Job security.By Hersh, Richard

Job security.
By Hersh, Richard
Publication: Association Management
Date: Thursday, August 1 1991

Job Security

There is no such thing, but you can protect yourself with 10 maxims.

In recessionary times, businesspeople typically react by seeking job security and evaluating their effectiveness in their current positions. But this is the wrong time to begin a process that should be ongoing.

Many executives being asked to leave today are fully competent. At some point, however, something has happened to their ability to garner support. That is why executives should continually review their own performance and consider when it may be advisable to look for a new position.

I once asked the chair of a major corporation how his business was doing. He responded, "Business has never been better, and it proves what a genius I am." He paused and continued. "Of course, last year I was an absolute idiot."

This executive obviously had a clear understanding of his position within an organization. He was able to recognize his abilities and at the same time comprehend that there were matters--such as how he may be perceived by others in the firm--over which he had no control.

I believe it's always appropriate to evaluate your position within your association. To that end I've developed 10 maxims. 1. Prepare for the worst of times, even in good times. Dickens might have said of this recession: "It is the best of times. It is the worst of times." Another way of saying the same thing is to always consider your position in jeopardy. Fear is powerful motivation, and decision making based on the fact that it is indeed "the worst of times" will save you from false security during calmer periods. 2. It is not your association. Two maxims fit well with this point:

* Don't become too friendly with particular members of the board of directors. * Never assume you are anything other than an employee.

Members of boards are not often involved in daily management. As long as you hold your position, you are a staff member, not a board member. Being friendly with members of the board is an important aspect of your job, but do not rely on friendliness to keep you safe from criticism and examination. 3. You are the boss. This may seem to conflict with the previous point. But you are in charge of your staff; that is not the board's responsibility.

Most of us want to be liked by coworkers, and being the boss often makes this difficult. However, to be an effective manager, you must be the boss and everyone around you must know it. 4. Someone always wants your job. This is a difficult concept for good managers to accept, as many feel secure within the organization. But to succeed, you must use subordinates to your benefit. I am always amazed by executives who say they want to be surrounded by staff who want their job. This sounds noble, but unless you firmly remember point three, you will be looking at someone else in the executive office. 5. Staff work reflects on you. The kiss of death for any executive comes when the board begins to wonder what you do with your day. That is why it is necessary to maintain visibility as a good manager. The good work of employees can only reflect on you if others feel it is because of your management. 6. Understand finances. Understanding finances means not just knowing about the bottom line but also the intricacies of related organizations, the economy, and the feelings of the board.