#phil shawe

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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.

[philshawe-blog]

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.

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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).

[philshawe-blog]

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.

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.

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 .

[philshawe-blog]

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.

[philshawe-blog]

Philip 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.

[philshawe-blog]

Phil Shawe Transperfect

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.

[delawareincs-blog]

Malicious Firing by Chancellor's Puppet

Judson Bennett

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Well folks, get ready... hope you are sitting down.

Here's how the Chancery Court fires the number one sales person and number three employee at TransPerfect... they fire him by a mass company-wide email from an anonymous email address!

Hold the phone! Absolute power run amok! Holy cow, this is getting out of hand! In our kind and gracious state of Delaware, where business-friendly is our middle name... this is not how things should be handled. It's unprofessional and is causing panic at the company, I'm hearing from multiple sources at TransPerfect.

This is Chancery Court appointed Bob Pincus of Skadden Arps firing the company's number one sales person of all time via an anonymous email... who does that?! Contrary to doing his appointed job, instead, this guy Pincus seems to be creating mass hysteria at the very company he is supposed to be protecting. How could this not be affecting the moral and overall feeling of job security at TransPerfect?!

Chancery Court Judge Andre Bouchard is getting Bob Pincus to do his bidding. In my opinion, this is outrageous and unprofessional court behavior.

He fires a man who has been with the company for 20 years, has a wife and four children... in this manner?!

Here is the email folks:

From: TransPerfect <[email protected]> Date: October 25, 2016 at 5:19:09 PM EDT To: allsales <[email protected]>, SeniorManagers <[email protected]> Subject: Brooke Christian

We write to inform you that today is Brooke Christian's last day at TransPerfect. We would like to express our gratitude to Brooke for his contributions during his career with us.

Until further notice, all functions handled by Brooke prior to his leave of absence will be handled by others, as has been done during the last few months while Brooke was on leave.

We are excited about TransPerfect’s proven ability to change and grow, and we look forward to the success which lies ahead.

__________________ TransPerfect www.transperfect.com

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