#AskAHiringManager: The Secret to Getting a Promotion or Job Offer
By Khadejah Stegall
Khadejah Stegall is a part of the TLC college ambassador program and a recent college graduate of North Carolina A&T State University.
Ever wondered how someone can turn their internship into a full-time job offer? TLC talked with a senior career coach, Rishal Stanciel, on how to get the offer by using a brag book performance tracker and mastering the 4 P’s of your personal brand. Stanciel has over 20 years in corporate America and knows firsthand how to impress your manager to get a promotion and a job offer. She follows a simple concept on tracking your success against your competencies and goals. Stanciel has used the brag book tracker in her career at Kraft Foods and Pfizer to receive record-breaking raises, stock options and faster promotions. She assures how the brag book concept was the key to her success in demonstrating competencies and driving desired results. Stanciel was kind enough to give us insight on how to use the brag book tracker to win and what managers look for in employees who get promoted faster and full-time job offers!
1. Can you explain the motto of the 4 P’s?
I came up with the model to express to other young professionals on how to build their brand. The 4 P’s of personal brand branding are preparation, performance, persistence and perception.
You prepare in everything you do whether you’re at work, in class or whatever organizations you are involved in. You have to take in the preparation work. If you are prepared, then you are given the opportunity to perform. I use the analysis of Michael Jordan. He didn’t make his high school basketball team one year, and he just worked like heck trying to get his game together so when the opportunity presented itself again, he was able to perform, and the results followed.
The next P is persistence. You prepare, you perform, and then you have to be persistent. You have to be just as good on day one of an internship as you are on the last day of that internship, just as good on the first day of that job as you are five to six years later because you are always constantly building your brand.
That leaves me to the 4th P, which is the perception of your brand. If you prepare well, perform when given the opportunity, persist in that great performance, then the perception of your brand will be outstanding, and you will develop a strong personal brand.
2. What do you think stands out in interns that end up getting an offer versus the interns that do not get an offer?
You have to do the 4 P’s, and you have to understand what the expectations are. There are always competencies and measurements that people use to assess performance. Those interns that can identify what their competencies are up front, whether it’s analytic skills, presentation skills, or whatever those specific requirements are for that role are the ones that bubble up to the top. The ability to show them what they can anticipate from you as a full-time person during your internship is key. If your manager can trust you to be a good 4 P facilitator but also trust that you are going to be consistent in your behavior and take care of your competency, those are the interns that rise to the top. A couple of others I’ve seen in my career is the ability to develop relationships and are responsive to feedback. People hire who they like. If they don’t find a way of connecting with you, then typically it doesn’t lead to anything. Build solid relationships throughout the organizations and listen to feedback. Use feedback as an opportunity to press back to do better the next time. If you respond to feedback, you’ll get more feedback. The opportunity for growth exists in receiving feedback.
3. What are some desired traits interns should possess to have a successful internship?
You want to have interns that are intellectually curious and an innate ability to deliver results and great project management skills and the ability to build strong relationships. When you have interns that don’t show initiative, then it’s a concern. Even if your natural personality is an introvert, you still need to have some extrovert abilities to be able to communicate and drive projects forward. You need to have an innate ability to have the desire to impact and to follow through to be successful. You have to follow through with what you say you are going to do. If you don’t follow through, then you are not going to gain trust from your peers or your manager. Another thing is attention to detail. When you produce that final deliverable, does it represent excellence? Did you just put it together just to get it done? Did you take the extra step of having others review it? People don’t mind helping, but you’ve got to ask for help.
The knock on millennials is that millennials tend to be involved in the virtual relationships within the real relationships. There is a miscommunication because of the perception that you all are virtual. When you go to a networking event, talk to them, build a relationship, give them your story, connect with them and then connect with them by using social media. You are losing out on the opportunity to learn from someone or them learn from you whether it’s culturally or professionally.
4. Can you explain what a "Bragbook Tracker" is and why it has been favorable to your career?
The Bragbook Tracker is a way in which you can demonstrate mastery of your goals, your competencies and your relationships. If you track your project on a day-to-day basis and you know what you’ve done, it keeps you on target. You’re making sure that the work that you contributed is tied back to your performance. If you manage to track your brag book well, then your performance will only be a reiteration of what you have already done. If you only keep track of a little bit of it, when you get your performance review, you are going to try to pull things out the air. You want to pull out stuff based on facts to your manager. Over my 20+ year career, because of the brag book, I got promoted faster, bigger raises and more stock options. Without the brag book, I would have just been a good performer. Even if it meant setting up a group lunch for the interns, I put it on my brag book because it took time and it also demonstrated teamwork. With the brag book, I understood my competencies, and I defined them. It forced me to be focused on the work that I did. It either works based on the goals or projects you’ve been assigned or something that’s important to the company. If it didn’t fit in those roles, then it didn’t get done because it’s not important. The brag book tracker concept originated in the 80’s, but I’ve been able to share it with all of my students. The biggest thing it’s been able to do for me is to prove my performance. The brag book is for your eyes only. The information in it is used to get you promoted. Those individuals will get there faster and stay there longer.
5. How often should you meet with your manager about your performance?
I think you should have weekly meetings with your manager. In that weekly meeting, you are sharing what you are working on, and you’re asking for feedback. Some managers won’t allow you to meet every week so send them an email. There should be a constant dialogue with your manager. If you’re not telling them what you are doing and you’re not getting feedback, then you have no idea how you can improve. It’s too important to let time go by and not know that you are doing well.
Coach Stanciel currently recruits top talent for Management Leadership For Tomorrow, a non-profit organization that is changing the face of leadership in the private and social sectors. She is dedicated to her life’s purpose of coaching others in their career to lead to success. Stanciel has a book published dedicated to helping college students finish successfully in four years.
Khadejah Stegall is a mommy blogger that inspires others to achieve the impossible through the power of Jesus. She enjoys family time, eating vegan meals when it's convenient and mentoring others on professional development. To be inspired by more post, follow her blog at khadejahstegall.com.