By Patrick Hruby

When future talking-monkey archaeologists sift through the detritus of postapocalyptic America, they would do well to ignore the usual cultural Rosetta Stones – the Statue of Liberty, Mount Rushmore, seven seasons and counting of “The Real Housewives of Orange County.”

They should focus instead on a single artifact: the AeroShot caffeine inhaler.

Sleek and plastic, the size of a lip balm tube, the AeroShot is the brainchild of David Edwards, a Harvard professor of biomedical engineering who also invented breathable chocolate. (Don’t ask.) The AeroShot contains a puff of lime-flavored caffeine powder; one squeeze, and it dispenses about 40 mg of the drug in your mouth, like an asthma inhaler.

A startup product recently released in the Boston area, the AeroShot already has drawn the ire of Sen. Charles E. Schumer. In December, the New York Democrat expressed concern that the inhaler would be used as a “party enhancer” and asked the Food and Drug Administration to review the safety and legality of selling it to children.

In doing so, Mr. Schumer overlooked the obvious: When it comes to the nation’s predilection for energy-boosting enhancement – at parties, at the office or anywhere in between, for young and old alike – the horse has long since left the barn, if only to lap up a double espresso at the neighboring Starbucks. (Speaking of which, the coffee bar chain briefly pilot-tested its own caffeine inhaler in 2006, one with mint flavor instead of lime.)

“At the time we came up with the AeroShot, we were looking at breathable coffee, breathable vitamins, the most high-value ingredient the product could have,” Mr. Edwards said. “We came up with energy. There is a big demand for energy in the United States.”

One nation under a buzz

America, the land of the free. America, home of the amped. From the 24-ounce Cafe Americano to the 64-ounce Mountain Dew Double Gulp, from ubiquitous coffee shops to the widespread use of the prescription drug Ritalin (read: legal speed) as a campus study aid, we are one nation under a buzz, indivisible from our next fix, with 5-Hour Energy shots and caffeine-spiked chewing gum for all.

To understand the depths of our perked-up desire, consider:

• The average American ingests as much as 300 mg of caffeine a day, equal to three No-Doz pills;

• From June 2010 to June 2011, amid ongoing economic malaise, energy drink sales rose a whopping 31.6 percent.

• At an Army lab in Natick, Mass., military scientists reportedly have taken time out from developing Global Positioning System-guided helicopters to test and develop … caffeinated meat.

Or, just visit a Starbucks.

Once upon a time – say, the 1950s – there was the standard, 5-ounce cup o’ Joe, containing about 70 mg to 100 mg of caffeine. Quaint. In the here and now, the standard16-ounce cup of regular Starbucks coffee contains 330 mg of the same substance.

“There are two dark, black liquids that run this country,” said Robert Thompson, director of the Bleier Center for Television and Popular Culture at Syracuse University. “Oil and coffee. Walk down the street in any major city at lunch hour. You just see coffee and cell phones.”

It has always been thus. The American Revolution began with the symbolic – and physical – dumping of English tea, which ultimately was usurped in the national diet by coffee, which means our Founding Fathers essentially traded one caffeinated drink for another, more strongly caffeinated drink.

According to historian David T. Courtwright, American per capita coffee consumption rose from three pounds per year in 1830 to eight pounds per year by 1859. Today, the National Coffee Association reports that the number of 18- to 39-year-olds who drink coffee daily jumped almost 10 percent year-over-year in 2011.

Remember, that’s in a country where about 90 percent of the adult population already ingests caffeine on a daily basis. A country where all of the coffee sold at our 10,000-plus Starbucks locations amounts to less than 4 percent of the domestic market for brewed coffee.

Is it any wonder that coffee is the world’s second-most valuable commodity, behind only oil?

Beyond java, we have caffeinated lip balm. Caffeinated sunflower seeds. Caffeinated soap. We have caffeine mixed with gobs of sugar – that tasty Frappuccino isn’t sweet on its own – and with all sorts of other chemicals, energy drink mystery ingredients like taurine, guarana and L-carnitine. We even have something called the “5150 Juice Syringe,” available online, which basically allows you to squirt an extra helping of liquid caffeine into whatever you’re already drinking.

The surest cultural signs our fair republic has become akin to a coffee-and-greenie-fueled Major League Baseball clubhouse, circa 1975?

(a) Vice-free, clean-living Denver Broncos quarterback Tim Tebow endorses an energy drink.

(b) Elite Northwest Washington private school Sidwell Friends – where the Obama daughters go to school – has its own coffee bar.

(c) We don’t just drink vodka. We drink vodka mixed with the up-all-night energy drink Red Bull – because even our downers need uppers.

“In the 1960s, a lot of families, and mine was one of them, wouldn’t let their kids drink soft drinks before noon,” Mr. Thompson said. “I remember as a child being at a friend’s house for a sleepover. The next morning, he gets a Coke out of the fridge at 8:30 a.m. It seemed almost criminal. And now we have caffeine inhalers.”

The Big C

In the books “World of Caffeine” and “The Caffeine Advantage,” co-author Bennett Weinberg dubs the titular compound the “hallmark drug of our time.” Lauding caffeine’s ability to help us work harder, think more clearly and even feel a greater sense of well-being, he sounds a bit like pumped-up former baseball slugger Jose Canseco discussing anabolic steroids.

This is no coincidence.

Caffeine works in the body by blocking a chemical called adenosine, which signals tiredness to the brain. Less adenosine, less fatigue. Blocking adenosine also causes the body to release more adrenaline, producing the famed caffeine buzz.

In other words, the Big C is a performance-enhancing drug – albeit one that’s just as useful for office workers as professional athletes.

“Suppose you’re working in computer technology,” Mr. Weinberg said. “Caffeine ramps up spatial reasoning. It relieves boredom at repetitive tasks. It’s a mental booster, helping us accomplish the things that more and more are demanded of us in life.”

The history of caffeine consumption is more or less the history of the modern world, according to Mr. Weinberg and co-author Bonnie Bealer. Prior to the 1700s, Europeans drank copious amounts of beer – even for breakfast – because water was largely unsafe.

With the widespread adoption of coffee and tea, however, Western civilization swapped its daylong, semi-drunk alcoholic stupor for energy, alertness, attentiveness and sociability. One result? Intellectuals gathered in coffee shops, spawning (among other things) the Enlightenment and the French Revolution.

“Visit churches in Europe, and the tour guides will constantly point out that so-and-so fell off the rafters,” Mr. Weinberg said. “The reason they fell off is that they were drunk all the time.

“When caffeine swept over Europe, it changed the nature of society. It gave people a way to control and harness their energies, helped to initiate the industrial economy. That requires a different kind of discipline and mental focus than agrarian work.”

As for today? We’re stressed and squeezed by economic turmoil in a hypercompetitive global economy that places a premium on knowledge and mental-task completion. We’re surrounded by round-the-clock entertainment, stimulated at every turn. We’re a nation of working fathers and mothers, strapped for family time. We’re an older generation of baby boomers who refuse to dodder into our golden years and a younger cohort of millennials who keep our smart phones bedside.

In short, we need caffeine – and other energy boosters – more than ever. The rise of Starbucks corresponds with the rise of the Internet.

“What’s really boosted this up in the past 20 years is that now everybody is connected to a portable transmission and reception device, expected and available to be working all the time,” Mr. Thompson said. “It used to be you went home at 5:30, then got into the office the next morning and had messages. Now, you’re constantly checking email. Our lifestyles need stimulants to keep up with things.”

Without caffeine, Mr. Weinberg argues, modern life would be slower. Sluggish. Altogether drearier. Collectively, we would drag a lot more and accomplish a lot less. And that, in turn, raises a question.

Are we hopelessly hooked?

Consider an executive X who gets up at 5:30 a.m. every day, proposes Mr. Thompson. “Could she or he not do their job without a certain dosage of caffeine a day? If the answer to that is no, that’s an interesting thing to consider.”

Upper madness?

In 2009, a man who claimed to have found a mouse in his Mountain Dew can filed a lawsuit against PepsiCo, which owns the brand. As part of its defense, attorneys for the company recently argued that the soft drink – a favorite energy-booster among exam-cramming students and up-all-night video game players everywhere, a neon-green liquid countless Americans willingly and happily pour into their stomachs – would have dissolved the dead rodent’s carcass into a “jellylike substance.”

Yuck. Such is the downside of perking ourselves up.

A recent report from the White House Office of Drug Control expressed concern about college students illegally taking prescription stimulants such as Adderall and Ritalin to remain awake and ultra-focused while studying. News reports anecdotally suggest that similar drug abuse is taking place among young professionals.

Moreover, too much caffeine can be bad for you. While every individual has a different tolerance for the drug, experts agree that ingesting more than 500 mg a day can result in anxiety, irritability, headaches, sleeplessness, diarrhea and other health problems. In some cases, it can cause abnormal heart rhythms, which can be dangerous for people with cardiac conditions.

According to Dr. Mary Claire O’Brien, an associate professor at Wake Forest’s Baptist Medical Center, the medical community is concerned about increasing caffeine consumption among children and adolescents, particularly via energy drinks. A report from the Substance Abuse and Mental Health Services Administration found that emergency room visits related to adverse reactions to energy drinks increased tenfold from 2005 to 2009. (A caveat: 44 percent of the visits involved patients combining energy drinks with drugs or alcohol.)

A 2011 report from the American Academy of Pediatrics said that energy drinks have “no place in the diet” of children.

“If you suggested putting an espresso machine in a middle school, people would think you are out of your mind,” said Dr. O’Brien, who is on the editorial board of the Journal of Caffeine Research. “But people don’t think twice about them consuming energy drinks and soft drinks.

“There is concern about caffeine being a stimulant, and that it’s not clear what the long-term effects of high levels of caffeine on the pediatric and adolescent brain will be. The human brain is not effectively hard-wired until the age of 25.”

Echoing Mr. Schumer’s concern about the AeroShot’s potential use as a party drug, the University of New Hampshire considered banning on-campus energy drink sales this year, fearing students were mixing the drinks with alcohol. In the face of student displeasure, however, school administrators backed down.

Mr. Weinberg said some things never change.

“There’s been a constant back and forth over this since the beginning, a moral panic,” he said. “It goes back to the beginning. When the first coffee shops opened in Yemen [in the early 1500s], they were banned. Right away. And then the Sultan of Cairo overturned that ban.”

Of course he did. Almost 500 years before the introduction of the caffeine inhaler, the sultan had something in common with contemporary Americans. He was a coffee drinker. He needed his fix.

By RUTH MANTELL
In 2012, creativity and adaptability will be key to landing and keeping a job for many workers, as staff levels remain lean and employees are expected to respond to a wide variety of demands, experts say.

Economists don’t expect loads of job growth, but there could be opportunities in areas such as health care, professional services, retail and some manufacturing, says Harry Holzer, a public-policy professor at Georgetown University. Also, continuing churn in the labor market means that even in areas with few new jobs, there will still be openings when workers move around.

Technical knowledge and experience will be required for certain spots. “For professional services you usually need a professional degree. In health you usually need some training,” Mr. Holzer says. “Manufacturing needs some occupational training. Retail is different. It doesn’t require specific occupational training, but it does often require some interpersonal skills.”

In addition to the standard prerequisites, employers will be looking for workers who are able to quickly adapt to new responsibilities as companies respond to changing economic and industry trends. So workers should highlight their creative skills to differentiate themselves, says Lawrence Katz, an economist at Harvard University.

“Firms have so many job seekers per opening. They are going to want candidates with clear credentials, but also a little extra shine in interactive skills and creativity,” Mr. Katz says. “They are less willing in a weak labor market to take chances.”

Here are other skills experts recommend workers should pick up and enhance.

Technical literacy. It’s important for workers at a variety of levels to be familiar with some of the technical, if mundane, processes that keep organizations running smoothly.

Take the health-care industry. Providers are bringing on more technology when it comes to record keeping and billing.

“A knowledge of electronic data handling is just a really big plus. That goes for receptionists to the doctors who are becoming employees of larger hospital systems,” says Warren Bobrow, president of All About Performance, a Los Angeles-based skills-assessment consultancy.

Workers also need to be good users of social media. There’s a fine line between letting interested parties know about the latest news and bombarding them with too much information. Still, individuals shouldn’t be afraid to use networking sites such as LinkedIn to make employment connections.

Business acumen. As companies remain concerned about demand for their products and services, a wide variety of employees need to think about sales, experts say. Even those outside of marketing should care about revenue, and making sure customers are happy.

Mr. Bobrow has clients in Colorado, an orthopedic practice with more than a dozen doctors, and those doctors don’t become partners until client-satisfaction surveys are reviewed and good results are found.

“They are in a competitive marketplace because so much of their work is based on referrals,” Mr. Bobrow says. “The doctors realize that their revenue depends on all of them bringing in more patients and having patients come back.”

Being savvy about pleasing customers isn’t about spin, says Ben Dattner, a New York-based organizational psychologist and author. Rather, workers need to illustrate the advantages of their products and services to please employers dealing with an ultra-competitive environment.

“Try to get to know your customer, the market and figure out how you can put things together in a package that adds value,” Mr. Dattner says. “Law firms are increasingly recruiting professionals who [bring clients with them]. The actual practice of law is becoming commoditized to some extent, but the ability to bring in customer relationships and be flexible is what companies are increasingly looking for.”

General proficiency. Companies are looking for workers who are flexible and can take on functions in various jobs as market demands change, says Greg Barnett, director of product development at Hogan Assessment Systems, a Tulsa, Okla.-based personality-assessment and consulting firm. That is, companies want workers who are “solid organizational citizens”—quick learners who are compliant, Mr. Barnett says.

“People are being asked to do more,” he says. “There are concerns when applicants are good workers, but not people who are able to learn and change direction and change their performance.”

Dan Ryan, principal at a Nashville, Tenn.-based executive search firm, stresses the importance of project management and communication skills, which also happen to be transferrable. “The ability of people at all levels to clearly communicate is not what it used to be,” he says. People “who can do that very well can differentiate themselves.”

Top Managers Get Advice on Social Media, Workplace Issues From Young Workers
By LESLIE KWOH

Workplace mentors used to be older and higher up the ranks than their mentees. Not anymore.

In an effort to school senior executives in technology, social media and the latest workplace trends, many businesses are pairing upper management with younger employees in a practice known as reverse mentoring. The trend is taking off at a range of companies, from tech to advertising.

Mentors are teaching their mentees about Facebook and Twitter.
The idea is that managers can learn a thing or two about life outside the corner office. But companies say another outcome is reduced turnover among younger employees, who not only gain a sense of purpose but also a rare glimpse into the world of management and access to top-level brass.

Reverse mentoring was championed by Jack Welch when he was chief executive of General Electric Co. He ordered 500 top-level executives to reach out to people below them to learn how to use the Internet. Mr. Welch himself was matched with an employee in her 20s who taught him how to surf the Web. The younger mentors “got visibility,” he says.

Fast forward a decade and mentors are teaching their mentees about Facebook and Twitter.

At Ogilvy & Mather, world-wide managing director Spencer Osborn, 42 years old, says his younger mentors have taught him how to jazz up his Twitter posts, which had a reputation for being “very boring,” and tell him what’s hip on playlists these days. He finds the knowledge valuable in the fast-moving business of advertising and says he believes the program has also helped boost morale and retention at the firm, with many young mentors saying they feel their voices are now being heard.

The younger mentors have learned how to ask candid questions of their mentees. One young mother asked Mr. Osborn for his input on balancing her career with motherhood and child care.

Ultimately, Mr. Osborn says he envisions making Ogilvy’s reverse mentoring program global, using Skype and videoconferencing to connect mentors and mentees at the firm’s more than 450 offices.

Technology and global thinking are changing so quickly that older executives want to catch up, says Lois Zachary, president of Leadership Development Services LLC, a Phoenix-based consulting firm that helps companies implement mentoring programs. “But it also helps younger people get comfortable in a company. It promotes loyalty, it generates trust.”

That’s got younger employees at Hewlett-Packard Co. clamoring for reverse mentoring. While some workers there have already arranged their own informal reverse-mentoring relationships, the company’s Young Employee Network says it wants to formalize the process in the next few months, starting with the several thousand members who belong to the world-wide group. Logistics haven’t been ironed out yet, but they will likely involve virtual communication over the Web.

“This is a great avenue to speak with decision makers,” says Odile Kane, who sits on the network’s leadership board.

Andrew Graff, CEO of Allen & Gerritsen, a Watertown, Mass., ad agency, says he was one of the first to volunteer when his company launched a reverse mentoring program last year. Under the program, mentors and mentees meet every three weeks for 90 minutes over lunch or coffee.

The 47-year-old has since come to lean on his mentor, 23-year-old Eric Leist, for guidance on everything from the latest smartphone apps to the layout for a new office. Mr. Graff says the most important lesson he has learned is how to be flexible, including allowing employees to work unconventional hours and to check in from home or a coffee shop.

“There’s an assumption that if you’re senior, you have a lot to teach, and if you’re junior, you have a lot to learn, and I’m saying let’s challenge the status quo,” he says.

Mr. Leist says he was surprised when Mr. Graff began sharing management tips during their lunch sessions. “This allows me to take a step back and see what he sees,” says Mr. Leist.

When Cisco Systems Inc. started its Gen Y Reverse Mentoring Program nearly two years ago, “it became a badge of honor,” says Jeanette Gibson, director of social and digital marketing. “When the word got out that a few execs had a [junior] mentor, others wanted one, too,” she says.

Still, it’s not all smooth sailing. Many older workers bristle at the idea of being mentored by someone younger, especially since they usually have many more years of career experience, says Sanghamitra Chaudhuri, a senior lecturer at Ohio State University who recently co-wrote a research report on the topic.

“It’s a mind-set,” Ms. Chaudhuri says.

By RUTH MANTELL

Watching the boss let a favored colleague head home early from the office, yet again, can be galling for those left behind. Also pretty annoying: the buddy-buddy chats by the water cooler.

If you’ve noticed that a co-worker is your boss’s pet, you’re not alone. Preferential treatment leads a list of types of misconduct observed by employees, according to new data from the Corporate Executive Board, an Arlington, Va.-based business research and advisory firm.

Among almost 69,000 U.S. employees surveyed in the first half of the year, 10.2% said they had observed preferential treatment within the past 12 months. That rate compares with 9% for inappropriate behavior and 7.6% for harassment, followed by other types of misconduct.

Of note, the data capture employee perceptions of this behavior, rather than substantiated reports. “That doesn’t mean these observations are unimportant,” according to the Corporate Executive Board. “Whether employees really saw preferential treatment or not, they believe that they saw it and that belief affects their behavior.”

Preferential treatment is a broad category, describing behavior that is unequally applied to workers and can inequitably benefit recipients. At times, preferential treatment is obvious. For instance, your superior has given yet another plum assignment to a junior associate from his alma mater. But some preferential treatment is difficult to detect.

While legal remedies exist when a law has been broken, experts say there are other strategies to deal with legal preferential treatment.

Focus on Your Work
When someone else receives preferential treatment, don’t get mad, get introspective, says Joel Garfinkle, an Oakland, Calif.-based executive coach.

“When preferential treatment occurs, it’s easy for people to get jealous or resentful,” he says. “But it’s important to evaluate yourself and how you are being perceived in the company.”

Mr. Garfinkle suggests examining your weaknesses and trying to figure out how to improve and positively influence co-workers’ perceptions of your work.

Workers should avoid “hiding themselves” at work, he says. “The more details you tell your boss about your accomplishments, the less chance someone else can take credit for your efforts. When you hide yourself, you make others stand out.”

Workers should document their performance, says Tim Reed, human-resources director for U.S. sales and organization development at Ricoh Production Print Solutions. “If somebody came to me and said that so-and-so is getting preferential treatment, I’d also ask them whether they are meeting or beating expectations as a way to focus on one’s own performance,” Mr. Reed says.

Get Political
Employees who are feeling neglected can work on their relationship with the boss.

“Someone who is willing to stay late, over time…will develop a loyalty and a sense of trust with a superior that other people simply don’t have. This is performance-based 99% of the time,” says Charles Wardell, chief executive of Oak Brook, Ill.-based Witt/Kieffer, which specializes in executive searches for health-care, education and nonprofit organizations.

Mr. Garfinkle recommends recruiting advocates to tout your accomplishments and value to the company. “You can ask people within the company who have some influence and are respected to share their thoughts about your accomplishments,” he says. “If someone really appreciates the work you have done, they won’t have an issue if you ask them to share that with your boss.”

It May Be Fair
Sometimes a lack of information can lead workers to misperceive that there’s preferential treatment, says Mr. Reed. “We don’t have the context to understand 100% how someone else is being treated. We’re not in the same room with the person all day. We just don’t always know what’s going on.”

Furthermore, not all preferential treatment is necessarily unfair, experts say. “Even if you find out somebody is paid less or more, there may be legitimate nondiscriminatory reasons for the pay difference,” says Joseph Sellers, head of the civil rights and employment practice group at law firm Cohen Milstein Sellers & Toll in Washington, D.C.

Sometimes, workers deserve extra perks like more flexible hours, says Thomas Anderson, an employee-relations panelist at the Society for Human Resource Management and human-resources director for Houston Community College System.

“If you have somebody who is working very diligently, very hard, maybe doing extra work on the weekend, then you would tend to give more flexibility to that person,” he says.

By DENNIS NISHI

After working a full day at the stables of her horse transport and training business, Melissa Weiser heads to BJ’s Restaurant and Brewhouse.

But the 40-year-old from Los Angeles isn’t grabbing a drink with friends. She works evenings as a waitress to make up for the dip in her business and to get health insurance.

“I can be pretty exhausted by the end of the day,” she says, “but I manage by micromanaging every moment because I know I need to do both jobs well.” Ms. Weiser is one of 7.3 million Americans that the U.S. Bureau of Labor Statistics says hold more than one job simultaneously.

Although moonlighting sounds like a good way to earn extra income or make up for pay cuts, career experts say workers should think twice before taking on a second job. The additional load can increase job stress, lead to burnout and potentially jeopardize your day job. So it’s important to plan carefully and factor in time and expenses like commuting and child care.

Employees should review their employment agreement and handbook for rules about taking on a second job. Many companies have non-compete policies that prohibit working for competitors or require employees to get approval of outside work to ensure there’s no conflict of interest.

Salaried employees should also consider their “duty of loyalty,” a legal obligation to act in the interest of the employer, says Debra Katz, lead partner at Katz, Marshall & Banks, a Washington, D.C., law firm that specializes in employment law. You don’t want to give employers the impression that you’re always tired, late for work and less committed. “It gives employers grounds to say that your work is suffering and this can affect your employment status, pay and promotions,” she says.

Even if disclosure isn’t required, Ms. Katz advises being forthright about the second job to avoid future problems. Plus, an understanding boss can help make your juggle easier.

But be sure to keep the two jobs separate. Don’t work on outside projects while on company time, and don’t use any company resources for outside work. Both actions can get you sacked.

There also are tax considerations. “An increase in combined pay may put you into a higher tax bracket, but it will only be a percentage of what you make so you’ll almost always be better off financially,” says Robert Wilson, a certified public accountant and investment adviser at Wealthcare Capital Management in Richmond, Va. He recommends consulting a financial planner, who might, for instance, suggest that you claim fewer exemptions on the second job or request that an additional 2.5% to 5% of your gross pay be withheld for taxes.

Finally, don’t sacrifice adequate sleep or a healthy diet since you’re putting more demand on your body.

By DENNIS NISHI

After working for more than six years as manager of digital licensing for Warner Music Group in Burbank, Calif., Michael Locke, 34, felt like he wanted more. But there wasn’t much latitude for change within his job and department.

So Mr. Locke formulated a unique way to expand his role. He offered to represent unsigned and independent-label bands through Warner and promote them as a cheaper music licensing option for film, television and commercial deals.

His boss allowed Mr. Locke to work on the venture alongside his regular job and the new business grew quickly. A year later in 2007, he submitted a written plan to create a new division called Rhino Independent and was made director. He left Warner Music Group to start his own business three years later.

Everyone can relate to hitting a wall at work. Whether it’s feeling unchallenged or underappreciated, most of the reasons people get stuck in their role can be resolved with planning. But you must understand the nature of the problem and determine whether it’s a workplace issue, such as being topped out in the company, or a psychological impasse.

Shelly Curt, 41, got stuck while managing a casino restaurant in Reno, Nev. The trained sommelier was very good at her job so she was kept in a role that she felt underutilized her talents. So Ms. Curt volunteered for extra projects that went beyond her job description, including choosing wine and dessert pairings at events. Her managers were impressed by her knowledge and created a new job for her that involves developing the menu for seven restaurants and working at special events.

Start to formalize your personal-discovery process by writing an action plan that details how you are going to make a change. The idea is to acknowledge your problems, including those that may have become too painful to address like losing confidence in your abilities, says Timothy Butler, senior fellow at the Harvard Business School in Cambridge, Mass., and author of “Getting Unstuck: How Dead Ends Become New Paths.”

Also have a discussion with your boss and let him or her know that you are ready for more challenges. Be ready to answer some tough questions about why you’ve been stuck. “You’re going to have to change people’s opinions about you, which isn’t an easy thing to do if you have a bad or blah reputation,” says Stephen Xavier, CEO of Cornerstone Executive Development Group, an executive coaching firm in Chapel Hill, N.C. “It may require time and persistence so stick with it. Make it a long-term plan if you have to.”

Employees that get pigeonholed may find it difficult to move out of specific roles, which is why it helps to have a prepared transition plan — with replacement suggestions — when proposing job changes to management.

by Steve W. Martin

If you ask an extremely successful salesperson, “What makes you different from the average sales rep?” you will most likely get a less-than-accurate answer, if any answer at all. Frankly, the person may not even know the real answer because most successful salespeople are simply doing what comes naturally.

Over the past decade, I have had the privilege of interviewing thousands of top business-to-business salespeople who sell for some of the world’s leading companies. I’ve also administered personality tests to 1,000 of them. My goal was to measure their five main personality traits (openness, conscientiousness, extraversion, agreeableness, and negative emotionality) to better understand the characteristics that separate them their peers.

The personality tests were given to high technology and business services salespeople as part of sales strategy workshops I was conducting. In addition, tests were administered at Presidents Club meetings (the incentive trip that top salespeople are awarded by their company for their outstanding performance). The responses were then categorized by percentage of annual quota attainment and classified into top performers, average performers, and below average performers categories.

The test results from top performers were then compared against average and below average performers. The findings indicate that key personality traits directly influence top performers’ selling style and ultimately their success. Below, you will find the main key personality attributes of top salespeople and the impact of the trait on their selling style.

1. Modesty. Contrary to conventional stereotypes that successful salespeople are pushy and egotistical, 91 percent of top salespeople had medium to high scores of modesty and humility. Furthermore, the results suggest that ostentatious salespeople who are full of bravado alienate far more customers than they win over.

Selling Style Impact: Team Orientation. As opposed to establishing themselves as the focal point of the purchase decision, top salespeople position the team (presales technical engineers, consulting, and management) that will help them win the account as the centerpiece.

2. Conscientiousness. Eighty-five percent of top salespeople had high levels of conscientiousness, whereby they could be described as having a strong sense of duty and being responsible and reliable. These salespeople take their jobs very seriously and feel deeply responsible for the results.

Selling Style Impact: Account Control. The worst position for salespeople to be in is to have relinquished account control and to be operating at the direction of the customer, or worse yet, a competitor. Conversely, top salespeople take command of the sales cycle process in order to control their own destiny.

3. Achievement Orientation. Eighty-four percent of the top performers tested scored very high in achievement orientation. They are fixated on achieving goals and continuously measure their performance in comparison to their goals.

Selling Style Impact: Political Orientation. During sales cycles, top sales, performers seek to understand the politics of customer decision-making. Their goal orientation instinctively drives them to meet with key decision-makers. Therefore, they strategize about the people they are selling to and how the products they’re selling fit into the organization instead of focusing on the functionality of the products themselves.

4. Curiosity. Curiosity can be described as a person’s hunger for knowledge and information. Eighty-two percent of top salespeople scored extremely high curiosity levels. Top salespeople are naturally more curious than their lesser performing counterparts.

Selling Style Impact: Inquisitiveness. A high level of inquisitiveness correlates to an active presence during sales calls. An active presence drives the salesperson to ask customers difficult and uncomfortable questions in order to close gaps in information. Top salespeople want to know if they can win the business, and they want to know the truth as soon as possible.

5. Lack of Gregariousness. One of the most surprising differences between top salespeople and those ranking in the bottom one-third of performance is their level of gregariousness (preference for being with people and friendliness). Overall, top performers averaged 30 percent lower gregariousness than below average performers.

Selling Style Impact: Dominance. Dominance is the ability to gain the willing obedience of customers such that the salesperson’s recommendations and advice are followed. The results indicate that overly friendly salespeople are too close to their customers and have difficulty establishing dominance.

6. Lack of Discouragement. Less than 10 percent of top salespeople were classified as having high levels of discouragement and being frequently overwhelmed with sadness. Conversely, 90 percent were categorized as experiencing infrequent or only occasional sadness.

Selling Style Impact: Competitiveness. In casual surveys I have conducted throughout the years, I have found that a very high percentage of top performers played organized sports in high school. There seems to be a correlation between sports and sales success as top performers are able to handle emotional disappointments, bounce back from losses, and mentally prepare themselves for the next opportunity to compete.

7. Lack of Self-Consciousness. Self-consciousness is the measurement of how easily someone is embarrassed. The byproduct of a high level of self-consciousness is bashfulness and inhibition. Less than five percent of top performers had high levels of self-consciousness.

Selling Style Impact: Aggressiveness. Top salespeople are comfortable fighting for their cause and are not afraid of rankling customers in the process. They are action-oriented and unafraid to call high in their accounts or courageously cold call new prospects.

Not all salespeople are successful. Given the same sales tools, level of education, and propensity to work, why do some salespeople succeed where others fail? Is one better suited to sell the product because of his or her background? Is one more charming or just luckier? The evidence suggests that the personalities of these truly great salespeople play a critical role in determining their success.

By DENNIS NISHI
If you’ve been marking time at work and hoping to get a new job, you’ve got company. Employment experts caution, though, that moving too quickly could land you in a new job that you dislike even more. Here are some ways to improve the odds of finding the right one.

• Re-evaluate the situation. Think about why you’re dissatisfied at your current job. If you aren’t challenged enough, there might be a way to make a change without leaving. “There may be ways that your job can be changed for the better or your role in the company expanded to offer more challenges,” says Tony Mulkern, a management consultant in Los Angeles. Scout job openings in other departments or at higher levels that you may qualify for with some additional extended education or skills and ask your manager to support your effort to get the training you need.

• Reach out. If the opportunities just aren’t there or you’re simply dissatisfied and aching to move, tap your personal and professional network for information on who is hiring. Many job postings go up with a candidate in mind already, if you know someone at the companies you are targeting—or someone in your network does—work to get personal referrals.

But be discreet with your inquiries. Keep requests off social-networking websites like Facebook and Linkedin—they can be indexed by search engines and discovered by anyone, including your current boss.

• Do your homework. When you land an interview, use the opportunity to learn about the company. You should get as much from them as they will try to get from you, says Sharon Armstrong, a human-resources consultant in Washington. Salary and benefits are important, but so is fit. It’s difficult to tell what the workplace culture is like from casual visits. Don’t be shy about calling for more information and contact current and former employees, if possible, to get a feel for the company and opportunities.

If you get an offer, before you accept, consider doing more in-depth financial research on the company. Try The Securities and Exchange Commission’s EDGAR Public Dissemination Service (edgarcompany.sec.gov). For private firms and startups, Gail Rosen, an accountant in Martinsville N.J., says to look for a profit-and-loss statement, a balance sheet, references, a business plan and a list of where the company is getting funding.

“You may not get that all but it doesn’t hurt to ask, and they might at least give you something else you can use,” she says. Some information also can be found on fee services like Hoovers or on business blogs.

• Leap carefully. Whatever you do, don’t quit your job until you’re certain you’re hired, says Ms. Armstrong. “Even if a job offer seems imminent, there are a lot of things that can happen at the last minute.”

If your current company wants to keep you and replies with a counteroffer, keep in mind why you’re leaving. “People seldom move just for money, so don’t be swayed by a bigger paycheck if everything else stays the same,” says Ms. Armstrong. “Job satisfaction comes from a lot of different places. If the boss offers to help change the other things that are making you unhappy, that might be worth at least discussing.”

By CRAIG CHAPPELOW AND JEAN BRITTAIN LESLIE

Mid-career derailment can happen any time, but in today’s economy there is no room for complacency. With job opportunities harder than ever to find, it’s a particularly rough time to be fired or demoted or to hit a career plateau. You can reduce your risk for derailment by paying attention to your value and effectiveness and by focusing on interpersonal skills, adaptability, team leadership and bottom-line results.

Based on the Center for Creative Leadership’s ongoing study of executive derailment with clients around the world, here are 10 ways to avoid these pitfalls:

Ask for instant feedback. When walking out of a meeting, ask a colleague, “I think that could have gone better – what could I have done differently?” Listen to the response. Don’t defend or justify your actions and don’t interrupt. Sean Fowler, assistant vice president with insurance company IAT Group in Cold Springs, Fla., uses feedback from his co-workers as a reality check. “You have to develop a bit of a thick skin,” Mr. Fowler said. “Once you get past the initial shock, you really come to appreciate it. It’s a long-term effort made up of small steps, not a leap.”

Increase self-awareness. Become a student of your own behavior. Take stock of how you feel about your work and how you react when you are pushed outside your comfort zone. Explore the values that matter most to you and use them as an anchor during times of change, transition and stress. Amy Gillard, owner and operator of Gillard Enterprises, an event-management business notes that selecting work which is not the right fit will only create challenges with clients down the line. “Self-awareness is key in my business. You have to know who you are and what you have to offer,” she said.

Pay attention to organizational culture. To stay aligned with your organization as it morphs and changes over time, you need a clear understanding of the prevailing culture. Analyze how decisions get made and think about the underlying assumptions that guide the organization as it responds to challenges and opportunities.

Use empathy. Your direct reports, your peers and even your bothersome boss are all human beings worthy of your respect. Listen without judging. Take the feelings and perspectives of others into account. Don’t use humor inappropriately and always keep private conversations private. You’ll end up with stronger relationships.

Learn to listen. Hearing isn’t the same as listening. Turn away from your email and concentrate on the person talking to you. Don’t be passive. Ask questions to make sure you understand. Stay in the moment and take notes to help you remember key points. Show people you’re really hearing them. Air Force Col. Trent Edwards, Commander of the 28th Mission Support Group at Ellsworth Air Force Base, learned to listen differently in response to feedback from his team and his family. He realized he was using a “war zone” mentality in non-war zone settings. With tours in Afghanistan and Iraq, Edwards describes his previous approach as “very action-oriented. Everything was always go, go, go. Now I try to listen with more patience, with an open ear to try to hear what is being said and also what is not being said.”

Collaborate. Try to not be the Lone Ranger. Be open and willing to disclose your decision-making process to others, along with important facts and feelings. Your influence and effectiveness will increase.

Deal with problem employees sooner rather than later. If a direct report’s behavior or lack of skills threatens the success of your team, confront the problem head on. Don’t let it fester. These kinds of problems almost never heal themselves. Document specific shortcomings and either dismiss the employee or create a development plan for improved performance. The cost of carrying poor performers can have a ripple effect across the organization – destroying morale and dragging down productivity.

Delegate authority. Don’t keep your employees tied down and stuck in the same roles and responsibilities. Allow them to test their wings. Assign stretch projects you think they can handle. As they prove themselves, increase the complexity of the assignments. Give adequate guidance and follow up to see how they are doing. Debrief shortfalls and use them as a learning opportunity. Above all, acknowledge positive outcomes.

Focus on the task at hand. While it’s great to have a development plan and to work on skills you will need down the road, don’t forget that your main job is just that – your main job. Organizations value managers who get work done. Focus on what you need to accomplish each day. Bring jobs to a close. Tie up loose ends. Document outcomes. Get closure, and…

Break out of a rut. Learn from the mistakes that you and others make. Stop talking about how things were done in the past. Bring a new idea or solution to the table. Break away from your lunch cliques. Identify a rut you are in and get out of it.

Become known for your skill at adjusting to change, building strong relationships, leading effective teams and getting results. Your colleagues will appreciate it – and you’ll reap the professional rewards.

By DENNIS NISHI

As vice president of a Los Angeles film-production company in the 1980s, Ronald Kaufman had nearly everything that he’d ever wanted in a job — great pay, friendly co-workers and interesting work coordinating product placements in films. Unfortunately, he hated the job.

“The owner of the company was a master at intimidation and would scream at everybody. An hour later, he would be a great guy. It made everybody unhappy to be there,” says Mr. Kaufman, now an executive coach.

But he knew he wouldn’t earn the same salary elsewhere, so Mr. Kaufman committed himself to making his situation work. “You can’t really change people’s nature, so I changed how I responded to him. I learned to align with his demands, instead of questioning them, and that made my 8½ years at the company so much easier.”

Toxic workplace relationships, failing company fortunes and limited advancement opportunities are just a few compelling reasons to quit a job. But career experts say many workplace problems that employees may think are irreconcilable can be improved or even resolved with some action and a change of attitude.

First, find out if your problems are unique. Reach out to co-workers in other departments, peers through industry associations or even call colleagues at other companies to compare notes.

“It’s a very individual perception that leads to people believing that others are receiving better treatment,” says Christopher McCarthy, professor of educational psychology at the University of Texas at Austin, who researches workplace stress.

Separate the demands of work from your own expectations of yourself. If you’re unhappy about falling short of your own personal career goals, try breaking your big goals into smaller, more realistically achievable ones. This can improve your morale by reinforcing small successes.

Pitch your boss on a less formal and more goal-oriented workplace. And offer improved results in exchange for more autonomy. “Most people are generally happier at work when given more creative freedom to do their jobs,” says Mr. McCarthy.

If the operational processes of your job are leading to failure, alter your approach, if you can. Spencer Belkofer was an account representative for a telecom firm in Montgomery, Ala., and he didn’t like the way the company trained him to sell phone services. Unhappy customers frequently complained about bad contracts. So Mr. Belkofer decided to go off script and spell out every detail of the services offered, and he frequently sided with customers to resolve problems.

The extra effort didn’t improve his sales, but Mr. Belkofer felt better about the work and customers thanked him for being forthright.