Leadership in the Workplace - SCPD CBA CSULB

Uploaded by CSULBCBA on 25.05.2012

[Erinkay] I know it's really early, right? I've got my caffeine so thank you for joining
me. I'm excited today to talk about to you about leadership which is a very exciting
thing I believe. So I'll start by explain a little about who I am and then we'll jump
right into some great discussion about leadership. So I am the field campus recruiter for Target
so hence the big obscene bulls eye right here for you to study. Everyone knows what Target
is yes I imagine so. But actually I'm the recruiter for the leadership opportunities
within Target so not many people know about those. So if you're interested you can talk
about and ask me questions later but I don't want to focus on Target too much. But that
is where my experience lies so I'm the corporate recruiter for our leadership opportunities
in Southern California which means I look for leaders within our local college campuses
all the way from Long Beach. So you're one of my campuses all the way down to the Mexican
border and San Diego. And I recruit for our full time positions but also our internship
program which is very leadership focused. I've been with the company for about five
and a half years. I'm a local. I'm from Yorba Linda. So just down the street and I went
to school at San Diego State. So another Cal State student very similar to yourself but
at a different campus. And after I graduated from school I actually did what everyone wants
to do after they graduate, I moved to Minneapolis. Right? Aren't you just dying to move to Minneapolis
after you graduate? Probably not. So it was kind one of the things I needed a change from
Southern California. I always wanted to live somewhere on my own and test out maybe New
York or something like that, but I ended up in Minneapolis. That's actually where Target's
headquarters is. So it's actually where I got my foot in the door with the company.
So as soon as I knew I was moving there I applied. I wanted to work for a large corporation.
My degree was in communications but I didn't really know what that really meant. You know
I knew wanted to work in the business industry. I knew I wanted to work with people but I
didn't know what title I wanted. I didn't know what specific industry I wanted. But
I knew I wanted to succeed. I knew I wanted a company that would allow me to grow and
to build my career. So as soon as I knew I was moving there, again I kinda started to
apply for everything that Target' headquarters had available that I met the requirements
for. There's about fifteen thousand team members in our headquarters locations up in Minneapolis.
So lots of different opportunities up there. So I was lucky enough to get a very entry
level role. So I was processing payroll. So I was writing people's checks and auditing
the checks and making sure everything was processing right and looking at them and saying,
"Man someday I'll be having someone write my checks rather than the other way around."
Target's very focused on leadership development, and so I kind of fell in love with that culture
and the energy around the company. So I was up there at headquarters for about eighteen
months. Which was two winters and one totaled car from a blizzard and I said this is silly.
I'm going home. I miss Southern California. So I got in touch with their recruiting program
out in Southern California. I was interviewing to be an executive which is now one of the
positions that I recruit for. Which is like the local leaders within the store. But then
the admin role for recruiting opened up. So I did that for a year and then I got into
recruiting. So ever since then I've been looking for great new talent to bring into our company
and that's what I do now. So speaking about that. So really I'm here today to talk about
leadership and really what that means in the workplace, meaning you know hopefully you're
gonna graduate in a couple years or whatever that looks like for you. And what does that
look like? You know what does that really mean? What do employers, what are they looking
for and what do they expect out of you? So we'll kinda talk about that and then we'll
talk about the transition between campus to career. So first of all that is the title
of the thing. So what skills are employers is looking for in their new hires? What do
you think? Got the postings that the career center. What do you think we're looking for?
Not just Target, just employers in general. [Student] Someone who's results driven.
[Erinkay] Results driven. Yes absolutely. That's a great one. What else?
[Student] Hard worker? [Erinkay] Hard working? Yup.
[Student] Good communication skills? [Erinkay] Good communication skills. That's
very important. Yeah. [Student] Someone who could actually add on
to the company. [Erinkay] Exactly. And you know we'll stop
with that cause that's a great one. No more are employers just looking for, pardon me,
but a butt in the seat. Right? No more are employers just looking for someone to fill
the requirements and then check in there eight hours and then go home. Employers are looking
for leadership skills even if they're not hiring for a leadership role. So someone who
is results driven. So someone whose gonna meet the requirements but then also look for
other ways to improve. Great communication skills, yeah, you got to have them. You gotta
have them for lots of reasons no matter what your clients, internal or external within
the company. If you're not able to communicate your message, you're not going to be successful.
So especially in today's economic climate you know companies are uncertain about their
future as much as you might be. You know what is the economy going to look like when you're
ready to graduate. It is turning around. I can see that from many different sources.
Companies are ramping up their recruiting efforts within the next couple years. But
again more so they're not just looking for someone to meet the requirements. They're
looking for someone that they can invest their time and their resources in to train and to
develop and to get you assimilated to the company but then continue to grow as they
grow within the next few years. You know it's the bottom line part of it is that it is really
expensive to recruit someone and to train them. You know a lot of time and dollars are
spent on to bringing a new employee into the company, training them, and then spending
the time, allowing them the time to grow and to really get into their role. So the bottom
line portion is that companies need employees to come into the company, to get trained,
to get assimilated to the company and then continue to grow with them. So that's why
the leadership skills are very important and it is regardless of what position it is. So
even if you're filling a, let's look at my role for example when I first started at headquarters,
it was payroll processing. so it was not a leadership role by any means. I was on a team
of about thirty other people that were doing the same thing, you know very you know there's
very black and white. Here's a problem, it didn't key correctly so I look at it and I
process it this way right? So very black and white. But yet they were looking at leadership
skills in me in order to do that job because they were hoping that I would again get into
the company, get trained on the position, but then continue to grow within the company
and good for me it actually happened. That's definitely something that's possible. So a
little bit of optimism for you is that companies that are looking to hire you, especially off
of campus meaning you know right after you graduate they are looking for that future
development. They want you to grow within the company. So if you're lucky to find a
company that you're happy with and you want to go within that company, chances are really
for you. You know just get in there and we'll talk about specifically how to act and how
to behave in the leadership kind of realm. But if you have that in you and if you like
that position and you like the company chances are that they do want you to grow so that's
really good. Yeah so employers are looking for many different leadership skills. So in
order to really specify what those leadership skills are, let's look at the difference between
a manager and a leader. So first of all for example's sake let's give out a couple of
example of a known leader that we would all know. So what's an example of a leader like
an actual person? [Student] Your parents.
[Erinkay] Parents, ok. How about one that everyone would know?
[Student] Martin Luther King Jr.? [Erinkay] Who? Martin Luther King? Ok. That's
a good one. What else? [Student] The president?
[Erinkay] President. How about one more? How about a female?
[Student] Hilary Clinton [Erinkay] Hilary Clinton? Sure. Ok. Why did
you laugh? Just curious. Okay really that's okay, I won't call on you. Okay cool. So the
difference between a manager and a leader. Sorry, caffeine break. First of all, the manager
is generally, they're generally in a position that they're titled manager. Or they have
that formal authority position where everyone knows that they're the manager. They conduct
business operations and they give orders. So they have a team to enter what the structure
looks like. They have a team and they're giving orders. They control and monitor work so that
a person that's overseeing whatever's happening and they're controlling it in order to make
it work. They're providing direction and oversight to employees. So again they're giving those
orders. And they maintain the status quo meaning whatever is happening, we need to maintain.
So they're the person that gives orders in order to maintain that energy, those results,
whatever is happening. A leader, on the other hand, a little bit different. Where is the
one I wanna look at? Well the first one I did on the manager one right? It's generally
requires a position of formal authority. A leader doesn't. Right? A leader does not need
a formal position that titles you to be leader in order to be a leader. Okay and that's what
I want you to be thinking about because chances are your first position wouldn't be a leader
but employers again are looking for those leadership skills. So leaders facilitate work
in a cooperative way. So in order, as opposed to just giving orders, so you need to do this,
this, and this. They gonna be talking to the team as a team. They're gonna be building,
they're gonna be building processes in a cooperative way. They treat team members as equals. So
there's not as much, "I am the manager and you're the team." It's, "we're all one big
team together." They inspire others to act voluntarily. That's a big one. Right? One
of the hardest things about management or leadership or business in that aspect is getting
other people to do things. Right? Getting other people to do things. How do you ask
someone to do something? Ok, well if you're in a job, they are usually getting paid for
that work so they do have that you know, "if you don't do this you don't get paid." But
yet how do you ask someone to do things that it doesn't feel so bad? How do you ask someone
to do something that it doesn't feel like you're number one and you know I'm number
one and you're number two? Well a leader does that. They inspire others to act voluntarily.
They take risks and they encourage can initiate change. Change is a big one. Thinking about
the economy like we just talked about businesses. Businesses are forced to change due to many
different things: budgets, you know change in product, or whatever it is. And so leaders
have to embrace the change and then lead their team inspired them to act voluntarily to change
to that change. They provide a vision. So instead of just saying, "here's what has to
get done here is what it looks like", they're going to show their team what they're looking
for in the end result, what their end result, what they want it to be. They're gonna set
really clear expectations but then they're going to empower their team to develop. So
it's not just you know manager and team and the team always stays the same. They're going
to empower their team to develop as leaders themselves. They're gonna be giving them opportunities
of how they can actually step up and be the leader even though they're not the leader.
And then they're going to show appreciation and that's a really big one. So again one
of the hardest things is to ask them and do things. Well if you ask someone to do something
for you and they do it and then you don't say thank you, that doesn't feel very good
to them right? So how do you show genuine appreciation for that act? Never tell people
how to do things. Tell them what to do and they will surprise you with ingenuity. So
that's a very, it's a great quote about leadership because leadership isn't about the black and
white, ABC process. It's about, "here is the end result that we're going for." If it's,
you know, corporation or you're building a product or whatever, here's a product but
then we'll let you create the process of how to get there. We'll let you decide how to
communicate it to the team, how would you roll it out to the team, how to hold other
people accountable to the team in order to get to the end result. So looking back at
our list still, would Martin Luther King Jr be a leader or a manager? A leader. Why?
[Student] A visionary [Erinkay] Visionary, yeah. What else?
[Student] He inspired people. [Erinkay] He inspires people, yup. He never
said, "This is my dream ABCD." Right? He gave people the vision and then encouraged them
to drive that change. What about Hilary Clinton? Is she a leader or a manager? Leader? What?
What'd you say? Manager? What's your process behind that? What's your thought?
[Student] She has like a formal job and she has to negotiate with other countries. Well
I guess she's a leader. [Erinkay] Okay, so I think your thought is
that she has a formal position of a leader or a manager right? And she is following what
she has to get done right? Okay. Does she inspire other people to do things? Maybe.
Okay. All right. So you can definitely be both. If you do have a leadership role, a
lot of times you do have to be both. You do have to maintain the status quo. You do have
to give really clear direction and give orders on how to do things, but then the leadership
aspect is about making that feel good, making itómaking your team like you, or making them
want to follow you right? So it's a little bit, you can have both, but it's just the
leadership element is a different perspective. Yeah?
[Student] I would also say we , there is an iconic quality that would bring
those that down or that they've serveóI wouldn't say serve but...
[Erinkay] Follow me? [Student] ...following them. Basically make
them aspire to whatever goal it is. [Erinkay] Maybe they have a charisma. They
have a passion that's catching. Right? So meaningódid you all get that? So they're
the followers, or the people that are that they're speaking to. They have an energy and
a passion for what they're talking about so that the people that are listening to them
want to follow and that's exactly it. That's exactly it. Thinking about the job of the
workplace if your manager's saying, "All right we gotta make fifty books today. Here is your
job you know ABCD." Well they might have that charisma but yet if they don't, the team members
and employees still have to follow those orders. But yet if you do have that charisma, they
might follow those orders and exceed those expectations because they want to please you.
They want to follow that leader. That makes sense? Good point. Cool, okay continuing on.
So employees as we're looking at you for potential jobs. There's a lot of different things that
we're going to be looking at. So this is a little sheet that I want you to take just
a couple minutes of and look at yourself and rate yourself one to five on these or let's
go ahead and read all these. Yeah is it kinda small? I don't know how I can zoom in. Okay
well let's do it. Let's do it a different way. Okay, we'll skip that one, but we'll
do it this way. So going back to Target. So Target has a set of leadership expectations
that everyone from cashier, cart attendant all the way up to president and CEO are held
accountable to. Which means that when we have our annual review or a mid review, every single
team member, again from you know number one to CEO are held accountable to. So on our
reviews, on my review for example, yes and held accountable to a number of hires or that
type of thing. But yet this is how and I'm assessed. This is how they tell me if I'm
doing well or not doing well. There is a different bucket. So the first one is personal leadership.
So what we'll do is we're going to go through them and as we talk about then I want you
to rate yourself one through five. Five being you feel really strong that you have that
leadership quality and one meaning not so much and then we'll discuss that afterwards.
Okay, so as we go through them, write it down and then assess yourself one through five.
Five is great. One, not so much and then we'll discuss. So the first bucket is personal leadership
style. So the first leadership expectation is the ability to be resilient and adaptable.
So we talked about change a minute ago. Companies have to change all the time and going back
to Target, Target's very fast pace in retail in a naturally fast paced industry. So our
leaders are expected to adapt to that change really quickly. Going back to whatever place
you go to, whatever work place you go to, you know, you're going to make mistakes. You're
going to make mistakes and that's okay. Employers know that and they're not gonna be, you know,
watching for you and as soon as you make your first mistake you're going to get fired. That's
not the case at all. It's about how you react to that change. It's about how you react to
that mistake and how you grow from it. So the ability to be resilient and adaptable,
learning from your experience so go ahead and rate yourself one through five. And these
two are two to my favorites. So the ability to demonstrate accountability. That's a big
one. So from the leadership perspective this isn't just talking about accountability to
yourself. This is not just that. It's about accountability to yourself but also to your
team. So in your position, if you are demonstrating accountability, meaning you have a goal you
have your goal whatever it is and you said, "Yep, I met my goal." That's plain and simple.
Well that's good but yet as a leader you have to be accountable to the goals of the whole
group as well. So the team results. Okay so go ahead and rate yourself. Demonstrates courage.
This is also one of my favorites because you need it and it's hard to do right? So can
you go outside your comfort zone to maybe deliver a difficult message. As a leader you
have to maybe give someone some feedback on their performance and say, "you know thank
you for your hard work. However you know here is an area that you can improve on." Right?
That stuff is really hard to do. That is sometimes really hard to do. So can you confront difficult
issues despite personal risk or discomfort and can you support others who do? Can you
take risks and champion new ideas? Does everyone have a one through five on these three? Yeah
okay cool. So the second bucket are the team leadership and expectations, the team category.
So the first one is collaborates. So that is something that we've talked about. How
well do you work with a team to meet those goals. So it's not just about being an individual
contributor, it's about working with your team to get to the end results. Relating well
to others. Yep that counts in the workplace we still are seeing if you can make friends,
if you can be polite to others. Can you be inclusive and respectful? Can you work well
with others regardless of their level or background? Can you deal with disagreements or different
point of views? Communicate effectively. That's one of things you guys said very beginning.
That is very important. And it's not just about speaking it's about listening as well.
Okay? So if you're in a team and you just like to talk, talk, talk, that's good but
yet you need to make sure that you're listening to your team and hearing what their perspective
is. And then again going back to collaborating making sure that you're coming up with ideas
together. Managing talent. That's a big one. So can you give clear motivating and constructive
feedback? Can you provide challenging assignments and coaching to facilitate individual development?
So again you might not be in a formal position of leadership. But hey you're on a team with
someone and they're trying to promote within the company or they're trying to work on their
development. Can you give them opportunities to do that? Can you say, "Hey this is a good
chance for you to demonstrate courage? You know we have to give a presentation today
so maybe you take the presentation today." Something like that. Engage and inspire others.
That's exactly what we just said about the charisma. Do you have the ability to get peoples'
attention? Can you, do you convey trust in peoples' competence to do their job? Do you
create a feeling of energy, excitement, and personal investments and you're inspired others
to excel? Okay, everyone have a one through five on these? Great. Okay, thought leadership.
This is a more tough one. So first one is solves problems. Okay so you always have challenges
that you have to overcome in a job in the workplace. Do you seek out and consider appropriate
data and experience to make those decisions and solve problem effectively and efficiently
integrate information from diverse sources? So you not just using the same old book or
the same old resource over and over and over, but you're diversifying your amount of resources
in order to make a great decision. Strategize. So the ability to think critically, anticipate
long term challenges and trends, and understanding the implication of decisions. And then innovates.
That's a fun one right? The ability to generate new ideas that add value. New approaches and
appropriate risk taking and you seeking alternative points of view. And then the last one is results
leadership results leadership. Results leadership. So manage execution. We talked about that
one so being results driven. Organize, collaborate, and manage resources and time. To achieve
key goals and objectives. Drive for results, definitely talked about that. Foster a sense
of urgency and commitment to achieve them goal and create a guest focused environment.
And you take the initiative to proactively address critical issues. And then maximize
productivity. Do you identify ways to streamline and improve efficiency of work? Do you ensure
that defined the defined processes quality standards and best practices are adopted and
updated? Cool. Everyone have one through five? Does everyone have a five? At least one five
on theirs? Yeah. Okay, does everyone have at least one one on theirs? One one? Okay
you should have at least one one. Does that make sense? Okay. So wants to be, who wants
to demonstrate courage and share with the group their five and then their number one?
Great! And your name? [Student] Anya
[Erinkay] Great! Thank you for sharing. [Student] My personal leadership style. I'm
adaptable so that's my five. [Erinkay] Okay
[Student] I work in the retail industry and I change all the time so you have to be extremely
adaptable. However on the team side, working effectively, I'm a one. And that's because
I've experienced a lot of pushback when I'm working with a team in terms of how I communicate
and how I talk to people and approach them to work on a team environment.
[Erinkay] Okay. So you mentioned that you received a lot of pushback. What do you mean
by that? [Student] Well, I'm in a leadership position.
How my job is set up I'm on the technical side. So it's very hard to understand especially
when I'm talking. I talk from my perspective. So I think, sometimes I don't realize people
don't, they not on your side. Because they don't understand what I'm saying. So the pushback
that I get is like, "Oh she's just talking out of her mouth. She's not even taking our
concerns or our perspective into, you know, to reach the goal. Cause I work in a lot of
cross functional teams. So I that's where 'm lacking is to bring people along to achieve
my part of the goal. Sometimes I don't look at the overall goal and everyone and that's
when I get pushed back. [Erinkay] Okay great. So maybe your opportunity
at communicating effectively is making sure that the team knows that you have taken their
opinion into consideration or you are thinking about their non-technical side when you're
making these decisions and then communicating that to them. Right? Great! Very good. Yeah?
[Student] Well I don't have a one, I have a two.
[Erinkay] You have a two? Okay. [Student] I have a two. My two is engaging
and inspiring others. I feel like I've been in situations where I would talk to folks
and try to toss an idea to them and hope they kinda pick up on what I wanna get out of them.
I feel like if they're not looking at me, like I have two heads or something. I find
that rather disappointing and it makes me look back at myself. On the five, on the fives,
I give demonstrating accountability because I don't mind taking responsibility. If I screw
up I don't mind owning and learning from my mistakes are. And on collaboration, I mean,
I'm hungry to work with just about anyone. I'm not gonna turn them away because I might
have a personal feeling about something you said. I figure we can still work together
and do things. [Erinkay] Good. Really good. The time that
you were expressing the two heads whole thing you know, your ability to engage and inspire,
are you referring to class projects or something like that? Or what were you referring to?
[Student] Well it could be that. Also like for instance, I went to work and a few people,
often time I was looking to motivate them to approach the work that we're doing together
in an enthusiastic manner. You know, they still show they can't be bothered and I don't
know I find that just... [Erinkay] Okay good thank you for sharing.
How about one more person? Great thank you. [Student] So, um, I relate well to others
and I'm really good also at adaptability and drive for results. But when something like
happens chaotic, like I freeze my managing and execution. I'm like, "Whoa." But then
once I get over that I'm good. But I want get over that and, "What to do now?"
[Erinkay] Okay, the initial shock of the change [Student] Yes the shock and total chaos and
then move one. [Erinkay] So what is that point where you're
okay with it? So you said it first it's scary. Once you digest it. Okay. Okay. Then you can
adjust. Okay, very good. How many, so everyone scored themselves, correct? Yes? Yeah so circle
a strength and then circle an opportunity. So how many people currently hold a leadership
position? Okay. But everyone was able to judge themselves on these leadership expectations
correct? Right? So the point here is that it doesn't take that formal authority in order
for you to act like a leader. And the opportunities that you're currently having whether it be
classroom presentations, classroom projects, if you're involved on campus through SCPD,
or volunteer work whatever. These opportunities are perfect times for your work on these leadership
expectations so that you're ready for that workplace job. That's exactly what employers
will be looking for is, "Tell me about a time that you took on your class project and you
took the leadership role" or you know, "tell me about a time that someone wasn't pulling
his or her weight and you still had to react to, you know that workload." Or ,"tell me
about a time that you had to demonstrate that you could react to that change successfully."
So these opportunities that you're having now are perfect times for you to practice
and get ready for the workplace because that is the same, you'll have, you'll encounter
the same problems in the same situations in the workplace. It'll just be then you're getting
paid for it. Right? Which is great. So I want you to think about that as you continue your
career at Long Beach here. Because you will be, if you practice this and if you're very
conscious of these leadership expectations and you're putting effort into getting better
at them, your transition to that career will be very smooth. So looking back at our three
leaders, lets look at the president. So no politics, let's not talk about that. We're
just looking at leadership. So what would you think that the current president's strength
is out of all these leadership expectations. What's the one of them that comes to your
mind about what his strength would be meaning his number five. Yeah?
[Student] he communicates effectively. [Erinkay] Okay and why?
[Student] Well he's very charismatic the way he presents his speeches. He has the ability
to promote his ideas in an effective manner. [Erinkay] Okay, yup. And if you're a candidate
for the president and you're not able to speak you know correctly and be charismatic and
get your point across very clearly probably wouldn't be the president right? So very good.
Okay, what else? [Student] Manages execution.
[Erinkay] Okay, why do you say that? [Student] Well, he had to react really quickly
in that situation, with Osama bin Laden. So to me, you know looking at the resources and
thinking about strategy, I know, so quickly. It tells me that he actually is kinda result
driven. [Erinkay] Now that's an interesting one. So
she said manage execution. So I'm just gonna go on that one. So pardon me. But the president,
so is he actually the one who's doing execution. Not so much. Right? So what would that maybe
be instead of manage execution? I get your point but maybe it's something else
[Student] Strategizes? [Erinkay] Strategizes, yup. And then something
else I'm thinking too. [Student] Maximizing solving problems?
[Erinkay] Yes you said it earlier. It was your opportunity. Do you remember it?
[Student] Oh um, engage and inspire. [Erinkay] Engage and inspire yup. So I say
that because he's not the one writing the laws or writing his speeches for even you
know Pete's sake. He's not really doing the execution. He is delivering the messages and
he's the face and he's communicating effectively and he's being that charismatic person to
lead the change but I wouldn't say execution. I would say engaging and inspiring others.
You know first of all he engaged and inspired others to vote for him so he's in that position
and then he's continued to engage and inspire Congress and engage and inspire all these
other politicians to make the change happen. So interesting point. Not a right or wrong.
Just a totally, little bit of a different perspective. What would you say might be his
opportunity? No politics. [Student] Can you explain it a little bit
more? [Erinkay] Yeah so okay so his one. If we were
to assess him on a five to one. One would be the opportunity. So at Target specifically
we don't say weakness. We say opportunity because everyone has strengths and opportunities
and everyone has a weakness if you're gonna say it. It's not like, we don't say weakness
because then it sounds like you're going to fail. So we say opportunities because there's
definitely room for growth there. So thinking about his, the president's number five that
would be his strength and then his number one would be his opportunity. So thinking
about that I have one that I'm thinking of. Anyone else have anything that they can think
of for the president? It might be something that he's good at but maybe we just don't
see. But from your perspective yeah? [Student] I'm gonna be honest with you, when
I look at the list I can't see one that just stares out at me because I think it's all
a matter of perception when it comes to a position like the president.
[Erinkay] That's very true. And a lot of what he, what a lot of his job we don't see. Right?
I think you're totally right. I think the one that was coming to my brain just off the
top of it is innovates. So maybe you know we don't see him coming up with totally creative
ideas on how to solve things right? He, the execution is happening and the committees
are doing things and it's changing. But maybe it's not that most innovative way to do things.
So that I was thinking. Let's change to let's see anyone what about, okay what's another
leader? Let's do maybe a local one or something like that that we're all familiar with. Is
there a cool, like, professor that we may have all had?
[Student] Howard? [Erinkay] Howard! Don't watch this Howard.
Sure, okay, let's talk about Howard. Okay so everyone knows who we're talking about
right? Howard the director of SCPD. So what would you say is one of his strengths?
[Student] Inspires others? [Erinkay] Inspires others okay. Why would
you say that? [Student] Because he's approaching us to get
a mentor and come to the workshops. [Erinkay] How does he do that? How does he
engage and inspire? [Student] Like, he tells us by doing this
we're gonna get an outcome from it. [Student] By coming here we're gonna learn
how to become this. [Erinkay] Yup. Yeah, that's a great example.
And you all wanna get a job right? At the end of the day after you graduate the idea
is to get a job. And so maybe he's putting that out there is, "we're gonna help you be
of a more professional you know businessperson or ready for your career. So come to these
and do these steps, take these steps so that the end result will be better. Right? Great.
How about someone who hasn't spoken yet? How would Howard , what is one of his strengths
do you think? Yeah? [Student] I would say he's innovative because
the comparison between this semester's SCPD program and last semester's is a great distinction.
Certificate program. So he's always looking at innovative upon what's going on at the
SCPD program. [Erinkay] I definitely agree. I think that's
a great call. Okay, what about his opportunities? That's okay, everybody has them.
[Student] Dare I go there? Maybe relating well with others. I think it's probably more
of a generational thing more than anything. I mean, of course, being a more mature person,
being versus the absolute youth that comes through here. Maybe there might be a big gap
there. Not saying he's not bridging that gap. It's a cultural one.
[Erinkay] And that's a great point and I'm glad you said that because everyone has opportunities
right? And it's about understanding them right? So let me just speak for myself. My opportunity
is strategizing right? So I'm great at innovating and I'm great at driving for results but I
have a harder time strategizing the big picture and making really long term goals. Okay? But
it's about bridging the gap just like you said. So I first have to understand my opportunities
and then I have to bridge the gap. And one of great ways of how to do that is to start
with your strengths or use your strengths in order to get better at your opportunities.
So since one of my strengths driving for results and innovating I then use those two to get
better at my opportunity of strategizing. So first strategizing I have a hard time making
those long term goals but I'm great at managing execution and you know if I've got lists I
can do it and here are my goals and I'm gonna meet them. So then I take my strength and
I say, "Okay in order to build these goals I'm gonna do this." So it's about bridging
the gap. Just like you said. That's a great call. And in the workplace that's very important
because everyone does have those strengths and everyone has those opportunities, but
how do you bridge that gap so that you can overcome that and then become a better leader.
So very good. Okay, couple more things before we open it up for questions. So the only real
training for leadership is leadership and that's exactly what we said a minute ago is
that you don't have a leadership opportunity right or leadership position, that's OK. The
best way to become a leader is to be a leader. So the next time you have an opportunity like
in a class project or whenever it is,take that risk and to work on your leadership expectations.
Again that when you're interviewing for a job that's those are the questions that the
employer will ask you. You know and so you can call on this experience to prove that
you've worked on that. You become a better leader. So looking at the transition between
college and the world of work, oh man, they're lots of changes. So college, you know you
think about your semester, eighteen, sixteen weeks long right? Things happen pretty quickly
in college. You got your midterms, you've got your finals and then boom you've got a
final grade. Very concrete. If you, percentage, you can figure out your grade at any time.
That type of stuff. Whereas the first year of work you might not ever really know how
you doing, right? Most companies have annual review processes but that that might not be
happening for at least the first year because sometimes you're in like your probationary
period or something like that. So a little bit more long term focused. You have a lot
of breaks and time. You know at school you got spring break. You've got all those different
breaks. But in the world of work it's go time you know you're there Monday through Friday
or whatever your schedule is and you know short amount of time in the workplace are
as like two years. You know that would be like a short amount of time. Actually at Target
we put someone in a position for at least eighteen months before they can change to
the next minute because really that that's not that much time you know it's found enough
time to really grasp your role, to excel at your role, and then to focus on your development
to get yourself to that next position. So a lot of challenges that you'll face both,
so at school you'll have intellectual challenges right? You know you have your studying, you
need to work on your midterms, you need to work for your finals. But in the workplace,
you're dealing with people more, more so. You have your have your course roles and responsibilities
that you have to get done but more so you'll be challenged by the organization and the
people rather than yourself. And that's kind of the biggest thing is that success when
you're in school is self defined. You know if you want an A in this class you can study,
you can go to office hours, you can do a ton of different things to get that A. If you
truly want it you can do it. But in the workplace, it's so much more collaborative. Right? If
I have a goal and I wanted, I wanted, I wanted like an A, right, well there's only so much
I can do you personally and that's where the leadership comes in because it's about collaborating
and it's about getting your team to be on the same page with you so that you do get
that A. so it's a lot more team focused than it is individual. You do have to do it...
[Erinkay] So that's one big change is that you know now right now you adhere to Cal State
Long Beach's you know rules and regulations. But then in the workplace you have to deal
with the company's rules and regulations and you don't have the freedom as much to do things
your way because you do have to represent the company. First year on the jobs. So here's
a few tidbits of advice for that transition. And these are definitely things you can practice
now. So adopt the right attitudes. And what is the right attitude? It's I can do it. Right?
Like, be positive. Don't focus on the why we can't. Don't focus on the negatives. About
the project that you might be given, focus on the positive attitude. Adjust your expectations.
So you might have an expectation of what your job is gonna look like going into it and it'll
be different. You know you'll have a different boss than you thought you would or a different
teammate will come in or all of a sudden deadlines will change and you have to adapt to those.
What leadership expectation would that be? Adapting to this change? Going back to that.
[Student] Being resilient and adaptable [Erinkay] Being resilient and adaptable, yep.
So practice being resilient and adaptable. Manage the impressions you make. So you know
you'll have your interview and then you finally get the job and then you'll be all of a sudden
meeting a ton of new people and you'll say "hi" and you know "I'm the new person" but
it's about really managing those impressions because as you know our first impressions
are very important but then every single day you're making an impression. Every single
day once you have the job, it's kinda like an interview because if you continue to not
meet expectations, you don't continue to have that job. so it's about managing your impression,
being positive, being that team player. What leadership expectation would that be?
[Student] Collaborates? [Erinkay ] Collaborates, yep. What's another
one? [Student] Engage and inspire others?
[Erinkay] Yep I'm thinking of one more. [Student] Relate well
[Erinkay ] Relate well to others, yep. Exactly. Number eight: develop organizational savvy.
What do you think that means? Someone over here. What do you think organizational savvy
means? What does savvy mean? [Student] I'm gonna try. Basically just having
a knack with getting all these people to see the vision and come together to make it happen.
[Erinkay] Okay. Having a knack for that. I like that. Okay, so organizational savvy...
[Student] It's on a regular basis at that because there's gonna be a new one and a new
one and a new project and you have to stay together for all these projects.
[Erinkay] Yep, very true. Very true. So organization savvy to me is about understanding the organizational
structure. so knowing who your boss is and who your boss's boss is, who's you boss's
boss's boss's boss is, right? Et cetera et cetera. But then also understanding how it
works laterally. So you know you have a boss and it goes up like this. But yet who would
be your peer? Or who's is that person? Who's that person's boss? And really understanding
how the reporting relationships work. Why is that important? Why is it important to
know who's boss's boss? Who's peoples' bosses are?
[Student] Then that way you can understand like the consequences of every option that
occurs to the other person, your peers. It affects your boss's boss's boss's...
[Erinkay] Yep. Yep. So actions and consequences. Very true. Very true. It also helps you put
things in perspective more. So going back to my first position at Target I was in payroll
right? And I was in the processing little team but if I understood this person over
here is in the the accounting finance part of payroll, it helps me play their role in
more better perspective in my brain too. So that it also helps you understand what your
role is better too. Seeing the organizational structure helps you to see the bigger picture
of the whole company better in general. And then having the savvy or the knack to really
navigate that. It is very important as well. Also if you're in the break room and your
having coffee with someone, might turn out that they're kind of important right? So it's
about understanding kind of how everyone relates to that company. Let's see. Acquire the knowledge,
skills, and abilities that you need. What would, what leadership expectation would relate
to that? Acquiring the knowledge skills and abilities that you need.
[Student] Execution? [Erinkay ] Execution? Yup. What else?
[Student] I think it illustrates accountability. [Erinkay] Accountability. Yeah, that's a great
one. Yup. At Target we say that you own your own development. And that means that within
any company there is going to be a lot of different tools and resources that you have
available to you in order to do your job successfully but then also continue to grow within the
company. So in the beginning, you'll be in your probationary period or whatever that
looks like and it'll be your training time. So you're only goal is to train and to learn
how to do your job. But then after that you know your job is to execute. But then you
know because you want to be the leader and you want to continue those skills it's about
owning that. It's about you raising your hand and saying, "Hey I'm ready for a new challenge.
What can I do?" Or "how can I push myself to demonstrate courage more?" Or you know
really owning the fact that you want to take charge about that. You know we have mentorships
as well and that's a pretty common thing within the workplace. So similarly just like we have
at SCPB, we have that in the workplace where you have someone that you can go to for advice
or you know whatever you're looking for. So the ability to say, "Hey I'm ready for a mentor.
You know. What can I do? Who can I talk to?" So take accountability for your training.
So we have, we'll be wrapping this up. So there is a whole workshop on how to find a
job and how to really get there. But first I want you to understand who are you and what
do you wanna be and that's exactly what we've been talking about is who are you. So knowing
what your strengths and opportunities are, that will really help you with your job search.
You know if you aren't comfortable you know working in teams or you know leading a team
you know maybe look for a different type of position that would fit that better. Or if
you wanna be you know into the creative aspect and you're great at innovating for example
then maybe you'll need to focus your job search on positions like that. So you know we can
go on that. I encourage you take those workshops so that there's lots of different strategies
on how to find the job. So we'll kinda skip that. But how to keep the job kinda goes back
to these leadership qualities too. Work smarter, harder, and faster. So be that team player.
Demonstrate added value. Welcome change. so we talked about that is really getting over
the fact that things will change because that is a challenge and that's hard to adapt to.
But making the change and being positive and actually going to it is important. And in
the last one, communicate open and directly. So communicates effectively the leadership
opportunity. So these are all things that you can really practice now. Same things we
can talk about that. That's a different workshop so we won't go there. So really the point
is that you don't have to have a formal position of leadership in order to be a leader and
the opportunities that you're given now at Cal State Long Beach in SCPD are exactly the
right opportunities for you to focus and develop your leadership skills now so that you can
transfer them to the workplace. You will definitely encounter the same type of challenge that
you encounter here in the workplace but they'll look a little bit different. So the more you
develop yourself here, the better that transition will be. so I'll open it up for any questions
or anything you have for me. Awkward silence. [Student] How do you apply for the leadership
program at Target? [Erinkay] How do you apply? That's a great
question. So you can just make your resume to me. I do have business cards. You can also
go to target.com/careers to apply online and then we're also going to be at the career
center. So Target aside cause I don't wanna just push Target but one thing that I wished
that I knew in my college career is that they're employers just like me that are out there
that want to hire you. Like I used to be the person who walked through the quad on the
career fair day and be like "oh my gosh. This is embarrassing. They're trying to talk to
me and be like what are they doing. It's really weird." But they were there to give me a job.
I didn't really comprehend that. Duh, strategize, opportunity. So I want you to take that opportunity
to go the career center. You know see what jobs are out there. They want to hire you.
So that's why this is great that you're doing SCPD because you're taking, you're taking
advantage of these great sources. But really investigate these companies. Investigate the
jobs that are out there because we want to hire you. We are looking for people to bring
into our company. So, that's not just Target. So really take the opportunity to see what's
out there. And the companies' career pages are usually the best place to start. They
will always have job descriptions of what's available and then all usually have contact
information like a recruiter. Any other questions? [Student] How have you demonstrated "add value"
to your company at Target? [Erinkay] Say the beginning again.
[Student] How have you demonstrated "add value" to your company at Target?
[Erinkay] That's a great question. How have I added value to my company? Wow. Woo. That's
a hard one. Well I would like to say what I, what makes me different or unique or valuable
to the company is my passion. So you know being in a recruiter role, I'm kind of the
face of the company right? And that's kind of a tricky place to be. And so I think that
I add value by being that positive person. I also have a lot of passion for my job which
hopefully I convey on others when I communicate effectively and relate well to others. Ding
ding ding ding. Right? So I think that that's how I add value and my results focus is that
I hire over a hundred executives a year. So it's pretty awesome to think that you know
through these types of situations they need great talent and then I bring them into the
company. So is that a good answer? That was a hard one. Do you have a question in the
back? No? Do you have a question? Anything else? Ok well I'll linger. There's some business
cards and pens if you want then and then there will be an online survey sent to you and you
have to take that in order to get the credit for this workshop. So I really hope you're
enjoying SCPB. It's a really great thing to go to. I wanna challenge you to take all the
workshops and really work on these leadership expectations. So thank you very much!