Why Rituals Matter To Your Success

In business, rituals play an important role. The famous business and life coach, Tim Ferris often talks about his five morning rituals: he makes his bed, meditates for 10 to 20 minutes, does at five to 10 reps of a light exercise followed by some strong tea and finally, he finishes his routine by journaling for five to 10 minutes.

Since we are creatures of habit, rituals can set the intention and tone of our day. Like running through scales, rituals can be mindless ways to clear our minds and allow us to listen to ourselves.

Michael Hyatt, CEO of Michael Hyatt & Company, a leadership development firm, says that there are five benefits to rituals, which we’ll explain here.

First, Hyatt points out that the whole point of the ritual is as much mental as physical. He uses the game of golf as an example. He has a set of rituals, or steps, he goes through every time he approaches the tee box. He says, “I’m not just fine-tuning my stroke, I’m also conditioning my mind for the best possible shot. By dropping into the groove, I get out of my own way.”

Hyatt points out five benefits of optimized rituals:

  1. Help put you in a mental and physical groove for high performance, whatever you’re doing. You’re lined up for the workday with far fewer distractions.
  2. Allow you to perform at a predictably high level. The routine leaves less to chance, so you can focus on performing your best.
  3. Stop you from overthinking, so you’re not constantly engineering and reengineering your entire performance. This frees you up not to worry about whether you can perform but helps you focus on simply how best to do so.
  4. Allow you to upgrade your performance because you’ve broken apart the individual steps. Now, you can focus on tweaking them individually.
  5. Give you a sense of purpose and confidence. By working your ritual, you set your mind and body at ease and take control of what you can control.

That’s why even the most seasoned musicians run their scales before performing. So what are your rituals?

Source: Michael Hyatt is the founder and CEO of Michael Hyatt & Company, a leadership development firm specializing in transformative live events, workshops, and digital and physical planning tools. Formerly chairman and CEO of Thomas Nelson Publishers, Hyatt is also a New York TimesWall Street Journal and USA Today bestselling author of several books, including Living Forward and Platform.

Customer Service Vs. Customer Experience

When I need to return an item to Nordstrom, I know I’m not going to encounter a problem. The company’s return policy makes me more willing to shop online and in-store. In my opinion, this is great customer service. But this quality alone doesn’t make the entire customer experience package—that includes the store setting, retail staff and all the other elements that create the total experience.

The difference between customer service and customer experience is that while customer service is one piece of the puzzle—focused on human interaction and directly supporting customers—customer experience is the sum of the entire customer journey with your business.

In this issue of Promotional Consultant Today, we’ll look at these differences in more detail and why it matters to your business.

Customer Service. This is the assistance and advice provided to a customer for your product or service as needed. Customer service requires your customer-facing team to possess a particular set of skills, including product knowledge, and tenacity, so they can provide the answers and assistance a customer needs. It’s the human element in the customer journey and the voice your customer will recognize as representative of your organization.

Customer Experience. This refers to the broader customer journey across the organization and includes every interaction between the customer and the business. Customer experience involves all the ways your business interacts with a customer, including traditional direct, customer-facing service and all approaches outside of it.

Customer experience includes three main components:

1. Customer Service: This includes customer support, customer success, and self-service support—the points at which your customer interacts with your team.
2. Technology: This is the product itself—how it works and the interactivity points.
3. Design: This is the brand touchpoint—the marketing, the design and the feelings your brand creates for your customer.

While those three areas are quite distinct, there are no hard lines between them. All of the pieces combine and work together to make up the customer experience.

The key difference between customer service and customer experience is that the latter involves the whole customer journey, including customer service. Customer service is limited to the interactions a customer has when seeking advice or assistance on a product or service. Understanding the customer experience, on the other hand, can involve analyzing data from non-customer-facing teams who contribute to a customer’s overall experience with a product or service.

The line between how customers use a product and how they interact with the people supporting it are more blurred than ever. It’s important to understand the distinction between both customer service and the broader customer experience in order to create a memorable, engaging interaction and profitable customer interaction.

Source: Sarah Blackstock is a freelance writer specializing in technology and customer support and a former happiness engineer at Automattic.

How to Drive Decision-Making Across Your Team

One of the basic elements of the Toyota Production System—the automaker’s foundation for lean manufacturing—is the Japanese term nemawashi. This term means “preparing the soil,” as you would before planting a tree. Nemawashi is a kind of informal consensus-building technique. The idea is to have all preparations done properly (hole dug, water available and so on) prior to planting the tree instead of trying to just slam it into the ground.

In order for teamwork to succeed, it is important to have consensus among team members. So nemawashi prepares the soil for effective decision-making by aligning the stakeholders around a proposal before they are asked to make a decision.

1. Identify the stakeholders. A thorough stakeholder analysis will enable you to gather a great deal of information about the stakeholders during the scoping of the consensus—building exercise. Gathering this information at the beginning of the exercise will help to develop a realistic plan to ensure the maximum level of involvement.

2. Determine customer requirements. It is imperative to understand customer needs and to define customer requirements. Many companies use the process of defining the Voice of the Customer (VOC)—a way to document service level targets and specification limits, and to identify improvement areas.

3. Concept selection and reaching consensus. Place the customer requirements into the first column of a chart and give a weight to each customer requirement, using a 1 – 5 scale (1 = least important, 5 = most important). Work down the list of criteria and rate them as a team. If a team member isn’t at least 70 percent comfortable with the requirement, then they can block it. This way, the final list will include criteria that each person buys into at least 70 percent.

4. Generating concepts. Next, get small teams or individuals to develop alternative designs or concepts. Search for different alternatives and benchmark them, using the following concepts:

Functional – a comparison to similar or identical practices within the same or similar functions outside the immediate industry.

Internal – a comparison of a business process to a similar process inside the organization.

Competitive – a comparison of your own industry and product lines; hard-to-get information but valuable when received; product and process-orientated.

Use the concept selection process to review these additional concepts and determine an additional consensus around them. Once the final list of approved concepts is established, then it’s time to develop an implementation plan.

Consensus requires time, active participation of all group members, communication and communication skills, creative thinking and open-mindedness. While it may take longer to establish consensus, this method ultimately provides better decisions and greater productivity because it secures every employee’s commitment to the concepts.

Source: The TRACC framework helps organizations build standardized and integrated good practice and performance capacity across their Plan, Source, Make and Deliver functions. Simultaneously it accelerates their collaboration and alignment capacity to build world-class end-to-end value chains, enabling the organization itself to become the ultimate source of sustainable practices.

Top Three Things Employers Look For In Job Candidates

In a recent article, Forbes author Shelcy Joseph interviewed Michael Fraccaro, chief human resources officer at MasterCard. She asked him to share what he looks for in a potential hire. In this issue of Promotional Consultant Today, we’ll share what he had to say.

Skills and culture fit. “We’re looking for people who can demonstrate the skills needed for the job they’re applying for—but, equally, if not more important, are people whose motivation and attitude fit with our culture. Candidates should definitely look into those aspects of the company beforehand. Just as you might check Yelp before trying a new restaurant, research the kind of work environment and culture you’re applying to. You can use resources like Glassdoor, Fishbowl, YouTube and other social sites to get an idea of what a company is like from the inside.”

Personality.“In the interview process, candidates who demonstrate grit, curiosity, optimism, a global mindset and a knack for problem-solving tend to make a positive impression. We also value people who are good at building relationships and have a healthy outlook about work-life balance. Being able to speak simply is also important. We deal in a very technical space, but we need to be able to translate what we do so people of all backgrounds can understand. Sharing stories and giving relatable examples are two good ways to make a complex subject simple and engaging. This shows not only that you know your content, but that you’re also able to help people connect with a topic they may not be familiar with. This is a kind of leadership that people at all levels of an organization can demonstrate.”

Agility. “Remember also that how you get things done is just as important as what you’ve done. Employers today take into account how you operate and make decisions in addition to what you’ve delivered. In this fast-paced, increasingly unpredictable world, we’re sometimes faced with new or never-before-seen circumstances. In those instances, it’s important for a company to be confident in the personal qualities such as integrity, fairness and decency that will guide an employee’s responses in situations that can’t be known in advance. They want to be confident that the choices you’ll make will be in line with the company’s values. Personal principles and intentions matter. Be prepared to reflect those in your responses during an interview.”

Fraccaro’s best advice to job candidates: “Be yourself and ask good, thoughtful questions. At Mastercard, as in probably most places, we want people who will bring their hearts and minds and authentic selves to work.”

Source: Shelcy V. Joseph is a contributor to Forbes. She is also the founder of millennial career website A Millennial’s Guide to Life and event series NYCxClothes & Friends. She loves telling stories that move and inspire people to explore their full potential and live their best life.

How Marketing Can Regain Control

Traditionally, marketing has been associated with the four P’s – price, placement, promotion and product. However, if you were to look at a typical business-to-business marketing organization today, this function is being diluted.

For example, marketing doesn’t typically own the product anymore; that’s the responsibility of product strategy or product development teams. And, in some larger companies, there’s typically an entire team that manages pricing as well.

Another area that has shifted is demand generation. With customer relationship management technology, the customer funnel is now controlled by sales. This new structure could mean more dilution of marketing responsibilities and a one-step-removed approach from revenue-generating activity.

What can B2B marketing leaders do to guard against the watering down of their departments?  We share these steps from Debbie Qaqish, a principal partner and chief strategy officer at The Pedowitz Group.

A New Mindset. Your mindset is the collection of thoughts and beliefs that shape your behavior and habits. How do you think about marketing? What do you believe is marketing’s role?

There are two beliefs about marketing that shape today’s successful B2B marketer. First, B2B marketing is a revenue- and growth-driver of the organization. Next, B2B marketing is enabled by technology.

In companies where marketing is a revenue- and growth-driver, marketing isn’t facing dilution. Marketing in these organizations is actually acquiring more responsibilities. This realization is often the most difficult step because not just marketing, but sales, finance and the executive team may have to change as well. In organizations where marketing is diluted, marketing is often viewed as a “pens and mugs” and “activity-based” department. Once the right mindset is established, it can then be supported by the right skill set and the right tool set.

A New Skill Set. More attention is being paid to new technology than training marketers to acquire new skill sets, creating more opportunities for marketing to be diluted.

For example, imagine a large company where the marketing team is not viewed as very technical or analytical. That may have happened because when the marketing ops group was formed, it fell under the IT department. This is often a mistake as marketing ops is not an IT function. Had marketing acquired the right mindset and skill set, it could have owned marketing operations.

A New Tool Set. The concept of marketing automation today is typically not a problem, although some B2B marketers still operate without marketing automation. The issue today is that most marketing teams have too much technology; they don’t know how to optimize the tools they have. Determining what to buy, how to integrate and what to capture becomes a highly technical and analytical role within the company. For this reason, it’s common for marketing to borrow this capability from other parts of the organization — especially around analytics. This is a big mistake. If you want to own all of your potential, you need to have this capability entirely in marketing. Not doing so sets up more potential dilution and eliminates new responsibilities.

The Plus In The Equation. Positively, marketing is now impacting customer engagement. Marketing is beginning to lead the pivot away from product -focused to customer -focused companies by creating optimal customer experiences at every stage of the lifecycle. Customer engagement is an exciting set of new responsibilities for marketing, but marketing teams that are highly diluted will never get the chance to lead and participate. As the role of marketing continues to evolve, marketers must also evolve and become customer-focused change agents, accountable for revenue. As a modern marketer, you must guard against dilution by understanding these changes, challenges and possibilities. Then, take proactive measures to get your mindset, skill set and tool set in alignment.

Source: Debbie Qaqish is principal partner and chief strategy officer of The Pedowitz Group. She manages global client relationships and leads the firm’s thought leadership initiatives. She has been helping B2B companies drive revenue growth for over 35 years.

How To Stay Balanced And Be Heard

For many of us, a large portion of our time is spent at work; in fact, the average person will spend 90,000 hours at work over a lifetime. It’s safe to say a job can make a huge impact on your quality of life.

However, how would you rate the quality of your conversations at work? How well do you know the colleagues with whom you interact on a daily basis? With so much of our time spent at work, it is important to foster an engaged and supportive workplace, and bring meaningful conversations into the office.

In a 2017 study on Global Human Capital Trends, Deloitte found that rather than focusing narrowly on employee engagement and culture, organizations need to develop an integrated focus on the entire employee experience, from the work environment to management practices to supporting functions.

Today, we share advice from business blogger Muir Keir to help businesses positively influence the entire employee experience.

Leaving “balance” undefined. The term ‘work-life balance’ is a regular topic of discussion in modern workplaces. Various strategies are put in place toencourage employees to achieve a work-life balance. However, the distinct line between work and home is no longer clear-cut, and our leisure time is regularly infiltrated by work, because of our own expectations or those of others. With today’s ability to access email and text messages 24/7, it’s easy for this spillover to take place.

The first step companies can take is to recognize that balance is unique to each individual. There is no “one-size-fits-all” concept. Perhaps we can help our teams achieve true balance in their lives by first accepting that the term is entirely subjective or even undefinable. Perhaps we can empower our employees by declaring that as managers we are comfortable that employees create this for themselves.

This means giving employees some autonomy in terms of hours they work and where they work to achieve their personally defined balance, which leads to flexibility.

Engaging through flexibility. Like balance, flexibility is innately personal and strongly valued. Flexibility in the workplace is key not only to increasing employee satisfaction, but also to fostering someone’s unique approach to completing a job to the best of their ability which, in return, results in increased productivity.

An example of flexibility is with the industry giant, Philips. This company developed and implemented employee leave policies that by default enable flexibility at work, including parental leave, grandparent leave, purchased leave and domestic violence leave available to all staff. Building on personalized support, the company also focus on employees transitioning through different stages of their career, including offering detailed career transition planning for those considering their path to retirement.

Creating a forum to be heard. Paramount to ensuring that employers stimulate meaningful conversation is to provide a forum where employees can be heard. Employees face unique personal challenges throughout their careers, and they should be supported to manage these in their own way. This is why many companies now have an employee assistance program (EAP), offering an extensive range of support services to all staff, as well as formal quarterly employee engagement surveys which allows everyone to have a say in how they feel about the organization.

That step of being heard simply starts with a personal question to an employee: How are you doing today and how can I make today a better day for you?

Source: Muir Keir is general manager of personal health at Philips Australia and New Zealand.

How To Plan Now For The Next 10 Years

Business author Rich Allen says that running a successful business requires a clear idea of where you want your business to be 10 years from now. It means having your own North Star that not only inspires you, but inspires your team as well. Essentially, if you want to get somewhere and you want people to follow you there, you have to visualize it first; you can’t be a leader without vision.

While that seems like obvious advice, the problem is, most of us are too busy tackling the everyday challenges to sit back and look at what we’re doing and where we want to be. Buried under the daily pressures of running a business, most small-business owners can barely think six months ahead, let alone 10 years.

Here, we are sharing Allen’s four simple steps to picture your business a decade in the future, and chart the best course to get there.

1. Start with the mountaintop. Imagine your business 10 years from now. Write down all the particulars you can of what your business looks like. There are no right or wrong answers here. The point is to focus on your vision of your business in the future: where you want to go, and what you want it to look like. Don’t worry about whether it will actually turn out this way.

Think about:

  • How many team members you’ll have
  • What locations you’ll have
  • What products and services you offer
  • How your business is structured
  • What your ideal customer or client looks like
  • What kind of volume you’re doing

 

2. Back up five years. Once you have the 10-year vision in writing, back up halfway. In five years, where do you need to be in order to be on track to hit that 10-year point? Cover the same details, and write them down. For instance:

  • How many people are on your team?
  • Do you have half the locations as in 10 years?
  • Are you offering the same products as services as now, or the same as in 10 years?
  • Have you found your ideal customers yet?
  • Are you doing half the volume you’re doing in 10 years?
  • Are you still going into work every day? What’s your own life like in five years?

 

3. Back up two more years. Now that you have your five-year vision, take it back to the three-year version of your business. Ask the same questions, and think about whether or not your three-year vision backs up your five-year vision: are you on the right course? Where do you have to be in here years in order to achieve your five-year goals?

4. Back up to next year. Finally, flip the script entirely: You need to take a sharp look at the next year—and now you have a 10-year perspective to do it in. So ask yourself: where do I need to be next year to be on track to reach my three-year vision? Use the same criteria, and make sure it’s as specific as possible.

By starting at the top and working your way back, you’ve already set up your goalposts. And with a very specific outline of your one-year, three-year, five-year and 10-year vision, you can start to create a plan and structure for your business that will get you to each benchmark. The truth is, if you just go on about your daily activities and hope you’ll one day end up where you want to be, changes are, it won’t happen. Instead, plan out where you want to be and use a vision to guide you.

Source: Rich Allen helps create businesses with solid foundations, unique marketplace positions, reputable processes, high-performance team and a visionary leader. Prior to becoming an advisor, he was vice president of human resources for Texas Instruments, then division president/COO with Pella Corporation. His new book is The Ultimate Business Tune Up: A Simple Yet Powerful Business Model That Will Transform the Lives of Small Business Owners.

What Your Employees Really Want To Know About Change

Organizations are organic. They grow, shrink, shift and evolve to stay responsive to customers and the ever-changing business climate. Sometimes change is good and sometimes it’s not. Either way, change can affect people’s jobs and create a sense of uneasiness or fear.

Today, we’re sharing key tips for planning and implementing change from Liz Kislik, a contributor to HBR, who helps guide organizations through change.

Plan more time than you ever thought necessary to prepare the content, delivery and necessary follow-up. When communicating across your organization, you should expect to hold not just one initial “all hands” meeting or videoconference, but also a series of smaller team and individual conversations as follow-ups. Also, coordinate the timing of the announcements so that no one is caught flat-footed if the news is released at different intervals by individual managers and organization-wide outlets. Giving people multiple opportunities to take in and process the announcement is essential for thorough understanding; receiving the information from the right sources in the right sequence is crucial for credibility.

Equip all levels of management to explain the context. Provide training and rehearsal or role-play time to everyone who will need to communicate the message; don’t assume they’ll have the right instincts.

Describe the organizational pain, and how the new solution alleviates it. Instead of just announcing a disruptive change, give the background of what’s not working today and why the new plan is the best way to get to the desired outcome. Focus on how customers have been hurt, how the business is incurring extra expense, the negative brand impact—and how the change will help mitigate those problems.

Personalize both the impact and the resolution. If you don’t, employees may not understand which specifics apply to them, or even how the company is providing support or services to help them cope. For example, in the small group or individual meetings, be prepared with all the necessary details to answer personal questions immediately. Without this, you’ll create even more anxiety and aggravation as people wait for someone to work out the specifics you didn’t research in advance.

Give the affected people as many options and as much participation as you can. When they have choices—and the necessary information or support to make them—employees feel more respected and maintain more pride and autonomy. The closer people are to the work, the more likely it is that they’ll generate practical ideas. Kislik gives the example of one organization that was having financial difficulties and provided a series of meetings about cost-cutting measures that asked everyone to look for ways to help—even though they were adversely affected by some of the very measures they proposed.

Demonstrate humility and responsibility, not just authority. Many leaders mistakenly believe that they’ll be given a pass for shaking up people’s lives if they say they’re suffering over the decision or the disruption themselves. Even treating the problem as a shared responsibility can backfire and feel manipulative to employees. Instead, say, “I’m sorry I didn’t anticipate …” or, “I was too enthusiastic about x…” This shows that you take seriously the impact of the situation on others. You can’t prepare for every curveball, so if you don’t have the answer to a question, say something like, “Wow, that’s a question we didn’t think about, but it’s a good one. We’ll get back to everyone with an answer early next week.”

Whether announcing cost-saving measures, a company restructure or an acquisition, by carefully planning your communication and providing the right level of detail at the right time, you can support your employees through the process with transparency and authenticity.

Source: Liz Kislik helps organizations from the Fortune 500 to national nonprofits and family-run businesses solve their thorniest problems. She has taught at NYU and Hofstra University, and recently spoke at TEDxBaylorSchool. Request her free guide,

How to Resolve Interpersonal Conflicts in the Workplace, on her website.

Compiled by Cassandra Johnson

Retrain Workers Now For Your Future Business

Look around your organization. Do your employees possess the skills needed to lead your business into the future? Mostly likely there are a few but the tendency is to hire new employees who bring the needed skills. In fact, 62 percent of executives believe they will need to replace more than a quarter of their workforce between now and 2030 due to automation and digitization. However, “upskilling,” or teaching new skills to your existing employees, can be a better and more affordable option, while building engagement and longevity with them.

Upskilling programs can’t be one-size-fits-all. Each employee has a different learning style, a different schedule and, potentially, a large amount of information to learn. Herey, we’ll share suggestions for developing employee retraining programs from Daniel Newman, CEO of Broadsuite Media Group.

The Best Retraining Programs Engage and Teach. Studies have shown that the most effective training programs combine engaging elements with specialized training modules. These modules should have online options as well as in-person instruction that focuses on completing skilled tasks. This training should also include digital and physical simulations for real-world, hands-on education. Digitizing the process and using technology like Augmented Reality (AR) and Virtual Reality (VR) can achieve effective results with lower cost to the company.

Personalized Learning For All. On top of engaging learning programs, technology can make it possible to tailor programs to the needs of specific individuals. Part of the capabilities of machine learning happens in the back-end where voice recognition and patterns live. As employees are going through the training program, it recognizes who is using the program and adapts to their specific needs. Employees can experience personalized learning that continues to adapt to their specific learning styles. They can also get real-time feedback based on their performance. This personalized learning fills those gaps on an individual level, boosting confidence and morale. This kind of tool replaces those boring modules that are a pain to implement.

Pattern Building For Retention. Learning is only the first step. After all, have you truly learned anything if you have no ability to recall that information and put it into practice? This is where training reinforcement through pattern building is essential. Most companies struggle with this, seldom reinforcing the information given to a new employee after the initial training.

To be effective, employees must practice these skills they have learned in order to retain and use them. Intelligent applications can be used to improve retention by helping employees to produce patterns throughout their daily work. Once a pattern is established, new techniques can be implemented without confusion and strain. It is all about retraining without huge effort on your end and a new possibility thanks to Artificial Intelligence (AI).

Measure ROI Through Learning Success. Using technology for reskilling and retraining allows organizations to gather data on both the employees and the training effectiveness. This data also allows the organization to determine the ROI per employee for retraining. This will help you tailor your program to meet the unique needs of your business while remaining productive, efficient and cost-effective.

Planning For The Future. As AI is permeating many aspects of our lives and businesses, digital transformation is taking hold and we must do everything in our power to keep up. Our employees are the future of our business and must be skilled in these areas of technology to keep us competitive. By starting now, you are ensuring your employees are receiving the education through retraining programs they require to be successful for themselves and for your business.

Source: Daniel Newman is CEO of Broadsuite Media Group, a principal analyst at Futurum and author of Futureproof.

Trust Your Notes, Not Your Memory

When it comes time for your annual review or to ask for a raise or promotion, you’ll need to back up your request with examples of your good work. If you’re in sales, it’s comparatively easy to track how you are doing. But, if you are in customer service, for example, charting those accomplishments requires more attention. And, with the fast pace of daily work, it’s hard to find the time to stop and document achievements when you’re constantly in motion.

Today, we’re sharing these tips from blogger and personal finance writer Alicia Adamczyk on how to save and document great work throughout the year.

Take Contemporaneous Notes. Make notes in Google docs or the OneNote app, or write them in a journal book documenting each time you have a major “win” at work and when you routinely do tasks above your pay grade. You don’t need to make a record of every accolade but do catalog times when you’re singled out in a staff-wide email, for example, or you help a coworker with a big project.

Be certain your notes include dates, and if you are including an email or message from someone else, make sure the source is identifiable.

If you want to go further for your own reflection, use these steps from Idealist Careers to examine your accomplishments:

Think of a challenge that needed to be resolved.

What obstacles did you have to overcome to resolve it?

List the steps you took to resolve the challenge one by one.

What happened as a result of your actions?

You might also document additional wins such as:

Difficult situations with co-workers that you successfully worked through and how you did it.

Tasks and projects that were completed on time, and how you did it: Track all projects and tasks, even ones you think are small.

The times you overcame pressure and still succeeded in meeting your goals.

Track those situations when you know you exceeded expectations and explain why.

Take Screenshots of Everything. If your boss compliments you in an email or Slack conversation, take a screenshot and include a copy of it where you keep your notes.

Go Through Your Calendar. If you keep meetings and project due dates in a calendar, go back through it to jog your memory. You can also make note of accomplishments on your calendar, and be sure to set calendar reminders for occasional mini-reviews with yourself.

Make a Spreadsheet. If a journal app or accomplishments box aren’t your thing, try logging everything into a spreadsheet, which is easily sortable and can be customized however you like.

When it comes time to sit down with your boss for that review or raise, refresh yourself on what’s in your notes, and come with a page or two detailing your best metrics and biggest contributions. Then, write a follow-up email laying out your achievements (with dates and supporting evidence as needed). These extra steps will take you a long way to a top review and future promotion.

Source: Alicia Adamcyk is a personal finance writer and lifehacker.