Become Your Company’s MVP and VLP
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Become Your Company’s MVP and VLP
By Bob Moore, CMC, MCC, The Effectiveness Coach®
Many employees fear they will be the next to hear, “We have to let you go.” This fear is well-founded when you consider 3.6 million American jobs have been “cut” since December 2007 and some economists project job losses could top 800,000 per month. Employers are desperate to keep their companies afloat and are eliminating jobs with no direct link to the bottom line.
The best way to avoid becoming one of those statistics is by proving to your boss that you are your company’s “MVP.” Do you know what it takes to become the Most Valuable Player?
Begin by becoming an expert at making sales, positively influencing the bottom line, or consistently demonstrating you have the qualities that translate into measurable results.
When you know how to sell, reduce costs or provide extraordinary service that builds customer loyalty, you will be the VLP, the “Very Last Person” the company will consider letting go.
How do I know this? Effectiveness, Inc. is working with companies that have an “RIF” plan—Reduction in Force. We begin by determining the talent requirements or attributes of essential positions and how to match people to them.
Here is some interesting data. The skill of self management consistently appears in the top seven priority requirements for positions like Outside Sales, Supervisory and Customer Service. Further, only 50 percent of the typical workforce has levels of personal accountability above 6.5 on a 10-point scale. The good news is these are personal skills just like selling skills that can be learned, developed or improved.
Coaching Point: Do whatever you have to do to become essential to your boss—to become an MVP or VLP. Increase your awareness, and develop an action plan immediately. Enroll in a seminar, read a relevant
book, listen to a skill development tape/CD or hire a personal coach.
Enthusiastically,
Bob
Bob Moore, CMC®, President
Effectiveness, Inc/The Effectiveness Coach®
Aligning Human Capital with Strategic Objectives
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