{"id":26596,"date":"2023-03-07T11:29:15","date_gmt":"2023-03-07T11:29:15","guid":{"rendered":"https:\/\/benelux.vps.buzztestserver.co.uk\/?post_type=resources&p=26596"},"modified":"2024-09-04T11:02:45","modified_gmt":"2024-09-04T09:02:45","slug":"are-you-proactive-enough-at-work-5-ways-to-take-more-initiative","status":"publish","type":"resources","link":"https:\/\/benelux.vps.buzztestserver.co.uk\/en\/resources\/are-you-proactive-enough-at-work-5-ways-to-take-more-initiative\/","title":{"rendered":"Are You Proactive Enough at Work? 5 Ways to Take More Initiative"},"content":{"rendered":"\n

This article originally appeared on\u00a0Microlearning<\/a><\/em><\/em>, our bite-sized online solution for leaders and individual contributors.<\/em><\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Do you want to be the person who waits for things to happen to them or the person who makes things happen? We all have the power to choose.<\/p>\n\n\n\n

Here are a few ways to shift out of reactive mode and start taking more initiative.<\/p>\n\n\n\n

1. Seek clarification before jumping to conclusions.<\/h4>\n\n\n\n

You hear that your boss is canceling your project in favor of a new initiative or that your company is acquiring a competitor. Your first thought might be, That\u2019s a dumb decision!<\/em> or That will never work!<\/em><\/p>\n\n\n\n

It\u2019s natural to have an emotional response, but first reactions are rarely based on complete information \u2014 and they\u2019re unproductive if you let them harden into judgment without further analyzing the situation. More context helps you understand more fully and chart a way forward.<\/p>\n\n\n\n

To get it, shift into curiosity mode and ask your manager or other decision-makers questions like:
<\/p>\n\n\n\n

    \n
  • \u201cCould you share more about the thinking behind this decision? I realize I don\u2019t fully understand it, and knowing more could help me process the new direction and apply what I learn to my future work.\u201d<\/li>\n\n\n\n
  • \u201cThis is some big news, and I want to be sure I understand success criteria going forward. Could you share more about what our ideal outcome looks like?\u201d<\/li>\n<\/ul>\n\n\n\n

    Then, write down what you can and cannot control about the situation to help you determine what to let go or accept (e.g., that an acquisition is happening) and what to act on (e.g., building a relationship with a key person from the acquired company and how to contribute to the first integration projects).<\/p>\n\n\n\n

    2. Build an important relationship now \u2014 before you need something.<\/h4>\n\n\n\n

    No matter your role, at some point, you\u2019ll depend on a colleague \u2014 to answer a question, help you finish an important project, or solve a thorny problem. Plus, teammates and peers on other teams can be excellent sources of information to broaden your perspective of how your work fits into the big picture. Take time now to build strong relationships, and you\u2019ll elevate your thinking and have an easier time getting help when you need it.<\/p>\n\n\n\n

    Rather than trying to build lots of relationships, focus on one important one: Who has expertise that could be helpful to you now or in the future? Who makes decisions that impact your work? Whom do you typically need help from or anticipate needing help from in the future?<\/p>\n\n\n\n

    Choose a person and determine how you want to reach out. For example, you could:
    <\/p>\n\n\n\n

      \n
    • Offer a way to help with their current project:<\/strong> \u201cI\u2019ve heard a bit about what you\u2019re working on. If data analytics support would help you, let me know \u2014 I\u2019d be happy to run a report for you.\u201d<\/li>\n\n\n\n
    • Invite the person to coffee or lunch to learn more about their goals:<\/strong> \u201cIt sounds like there\u2019s some overlap in what we are working on. I\u2019d love to hear more about your goals and trade ideas. Do you have time Friday to connect over coffee or lunch?\u201d<\/li>\n\n\n\n
    • Ask a colleague to make an introduction:<\/strong> \u201cI know you have a great working relationship with Amarachi. I\u2019m interested in getting to know her better because I see a lot of overlap with what we do. Would you be willing to introduce us?\u201d<\/li>\n<\/ul>\n\n\n\n

      3. Seek feedback.<\/h4>\n\n\n\n

      Are you being as effective as you think? You can answer that question now \u2014 by asking others. It\u2019s common to resist seeking feedback to avoid discovering that you\u2019re not viewed as favorably as you imagined. But you\u2019re using that feedback to help you move forward toward an outcome you want. That\u2019s a good thing, right?<\/p>\n\n\n\n

      Besides, waiting for feedback to come to you is risky. People don\u2019t always give it freely. You could spend months annoying your manager with long-winded updates they don\u2019t read or frustrating a peer so much by not responding until the last minute that they stop asking you to work on their high-profile project.<\/p>\n\n\n\n

      To seek feedback effectively:
      <\/p>\n\n\n\n

        \n
      • Be specific about the exact feedback you want.<\/strong> If you ask broadly, \u201cHow am I doing?\u201d you\u2019re likely to get a reflexive \u201cFine.\u201d Instead, make it easier for the person to give you useful feedback by framing your ask, \u201cI want to be sure that my updates are giving you what you need. Would you be willing to share what\u2019s working for you and what could be better?\u201d<\/li>\n\n\n\n
      • Give the person time to think.<\/strong> It\u2019s hard to give meaningful feedback on the spot. If possible, ask ahead so the person has time to think through what they\u2019d like to share. \u201cAfter the event happens, it would be really helpful to hear your thoughts on how I\u2019ve planned all the details. Could I schedule 20 minutes with you next Wednesday to talk about it?\u201d<\/li>\n\n\n\n
      • Thank the person for the feedback, even if it hurts or you disagree.<\/strong> Regardless of how you feel about what they say, the person has tried to help you improve by giving you feedback. If you don\u2019t show your appreciation, they likely won\u2019t try to help you in the future.<\/li>\n\n\n\n
      • Pay attention to less obvious forms of feedback, such as body language.<\/strong> Feedback is all around you, all the time. Your manager shrugs and avoids eye contact \u2014 maybe you should ask a follow-up question to learn more about what\u2019s not<\/em> being said. People often check their phones when you\u2019re speaking during meetings \u2014 maybe you\u2019re taking too long to make your point. A peer reaches out to you for advice \u2014 maybe you\u2019re more respected and appreciated than you realize.<\/li>\n<\/ul>\n\n\n\n

        4. Whenever possible, bring ideas for solutions when you raise issues or challenges.<\/h4>\n\n\n\n

        When you just point out problems or what\u2019s wrong with ideas, you could easily get labeled \u201cnegative\u201d or \u201ccomplainer.\u201d But when you raise problems and offer potential solutions, you send the message that you want to help and act. And in the process, you can show your creativity and critical thinking skills \u2014 traits important for anyone who wants to have an impact and move up in their organization.<\/p>\n\n\n\n

        So when you encounter a problem, think through three potential solutions. Try to develop a range of options \u2014 from quick fixes to longer-term solutions \u2014 and a good rationale for why you think each might work. Even if you don\u2019t share all three when you raise the issue, pushing yourself to come up with options increases your chances of coming up with a decent idea.<\/p>\n\n\n\n

        Note: You won\u2019t always come up with a solution, but that shouldn\u2019t stop you from raising important issues. In those cases, try leading with the fact that you don\u2019t have the answer to show that you\u2019re not just complaining (e.g., \u201cI don\u2019t have a solution, but thought this issue was important for you to know. Could we work on possible solutions together?\u201d).<\/p>\n\n\n\n

        And to be next-level proactive, consider your boss\u2019s biggest challenges and how you can help, whether it\u2019s offering ideas or volunteering to take on tasks you know matter to them. After all, part of your job is to help your boss strategize and troubleshoot.<\/p>\n\n\n\n

        5. Ask to take more ownership of some aspect of your work.<\/h4>\n\n\n\n

        Everyone wins when you build autonomy: Your manager gets to take a step back as you step forward to boost your skills and performance \u2014 and even spot a better way to do the work. Pick a task that you feel ready to do with less guidance or a skill to develop in order to advance in your career.<\/p>\n\n\n\n

        Depending on the task and your relationship with your manager, in your next 1-on-1, you could ask for more ownership directly (e.g., \u201cI\u2019m pretty comfortable with this project now. Could we switch our weekly project check-in to monthly \u2014 and I\u2019ll let you know if I need your input in the meantime?\u201d). Or, ask to work together to map out growth stages for the task.<\/p>\n\n\n\n

        For example, if you want to become the go-to person to present to clients about your group\u2019s work, your growth stages might look like this:
        <\/p>\n\n\n\n

          \n
        1. Create a client presentation in close collaboration with my manager or a peer.<\/li>\n\n\n\n
        2. Create a presentation on my own, and request feedback from my manager before delivering it to a client.<\/li>\n\n\n\n
        3. Create and deliver a presentation to a client independently, and solicit my manager\u2019s feedback afterward.<\/li>\n<\/ol>\n\n\n\n

          Work with your manager to map actions you can take to progress from one growth stage to the next, like giving practice presentations or seeking tips from presentation experts in your department. As you take those actions, check in with your manager to gauge your progress and adjust the plan as needed.<\/p>\n","protected":false},"excerpt":{"rendered":"

          This article originally appeared on\u00a0Microlearning, our bite-sized online solution for leaders and individual contributors. Do you want to be the person who waits for things to happen to them or the person who makes things happen? We all have the power to choose. Here are a few ways to shift out of reactive mode and […]<\/p>\n","protected":false},"featured_media":0,"menu_order":0,"template":"","class_list":["post-26596","resources","type-resources","status-publish","hentry","type-newsletters"],"acf":[],"yoast_head":"\n5 Ways to Take More Initiative! Be Proactive | FranklinCovey<\/title>\n<meta name=\"description\" content=\"We all have the power to choose (Habit 1). Here are a few ways to shift out of reactive mode and start taking more initiative. 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