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How To Mentor A Remote Employee- Phil Shawe

With remote work becoming more popular these days, managers have to manage distributed teams. Everyone does not experience in this field that means companies cannot always get the best out of remote employees. There are a large number of advantages to people working at home or outside the office, including productivity improvement and improved work-life balance that sometimes not realized due to mismanagement. It needs mentoring often to make sure they are up to date with the best practices.

To create an effective remote mentoring program, focus on four key pillars.

Set The Same Expectations

Remote workers required to be on the same page as in-office workers in terms of expectations and policies says Phil Shawe, co-founder, and co-CEO of TransPerfect, a translation technology company. Make rules on employee spending, business trips, vacation time, etc. for everyone, regardless of their location. “You don’t want to have a different set of standards for remote and non-remote workers,” he says. To understand how well you’re developing your employees, you need to know that you’re starting with a basic level of knowledge about the company and its policies.

Similarly, get on the same page about what each person expects out of the mentoring relationship, he says. Stay in regular contact without micromanaging, but you need to be sure how your protégé is feeling about issues like workload and deadlines so you can find areas where the individual needs help developing new skills or overcoming challenges.

Use video calls for communication

Video calls are one of the best ways of improving communication. Asynchronous communication like email does have their benefits for assigning tasks and future reference. But, depending upon just these make you less efficient. A video call can save hours of going forwards and backward for writing something for communication. Being able to see your colleague makes them more real and energetic.

Build In More Structure

Remote mentoring relationships need more structure and communication than you might think is necessary, says Nancy Halpern, principal of workforce consulting firm KNH Associates. You need to determine how often you’ll be in touch and through what formats. Keeping that cadence will help you ensure that you’re communicating regularly enough to have an impact.

Select the latest and best tools

Supervising your remote employees through email or phone calls simply cannot work well! Without being in a physical location as your other team member, it is really difficult to collaborate and manage efficiently. Hence making using of the best latest tools within the remote workplaces are the best idea.

For further information and guidance, you can visit: Phil Shawe Transperfect.

Phil Shawe Transperfect

Navigate the global marketplace with Phil Shawe's TransPerfect business solutions. Learn how our global translation, language and localization services can help you. Visit us now.

Philip Shawe

Philip Shawe is the CEO of TransPerfect, a translation service based in New York City. As a leader, Shawe had to acquire new management and leadership skills to meet the company’s needs.

Phil Shawe

Phil Shawe is the co-CEO of TransPerfect, the world’s biggest privately held translation services company. Phil Shawe, shared his own experience leading the company from a dorm room idea to a global corporation.

#Phil Shawe

Management: Basic Principles for Business Development Leaders

One of the most rewarding parts of my job is to coach the art of effective management. Often employees are promoted to be a manager because they’ve been good in their previous position. In other words, the skills that allowed someone to succeed—to get promoted and to assume a leadership role—are not typically the same set of skills they will need to succeed in management. This presents an interesting challenge for companies because their first-time managers—whose continued success is the lifeblood of the company’s future—are often not prepared for the new role they are assuming.

Therefore, Phil Shawe coaching management, beyond being fun and rewarding, is absolutely essential to creating a corporate environment that achieves sustained, profitable growth. From two to 4,000 employees, I have led the day-to-day operations at TransPerfect, and the company has been fortunate enough to maintain sustained, profitable growth for 24 straight years.

One of the first things you want to do as manager is establish your culture as a meritocracy. As the old saying goes: in order to manage it, you need to measure it. Measurement may appear obvious in sales-oriented roles, but it is important to make a system of measurement that defines success in each and every role and functional area of the company.

Phil Shawe Transperfect has also made me understand how incredibly valuable embracing a player-coach management model can be to the business. It is particularly effective because leaders must “walk the walk” before they “talk the talk” so to speak.

For example, in sales, virtually all of our managers are also quota-carrying business development professionals, that are not only responsible for their team’s individual and collective numbers, but also their own. They often started in sales from scratch, with no existing customers, were given specific and measurable revenue targets, met them, and achieved a leadership role by demonstrating their own ability to be successful.

This exemplifies the meritocracy concept, and gives our managers a better chance at success because when they lead, they are automatically leading by example. But again, it’s not enough. They must also learn basic management techniques and apply them to their own style, their own market, and, as a global company, their own culture, in order to be successful.

Intraprenuership is a word coined by one of my NYU professors that gets used a lot at TransPerfect. Senior managers strive to create a scalable platform by which managers at all levels are empowered to “build their own business” within the firm. Choosing the correct people, giving them the resources and processes they need to succeed through investing in training and development, and then empowering them to build their own business within the firm, is a winning formula that TransPerfect strives to execute on daily. We recently hosted our annual sales conferences in Miami and Barcelona, and in each, we brought together over 250 team members from around the world to share their experiences with colleagues, learn from veteran professionals in our organization, and chart our individual and team goals.

In nearly every one of these meetings since the company’s inception, I’ve delivered a presentation that has come to be known simply as “Management 101” or just “101” for short. The principles often appear to be commonsense, but I can’t tell you how many hundreds of people have come to thank me years later, and let me know how much this talk affected their career. It’s inspiring and humbling for me, regardless of how big TransPerfect gets, to continue to play a role in the career development of the next generation of company leaders.

The initial inspiration for this session was a discussion of the Peter Principle. The basic premise (in very simplistic terms) that Laurence J. Peter formulated was that when candidates are selected for a position based on their performance in their current role, rather than on their abilities relevant to the intended role, eventually that employee will be promoted to a job in which they cannot perform effectively and will have risen “to the level of their incompetence.” Management 101 challenges young managers to fight the ever-present Peter Principle by stressing the need for continued learning, continued adapting to change, and continued investment not only in yourself, but also in those you manage. At TransPerfect, senior managers are often judged by how many people they’ve supervised who have gone on to do incredible things within the organization.

Given the heartfelt feedback I have received over the years, I thought I would take page out of my own playbook, and challenge myself to “give back” by sharing some of the key points of Management 101 that have helped TransPerfect to develop what I truly believe is the greatest managerial team on the planet. Here’s Slide 1.

1. The Most Important Characteristic of Management

There are many definitions of management out there. My favorite is “Management is helping someone achieve more than they otherwise would on their own.” The more people you can help, and the higher the achievement they attain, the better you are doing.

What is the most important quality of a great manager? You can probably name 10 to 20 right off the top of your head. Leads by example, listens, commands respect, ethical, gives feedback often, etc.

These are all important qualities, and we could name many more all day. However, in my experience, there’s one that—if you master it truly—will get you past a thousand mistakes.

My most important quality in a manager is:

You must take a personal and vested interest in the success of your people.

A few key points about this:

You must communicate this to your team members, directly and indirectly, on- and off- hours, in and out of the office.

· It needs to come across not only in your words, but also in your deeds. Action speaks louder than words.

· This is not something you can fake. If you are only in it for yourself, they will know.

In the business world, there are few greater and more meaningful responsibilities than managing other people. You truly hold someone else’s career in your hands and this responsibility should not be taken lightly. You are charged with overseeing their future, for better or for worse. People don’t quit a company, they quit a boss. To an employee on your team, you are the company. Their experiences and interaction with you will largely define success or failure in their job.

So, get in touch with

Philip Shawe

the Co-Founder and Co-CEO of Trans-Perfect to get a perfect solution for your business.

Management Principles For Entrepreneur

Intrapreneurship is a word coined by one of my NYU professors that get used a lot at TransPerfect. Senior managers strive to create a scalable platform by which managers at all levels are empowered

#management #entrepreneur #marketingstrategy

Entrepreneur Development Principles

Phil Shawe Transperfect has can make you understand how incredibly valuable embracing a player-coach management model can be to the business. It is particularly effective because leaders must “walk the walk” before they “talk the talk” so to speak.

#Phil Shawe Transperfect #enterpreneurship #marketing

Business Development Principles

Phil Shawe coaching management provides beyond fun yet rewarding essential to creating a corporate environment that achieves sustained, profitable growth. From two to 4,000 employees, I have led the day-to-day operations at TransPerfect.

#Phil Shawe #Phil Shawe Transperfect #Philip Shawe #enterpreneur

Phil Shawe is the Co-Founder and Co-CEO of TransPerfect, a global family of companies and the world’s largest privately held provider of language and business services.

#Phil Shawe Transperfect

PhilShawe has guest lectured on Entrepreneurship at New York University and Columbia University, and is a member of the Association for a Better New York (ABNY).

#Phil Shawe

Philp Shawe is the CEO of TransPerfect, a translation service based in New York City. Shawe set up the company with a former business partner while attending business school in New York City 27 years ago. As a leader, Shawe had to acquire new management and leadership skills to meet the company’s needs.

#Phil Shawe Transperfect

8 Ways To Make A Great First Impression During A Job Interview

Forming a first impression of someone takes seconds, and that can feel impossible to nail when you’re in a job interview. Luckily, most hiring managers take more time to form their opinion. A study published in the Journal of Occupational and Organizational Psychology found that the first 15 minutes are when an impression is made during an interview, and that’s enough time to connect and sell yourself.

We spoke with hiring managers and found out what impresses them. Here are eight things to do to help you land the job.

1. Know That Your First Impression Starts Right Away

Be careful when waiting for the interviewer to come get you, as the receptionist may get a first impression that he or she can share with the interviewer, says Patricia H. Lenkov, founder and president of the recruiting firm Agility Executive Search. “Don’t talk on the phone, doze off, or otherwise act unprofessional, even if you believe the interview has not yet begun,” she says.

These first few moments matter, adds Nicole Cox, chief recruitment officer at the recruiting firm Decision Toolbox. “I have seen hiring managers ask reception staff about their interaction with a candidate,” she says.

Zappos is known to interview the shuttle driver when they bring a candidate in for an interview. If the person was less than courteous, they get sent home.

2. Smile

It sounds simple, but smiling is a powerful part of your first impression. Research from Cornell University found that facial appearance affects how we judge someone. “These facial cues are very powerful in shaping interactions, even in the presence of other information,” writes Vivian Zayas, professor of psychology and lead researcher.

Neutral expressions, for example, can hinder a person’s likeability, while people who smile and lean forward a bit come off as being warmer.

People see a smiling person as more intelligent, attractive, relaxed, sincere, and reliable than a person who’s not smiling, says Denise Dudley, author of Work It! Get In, Get Noticed, Get Promoted. “Smiling also does some pretty amazing things to your body,” she says. “It helps decrease the amount of stress-induced hormones circulating through your bloodstream, lowers your blood pressure, and makes you feel more relaxed and happy by stimulating the release of feel-good neurotransmitters in your brain.”

When others see a smiling face, the reward centers in their brains become activated, releasing the same feel-good neurotransmitters that are already making you feel so great, says Dudley. “In short, each time you smile at someone else, both of you will experience activated reward centers and a release of positive chemicals in your brains,” she says.

3. Give A Firm Handshake

If your handshake is weak or if you lack eye contact, it can be challenging to overcome, says Lenkov. “I am often surprised when meeting otherwise successful and accomplished people who have a limp, ‘dead fish’ kind of handshake,” she says.

A good handshake is firm but not excessively so, Lenkov adds. “It doesn’t hurt, but it also leaves the subtle impression of confidence,” she says, adding that it must be combined with eye contact. “Shaking hands without looking the other person in the eye takes away from the good impression one of trying to create.”

4. Start To Build Rapport

At the greeting stage, try to be the first to initiate conversation, says Cox. “It shows respect and confidence all at once,” she says, adding that you shouldn’t hurry or rush the greeting. “That can make you appear nervous.”

Then balance listening and speaking, says Jill Larsen, senior vice president of HR and talent for Cisco. “Many times candidates try too hard to say as much as they can in the interview,” she says. “Most candidates who get an in-person interview have the basic technical skills for the role; it’s the cultural or personality fit that’s important. Do your best not to be nervous, and try to connect with the interviewer.”

5. Summarize Your Experience

Without looking at your resume, be able to tell the hiring manager a summary of your career path, says Phil Shawe, co-CEO of TransPerfect, a global content management and translation services company. Include factors that influenced your choice of schools, the jobs you took, the moves you made, and the life experiences that make you ready to start a new chapter with your interviewer’s company, he suggests.

“From my experience, if someone cannot give a coherent summary about themselves, then they will have a hard time being an ambassador of their department internally, and a difficult time achieving further success,” says Shawe.

For more information, see Phil Shawe's compensation, career history, education, & memberships .

#Phil Shawe

Basic Principles for Business Development Leaders

Excerpt from Part 1.

One of the most rewarding parts of my job (as Co-CEO of TransPerfect) is to coach the art of effective management. Often employees are promoted to be a manager because they’ve been good in their previous position. In other words, the skills that allowed someone to succeed—to get promoted and to assume a leadership role—are not typically the same set of skills they will need to succeed in management. This presents an interesting challenge for companies because their first-time managers—whose continued success is the lifeblood of the company’s future—are often not prepared for the new role they are assuming.

The mission of Phil Shawe TransPerfect Advocate is to promote the visibility of LGBTQA people (lesbian, gay, bisexual, transgender, queer, questioning, allies) and matters related to the community both within and outside of the TransPerfect Family of Companies.

Given the heartfelt feedback I have received over the years, I thought I would take a page out of my own playbook, and challenge myself to “give back” by sharing some of the key points of Management 101 that have helped TransPerfect to develop what I truly believe is the greatest managerial team on the planet.

Here’s Part 2.

In Part 1, we discussed the most important aspect of being a successful manager: Taking a personal and vested interest in your team member’s success. You cannot fake this; and it must come across daily in both your words and your deeds. We are all human and, like in life, we will all make mistakes when it comes to management. There is no silver bullet, but taking this concept to heart, and adopting this philosophy will get you give the best shot at moving past any challenges and achieving greater and greater success in your career as a manager.

What’s The Only Thing That Makes People Mad in Life?

I love asking this question during managerial training sessions. I get a great range of answers. Perhaps before you read a few lines down, you can stop and think about the last time you were really mad about something yourself. Whether it was a significant other, a friend, a family member, a co-worker, someone you manage, or a boss…

You can probably boil it down to this:

A Mismanagement of Expectations

One illustrative example I use in training is that I tell the story how in my off time, I sometimes like to gamble. Whether I’m in Vegas, the Caribbean, or a major European city, I actually find playing table games in a casino a relaxing pastime.

So let’s imagine I’m playing in Las Vegas and I happen to lose money—and only later I find out that the casino was actually rigged. I’d probably be hopping mad. Why? Because I expected a fair game. I wouldn’t mind losing—I know you take your chances when you gamble—but I expected a fair shake.

Conversely, if on the way into the casino, there were bright, flashing neon signs everywhere saying: “Warning, this casino cheats!” – “Most of our games are scams!” – “If you come in here, you will very likely lose!” How would I feel then? Probably not so bad. I knew they cheated, and I played anyway.

Of course, this is a dramatic and unrealistic example, but it makes a critical point for managers to understand: always do exactly what you say you are going to do in management.

And above all:

Don’t Write Any Checks Your Career Can’t Cash

As a manager, I don’t care whether you are talking about promotion, a raise, a bonus for a project that required working crazy hours, telling someone they can attend a tradeshow, or having a Friday pizza party. Do not ever promise anything that you may not be able to deliver. And, constantly work to manage expectations and stay on the same page as your team.

So, how do you bring this commonsense comment out of the theoretical, and apply to the real world of being a successful manager in business?

Have a Mutually-Agreed on Plan for Success

If I worked at your company and was auditing it, I should be able to walk the floor and ask each person who works for you what the next step in their career is, and what they need to do to achieve it. And I should be able get decent and, hopefully, even specific answers.

“If I accomplish X, Y, and Z, over the next 6 months, I will get promoted in the next raise cycle and, based on my goals and growth, receive additional direct reports to help grow the business and my career alike,” would be great answer to get. If your people wouldn’t be able to answer this with some specifics, it’s probably time to sit down and have a discussion that defines goals, time frames, and rewards with as much specificity as possible. People should “begin with the end in mind” and it’s your job as a manager to help them connect the dots. (Also, if you work for someone and you don’t have this, don’t stew about it, there’s no rule that says you can’t help your boss be better manager. Have a meeting, and ask for goals.)

People Are Different, Manage Them With That Reality in Mind

Since we’re on the casino theme, I’ll stay with it. As a young entrepreneur years ago, I once found myself playing blackjack between Pete Rose and Brett Farve—long after the Rose controversy—and he and I were talking management and how to get the best achievement out of your team. He said an interesting thing to me about motivating people to help them achieve the best performance possible. He paused in his tobacco chewing, and said, “Phil, at the end of the day, there’s only three things you can do to a baseball player: You can kick him in the ass; you can pat him on the back; or you can leave him alone. The real trick is, knowing which to do.”

This comment stuck with me as I crafted my career and built TransPerfect in the early days. Many people want to manage everyone “the same” – because they think is innately a “fair” concept. But the truth is, people are not the same, they are not motivated by the same things, and while managing them “the same” sounds like a nice utopian answer—it will not produce optimum results.

As a manager you need to understand your individual team members’ definition of success, and craft career paths that make their success intersect with driving success for the company.

One Definition of Success for People: Progression.

The people you manage are not robots. If they were, robots would have replaced them already. You need to know what makes them tick. You should understand what success or progression is from their perspective. They could include:

increased financial rewards

managerial growth and greater responsibility

access to more training to develop knowledge and skills

intangibles (a title change, the corner office, etc.)

Once you know this, you need to support them by designing a career path that helps them achieve their goals, and makes these goals intertwined with results that drive the organization’s success.

Don’t be afraid to adjust your style to the individual. You can then coach them appropriately, and help them develop the underlying business fundamentals to make good business decisions. But please remember the old saying: If you can’t measure it, you can’t manage it. So get a plan down for mutual success for each person on your team—put it in writing and share it so there’s no mismanagement of expectations. Don’t write any checks you can’t cash—if your team hits the goals you’ve agreed on, make sure you live up to your end of the bargain.

For more information, see Phil Shawe's compensation, career history, education, & memberships.

#Phil Shawe

The organizations present in Phil Shawe Charity Gala

The V Foundation for Cancer Research

The V Foundation is a charitable organization dedicated to saving lives by helping to find a cure for cancer. The V Foundation seeks to make a difference by generating broad-based support for cancer research and by creating an urgent awareness among all Americans of the importance of the war against cancer. The V Foundation performs these dual roles through advocacy, education, fundraising and philanthropy.

Resilience Rising

Resilience Rising combats the commercial sexual exploitation of children in the United States by providing a ten-bed residential program for survivors with opportunities for safety, healing, and empowerment. Serving eight adolescent females and two small children to accommodate teenage mothers, Resilience Rising provides a long-term, trauma-informed program wherein youth develop the coping and life skills needed to break the inter-generational cycle of abuse and poverty that drives this child welfare, public health, and human rights problem.

TransPerfect Advocate & The Ali Forney Center

The mission of TransPerfect Advocate is to promote the visibility of LGBTQA people (lesbian, gay, bisexual, transgender, queer, questioning, allies) and matters related to the community both within and outside of the TransPerfect Family of Companies. We are passionate about connecting with the community at large through networking with students and professionals, as well as providing leadership development opportunities within our organization. We are committed to the development and implementation of internal policies and practices through open communication between employees and management to foster an affirming environment for LGBTQ people in the work place.

Donations collected by TransPerfect Advocate were directed to the Ali Forney Center.

The mission of the Ali Forney Center is to protect LGBTQ youths from the harms of homelessness and empower them with the tools needed to live independently.

Key West Film Festival

The mission of the Key West Film Festival is to showcase films that capture Key West’s essence: Creativity, Diversity, Sustainability, and Beauty. Key West enjoys a rich tradition of inspiring residents and visitors alike to approach everything they do with a free and unbridled spirit. We celebrate all things creative as the highest expression of the human soul. The Key West Film Festival is one of the few not-for-profit festivals in the United States. For more information visit:

http://philshawe.com

Phil Shawe Charity Gala

Guests were received at the incredible 1 Hotel Rooftop for a cocktail reception featuring specialty cocktails and iconic views of the Brooklyn Bridge, Statue of Liberty, and Manhattan Skyline.

After an unforgettable sunset, the gathering moved downstairs for the Gala dinner and was greeted by local Brooklyn jazz quartet, Garden Party. Guests mingled in the 1 Hotel’s Social Space which abuts the lush Brooklyn Bridge Park and had a chance to speak with representatives of the four charitable groups that were being featured throughout the evening:

· The V Foundation for Cancer Research

· Key West Film Festival

· Resilience Rising

· TransPerfect Advocate Benefiting the Ali Forney Center

As guests sat for dinner the evening’s host, Phil Shawe, thanked those assembled for joining including the night’s guest of honor, property rights advocate, Susette Kelo. Phil also thanked members of the TransPerfect team who’d joined from across the globe, including members of the San Francisco, Atlanta, London, Washington DC, and Barcelona offices. When asked who in the room was part of the TransPerfect family, roughly half the crowd erupted into raucous applause.

The first portion of the night’s program centered on recognizing the finalists of the Philip Shawe Challenge, a scholarship competition for second and third-year law students that had concluded earlier in the evening. The top three finalists (including one team of two) had presented their oral arguments at Brooklyn Borough Hall and after some deliberation; the event’s judges had determined the winners.

The moot court presentation featured a distinguished panel of judges, who honored the top ten competitors, and heard oral defenses by the top three student teams. Professor Alan Dershowitz, Judge Carmen Beauchamp Ciparick (Ret), Senior Associate Judge of the New York State Court of Appeals, Justice Melvin Schweitzer (Ret), New York State Supreme Court, Commercial Division, and Joseph D. Hansen, former Director of Interns for Justice Schweitzer, New York State Supreme Court, Commercial Division served as the Supreme Court Justices for the competitors.

The winners were:

1st Prize – Steven Hermosa of the University of Florida Levin College of Law

2nd Prize (tie) – Alison Tilden and McKaye Neumeister of Yale Law School

2nd Prize (tie) – Catherine Dowie of Suffolk University Law School

Following the awards presentation, Alan Dershowitz, Professor Emeritus at Harvard Law and a distinguished constitutional legal scholar, delivered a powerful keynote addressing the fundamental legal, business, and property rights implications that were the subject of the competition.

After dinner, the program focused on recognizing the incredible work performed by the evening’s four featured organizations. Representatives from each group shared a little about their work and invited guests to learn more at their tables throughout the reception area.

Phil has been named Entrepreneur of the Year for New York City by Ernst & Young, and named to Crain’s New York prestigious “40 Under 40 list” as one of the top young executives in New York.

#businessman

PhilShawe has guest lectured on Entrepreneurship at New York University and Columbia University, and is a member of the Association for a Better New York (ABNY). Previously, Phil was a member of the board of directors of The Joyful Heart Foundation, a non-profit that worked in support of survivors of sexual assault, domestic violence, and child abuse.

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