RainToday Note: This is part one of two of Catherine Blake's article on the makings of a true professional. In this first section, Blake introduces her concept of real professionalism and elaborates on the first of three defining characteristics. In part two, Blake discusses the final two characteristics that make a true professional.

As a professional service provider, don't you want to improve your edge? Author Stephen R. Covey, in his book The Seven Habits of Highly Effective People, refers to this as "sharpening the saw." He tells the parable of two men given the task of sawing wood from sunrise to sunset.

The first man toiled constantly while the second worked intermittently. At the end of the day, the first man asked the other, "How did you saw more wood than me when I worked so much harder?" The second man replied, "Because I took time out to sharpen my saw."

The only way we can improve ourselves is with desire, discipline and focus—every day. But there is so much more to being at the top of our game. It runs deeper than desire.

What defines you as a service provider? Is it your attitude? Is it something you put on, like an air, or is it real? Think of a person you really admire: someone you work with or an executive you look up to. What is it about this person that's different?

Executive search firms call this the "it factor," and if you try to pin them down and ask for a definition, they won't exactly be able to tell you. What they will say is that at a certain level, competency is a given. Many people have the skills to do a particular job, but firms look for something more in a candidate. They seek character.

What Is "It"?

It's a martini—shaken, not stirred. Take a fine vessel – well dressed and groomed and sophisticated in the ways of etiquette and international culture – then add wisdom, intelligence, a dash of wit, and a splash of charisma, all mixed over rock-core values, shaken, and poured into the hearts of those who can appreciate and savor this special blend. Realize, too, that this elixir can be wasted on individuals whose experience isn't sufficiently refined to appreciate the quality ingredients.

James Bond aside, people who possess that je ne sais quoi own something more profound than the veneer of well-tailored suits, designer attachés and European sports cars. Now don't get me wrong: Being a service provider does mean you care enough about yourself and others to project the image of your employer's "brand." For example, if you represent an airline, then you are expected to follow protocol and maintain a conservative, traditional look.

Manners are important for a professional, but this really goes beyond etiquette. Consider one of my colleagues from years ago. We worked for a Fortune 500 company and launched its global accounts program. He was in California, and I was based in Boston. He had the skills for the job, having been a professional for 500 years, and he knew all the right people—not to mention he dressed to the nines with cuff links, suspenders (or braces, as I've been told) and fine suits.

But something was missing. To my disappointment, I discovered he wasn't a nice person. He proved highly competent but out for only one thing: himself. What this translated to was a manipulative, unethical coworker I didn't dislike but rather felt sorry for. He had the trappings but lacked the essential quality of success: good character.

In today's market economy, the heart and soul of a service provider lends itself to key elements: some related to competence and many related to character, which you can't fake. What do you do if you're not happy with something about your character? What if you want to take your career to the next level? What's holding you back? You have to be willing to change, and that's hard work.

However, change is far from impossible. Do you think everyone who joins the Marines is a Marine on their first day of boot camp? The drill sergeant seeks the weakness of each man and woman and breaks them down before building them up with respect, dignity and a set of core values that shines through. Recruits put self-interest aside and serve a greater purpose. They're transformed into leaders who know what they stand for. It's like the old adage: "If you don't stand for something, you'll stand for anything."

What are the enduring character traits of a true professional? I would say there are three.

Discernment

What is discernment, and what on earth does it have to do with being a service provider? Discernment gives us the ability to know what's appropriate and how to act in a variety of circumstances. Furthermore, it's the capacity to connect with people and make the right decision. There's a difference between making a judgment call and discerning. Discerning comes from the heart. As leaders we often must make decisions that affect people's careers. Discernment takes the facts and applies a "sensitivity chip" or what some people call "emotional intelligence."

As an example, have you ever worked on an account team with someone struggling with substance abuse, such as alcoholism? I have. In fact, before I knew for sure, I sensed that someone on the team was battling personal demons. What I didn't know was that she was on probation at work and had one last chance to clean up her act or else she would be fired.

One Friday our team met a client for a business dinner and social fundraiser. My coworker fell off the wagon in front of our boss. While most team members sat at a table having dinner, I briefly left to make a phone call and noticed her alone getting a drink at the bar. She returned to the table but abruptly and ungracefully excused herself for the night because she wasn't "feeling well."

Saturday morning rolled around, and she was on my mind. I couldn't shake it, so I went out on a limb and called her at home to ask if she felt better. I said I was concerned about her but didn't reveal my suspicions of a drinking problem.

Perhaps it was the tone of my voice, or the fact that I took the time to show I cared. Something prompted her to confide her biggest fear: losing her job and house. She worried she would be fired for the prior night and added she had a car wreck while driving home. I told her she could trust me and that I was willing to attend a support group with her.

The point of this story is that being "plugged in" to people around us and discerning with one's heart can make a difference, whether that be with a coworker, prospect, or client. I'm happy to report that my coworker in question is doing well. She had a great group of colleagues who, rather than fire her, chose to support her and hold her accountable to a recovery program. They cared enough to help. She's now been with that firm nine years.

In part two, Blake will discuss the final two characteristics that are essential in making a true professional...

Catherine B. Blake, founder of Sales Protocol International has a passion for sales, marketing and business development and a heart for encouraging others to be their personal best. Blake has twenty years of sales and marketing experience with both FORTUNE 500 corporate giants such as EMC, GTE and IBM Corporation and start-ups.