No one is going to argue that these are challenging times to be in the workforce, at any level.
There is ample enough legitimate concern and paranoia to stress out employees from the executive suite to the shop floor.
Most businesses experienced negative revenue growth in the second quarter, which means they are selling less than they did during the same period a year ago.
Companies continue to slash payrolls in response.
Ergo the legitimate concern alluded to above.
In a previous post, I advised that you step up and make yourself as indispensable as possible.
I made suggestions as to the types of activities that employers value highly in soft economic times such as these.
But to make a  step change in your performance and contribution means that you need to accurately understand where you are stepping from.
Such understanding is best acquired by asking those around you who know you.
I have coached dozens of executives as part of my coaching practice.
I always begin the process by talking to a group of 8-10 people who know the executive well.
This always includes the boss, peers and direct reports.
Candor is the key and I go to great lengths to create an environment of trust.
While I would love each of you to retain me as your personal coach, I know that it isn't going to happen.
But do not let that slow you down.
There is absolutely nothing stopping you from conducting your own feedback session on yourself but you.
And your ego.
Unfortunately, with concern and paranoia comes a natural level of defensiveness.
We tend to "listen" constructive feedback as negative and then shut down.
Bad idea.
Feedback is the fuel of development.
Absent feedback, our development inevitably runs out of gas and our career growth stalls.
You can counter this natural tendency by asking about the things you do well first.
Afterwards, follow up with the developmental questions.
Begin by letting the person know that you are really interested in getting better and that you value their feedback.
I have found that people are almost universally flattered to be asked.
Be sure that your body language doesn't betray your stated openness.
You can start with a few simple questions to break the ice, such as  "what is the one or two things that you think I can do to improve my effectiveness? Perhaps I need to stop, start or do more of something?" Do not let them off the hook by saying there is nothing that you can do to improve.
We are all works in progress.
When they offer their suggestions, keep your mouth shut and your ears open.
if you feel the need to defend yourself, the game is over with this feedback provider.
Of course your boss needs to be included on the list.
Let them know that you will be asking others for feedback in your quest to improve.
You want  your boss to know that your are actively engaged in improving your performance.
Unless your boss is "listening" and watching for the improvement, your good efforts will be under-leveraged.
This isn't about being a sycophant, it is simply smart career management.
Now get started.