you have any idea what it might be? Well, keep listening and you'll find out, and you may end up getting yourself a copy of your own. Let's take a moment to hear from today's sponsor Obsidian Security. Career success rarely happens independently -- it usually involves multiple milestones, promotions, and sometimes moves. But success shouldn't be a secret. As Tony Robbins said, "success leaves clues." One of the best ways to achieve personal or professional success, or indeed help others do the same, is through mentoring and sponsorship. But the right person rarely shows up at our doorstep offering us the key to the future -- we have to go out and make that relationship happen. Today we're going to talk about mentors, protégés, sponsors, and that little booklet that has a repeatable secret for success. Definitions Let's start with what is a mentor - the dictionary definition is "an experienced and trusted adviser." My definition is it's a person with more experience and WISDOM who is willing to provide guidance to someone else -- a protégé. Notice I didn't say anything about careers -- you can have a spiritual mentor, an academic mentor, and if you're a new grandparent you want to pass along some tips to help raise your grandkids. You may also hear the term "mentee" instead of protégé -- I see that used from time to time, but it makes me think of those big slow sea creatures that keep getting run over by speedboats. Mentor Let's talk about the who, what, when, why, and how of being a mentor. The WHO part is someone with experience and wisdom willing to share insights. Insights about WHAT, at least as far as we're concerned today, is usually career-related -- what jobs or assignments may be best, what personal characteristics are important, whom should you meet and why. The WHEN portion of mentoring is usually a condition of the type of relationship. A traditional one-on-one mentor relationship may be established formally or informally. We established a program at work where those willing to offer advice could volunteer as a mentor and those seeking advice could request the assistance of a mentor. I was asked by our most senior technical security expert if I would serve as his mentor -- an assignment which I was pleased to accept, and we held mentoring sessions quarterly. Of course, we worked together more frequently than that, but those sessions were specifically about what he could learn from me as a mentor, and what I could do to structure his experiences to help with his personal and career growth. [Irish whiskey story] The WHY can be either because there is a mentorship program at your organization (and if there isn't one, do your homework and consider proposing one) or because someone reached out and requested assistance. Mentoring is not like doing the dishes where anyone can do a competent job. It requires empathy, communication skills, wisdom, and time commitment. I'm at the point in my life and career where I actively try to help others who are not as old as I am. Many times, that's appreciated, but some people seem to prefer to make all of their own mistakes and resist the effort. Oh, well. As my Latin teacher used to say, "suum quique" -- to each their own. Finally, the HOW. Mentors should prioritize their sessions by preparing in advance and setting aside time without interruptions. Establish an agenda based upon specific requirements -- not just what the protégé wants but what the mentor believes he needs. Martina Bretous published an article on HubSpot where she points out ten ways to be an amazing mentor: Understand what you want out of the relationship. Set expectations together in the very beginning. Take a genuine interest in your mentee as a person. Build trust. Know when to give advice. Don't assume anything about your mentee – ask. Share your journey. Celebrate their achievements. Seek out resources to help your mentee grow. Be sure you have the bandwidth. In summary, if you want to be a mentor and seek out the right people in whom to invest your time, here's a short checklist. Look for protégés with a strong work ethic -- people who have built a reputation of delivering on time on budget. Select only those people of the proper character -- you don't want to be teaching a sociopath how to take over the organization. And you'll find you work better with others who share similar values. If you value hard work, honesty, humility, and perseverance, look for those characteristics, or at least the potential to develop those characteristics, in your potential mentee. We all know how hard it is to change ourselves. Think about how much harder it is to change someone else. In the end, you're just showing the way and it's up to the other person to take the appropriate actions, but you want to build a winning record of successful mentorships -- it doesn't help your own career if you're viewed as the incubator of failure. Protege As listeners of this show, you are likely in a position to be a mentor. But that doesn't mean you can't benefit from having a mentor yourself. Let's look at the who, what, when, why, and how of being a protégé. The WHO is someone who can gain insight from a relationship with someone farther along in a given path. Mentees may be assigned a mentor relationship, or they may seek out that relationship on their own. Both are valid paths, and even if a formal program exists it's often up to the mentee to select from available mentors. It doesn't always work the other way around [Navy mentor story.] The WHAT is the reason for participating in this type of relationship. Usually, it's to gain insight into career and professional goals, but as I mentioned earlier, it can be about most anything where you could learn from someone who's not in the role of a teacher or supervisor. WHEN should you seek the advice of a mentor? Well, there's probably never a time NOT to seek advice, but if you're heads-down in a long project that you enjoy or find yourself in a position where you're content and soon winding down your career, then I suppose you're fine going it alone. Otherwise, after you've been in a position for a year or so and you've figured out your current role and how you fit in, that might be a suitable time to start looking for a mentor. I think the WHY is obvious, but let's address it. No one knows everything, but someone usually knows what you need. Seeking a mentor is a rational way of gaining insights that can help move your career along. And HOW do you become a protégé? You need to a-s-k to g-e-t. Potential mentors are usually busy people -- they don't go looking for more things to add to an already overwhelming calendar. That said, the saying "if you want something done, give it to a busy person" is often true, because busy people are in the business of making things happen. If your organization offers a mentorship program, jump at the opportunity. Just make sure that the person with whom you are paired has the time, the expertise, and the interest to help you in your career. When searching for a mentor, remember that you should have a clear goal in mind. "Hey, I need a mentor" isn't very specific, and the Mr. Rodger's "won't you be my mentor?" isn't very compelling. Rather, start with a specific objective. For example, it could be, "how do I become fully qualified to become a first-line manager?" or "what does this organization look for when selecting a C-level executive?" Once you have your goal, you can start your search, but remember that you need to stay professional. You're not seeking a drinking buddy -- a mentor rarely is a peer (although technically I have heard of peer-to-peer mentoring, but that runs the risk of the parable of the two blind men who both fall into a ditch.) You want someone with relevant knowledge and experience. And ideally first develop a working relationship before you pop the question. A busy mentor will feel more comfortable working with a known quantity than being left to wonder if this person represents a reputational risk. Let's turn our conversation now to sponsors. Sponsors Executive coach May Busch recommends forming a career board of directors to advance your career. She points out that you need both mentors and sponsors -- sponsors are those in your organization with sufficient clout to put you into key assignments and can advocate behind closed doors for your career advancement. Wow -- sounds great; where do I sign up? The issue is that you typically can't recruit sponsors; they come looking for you. Like a mentee, a "sponsee" represents potential risk to sponsors -- they are putting their own credibility with peers on the line by advocating for you. If you crash and burn, you both lose. Like any sales effort, you shouldn't put all of your eggs in a single basket, so if you want to identify a potential sponsor, look for a couple of candidates. Now, where you work there may be exactly one person who controls the vertical and the horizontal, but in most matrixed organizations, there is a range of opportunities to find advocacy. Find out who is senior enough to influence the decisions that can affect your career and also whether they are "in on things" to ensure that recommendations move you in the right direction. There are people who continue to serve past their key roles -- often called "emeritus" as an honorary title, but they probably aren't keeping up with the details. Look for someone who is still actively "in the game." And, like finding a mentor, you must identify a natural link between their business interests and your interests. Now, the intersection of all these criteria might yield exactly zero people, and if so, it's up to you to figure out your own way forward. But if you do identify potential sponsors, you need to attract their attention. But how? Your potential sponsors need to see you in action. Find ways to deliver executive presentations where they are present or participate in working groups and let the quality of your work differentiate you from peers. Circulate innovative ideas that represent a step forward for your organization. The result of these efforts should be to get you noticed. Note also that you can do this for members of your team. You may want to sponsor them for bigger and better things but don't have the organizational capital to make it happen on your own initiative. By placing your best people in front of these more powerful decision-makers, you can facilitate their sponsorship when one of them decides this person should be going places. Now, it's not just about performance. During COVID, most of us got comfortable working in bunny slippers from home, but that's not going to differentiate you to a potential sponsor. If you want to convince executives that you're C-level material, then you need to consistently look the part. Check your appearance. Do you look like the other executives in your organization? I spent 30 years in the military, so part of that "look" was proper grooming, a pressed neat uniform, and being physically fit. I remember my last semiannual physical fitness test -- I scored 295 out of 300 points and the young Sailor taking scores remarked, "not bad for an old man." But looking the part is important if you are going to be present yourself as a leader. [story at CNL -- overweight memorandum.] Now, I suppose if you work in a dot com startup and the founders all wear t-shirts and jeans every day, then wearing a three-piece suit is not going to help. But find a way to align with the organization's senior leadership culture so that you don't look like an outsider, which translates into risk. Make sure your office space isn't full of junk and clutter and your home background on Zoom calls looks like a professional office space (or at least blur out the background.) Better yet, use a corporate-logo themed background which says, "I'm on the team." Okay, so let's say you've done all this and are now looking like you just came out of casting for The West Wing and you're sufficiently visible to senior executives. Beyond looking the part, you need to act the part. Sit up straight in meetings; don't fiddle with your phone when executives are in the room, no matter how boring the conversation may be at that moment. I remember back in 2000 when I was working at a startup, our CEO nearly lost our biggest client because she couldn't put down her Blackberry when we were briefing the client's head of security. He was a retired Navy captain and remarked to me privately (as a fellow Navy officer) how offended he was that this person couldn't be bothered to put down that phone for half an hour and focus on the conversation. Better yet? There is a superpower that few people have but you could master if you're a phone addict -- leave your phone on your desk when you go to a meeting. That's right -- separate yourself from your "life support unit." Now, in some circumstances you feel you need it because, "what if they ask who's available for a meeting next week and I don't have my calendar?" Bring your laptop or tablet instead, and only consult it when you're asked something that needs looking up to answer. Remember, even a CEO doesn't get a pass on distractions when your biggest client is in the room. In addition to looking the part and acting the part, you need to deliver. Make sure your work is exceptional and error-free. At the Pentagon we had a term -- "finished staff work." It means that what you turn in is correct, complete, and free of grammatical or typographical errors EVERY TIME. That's a tough discipline. I was a computer science and mathematics major at Northwestern, and there was nothing I wanted to avoid more than an English composition or writing class -- after all, I was going to be a technologist. Years later when I joined the staff of Booz|Allen, I saw the importance of mastering a professional writing style. As a consultant, you live or die by the pen -- how well you write proposals and deliverables. As I became more senior in both my civilian as well as my military career, I kept improving that ability to write well. A small but powerful book you should own and master is Strunk and White's The Elements of Style. It's the most succinct summary of writing rules I've read -- think of it as a syntax guide to the English language. Granted, some of these conventions are considered quaint or even obsolete -- the Oxford comma and two spaces after a sentence, but I still write that way. There's no reason if you can write a program that will compile (or if you're a Python programmer, not throw a Syntax Error) that you cannot write English with the same consistency. May Busch points out that there are four mistakes you can make that will ruin your attempts to attract a sponsor. One, which seems obvious, is that you're perceived as lacking potential. Note I said "perceived." I think all of us have slightly inflated expectations of ourselves -- that's called a healthy ego, but let's face it: some people are rightly classified as low potential, high achievers -- they work really hard to achieve mediocre results. "But I do consistently outstanding work at my current job!" Okay, I'll give you that. But remember -- we're talking about getting a sponsor for the NEXT job, and if you're not virtue signaling that you can perform at the next level, then a wise boss is likely to leave you where you are -- delivering consistently outstanding work. Remember my four-phase career model: technical, management, leadership, political? You can often move easily within one of those phases without sponsorship, but to get to the next level usually requires something or someone external to yourself. The second disqualifier is to be seen as "selectively motivated," meaning you only put forth full effort at the last minute. It's somewhat of a synonym for a procrastinator -- many of us know there's nothing like the last minute to make sure things get done. Sure, there are important things that are urgent, but if your MO is to goof off until just before a deadline and then rush out a finished product, that calls into question your long-term reliability for more responsible assignments. The third disqualifier is lack of self-confidence. If you present yourself as hesitant and uncertain, you do not inspire confidence. "Do you think, umm, maybe we might possibly consider doing this?" is not as reassuring as, "Here's what we're going to do." I'm not advocating for arrogancy here; but if you secretly worry about imposter syndrome or a belief that you're not as good as others perceive you to be, then that's likely to leak out in your words and actions and cause potential sponsors to pause. The fourth way you can discourage a potential sponsor is to be inappropriate. You say and do the wrong things at the wrong time to the wrong people. You put your feet up on the conference table or make inappropriate or even offensive jokes when no one was looking for that type of input. Walking up a senior executive and saying, "won't you be my sponsor?" is another example. It's fine for Mr. Rodgers to ask, "won't you be my neighbor?" but as you know by now, you have to become the one who attracts attention, not demands it. Being Inspirational One of the best ways to help others move forward is to show them an example of what represents success. I mentioned earlier the booklet that sits on my desk -- have you figured out what it might be? It's "A Message to Garcia" written by Elbert Hubbard, the founder of the Roycrofters in East Aurora NY. Hubbard was a writer, publisher, artist, and philosopher, who wrote that he sat down and penned this essay after dinner in under an hour. What started as article in his magazine grew rapidly. After receiving requests for a thousand copies of that issue, he inquired as to the reason. "It's the stuff about Garcia." The New York Central Railroad reprinted over one million copies in booklet form. The Director of Russian Railways was in New York, was so impressed that when he returned to Moscow, ensured a translated copy was given to every railroad employee in Russia. Every Russian soldier in the Russo-Japanese war had a copy, and when the Japanese officials noted Russian prisoners of war all carried it, they concluded it must be a good thing, translated it into their language and gave copies to every employee of the Japanese government. By December 1913, over forty million copies of A Message to Garcia had been printed. Tragically, Hubbard died on the 7th of May 1915 as a passenger onboard RMS Lusitania, which was torpedoed by a German U-boat. I have a number of his publications, but this is the one that I reread the most. It's not that long -- less than fifteen hundred words, and if you haven't heard it before, you should, and if you have heard it before and you're like me, you'll want to hear it again. Remember, the context is 1899. Here is… A Message to Garcia By Elbert Hubbard In all this Cuban business there is one man stands out on the horizon of my memory like Mars at perihelion. When war broke out between Spain and the United States, it was very necessary to communicate quickly with the leader of the Insurgents. Garcia was somewhere in the mountain vastness of Cuba- no one knew where. No mail nor telegraph message could reach him. The President must secure his cooperation, and quickly. What to do! Some one said to the President, "There's a fellow by the name of Rowan will find Garcia for you, if anybody can." Rowan was sent for and given a letter to be delivered to Garcia. How "the fellow by the name of Rowan" took the letter, sealed it up in an oil-skin pouch, strapped it over his heart, in four days landed by night off the coast of Cuba from an open boat, disappeared into the jungle, and in three weeks came out on the other side of the Island, having traversed a hostile country on foot, and delivered his letter to Garcia, are things I have no special desire now to tell in detail. The point I wish to make is this: McKinley gave Rowan a letter to be delivered to Garcia; Rowan took the letter and did not ask, "Where is he at?" By the Eternal! there is a man whose form should be cast in deathless bronze and the statue placed in every college of the land. It is not book-learning young men need, nor instruction about this and that, but a stiffening of the vertebrae which will cause them to be loyal to a trust, to act promptly, concentrate their energies: do the thing- "Carry a message to Garcia!" General Garcia is dead now, but there are other Garcias. No man, who has endeavored to carry out an enterprise where many hands were needed, but has been well nigh appalled at times by the imbecility of the average man- the inability or unwillingness to concentrate on a thing and do it. Slip-shod assistance, foolish inattention, dowdy indifference, and half-hearted work seem the rule; and no man succeeds, unless by hook or crook, or threat, he forces or bribes other men to assist him; or mayhap, God in His goodness performs a miracle, and sends him an Angel of Light for an assistant. You, reader, put this matter to a test: You are sitting now in your office- six clerks are within call. Summon any one and make this request: "Please look in the encyclopedia and make a brief memorandum for me concerning the life of Correggio". Will the clerk quietly say, "Yes, sir," and go do the task? On your life, he will not. He will look at you out of a fishy eye and ask one or more of the following questions: Who was he? Which encyclopedia? Where is the encyclopedia? Was I hired for that? Don't you mean Bismarck? What's the matter with Charlie doing it? Is he dead? Is there any hurry? Shan't I bring you the book and let you look it up yourself? What do you want to know for? And I will lay you ten to one that after you have answered the questions, and explained how to find the information, and why you want it, the clerk will go off and get one of the other clerks to help him try to find Garcia- and then come back and tell you there is no such man. Of course I may lose my bet, but according to the Law of Average, I will not. Now if you are wise you will not bother to explain to your "assistant" that Correggio is indexed under the C's, not in the K's, but you will smile sweetly and say, "Never mind," and go look it up yourself. And this incapacity for independent action, this moral stupidity, this infirmity of the will, this unwillingness to cheerfully catch hold and lift, are the things that put pure Socialism so far into the future. If men will not act for themselves, what will they do when the benefit of their effort is for all? A first-mate with knotted club seems necessary; and the dread of getting "the bounce" Saturday night, holds many a worker to his place. Advertise for a stenographer, and nine out of ten who apply, can neither spell nor punctuate- and do not think it necessary to. Can such a one write a letter to Garcia? "You see that bookkeeper," said the foreman to me in a large factory. "Yes, what about him?" "Well he's a fine accountant, but if I'd send him up town on an errand, he might accomplish the errand all right, and on the other hand, might stop at four saloons on the way, and when he got to Main Street, would forget what he had been sent for." Can such a man be entrusted to carry a message to Garcia? We have recently been hearing much maudlin sympathy expressed for the "downtrodden denizen of the sweat-shop" and the "homeless wanderer searching for honest employment," and with it all often go many hard words for the men in power. Nothing is said about the employer who grows old before his time in a vain attempt to get frowsy ne'er-do-wells to do intelligent work; and his long patient striving with "help" that does nothing but loaf when his back is turned. In every store and factory there is a constant weeding-out process going on. The employer is constantly sending away "help" that have shown their incapacity to further the interests of the business, and others are being taken on. No matter how good times are, this sorting continues, only if times are hard and work is scarce, the sorting is done finer- but out and forever out, the incompetent and unworthy go. It is the survival of the fittest. Self-interest prompts every employer to keep the best- those who can carry a message to Garcia. I know one man of really brilliant parts who has not the ability to manage a business of his own, and yet who is absolutely worthless to any one else, because he carries with him constantly the insane suspicion that his employer is oppressing, or intending to oppress him. He cannot give orders; and he will not receive them. Should a message be given him to take to Garcia, his answer would probably be, "Take it yourself." Tonight this man walks the streets looking for work, the wind whistling through his threadbare coat. No one who knows him dare employ him, for he is a regular fire-brand of discontent. He is impervious to reason, and the only thing that can impress him is the toe of a thick-soled No. 9 boot. Of course I know that one so morally deformed is no less to be pitied than a physical cripple; but in our pitying, let us drop a tear, too, for the men who are striving to carry on a great enterprise, whose working hours are not limited by the whistle, and whose hair is fast turning white through the struggle to hold in line dowdy indifference, slip-shod imbecility, and the heartless ingratitude, which, but for their enterprise, would be both hungry and homeless. Have I put the matter too strongly? Possibly I have; but when all the world has gone a-slumming I wish to speak a word of sympathy for the man who succeeds -- the man who, against great odds has directed the efforts of others, and having succeeded, finds there's nothing in it: nothing but bare board and clothes. I have carried a dinner pail and worked for day's wages, and I have also been an employer of labor, and I know there is something to be said on both sides. There is no excellence, per se, in poverty; rags are no recommendation; and all employers are not rapacious and high-handed, any more than all poor men are virtuous. My heart goes out to the man who does his work when the "boss" is away, as well as when he is at home. And the man who, when given a letter for Garcia, quietly take the missive, without asking any idiotic questions, and with no lurking intention of chucking it into the nearest sewer, or of doing aught else but deliver it, never gets "laid off," nor has to go on a strike for higher wages. Civilization is one long anxious search for just such individuals. Anything such a man asks shall be granted; his kind is so rare that no employer can afford to let him go. He is wanted in every city, town and village- in every office, shop, store and factory. The world cries out for such: he is needed, and needed badly- the man who can carry a message to Garcia. -THE END- In 2009 as president of the Association of the United States Navy, I wrote a short article entitled "A New Message to Garcia." There I called out the actions of a Sailor who went above and beyond what was expected without even being asked. I hope he went on to bigger and better things because he had the right stuff. Take Action Let's put all of this together. One of the best ways to formalize mentoring is to create a written performance development plan. We've included a sample template in the show notes. This is a way to memorialize conversations with SMART goals -- you remember, specific, measurable, achievable, relevant, and time-bound? If you are a mentor, you can use this as a template for your counseling sessions. If you are a mentee and there is no template in your organization, feel free to introduce this to your mentor -- you're showing initiative and creating potential value for more people than just yourself. By putting goals in writing, they experience a magical transformation. It was Napoleon Hill who wrote that "a goal is a dream with a deadline." Until you write it down, it's easy to find other things that seem more important or urgent at the moment. In addition, a written set of goals offers accountability -- it's a commitment between mentor and mentee that can be honored like a contract. Start with the manager's organizational priorities and goals that provide a context for the session. For example, if you are in the cybersecurity organization, these could be things such as, "create a cyber vigilant organization," "enable cybersecurity controls and compliance," and "safeguard the organization against major threats." Each of these could have subgoals that get into a little more detail -- awareness training for users, secure coding training for developers, establishing a governance structure around cyber risk. This requires inside knowledge, and if the mentor is within the same organization, it shouldn't be too difficult to ascertain. In addition, if the mentor is the supervisor, then even better -- this shows how the protégé's goals fit in with the boss's vision of what should happen. Better to find out early on that an idea isn't practical then to spend a year working on it only to find out it will never be implemented. Next, the protégé lists individual development goals. Not too many, especially if you are meeting quarterly. Two or three may be sufficient. If there are too many things to work on, the natural tendency is to go for those that are easiest, which may not be the ones that are the most important. Next comes the BHAG -- the big, hairy, audacious goal -- the one that will represent a signature accomplishment. Chances are, this won't happen in a month or a quarter, but it's perfectly reasonable for an annual cycle to align with performance reviews to specify a stretch goal. And by doing it in writing and knowing someone is holding accountability, it's more likely to happen. When it comes to making progress, actions can be separated into experiences, relationships, and learning. Most of our progress is done through experience, so list multiple experiences that one expects to accomplish before the next session. It can be part of a larger goal -- work on the team deploying a SIEM or complete a particular phase of a larger project. This is where the majority of the accountability will reside -- did you complete what you set out to do? It's helpful to be a bit aspirational, but this isn't another set of stretch goals. List at least two relationship improvement opportunities -- these can be key relationships or even potential sponsors. For example, it could include the head of a particular business unit that has specific security requirements -- that meeting would help address those concerns and provide an opportunity for the person seeking visibility. Lastly, include learning opportunities. Not all of us are going to school full-time, but we all should be working on self-improvement. For example, you might set a goal to complete the next course in your degree program or take the exam that grants a particular certification. What you have is a template for action and professional growth. The action comes from the accountability of a written document, and the growth comes from the joint goal-setting that takes place under the guidance of a mentor. Don't just file it away with the rest of your paperwork -- put it where you'll see it every day and challenge yourself to check off another accomplishment by week's end. By encouraging this culture of accomplishment, you'll significantly increase the probability of success. Conclusion Inside the front cover of my Garcia booklet is a short essay entitled "Initiative." Let me leave you with this as a final thought: The world bestows its big prizes, both in money and in honors, for but one thing. And that is Initiative. What is Initiative? I'll tell you: it is doing the right thing without being told. But next to doing the thing without being told is to do it when you are told once. That is to say, carry the Message to Garcia: those who can carry a message get high honors, but their pay is not always in proportion. Next, there are those who never do a thing until they are told twice; such get no honors and small pay. Next, there are those who do the right thing only when necessity kicks them from behind, and these get indifference instead of honors, and a pittance for pay. This kind spends most of its time polishing a bench with a hard-luck story. Then, still lower down in the scale than this, we have fellow who will not do the right thing even when some one goes along to show him how and stays to see that he does it; he is always out of job, and receives the contempt he deserves, unless he happens to have a rich Pa, in which case Destiny patiently awaits around a corner with a stuffed club. To which class do you belong? Thank you for listening to CISO Tradecraft; we hope you've found this show valuable. If you learned something that you like, please help us by leaving us a 5-star review on your favorite podcast platform -- those ratings really help us reach other security leaders. The more CISOs we can help, the more businesses we can protect. This is your host, G. Mark Hardy. Thanks again for listening and stay safe out there. References: https://blog.hubspot.com/marketing/mentor-tips-positive-impact https://www.businessnewsdaily.com/6248-how-to-find-mentor.html https://www.businessnewsdaily.com/3504-how-to-mentor.html https://maybusch.com/career-board-of-directors-advance-career/ https://maybusch.com/find-sponsor/ https://www.amazon.com/Elements-Style-4th-William-Strunk/dp/0205313426?&_encoding=UTF8&tag=-0-0-20&linkCode=ur2 https://www.nato.int/nrdc-it/about/message_to_garcia.pdf https://gmarkhardy.com/Navy_Articles/NRA-0909%20A%20New%20Message%20to%20Garcia.pdf Example: Individual Performance Plan Name: ________________________________ Date: ________________ Leadership's Cyber Priorities and Goals Create a Cyber Vigilant Organization Cyber Awareness Training, Secure Developer Training, and Proper Risk Approval and Governance Enable Compliance, Controls, and Cyber Security Controls (IT General Controls & SOX), Audits, and Cyber Maturity Frameworks (ISO 27001, NIST CSF, or FFIEC) Safeguard the Business against Key Threats Phishing and Ransomware, Software Vulnerabilities, and Third-Party Risks Individual Development Goals Goal: Goal: Signature Accomplishment My Big Goal is to accomplish … Actions I am taking this year (How) Experiences (70%) Experience 1 Experience 2 Experience 3 … Relationships (20%) Relationship Improvement Opportunity 1 Relationship Improvement Opportunity 2 Learning (10%) Learning Opportunity Support Needed from My Manager I need help with …
May Busch is a former COO of Morgan Stanley Europe and now executive coach, speaker, advisor and author of ‘Accelerate: 9 Capabilities to Achieve Success at Any Career Stage'. Following her successful investment banking career, May Busch focuses on bringing her insights and experiences to help high-potential and high-performance leaders and their teams perform at their best and fulfill their potential. She shares her career insights through keynotes, workshops, executive coaching and consulting. In this interview, May candidly shares the story of her formative years and her advice on overcoming low self-confidence, her leadership style – and knowing your ‘Big Self' and ‘Little Self'. If you'd like to join the Sporting Edge Members Club to get 24/7 access to over 900 insights to accelerate your personal and professional development, apply the discount code PODCAST100 in the checkout https://www.sportingedge.com/membership/ (here) to get your first month free. Annabel's interview is one of over 100 world class thinkers who are waiting to inspire you inside. Links Mentioned: https://www.amazon.co.uk/Accelerate-Capabilities-Achieve-Success-Career/dp/0993545106 (‘Accelerate' by May Busch) https://maybusch.com/ (https://maybusch.com/) Connect with Jeremy Contact hello@sportingedge.com LinkedIn https://www.linkedin.com/in/jeremysnape/ (https://www.linkedin.com/in/jeremysnape/) Twitter https://twitter.com/thesportingedge (https://twitter.com/thesportingedge) Facebook http://www.facebook.com/TheSportingEdge (http://www.facebook.com/TheSportingEdge) Website https://www.sportingedge.com/ (https://www.sportingedge.com/)
Shantelle recently read an article in her alma mater ASU's Thrive Magazine that reminded her of something she needed to hear. In this episode, Shantelle shares her insight from the article written by May Busch, the former COO of Morgan Stanley Europe. In the article, May shares the 3 Cs you should avoid at all stages of your career - comparison, competition, and conflict. Shantelle breaks down what May wrote about all three pitfalls and shares her perspective on how the three Cs have impacted her career. Have you read any great articles lately? Share them with us at hello@francesroy.com.
How often do you use swear words? If they've become a more regular part of your vocabulary, you're not alone. Research shows Americans have been cursing more often since the onset of the pandemic. We'll get into the history of curse words, and where they get their power, with the man who wrote the book on profanity, Michael Adams. He's a linguist and English professor at Indiana University. But first, we have author and executive coach May Busch. She spent 24 years in the investment banking world and is now a go-to advisor on things like career advancement and how to better communicate in the workplace. She explains when it's ok, even encouraged, to use curse words at work and when to avoid it. Warning: there are curse words said in the second half of this episode. This episode is brought to you by Zocdoc.com/newsworthy and kiwico.com (Listen for the discount code) Get ad-free episodes and support the show by becoming an INSIDER: www.theNewsWorthy.com/insider
Have you ever felt like you're trapped in other people's assumptions and expectations of you? Do you want to throw out the labels and show everyone your true potential, power, and who you really are? Are you ready to create your own story and own “who you really are”? Oftentimes, career advice ends up sounding too ideal, too cliche, or too overwhelming and it can be really hard to stick with it. It either makes or breaks your growth, progress, potential, and opportunity. And because of these, we usually end up hindering ourselves from our full potential and just stick with what people expect from us. You don't want to end up being a plain Jane, especially in front of your colleagues or your boss. So, how can you create your own special kind of branding that will help you become the best “you,” and what career advice is really worth it? May Busch is a leading authority on how to accelerate success with more than 24 years of corporate experience during which she worked her way up from junior analyst to COO of Morgan Stanley Europe. Currently, May is a Senior Advisor and Executive in Residence in the Office of the President at Arizona State University (ASU) and Professor of Practice at the W.P. Carey School of Business at ASU. She is also the author of “Accelerate: 9 Capabilities to Achieve Success at Any Career Stage”, and shares her career insights through keynotes, workshops, executive coaching and consulting, and online through her blog, webinars, and online courses. In this episode, May talks about what really does hinder women business leaders from sharing the world who they really are and what they really are made of. She also shares why it's important to take care of yourself to achieve growth, as well as, her tips on how to overcome people's assumptions and expectations through creating your own brand, narrative, and storyline. What you will learn from this episode: Learn why you shouldn't be doing everything yourself and how it can cause you to fail Discover how you can create your own brand and identity and make yourself stand out in your workplace Understand why assumptions and expectations should never be followed “Be a person and not a label.” - May Busch Valuable Free Resource: How to take the leap, overcome other's assumptions and expectations and own yourself and your power to become the best version of you you can give to yourself and your workplace: https://maybusch.com/ Topics Covered: 02:00 - Challenge is the assumptions and expectations made by others and trying to fit in which makes us both drained and stagnant in terms of their growth and potential 03:50 - Trying to do it alone, making assumptions, way of communication, and not making time for themselves: the common mistake business women leaders make when trying to own who they personally are in their workplace 06:31 - One free and actionable tip you can do to own who you are and be seen more just an assumption or label: Be a person and not a label. And what I mean by that, by being a person, not a label, is to create your own narrative, your own brand, your own storyline 12:56 - One valuable resource to overcome the imposter syndrome and make a greater impact: https://maybusch.com/ 13:47 - Q: What is the worst career advice that women should not follow? A: Number one is to keep doing what you're doing. So keep doing what you're doing, to me, is a real cop-out on the part of the giver of that information, unless it's really, really short term Key Takeaways: “Some of those things like taking care of yourself and building your important relationships, especially at home, those things cannot be crammed.” - May Busch “Create your own narrative, your own brand, your own storyline.” - May Busch ”Do what you need to do to be seen as you, as a person and not a label.” - May Busch “It's about disarming them and getting them to see you for who you are. And the steps for that are to start by being aware of how people initially are likely to perceive you.” - May Busch “Really find your authentic way to be and then allow people to experience you as who you really are.” -May Busch Ways to Connect with May Busch: Website: https://maybusch.com/ LinkedIn: https://www.linkedin.com/in/maybusch/ Twitter: https://twitter.com/maybusch Youtube: https://www.youtube.com/user/maychienbusch Facebook: https://www.facebook.com/maychienbusch Ways to Connect with Sarah E. Brown: Website: https://www.sarahebrown.com/ Twitter: https://twitter.com/knowguides LinkedIn: https://www.linkedin.com/in/sarahebrownphd/
Sukhinder Singh Cassidy: Choose Possibility Sukhinder Singh Cassidy is a leading technology executive and entrepreneur, board member, and investor with twenty-five years of experience founding and helping to scale companies, including Google, Amazon, and Yodlee. Most recently, she served as president of StubHub, which thrived under her leadership and sold in 2020 right before the pandemic for $4+ billion. She is the founder and chairman of the Boardlist and has been profiled in Fortune, Forbes, The Wall Street Journal, Business Week, and The New York Times, among others. She has been named one of Elle's Power Women, one of the Most Creative People in Business by Fast Company, and one of the Top 100 People in the Valley by Business Insider. She is the author of Choose Possibility: Take Risks and Thrive (Even When You Fail)*. In this conversation, Sukhinder and I discuss how to handle a transition in a way that works for both you and the organization you're leaving. We discuss the value of proactive communication and clear timelines — plus some of the hidden costs of transitioning poorly. Finally, we made the invitation to consider transitions in the context of your long-term career goals. Key Points Don't leave before you leave. Putting in maximum effort until you're gone protects your reputation and the impact you've worked to achieve. Beware the cost of lingering. You likely know the right timeframe for your departure — use that to frame your transition. Leave opportunity in your wake. Use remaining time to set the team up for success, provide coaching and mentoring, and make it an easier transition for others. Tie up loose ends before you depart. Leave the team an organization in a place you would want to inherit if you were the new leader coming in. Take small steps, middle steps, and big steps. Avoid fixating on the myth of the single choice. Careers come together with many choices, over time. Resources Mentioned Choose Possibility: Take Risks and Thrive (Even When You Fail)* by Sukhinder Singh Cassidy Related Episodes How to Challenge Directly and Care Personally, with Kim Scott (episode 302) The Way to Make Better Decisions, with Annie Duke (episode 499) Making the Case for Your Promotion, with May Busch (episode 526) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.
Dorie Clark: The Long Game Dorie Clark has been named one of the Top 50 business thinkers in the world by Thinkers50, and was recognized as the #1 Communication Coach in the world by the Marshall Goldsmith Leading Global Coaches Awards. She is a consultant and keynote speaker and teaches executive education at Duke University's Fuqua School of Business and Columbia Business School. Dorie is the author of the bestselling books Entrepreneurial You, Reinventing You, and Stand Out which was named the #1 Leadership Book of the Year by Inc. Magazine. She has been described by the New York Times as an “expert at self-reinvention and helping others make changes in their lives.” She is a frequent contributor to Harvard Business Review and is now the author of her latest book, The Long Game: How to Be a Long-Term Thinker in a Short-Term World*. In this conversation, Dorie and I discuss how to win the long game, even when things look bleak today. We examine the typical timelines that most professional should expect in order to get traction on their work. Plus, we highlight three key questions to ask yourself during the toughest times. Key Points It's often 2-3 years of sustained work before you see noticeable progress. To become a recognized expert, you should expect at least five years of consistent effort. People revisit strategy too often when instead they should often continue to follow their action plan. Even if you end up “losing,” strategize up front end how the time and effort you put in is still a win. When times are toughest, ask three questions: Why am I doing this? How has it worked for others? What do my trusted advisors say? Resources Mentioned The Long Game: How to Be a Long-Term Thinker in a Short-Term World* by Dorie Clark Long Game Strategic Thinking Self-Assessment Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes The Value of Being Uncomfortable, with Neil Pasricha (episode 448) How to Find Helpful Advisors, with Ethan Kross (episode 516) Making the Case for Your Promotion, with May Busch (episode 526) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.
Manu Mazzanti Manu Mazzanti is an energy giver who brings focus and resilience to bold and daring transformative journeys. As a regional talent development leader for a global consulting firm, Manu is committed to enabling talent potential through coaching, facilitation, and leadership development. He is out there to make an impact as a father, conscious leader, and marathon runner. Manu is also an alum of the Coaching for Leaders Academy. Key Points Ken Coleman's analogy of climbing the mountain (and realizing you might be on the wrong one) was helpful to identify what was next. Keith Ferrazzi says that leadership starts with us. In addition, we all have the opportunity to do a lot of leading without authority. James Clear's work was helpful to make habit changes easily instead of trying to make major changes, at all at once. The Academy helped provide a framework for the 2-3 year vision and take daily actions to bring it into reality. Resources Mentioned Manu Mazzanti on LinkedIn Coaching for Leaders Academy Shine: Ignite Your Inner Game to Lead Consciously at Work and in the World* by Carley Hauck Create a World That Works: Tools for Personal and Global Transformation* by Alan Seale and Cheryl Dorsey Related Episodes How to Find Your Calling, with Ken Coleman (episode 352) How to Become the Person You Want to Be, with James Clear (episode 376) Leadership Means You Go First, with Keith Ferrazzi (episode 488) The Way to Make Sense to Others, with Tom Henschel (episode 518) Making the Case for Your Promotion, with May Busch (episode 526) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.
Manu Mazzanti Manu Mazzanti is an energy giver who brings focus and resilience to bold and daring transformative journeys. As a regional talent development leader for a global consulting firm, Manu is committed to enabling talent potential through coaching, facilitation, and leadership development. He is out there to make an impact as a father, conscious leader, and marathon runner. Manu is also an alum of the Coaching for Leaders Academy. Key Points Ken Coleman's analogy of climbing the mountain (and realizing you might be on the wrong one) was helpful to identify what was next. Keith Ferrazzi says that leadership starts with us. In addition, we all have the opportunity to do a lot of leading without authority. James Clear's work was helpful to make habit changes easily instead of trying to make major changes, at all at once. The Academy helped provide a framework for the 2-3 year vision and take daily actions to bring it into reality. Resources Mentioned Manu Mazzanti on LinkedIn Coaching for Leaders Academy Shine: Ignite Your Inner Game to Lead Consciously at Work and in the World* by Carley Hauck Create a World That Works: Tools for Personal and Global Transformation* by Alan Seale and Cheryl Dorsey Related Episodes How to Find Your Calling, with Ken Coleman (episode 352) How to Become the Person You Want to Be, with James Clear (episode 376) Leadership Means You Go First, with Keith Ferrazzi (episode 488) The Way to Make Sense to Others, with Tom Henschel (episode 518) Making the Case for Your Promotion, with May Busch (episode 526) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.
May Busch: How to Get Promoted May Busch is the former Chief Operating Officer of Morgan Stanley Europe. She was promoted 10 times during her 24-year career at Morgan Stanley. Today, she's an executive coach and mentor, helping professionals overcome (often hidden) obstacles, advance to the next level in their careers, and reach their full potential. May is the author of Accelerate: 9 Capabilities to Achieve Success at Any Career Stage and the creator of the How to Get Promoted Course. In this conversation, May and I discuss the key principles that professionals should consider when advocating for their next promotion. We explore a few of the key mistakes that some people rely on — and how to do better through your track record, business case, and future thinking. Plus, May shares some key tactics that will help you get visibility on what more senior leaders are thinking. Key Points Being a culture carrier is a wonderful place to be in an organization, but it’s not enough for promotion. Threatening to leave can work in some cases, but it’s not laying the groundwork for long-term trust. Your track record should include your accomplishments, experiences, strengths, and skills. Others who are close to you can often help you be more objective on what these are. Ultimately a promotion is a business decision. Help more senior leaders make the business case for why you are the right decision. Perceived risks about you might be fair or not. Regardless, responding in a matter-of-face manner to concerns is more likely to help you alleviate them. Resources Mentioned Discover What It Really Takes to Get a Promotion, a free training series by May Busch Accelerate: 9 Capabilities to Achieve Success at Any Career Stage by May Busch Related Episodes Move From Caretaker to Rainmaker, with May Busch (episode 390) How to Work With an Executive Recruiter, with Becky deSouza (episode 406) Craft a Career to Fit Your Strengths, with Scott Anthony Barlow (episode 424) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.
May Busch: How to Get Promoted May Busch is the former Chief Operating Officer of Morgan Stanley Europe. She was promoted 10 times during her 24-year career at Morgan Stanley. Today, she's an executive coach and mentor, helping professionals overcome (often hidden) obstacles, advance to the next level in their careers, and reach their full potential. May is the author of Accelerate: 9 Capabilities to Achieve Success at Any Career Stage and the creator of the How to Get Promoted Course. In this conversation, May and I discuss the key principles that professionals should consider when advocating for their next promotion. We explore a few of the key mistakes that some people rely on — and how to do better through your track record, business case, and future thinking. Plus, May shares some key tactics that will help you get visibility on what more senior leaders are thinking. Key Points Being a culture carrier is a wonderful place to be in an organization, but it’s not enough for promotion. Threatening to leave can work in some cases, but it’s not laying the groundwork for long-term trust. Your track record should include your accomplishments, experiences, strengths, and skills. Others who are close to you can often help you be more objective on what these are. Ultimately a promotion is a business decision. Help more senior leaders make the business case for why you are the right decision. Perceived risks about you might be fair or not. Regardless, responding in a matter-of-face manner to concerns is more likely to help you alleviate them. Resources Mentioned Discover What It Really Takes to Get a Promotion, a free training series by May Busch Accelerate: 9 Capabilities to Achieve Success at Any Career Stage by May Busch Related Episodes Move From Caretaker to Rainmaker, with May Busch (episode 390) How to Work With an Executive Recruiter, with Becky deSouza (episode 406) Craft a Career to Fit Your Strengths, with Scott Anthony Barlow (episode 424) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.
The number one concern of new employees we spoke to, those entering their first or second jobs, was knowing how to stand out, in order to advance in their career. But this is not just a challenge for young workers. Mid to senior career employees can experience the same issue, feeling stuck at work, due to anxiety, introversion or lack of confidence.May Busch, a former finance exec, recounts her experience with exactly this frustration, and how she overcame it. Laura Huang, author of Edge, explains how hard work isn’t always enough to stand out. It’s about influencing people’s underlying perceptions of you.HR experts Avery Francis and Jennifer L’Heureux outline what traits and behaviours — alongside qualifications — progressive companies are looking for in employees they promote, and keep. Olga Khazan, author of Weird talks about how to stand out as an introvert. And Ron Heifetz discusses how practicing adaptive leadership can help you stand out.For the Love of Work is an original podcast made possible by Rogers. Learn more about the podcast at Rogers. Or rate or review the show here. We’d love to know what you think.
May Busch is an executive coach, speaker, advisor, and author of Accelerate: Nine Capabilities to Achieve Success at Any Career Stage. May spent her career in corporate environments and was the COO of Morgan Stanley Europe before pursuing leadership coaching and development. May’s mission is helping people succeed in their career and life - to be better, do more, and make the difference they are meant to make in the world. #ThePowerOfWEBeginsWithYOU #Peernovation For ideas on why leaning on your peers and serving one another at this critical time has never been more important, listen to our podcast. If you have questions or ideas for us, contact us today. Useful links: Leo’s latest CEOWORLD articles Leo’s books – The Power of Peers, What Anyone Can Do, Peernovation (Coming soon!) Subscribe to the YouTube channel Connect with Leo on Linkedin | Twitter | Instagram Connect with Randy on Linkedin | Twitter | Instagram
As you can imagine, having a career sponsor can dramatically improve your work experiences and the trajectory of your career. This person can help you succeed not only in your career but in your entire life, by being better, doing better and making the difference you are meant to make. However, there is a right way to find the right career sponsor for you, and things to avoid doing, and today’s Brave by Design expert guest is here to help you navigate the common pitfalls that many employees encounter in this process. Following her successful investment banking career, May Busch focuses on bringing her insights and experiences to help high-potential and high-performance leaders and their teams perform at their best and fulfill their potential. She shares her career insights through keynotes, workshops, executive coaching and consulting, and online through her blog, webinars and online courses.May is the author of Accelerate: 9 Capabilities to Achieve Success at Any Career Stage. This actionable guide helps high achievers identify, understand and master the hidden skills needed to get and stay ahead. She is the also the founder and host of Career Mastery™ Kickstart, the popular online summit that helps mid-career professionals get the new year off to a great start and perform at their best.Connect with May: https://maybusch.com/Connect with Laura Khalil online:instagram.com/iambravebydesignhttps://www.facebook.com/groups/BraveByDesign/linkedIn.com/in/LauraKhalilGet on Laura’s Newsletter:http://bravebydesign.net Invite Laura to speak at your live or virtual event http://bravebydesign.netSupport the show (https://www.paypal.me/bravebydesign)What You’ll Hear In This Episode: The critical experiences that May has learned over the course of her 24-year career that fuels what she does today [2:29]How mentors and sponsors differ, and the way she was influenced by these critical guides she had along her journey [5:17]What to do to set yourself up for success in finding a sponsor, including how to identify candidates and then find opportunities to build a genuine relationships with them [10:14]Why advocating for yourself and putting yourself “out there” is the best strategy for long-term career success [16:05]The three main areas that provide challenges for many people, and May’s advice for overcoming the adversity you could face [20:37]Additional Links & Resources: May’s Career Mastery™ Membership & Career Mastery™ KickstartHer Book, Accelerate: 9 Capabilities to Achieve Success at Any Career StageSupport the show (https://www.paypal.me/bravebydesign)
Are you an entrepreneur looking to take your leadership skills to the next level? What does it mean to become a high achiever? Is it possible to conquer self-doubt, criticism, and inhibitions? Do you ever feel like the odds are always against you? Join us for this week’s episode as we bring you the incredible MAY CHIEN BUSCH, Executive Coach, Speaker, Advisor, Author, former COO of Morgan Stanley. May shares how she conquered her insecurities and became COO of Morgan Stanley for 24 whole years.
Scott Anthony Barlow: Happen to Your Career Scott Anthony Barlow is the founder of Happen to Your Career. He’s been featured on CNBC, Yahoo, CareerBuilder, Fast Company, and Huffington Post and various colleges and universities as a top expert on career happiness. He's held executive roles in human resources, business development, and career coaching. Scott is the host of the Happen to Your Career podcast, featuring the career stories of many successful professionals. He and his team have worked with over 25,000 people to help them stop settling, find their signature strengths, and start doing meaningful work they are enamored with. Key Points Many people frame career choices only as, “Should I take this offer or not?” or, “Should I quit this job and go and get another?” Skills are not necessarily strengths. People who are successful and happier are spending more time in their strengths. Gallup’s StrengthsFinder assessment (now called CliftonStrengths) is a useful tool for getting clarity. Change to a role/company that allows you spend more time in your strengths or decide to design your career from the inside. Stop pursuing marginal improvements of your weaknesses. Resources Mentioned The Ultimate Guide to Using Your Strengths to Get Hired* 8-Day Video Course to Figuring Out What You Love StrengthsFinder training for individuals and teams* (use code CFL10 for a 10% tuition discount) Related Episodes How to Figure Out Your Career, with Scott Anthony Barlow (episode 259) How Teams Use StrengthsFinder Results, with Lisa Cummings (episode 293) Move From Caretaker to Rainmaker, with May Busch (episode 390) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.
Scott Anthony Barlow: Happen to Your Career Scott Anthony Barlow is the founder of Happen to Your Career. He’s been featured on CNBC, Yahoo, CareerBuilder, Fast Company, and Huffington Post and various colleges and universities as a top expert on career happiness. He's held executive roles in human resources, business development, and career coaching. Scott is the host of the Happen to Your Career podcast, featuring the career stories of many successful professionals. He and his team have worked with over 25,000 people to help them stop settling, find their signature strengths, and start doing meaningful work they are enamored with. Key Points Many people frame career choices only as, “Should I take this offer or not?” or, “Should I quit this job and go and get another?” Skills are not necessarily strengths. People who are successful and happier are spending more time in their strengths. Gallup’s StrengthsFinder assessment (now called CliftonStrengths) is a useful tool for getting clarity. Change to a role/company that allows you spend more time in your strengths or decide to design your career from the inside. Stop pursuing marginal improvements of your weaknesses. Resources Mentioned The Ultimate Guide to Using Your Strengths to Get Hired* 8-Day Video Course to Figuring Out What You Love StrengthsFinder training for individuals and teams* (use code CFL10 for a 10% tuition discount) Related Episodes How to Figure Out Your Career, with Scott Anthony Barlow (episode 259) How Teams Use StrengthsFinder Results, with Lisa Cummings (episode 293) Move From Caretaker to Rainmaker, with May Busch (episode 390) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.
When someone is working on a new idea they’ve shared with my in confidence, I often find myself suggesting that they also get input from their peers, executive team, or customer. Sometimes that generates a comment like this: If I start socializing this idea, somebody else will take credit for it. Often, but not always, a response like this comes from someone who has learned from past attempts that it’s best not to share ideas publicly, simply to watch another person take credit later. Yes, I hear this more often from women — but not only from women. Those of us who are quieter in groups often struggle with this, too. I know it’s heartbreaking and demoralizing to watch someone else get credit for your idea. But we can take steps to prevent it. May Busch, author of the book Accelerate: 9 Capabilities to Achieve Success at Any Career Stage, appeared on Coaching for Leaders awhile back. Her advice for us when we have a great idea? Tell as many people as you can. But why? Two reasons: First, the more people you talk about your idea with, the better your idea gets. You get people thinking about your idea, finding holes in it, improving upon it, telling you who in the organization will oppose it or support it. In short, the more you socialize an idea, the better it gets. Second, the more you socialize your idea, the more people associate it with you. It’s a lot harder for someone to claim credit for your idea in an executive roundtable when you’ve just spent the prior two weeks collaborating on it with 7 other people in the room. But here’s the real hack. And perhaps, way more valuable than making sure that you get credit for the idea. Collaborating with others on your idea, especially if you do it with more than just a few people, means that you have to do something about it. It means you need to take ownership for it. It means you need to show up. Because your real problem isn’t keeping your idea from being stolen. In the digital age, new ideas aren’t that hard to generate. No, your real problem is never moving on at least some of your ideas. The more you start talking about your ideas, the more you start creating movement for them. Become the kind of leader who becomes a catalyst for crafting ideas, makes them better by collaborating with others, and then moves forward to create change. If you start doing that well, ain’t nobody going to be able to steal that.
May Busch: Accelerate May Busch enjoyed a 24-year career at Morgan Stanley, most recently as Chief Operating Officer for Europe. She chaired the firm’s European Diversity Council and was a member of Morgan Stanley’s European Management Committee. She is the author of the book Accelerate: 9 Capabilities to Achieve Success at Any Career Stage*. She’s also the host the Career Mastery Kickstart summit*. Key Points Steps to move from caretaker to rainmaker: Identify the organization’s most important outcomes. Figure out what you can take action on. Create a safe space. Learn from your network what will move the needle the most. How to find the organization’s values: Observe Listen Ask Bonus Audio How to help others become rainmakers Resources Mentioned Career Mastery Kickstart Summit* Accelerate: 9 Capabilities to Achieve Success at Any Career Stage* by May Busch Eisenhower Grid Related Episodes How to Succeed with Leadership and Management, with John Kotter (episode 249) Three Steps to Great Career Conversations, with Russ Laraway (episode 370) Leverage Your Defining Moments, with Lynne Whiteford (episode 372) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.
May Busch: Accelerate May Busch enjoyed a 24-year career at Morgan Stanley, most recently as Chief Operating Officer for Europe. She chaired the firm’s European Diversity Council and was a member of Morgan Stanley’s European Management Committee. She is the author of the book Accelerate: 9 Capabilities to Achieve Success at Any Career Stage*. She’s also the host the Career Mastery Kickstart summit*. Key Points Steps to move from caretaker to rainmaker: Identify the organization’s most important outcomes. Figure out what you can take action on. Create a safe space. Learn from your network what will move the needle the most. How to find the organization’s values: Observe Listen Ask Bonus Audio How to help others become rainmakers Resources Mentioned Career Mastery Kickstart Summit* Accelerate: 9 Capabilities to Achieve Success at Any Career Stage* by May Busch Eisenhower Grid Related Episodes How to Succeed with Leadership and Management, with John Kotter (episode 249) Three Steps to Great Career Conversations, with Russ Laraway (episode 370) Leverage Your Defining Moments, with Lynne Whiteford (episode 372) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.
Ellevate Podcast: Conversations With Women Changing the Face of Business
January's almost over; have you been sticking to your new year goals? How do you make sure you stay on track? This week's guest, May Busch, went from being a senior executive for Morgan Stanley to creating her own path and becoming an executive coach. With over 24 years in investment banking, May has quite the insight and experience she wants to share with other executive women to help them advance in their careers. In this episode, Kristy and May discuss how to accomplish goals, how to track and achieve progress, and what you can do to take action in your lives.
Ellevate Podcast: Conversations With Women Changing the Face of Business
January’s almost over; have you been sticking to your new year goals? How do you make sure you stay on track? This week’s guest, May Busch, went from being a senior executive for Morgan Stanley to creating her own path and becoming an executive coach. With over 24 years in investment banking, May has quite the insight and experience she wants to share with other executive women to help them advance in their careers. In this episode, Kristy and May discuss how to accomplish goals, how to track and achieve progress, and what you can do to take action in your lives.
May Busch is an executive coach, advisor, speaker and author of the book, 'Accelerate: 9 Capabilities to Achieve Success at Any Career Stage.' A former investment banker and COO w/ Morgan Stanley, May will teach you how to build your career brand so you can pivot and move forward. More at www.bemovingforward.com. Follow us on Facebook, Twitter, LinkedIn @Bemovingforward The Corporate Cliches Adult Coloring Book is available on Amazon and Barnes & Noble online: Just go to Bit.ly/corporatecliches
Women Who SWAAY Podcast - Weekly Conversations With Women Challenging The Status Quo
"The world needs great leaders. And the world needs its leaders to perform at their best." Leaders, whether they are good or bad, have an exponential effect on the people around them, and indeed on how the world evolves. May Busch helps people become great leaders of their companies and organizations, and helps companies and organizations become great leaders of their industry and in their marketplace. She brings her insights and experiences following her successful investment banking career to help top leaders advance their organizations, and to promote greater thought leadership, diversity and entrepreneurial spirit in the workplace. She offers workshops, keynotes, consulting and executive coaching to high-potential and high-performance leaders. Prior to this, May enjoyed a 24-year career at Morgan Stanley spanning two continents and nine different business roles across Investment Banking, Capital Markets and Firm Management. She was most recently Chief Operating Officer for Europe where she was responsible for the development and implementation of the Firm’s business strategy in Europe, Middle East and Africa. She chaired the firm’s European Diversity Council and was a member of Morgan Stanley’s European Management Committee as well as a Board Member of the Firm’s FSA-regulated UK broker dealer. May is also Senior Advisor and Executive in Residence in the Office of the President, and Professor of Practice at W.P. Carey School of Business, at ASU (Arizona State University). She lectures on leadership, and works on interdisciplinary initiatives across the university with an emphasis on leadership, entrepreneurship and enhancing the engagement between business and academia. She chairs The Idea Enterprise, a program for bringing experienced business leaders to ASU to help turn its best ideas into forces for change in the world. ASU is the largest US public research university, and pioneer of the New American University model for higher education. May is a founding partner of M|C Advisors, a private consultancy in the UK that works with professional services firms on organizational strategy, leadership development, client effectiveness, and gender diversity. As part of this, May and fellow founding partner, Catherine Claydon, work closely with firms who seek to attract, retain and develop the careers of their professional female workforce.
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