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7 Things To Think About Before You Accept or Turn Down A Counteroffer

You sit down with your boss to tell her you’ve been offered a job elsewhere and that you’ll be leaving the company in a few weeks. It will probably be an awkward conversation—and it will become even more uncomfortable when she asks you to stay. She might offer you better incentives, like more money or a job promotion. But as enticing as the counteroffer may be, career experts say there are a few things you’ll need to think about before you accept.

Should I share details of the new job with my current employer?

You probably won’t want to disclose the salary you’re being offered by the other company. “If you decide to tell your boss the new salary, he or she may realize that [money is what’s] pulling you away from the company,” says Tina Nicolai, an executive career coach and résumé writer. In response, the boss may counteroffer with more money, a bonus, a promotion, or better work schedule to get you to stay.

Why did I start looking for a new job in the first place?

Was it only about money? Was it because you weren’t satisfied with the work you were doing? Perhaps you’re looking for a new challenge, new colleagues, a new corporate culture, or flexibility at work? Maybe you are switching industries to follow a passion or interest? If you are presented with a counteroffer, know that accepting it typically prevents you from accomplishing these goals, says Miriam Salpeter, job search coach, owner of Keppie Careers and author of Social Networking for Career Success and 100 Conversations for Career Success.

However, if money was the only motivating factor in looking for a new job, the counteroffer may be something to consider—but know that you’d potentially burn two bridges at once if you were to accept.

Will my job be on the line if I decide to stay?

Jim Stroud, director of sourcing and social strategy at Bernard Hodes Group and author of Resume Forensics: How To Find Free Resumes and Passive Candidates on Google, says your employer may counteroffer because they want you to stick around long enough to find a replacement, “and paying a little extra now is worth it in terms of keeping the train moving, versus the potential delays and issues that would arise from an empty cubicle seat.” But this could be dangerous for you, he says. “I suspect that most companies do not see this as a long-term expense, as you have already ‘outted’ yourself as a flight risk. Most likely, they will let you go once they have someone else to replace you. Forgive me if that sounds cynical, but I have spoken with people that have experienced that first hand.”

How will I be treated if I accept the counteroffer and stay?

 If you accept a counteroffer, you may be scrutinized within your organization, Salpeter says. “Now, everyone knows you were looking for a new job. If they are paying you more, or offering you the terms you requested, your employer is going to expect something significant in return. It may be hard for some people to deliver on those expectations while in the same work environment. How motivated will you be to deliver?”

Do they really value me as an employee?

Nicolai says if you have tried to resolve issues in the workplace–whether it’s more money, a new title, a better work schedule, or time off–and the situation was not resolved prior to putting in your two weeks’ notice, then know that the proposed counteroffer is likely only being offered to benefit the employer. “If the employer were sincere, the proposed offer would have been made when you originally approached your boss with your concerns.”

How can I turn down the job offer without burning bridges?

Ideally, you’d only engage in a counteroffer conversation before you officially accepted the job (after you receive an offer in writing and before responding). “In this case, I think it is best to simply state that you appreciate the offer and the organization’s time, effort, and energy in the interviewing and hiring process, but that you have decided not to accept the job. Be prepared for a conversation with the recruiter or hiring manager, who may be very upset or shocked,” Salpeter says.

Another option: “At this time, I have decided to stay with my current employer. I cannot thank you enough for your time and interest surrounding my interview process. I have truly enjoyed meeting everyone at your company. I would like to keep our communication and relationship ongoing,” Nicolai’s suggests.

Stroud says he would offer his apologies and provide a list of referrals that the other company may want to contact in his place.

How can I turn down the counteroffer without burning bridges?

If you determine that accepting the counteroffer isn’t in your best interest, you should decline politely to avoid burning bridges. “You never know. You may have to work with that person again in a new capacity. Maybe they will become a customer. Maybe they will be pals with an executive you are trying to partner with. It’s a very small world,” Stroud says.

First, thank your boss for the counteroffer and say, “I am truly flattered, but wheels have been set in motion and I cannot renege on my word. I realize that my leaving may put you at a disadvantage which is why I have put my work in order, made notes on all the projects I am currently working on and giving you a list of potential hires that I have already vetted.”

A week after leaving the company, send a thank you note for the lessons learned while working at the past employer, Stroud suggests.

https://www.forbes.com/pictures/efkk45ellkf/7-things-to-think-about-before-you-accept-or-turn-down-a-counteroffer/#a131d98b1fc1

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How to respond to a counter offer

With many employers struggling to retain good quality staff, professionals are increasingly likely to be presented with a counter offer when they announce their resignation.

The decision whether or not to accept a counter offer is an important one that may have a lasting impact on your career.

You should consider whether the counter offer will truly address your original reasons for wanting to leave and if your future with the company could be impacted even if you decide to stay.

“Our research has shown that while many professionals have received counter offers during their resignation process, 39% of those who accepted returned to the jobs market within a year,” said Sam Walters, Associate Director at Robert Walters.

“This suggests that employees who have considered leaving a company and have found an alternative role will not be persuaded to stay long term.”

Your existing company wants to buy you back

It is in an organisation’s best interest to retain their best staff if they can, so when a valued team member hands in their notice, managers will often try to financially incentivise the employee to stay.

Change can seem daunting and increased pay and progression is appealing, but before you accept the counter offer you should consider a number of factors:

1. Are the reasons behind the counter offer in your best interest?

It is usually cheaper to keep an employee through offering a pay rise or promotion than it is to hire and train a new member of staff, so this may be the main reason your employer wants you to stay.

“While it is clearly in your employer’s interest to retain you, this doesn’t change the fact that you’d been unhappy enough at work to not only look for another opportunity, but to interview and subsequently receive an offer for a new job,” continued Sam Walters.

2. The trust has been broken

While many professionals have received counter offers during their resignation process, 39% of those who accepted returned to the jobs market within a year.

It may be worth considering whether your employer’s opinion of you will be coloured by the fact that you seroiusly considered leaving.

If you have been looking for another job, then your employer may see you as less trustworthy than before and could view any dental or doctors appointments suspiciously which may make you feel unsettled at work.

3. Would you have received a pay rise or promotion if you hadn’t resigned?

It is worth considering whether you would have received this recognition of your hard work if you hadn’t handed in your notice, and if not – do you want to stay at a company that doesn’t reward its employees until they hand in their resignation.

“In some cases employers will offer an increased salary as a counter offer at the direct expense of a bonus payment,” added Sam Walters.

“Particularly for professionals in fields where their bonus accounts for a signifincant part of their annual income this can interfere with their financial plans.”

4. Why did you want to leave in the first place?

While financial rewards are attractive incentives, recent research by Robert Walters has shown that employees are most likely to look for new job opportunities that offer them better career progression.

So accepting a counter offer purely for the financial benefits doesn’t mean that you won’t still feel dissatisfied in your role in a few months’ time.

https://www.robertwalters.co.uk/career-advice/should-you-accept-a-counter-offer.html

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10 Steps to Setting and Achieving Goals at Work

Make goal-setting an ongoing practice.

Setting goals at work is an interesting balancing act. On the one hand, your workplace goals must support the company mission. On the other hand, they must be your own. Otherwise, goal-setting is just a rote, check-the-box exercise.

An additional complication is that certain companies (and managers) are better at helping their employees set and achieve work goals than others. The good news is that even if you work for someone who approaches the annual goal-setting session as a necessary evil, there are things you can do to get some value out of it. If your manager genuinely understands the power of goal alignment and setting and achieving goals, you have a great opportunity to use the conversation as a starting point for career growth.

Here are 10 things to keep in mind before setting goals at work and filling out that goal sheet.

1. Get clarity on your team’s structure.

First things first – you must understand the functions and interrelationships of your team in order to set workplace goals that will make your team more productive and helpful to the rest of the organization. In a practical sense, every team serves as a supporting unit and a consumer of support at the same time. Get the mapping right, and you will be able to identify specific and measurable things you can do better to help processes and projects run smoother.

2. Talk to your boss. What can you do to make their job easier and make them look good?

No matter what your job description says, your job is really all about making your manager’s life easier. Think of it as an opportunity to be of service. Having a frank conversation about how you can support your boss will go a long way towards defining your workplace goals.

3. Focus on what you can control and have a plan for the rest.

For every workplace goal, there are factors you can control and factors that are out of your hands. Be clear on the distinction, and have a plan for what to do if the out-of-your-control factors don’t line up.

Imagine that you are a supervisor within an accounting department in a hospital. Let’s say you set a goal to shorten the month-end close timeline by 2 business days. Success will depend on the skill and collaboration of your accounting department (something you can contribute to and control), and on the ability of other departments to deliver critical data on time (something that is out of your control). It is smart to have a plan to coordinate the month-end close with other departments, remind them of the deadline and keep the communication lines open – but you must have a plan and an accountability agreement in the event they fail to deliver.

4. Think about your career path in the long run.

What is your ideal next professional role? What qualifications and skills do you need to qualify? Which success stories will make you a suitable and impressive candidate? Line up your personal goals for work in a way that allows you to gather those accomplishments and learn the skills.

5. Go beyond immediate tasks and think of the big picture.

Your growth as a professional is bigger than productivity and proficiency at your desk! Career progression often requires a broad scope of skills and experiences. Add professional seminars and other educational opportunities to your goal list, because continued learning is critical to your ability to expand your responsibilities and get promoted.

If you would like to move into a VP or a C-suite role in the future, consider looking at rotations in other departments. The knowledge of how different parts of the company fit together will prove useful and may set you apart from competing candidates.

Finally, if you see yourself growing into a management or client-facing role, Toastmasters is a fantastic way to sharpen your public speaking skills.

6. Get clarity on what goal achievement would look like.

You know the basics: a good workplace goal is specific, measurable, attainable, relevant, and time-bound. Go beyond those basics and visualize what goal achievement would look like. Would it make a particular project flow easier? Would it allow the team to work together more effectively? The image of a goal achieved will keep you motivated.

7. Schedule periodic check-ins.

The act of setting work goals is not limited to one conversation at the start of the performance period. Any plan must be flexible in order to retain its usefulness, and professional goals are no different. Sit down with your manager to talk about status and progress throughout the year. These conversations can be formal and regular (at the end of every quarter) or more ad-hoc. No matter which frequency you choose, the important thing is to keep the communication channel open, so that your goal plan can adapt to reflect today’s reality and priorities.

8. Ask for support if you need it.

Superstar performers in sports and at work don’t have to do it alone. Moreover, they know that they can achieve more and do it quicker with the help of a mentor or a coach. If you wanted to get better at golf, you would probably hire an instructor who would help you improve your swing. Your career is no different. Look for allies, both within your company and outside of it, and build a network of professionals who care about your success. Talk to them, ask for advice and listen carefully.

9. Do a periodic comparison of your annual goals with your to-do list.

Setting goals at work is great for mapping out big-picture targets and wins for the year. The unfortunate reality is that fire-drills and urgent reassignments can make it difficult to focus on the things that everyone had agreed were important. Continued professional education is a good example. Everyone knows it is valuable for your expertise and proficiency. It is also a requirement for retaining many professional certifications and licenses. However, continued education so often falls by the wayside because of client demands, deadlines and last-minute assignments. If you have ever had to cram a year’s worth of education credits in the last three weeks of the year, you are in good company.

So, do a periodic check of how well your daily to-do list aligns with your big-picture workplace goals. If the two have nothing to do with each other, talk to your manager and take action.

10. Track your accomplishments.

We have all been there – as you’re preparing for your annual evaluation (or revising your resume for your job search), you draw a complete blank on your past accomplishments. You know you have been busy, and your manager is generally happy with your work, but you cannot name a single specific success over the last year.

The lesson here is that it can be difficult to recall success details at the end of the performance period. After all, you have a full year of projects to think through! Save yourself the trouble and keep a running list of your wins (a simple Word or Excel document will do just fine). List everything from meeting regular deadlines to stepping in to help with an urgent research project, to completing successful client pitches and presentations.

In closing, remember that setting goals for work is best when it is an ongoing practice. Do yourself a favor and treat it as a conversation that never stops. Every time you get a new assignment, ask your manager to clarify expectations. What does he hope to accomplish through your work? Where does he anticipate difficulties? What is the timeline, and why is this project important? After the project is wrapped up, have a conversation to debrief and talk about what went well and what could have been done better. Many professionals are apprehensive of performance discussions, but the truth is that you can only get better if you know what skills and habits need more work. Keep the communication lines open, and you will set yourself up for more interesting work and a faster career progression in no time.

https://www.topresume.com/career-advice/10-steps-to-setting-and-reaching-goals-at-work

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Master the One-on-One Meeting

Whether you’re a CEO or a line manager, your team is just as important as a group as its members are as individuals. Today’s tech companies offer many perks to attract and retain the best employees. We offer competitive salaries, training and the promise of success—professionally and financially. But how we treat them as individuals can determine the way their DNA will impact the fabric of your organization. What are you doing, as their manager, to make sure they are satisfied and making the best contribution to your organization?

I have managed over 100 direct reports over the course of my career. From the nerdiest, most introverted engineer to the highly extroverted sales executive. They’ve been on either side of up to 20 years senior or junior to me, varying genders and from as far away as India and China to as near as the office next door. No matter what their role, experience, proximity or personality, I have always made their one-on-ones (1:1’s) a priority. Why are 1:1’s so important?

  • Whether it’s an hour a week or 30 minutes once a month, making time for an individual says you give a damn about them as a person.
  • The 1:1 is the only forum where you can have an honest, private, conversation with each other about what’s really going on—professionally and personally.
  • This is a routine opportunity for you, as a manager, to assess the parts (your employees) that lead to the productive whole (your team)—which we all know is more powerful than the sum of said parts.
  • A leader who makes time for their team members—especially those who are also leaders—is less likely to suffer poor team performance because of ambiguity and mistrust. Each 1:1 is an opportunity to clarify the goals of the organization, your performance expectations and build a trusting relationship with your employees by getting to know them as people, not just workers.
  • Finally, constructive 1:1s throughout the year makes performance reviews a breeze. With routine 1:1s, review time can be more about goals and the year ahead instead of constructive feedback from the past.

Don’t just schedule these important meetings with your direct reports, be thoughtful about how these sessions play out. Below is the guidance I give to new managers on conducting 1:1’s.

Be thoughtful about how your one-on-one meetings sessions might play out.Source: Yuri_Arcurs

Set expectations
Whether your employee has worked for you for awhile and you’re just kicking off 1:1s, or they are a new hire and you’re rolling them into the fold, set expectations up front.

  • I am a big believer in being clear about behavior changes. If this is a new process you are putting in place at your company/in your team, be transparent about it. Otherwise, people worry something bad is going to happen (getting fired) if you all of sudden start scheduling 1:1s. Announce it at a team meeting/all-hands or send out an email/slack being clear about why these are important to do.
  • This meeting is for them as much as it is for you. Be clear that you do this with all employees who work directly for you. No one is being singled out.
  • Book a regular cadence of 1:1s. They should not be ad-hoc. It’s ok to skip one every once and awhile, but having it locked into the calendar is your commitment to being there for your employee.
  • Decide the best cadence with them (weekly or every other week? 30 minutes or an hour?) and what the format should be—your office or theirs, a walk, or maybe grabbing coffee. Different formats work for different employees and they can always be changed as you get into a groove. [see below on remote employees]. Just don’t do after work drinks—that suggests a less serious discussion.

The agenda
If a meeting is important enough to have, it should have an agenda.

  • Topics in a 1:1 should be about professional growth, personal connection and for giving each other feedback. Do not use the meeting to re-hash things from a group meeting or standup unless there are specific things you took off-line in that meeting or need to provide/get constructive feedback.
  • 24 hours or so before the meeting, email the employee a list of what you’d like to cover. Try to do a split between strategic, tactical and personal items and always ask your employee what they want to cover too. For efficiency, let them know if you need them to bring/read/do something before the meeting. For example:

    Jessica, for our 1:1 tomorrow, I’d like to cover the following:

      • Review a potential change to the product roadmap for next quarter and how that might impact your team. Please bring the latest roadmap with you.
      • Walk through the training presentation deck you are preparing for your new hires. Please send me your latest version tonight if you can?
      • Get feedback on whether the budget changes I made for you were helpful. Let me know if there are new numbers I should look at before we meet.
      • Hear about your vacation! Your pics looked awesome.

    Let me know what else you’d like to cover. Looking forward to catching up!

The 1:1 meeting
With an agenda set and materials pre-reviewed/in-hand, you are ready for a productive session.

  • Walk through the agenda. Ask if there’s anything else to add before you dig in. Always leave a door open—sometimes an employee is holding back on something.
  • If there are hard things to discuss (maybe some tough performance feedback), try to bookend it with two positive topics. That way, the close of the meeting doesn’t leave your employee feeling down. You’ve given them good feedback and some things to work on.
  • Do not monopolize the conversation. This is for you each to get time to talk. Pause often and make sure there is opportunity for discussion and questions.
  • Always end the meeting asking them how things are going overall and if there is anything else you can do to make them successful. Sounds awkward, but that’s your job! If your employees are a success, you are success.

After the meeting
It is important to always follow up any 1:1 (or scheduled meeting, for that matter) with notes on what was discussed, decisions made and, if relevant, any constructive feedback that will be measured going forward. Keep it short and sweet:

Jessica, good meeting today! From what we discussed:

    • Sounds like the roadmap change won’t slip the schedule much. Please share the new schedule on slack so the team can digest it before our Product group meeting.
    • Love the training deck! Let me know if you want to practice with me before you present next week. You’re going to crush it.
    • Sounds like those budget tweaks aren’t cutting it for your team’s needs. I’ll try to adjust next quarter, but right now you are going to have to work with what you have. Manage your spend carefully.
    • Thanks for letting me know you’re working on a personnel issue on your team. Let me know if I can help. Otherwise, keep me posted on how it plays out.

A recap ensures that you’re both on the same page and it serves as an audit trail if/when anything goes off the rails. Do this with ALL your employees. Otherwise, some may wonder why they’re getting follow up emails and others are not. Consistency in leadership is critical!

Remote employees and non-Directs

  • 1:1s with remote employees can be tricky. I recommend using video whenever possible and, if possible, 1-2 in-person 1:1s a year to maintain the personal connection. All other suggestions above apply for the remote employee.
  • It is perfectly OK to have 1:1s with junior people who do not work directly for you. Just remember, you are NOT their manager. Be clear about why you are requesting the meeting.

    Perhaps you are the CEO and want to have a 1:1 with a lead engineer to get a better understanding of a product challenge:

    • Make sure the engineer’s manager knows why you want to have the meeting.
    • Make sure the engineer understands you would like to get the detail directly vs. through other people. You are not going around their boss who knows you are requesting this meeting.
    • Be very careful about feedback. Always end such meetings with next steps being how you’ll follow up with the employee’s manager if there are any action items. Never undermine someone’s manager by giving specific direction without consulting with their manager. Especially if you are the CEO/CTO or other senior position. Often, the most simple “that sounds cool” can be heard as “do it!” from someone more senior than your boss.

Invest in your team
One-on-ones can make all the difference in how you lead. Your time invested in doing them right will pay off not only with each individual, but with how your organization functions as a team.

Have other tips on running successful 1:1s or good lessons learned from not having them? Please share in the comments.

Reprinted with permission from the author’s blog post, Mastering the 1:1.

Original Article – Harvard Business School

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6 Reasons Successful People Are Choosing to Wear the Same Thing Every Day

(Credit to the original author, Joshua Becker: Article)

The Capsule Wardrobe movement continues to gain momentum. Our culture’s obsession with ever-changing fashion trends is an artificial pursuit manufactured by those who benefit from it. Read more

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