Let's say you followed my advice on resumes and cover letters. If it worked, you're very welcome. Or, if you disregarded what I said and wrote a 10-page cover letter and 20-page resume and still got the interview, congratulations and mea culpa. (If I were always right, I'd be filing this post from my own tropical island — not my dining room table-slash-desk.)
In any event, through a combination of skill, perseverance, and luck, you've landed the interview. In short order, you'll be alone in front of a gauntlet of interviewers with no recourse to the backspace key to fix any verbal gaffes. Now what?
Number one, understand that you are applying for a job someone needs doing and they're trying to figure out if you're the person. And to do that, the interviewer will rely on their perceptions and beliefs about interviewing.
For example, I like to know that an employee has a desire to get promoted and move ahead. My reasoning is that an employee who mentions promotion in the interview will work harder on the job.
But other interviewers may have had a bad experience with an employee focusing on advancement to the exclusion of finishing the job they were hired to do. If you're not sensitive to that manager's fears, and continue talking about how you're getting your MBA at night, you won't get that job.
So with that thought in your pocket — that you need to listen and react to the person in the room with you, not slavishly follow any list of rules — I present to you my list of rules for interviewing:1. Dress appropriately. If you're going to Amalgamated Ginormous Finance, Inc., a business suit is appropriate. If you're a man, wear a tie. Even in California.
2. Shut up. Did I tell you about the time someone came and told me his life story for 45 minutes and then allowed me 10 minutes to explain the job? I think you know how that story ends.
3. Listen. The most useful skill in sales is listening — and in an interview, you're selling yourself. If you say, "I think the best computers in the world are PCs and people who use Macs have more style than substance" after the interviewer mentions his iPhone, you could be left with your opinion and no paycheck.
4. Ask questions. You can avoid the problem above by responding to the question, "Do you think we should scrap all the PCs here and buy Macs?" by saying, "That depends on lots of factors. What would your requirements be?"
5. Show interest. This could also be called "sucking up." When an interviewee doesn't ask me anything about myself, she's not just saying "I've got pride in my accomplishments and don't need to pander to you." She's also showing me that she isn't good at showing interest in other people. Which means she's going to have a hard time politically in the company. And since that's going to reflect badly on me...no job for her.
6. Do your research. Some people find being Googled creepy. But if you do it carefully, you can show the hiring manager that you took the time to learn something about them. Feel free to quote what they said in CIO Magazine about the challenges of technology in the office. Just don't mention the size of their swimming pool as viewed through Google Earth.7. Answer the question you wish they'd asked. Robert McNamara said that about dealing with the press, but it's also very good advice for interviewees. How many times have you left an interview thinking, "I never got a chance to tell them about my Nobel Prize in possum research?" Don't wait for the question. Answer "What did you do at your last job?" with "Actually, it was my work on possums two jobs ago that you might find most relevant." (Well, maybe for you it wasn't specifically a Nobel or about possums, but you get the idea.)
What about you? Any horror stories of interviews gone wrong as either the interviewee or interviewer? Any thoughts on how to stand the best chance of success in an interview?
Thursday, July 9, 2009
Saturday, May 9, 2009
Tell me about yourself.......
Answering the Tell Me About Yourself Question
A Candidate’s Guide to Making a Great First Impression While Interviewing
A Candidate’s Guide to Making a Great First Impression While Interviewing
Let’s face it, interviewing is stressful enough without having to answer stupid interview questions. But unfortunately, many interviewers, because of habit, lack of preparation time, poor training, or yes, even laziness, often ask stupid questions. Of those, one of the most challenging is the oft used “Tell me about yourself” interview opener.
What most candidates ask me about this insipid interview question is: “What do they want to know?” They want to know about you the candidate as a potential employee. They don’t want to know about your family, your last vacation, your hobbies, your religious beliefs, that you like the Cubs, or that you are a proud member of AA. Yes, I have had candidates give each of those responses to the infamous “Tell me about yourself”question. I don’t recall any of them ever getting hired by the employers who interviewed them.
Interviewers also think it is improper, a sign of your lack of preparedness, or even rude, for you to answer their “Tell me about yourself” question with a question of your own like,“What would you like to know?” If you are prepared, and seriously thinking about making a career change, you will have a prepared and thoughtful answer to this question BEFORE you begin interviewing.
Why? I am glad you asked, and I think one example should convince you I am right.
Let me share just one story about this opening interview question that cost a candidate a job she REALLY wanted. It is a perfect illustration to make you understand why you must plan a response for this question whether you are asked it or not. The scenario was this: The candidate was a financial services professional, her recruiter had a financial services client that was looking to fill a VP position for a 125k base + 25k bonus. The candidate had an ideal background and skill set, and the client thought she was a perfect fit. The candidate knew the client and was thrilled to interview with her. The client joked that when the candidate came to the interview the recruiter should send the candidate with an invoice for the fee, because they thought they might make her an offer on the spot.
You can more or less guess how the story ended. The candidate didn't get the job, but please pay attention as to why, because that is the part of the story that matters most. To start the interview the candidate was asked the dreaded “Tell me about yourself” question. Thinking that it was an inconsequential icebreaker question, she retorted, simply intending to cause an opening chuckle, “Well, as you can obviously see, I am 15-20 pounds overweight.”
She was only joking! Yet, due to the impact this answer had on the client, for all practical purposes the interview was over as soon as she said this. That “amusing” answer to what the candidate viewed as a seemingly innocuous question convinced the employer that this $150k VP had an image or low self-esteem problem. Despite the recruiter’s insistence that it was just a joke, the employer declined to make the candidate an offer. The retort was just a joke! But not really. It was no joke to the candidate who lost the $150k dream job. It was no joke to the recruiter who had invested so much time in finding the employer this ideal candidate. This candidate attempted to humorously break the ice, but the interviewer misinterpreted the response to a stupid question, and became convinced the candidate was not VP material.
This whole fiasco could have been avoided if the candidate had just been taught a very simple formula for answering this question. Sure, we know this question is a stupid and unnecessary one with which to begin an interview. But because interviewers open interviews with this question, candidates need to know how to respond to it intelligently. The formula I’ve learned has worked wonders for hundreds of my candidates, and those of thousands of recruiters I have shared it with over the last half dozen years.
Many, in fact a sad majority, of interviewers open with some form of the “Tell me about yourself” question. It would be an easy question to answer if candidates answered with a prepared and well thought-out initial marketing statement of themselves and their skills, which are applicable for the open job. This sounds pretty straightforward, but few of the thousands of candidates I have interviewed in the last 15 years have EVER been able to answer this question in this intelligent manner. The best candidates typically respond with a narrowing question like: “What would you like to know?” But let’s get one thing straight: It is extremely poor form to answer the opening interview question with another question. Yet, that is how the BEST candidates do typically answer this question, due to its ambiguous nature. Though it seems to be a logical approach, you must prepare to do better.
Candidates must teach themselves to answer this question with a three-part, pre-planned marketing statement that can more or less be reused from interview to interview.
Part one of that three-part marketing statement is always a one-sentence summary of the candidate’s career history. For example, let me share with you a former candidate’s opening sentence:
“I am a five-year veteran of LAN/WAN Admin and Systems Engineering with substantial experience using Novell, NT, Cisco, and Lotus Notes/Domino.”
You get the picture; your whole career needs to be condensed into one pithy sentence that encapsulates the most important aspects of your career, the aspects that you want to leverage in order to make your next career step. Few candidates seem to be able to condense a career into one sentence, but it must, and can be, done. Ask any recruiter for help here, this is what we do.
Part two of the pre-planned marketing statement will be a one-, maybe two-sentence summary of a single accomplishment that you are proud of that will also capture the potential employer’s attention. It immediately follows your initial career summary sentence from above. This accomplishment should be one that the employer will be interested in hearing, one that is easily explained or illustrated, and one that clearly highlights a bottom line impact. When done correctly this will build interviewer intrigue about the accomplishment so that they inquire further, giving you an opportunity to further discuss a significant career success. The above candidate’s accomplishment statement was:
“Recently, as a long-term contract employee at a local regional bank, I learned they were about to install Lotus Notes/Domino and were planning to use outside consultants for the project. I let them know I had done a similar installation at my last assignment, outlined how we could get the job done with in-house staff, and successfully completed the install for $55-65k less than it would have cost with outside consultants.”
Part three, the final piece of the marketing statement, is probably the most fluid piece. It needs to be a one-sentence summary of specifically what you want to do next in your career. The reason this third part is difficult is that it needs to specifically address what you want to do next, AND it needs to change from interview to interview to make sure it matches exactly what the INDIVIDUAL employers will be interviewing you for. Continuing with the above example of one of my past candidates, two of his final sentences, which were used for two different employers, follow:
“For the next step in my career, I would like to move away from contract work and find myself as a direct employee of a large firm where I could join a substantial IT team and be involved with a group that focuses on email and network security applications, while having access to the knowledgebase that would come with a large, diverse IT group.”
But for a second employer, this ending was significantly altered because of the candidate’s multiple interests in differing opportunities, to:
“For the next step in my career, I would like to find myself as a direct employee of a small to medium sized firm that was looking to hire an in-house IT generalist so I could continue growing my career by getting exposure to multiple IT areas, such as networking, help desk, security, and application issues for the users of the organization. As the firm’s IT needs grew, I would love to apply my past team project management skills to managing the second or third members of a small but growing IT team.”
These were two very different endings that perfectly matched two very different employer needs. Clearly you can see why the first ending wouldn’t have worked for the second employer or vice versa. With some simple revising, the candidate made sure that each employer heard that they were interested in doing exactly what the employer was interested in hiring them for. That revising is what makes the third piece fluid and sometimes challenging, as candidates don’t always see the need for being this specific from job interview to job interview. Most tend to be generalized, hoping that a shotgun approach will work. But it is the rifle sharpshooters, those who get specific in what they want from interview to interview, who get the best results. With some simple planning BEFORE an interview, you, the candidate, will quickly realize the benefit of a targeted third sentence in these pre-planned opening statements, as employers feel you are perfectly suited to do just the job they are interviewing you for.
If you take the time to prepare this way as a candidate, it will be apparent to an interviewer that you are a prepared and serious candidate right at the beginning of the interview when you answer the “Tell me about yourself” question with this memorized, brief marketing statement, which combines a career summary, an exceptional accomplishment, and employer-specific career goal as in this example:
“I am a five-year veteran of LAN/WAN Admin and Systems Engineering with substantial experience using Novell, NT, Cisco, and Lotus Notes/Domino. Recently, as a long-term contract employee at a local regional bank, I learned they were about to install Lotus Notes/Domino and were planning to use outside consultants for the project. I let them know I had done a similar installation at my last assignment, outlined how we could get the job done with in-house staff, and successfully completed the install for $55-65k less than it would have cost with outside consultants. For the next step in my career, I would like to move away from contract work and find myself as a direct employee of a large firm where I could join a substantial IT team and be involved with a group that focused on email and network security applications, while having access to the knowledgebase that would come with a large, diverse IT group.”
Clearly you can understand how the candidate who opens with this type of prepared response to the “Tell me about yourself” question will make a significantly better first impression than a candidate who responds by answering, “What would you like to know?” or worse yet, “Well, as you can obviously see, I am 15-20 pounds overweight.” Plus candidates who prepare in this manner are typically more confident at the interview’s start, make a substantial and positive verbal first impression, give a clear indication of their interest in making a career move, and force the interviewer to get past the icebreaker questions to the parts of the interview that will help both parties begin the process of seriously determining if this is a solid match. As you can see, there is a great deal of bang for your preparation buck.
Clearly these three simple steps — summarizing what your experience is as candidate, sharing an impressive career accomplishment, and then summarizing what would be an ideal next career step for you, one that matches what the employer is looking to hire—are the keys to beginning your interview with a competitive advantage. Candidates who take the time to do this significantly improve their initial verbal impression, get their interview off to a confident and focused beginning, and more often than not get called back for second interviews, or better yet, for offers of employment with employers who are impressed.
Jeff Skrentny, CPC/CTS, ATMS, began his career in the recruiting industry after graduate school in 1987 with one of Chicago's largest recruiting firms. In 1996 Jeff successfully started his own technical search firm, the Jefferson Group. Since 1987 Jeff has placed more than 1,000 Chicagoland professionals. Jeff also does motivational training for numerous recruiting companies & associations, and publishes a free electronic newsletter for recruiters, the JEFFERSON RECRUITERS REPORT™. He attended Marquette University from 1980-86, where he studied English, Economics and Political Science for his BA and English for his MA work. Jeff is a hopeless Cub fan, a marathon runner, and an award-winning speaker with Toastmasters International. Any questions, problems, feedback, successes or criticisms you’d like to share can be emailed to him at AskJeff@JeffersonInc.com. He will gladly respond as time allows.
Copyright © 2000-2003, Jeff Skrentny & Jefferson Group Consulting
Monday, March 9, 2009
7 rules to become a master of interpersonal relationships
7 rules to become a master of interpersonal relationships
Be a rays-of-sunshine experience for others
If you want to move up the ranks of masterful communication, you have to watch what you say to others. Not just in the showpieces of communication such as a presentation, a memo, or a meeting, but in everyday interaction. Learn these 7 rules and you can quietly and unobtrusively become a master of interpersonal relationships.
1. Be kind. No matter what you say or how you say it, at bottom your communication will always reveal your true thoughts and attitudes. As such, you always have two choices. You can communicate from a standpoint of love or from one of fear. When your communication is laced with sarcasm, blame, threat, anger, anxiety, worry, and control, you are essentially communicating fear. When your communication is laced with respect, appreciation, acceptance, joy, delight, wonder, and acceptance, you are essentially communicating love. If you don’t quite understand the difference, there is an easy way to communicate love not fear: always be kind.
“Words are but pictures of our thoughts.” (John Dryden 1631 – 1700)
2. Be aware of your effect on others. We often use language to criticize and attack others. Some people are masters of doing this in disguise; others do it openly. For many, communication is a battle that they have to win and words are their chief weapons of war. Harsh words can cut people deep and leave their scars for days if not years. That’s why the mark of the true communicator is to know what effect their words have on others and to adjust them accordingly.
“Some words are like rays of sunshine, others like barbed arrows, or the bite of a serpent. And if hard words cut so deep, how much pleasure can kind ones give?” (Sir John Lubbock 1834 – 1913)
3. Emphasize the positive. Really masterful communication doesn’t just depend on getting your message across or even clarifying what someone else is trying to say to you. It goes much deeper. Great communicators leave people feeling better than they did. They said something of value to the other person. Or they appreciated what the other person was saying to them. This happens when the communication isn’t just about the words; it’s about the people.
“There is a subterranean emotional economy that passes amongst all of us. In every interaction, we can make people feel better or worse.” (Daniel Coleman)
4. Don’t assume you’ve been understood. The history of relationships is littered with the history of misunderstood communications. A word gone awry here, a meaning missed there: they all add up to distorting your message and being mis-received.
The story is told of the teacher who handed out a set of worksheets to the pupil at the front of her class with the words, “Please pass these around”. She then turned her attention to the next topic. A few minutes later, she looked up to see the pupil at the back of the room sitting with all the worksheets wondering what to do with them.
As Stephen Covey reminds us, “First, seek to be understood; then understand.”
5. Know when to shut up. If you’ve ever attended a workplace meeting, you’ll know how hard it is to say nothing. Many people attend business meetings with the sole intention of talking, even if it isn’t relevant, even if the point has already been made. Talking is a way to impress. As a result, many meetings waste time and are unproductive. The best communicators are those who are secure enough to admit when they have little to say or little to add. They know when to shut up.
“If A equals success, then the formula is: A = X + Y + Z, where X is work, Y is play and Z is keep your mouth shut.” (Albert Einstein 1879 - 1955)
6. Don’t interrupt. If you’ve ever eavesdropped on a conversation between two people, you’ll probably have noticed that, instead of there being a progression of ideas building one on top of the other, most people talk over one another. It resembles a contest more than a dialogue. It is rare to see people listening with openness and non-judgment until the other person has stopped speaking. And even rarer to hear people asking for clarification and help with understanding. But holding back while you listen to others is the mark of the real communications expert.
“There is no such thing as conversation. It is an illusion. There are intersecting monologues, that’s all.” (Rebecca West)
7. Don’t gossip. Gossip is a particularly pernicious form of communication. It is idle, often indulged in merely to pass the time, and serves no real purpose other than to make ourselves feel better at the expense of others. If you work with others who like to gossip, simply learn the trick of disengagement: don’t reply, don’t be drawn in, and never do it yourself.
“Great minds think and talk about ideas. Average minds think and talk about situations. Little minds think and talk about other people.”
Working on improving your communications is a broad-brush activity. You have to change your thoughts, your feelings, and your physical connections. That way you can break down the barriers that get in your way and start building relationships that really work. Communicate with others like rays of sunshine, not poisoned arrows.
Eric Garner is one of the foremost leaders in management and personal development with a personal guarantee to make you a better manager, trainer, and learner. His company, ManageTrainLearn, runs corporate training programmes in the UK and since 2002 has published a website at www.managetrainlearn.com that provides a wide range of exclusive digital learning products.
Be a rays-of-sunshine experience for others
If you want to move up the ranks of masterful communication, you have to watch what you say to others. Not just in the showpieces of communication such as a presentation, a memo, or a meeting, but in everyday interaction. Learn these 7 rules and you can quietly and unobtrusively become a master of interpersonal relationships.
1. Be kind. No matter what you say or how you say it, at bottom your communication will always reveal your true thoughts and attitudes. As such, you always have two choices. You can communicate from a standpoint of love or from one of fear. When your communication is laced with sarcasm, blame, threat, anger, anxiety, worry, and control, you are essentially communicating fear. When your communication is laced with respect, appreciation, acceptance, joy, delight, wonder, and acceptance, you are essentially communicating love. If you don’t quite understand the difference, there is an easy way to communicate love not fear: always be kind.
“Words are but pictures of our thoughts.” (John Dryden 1631 – 1700)
2. Be aware of your effect on others. We often use language to criticize and attack others. Some people are masters of doing this in disguise; others do it openly. For many, communication is a battle that they have to win and words are their chief weapons of war. Harsh words can cut people deep and leave their scars for days if not years. That’s why the mark of the true communicator is to know what effect their words have on others and to adjust them accordingly.
“Some words are like rays of sunshine, others like barbed arrows, or the bite of a serpent. And if hard words cut so deep, how much pleasure can kind ones give?” (Sir John Lubbock 1834 – 1913)
3. Emphasize the positive. Really masterful communication doesn’t just depend on getting your message across or even clarifying what someone else is trying to say to you. It goes much deeper. Great communicators leave people feeling better than they did. They said something of value to the other person. Or they appreciated what the other person was saying to them. This happens when the communication isn’t just about the words; it’s about the people.
“There is a subterranean emotional economy that passes amongst all of us. In every interaction, we can make people feel better or worse.” (Daniel Coleman)
4. Don’t assume you’ve been understood. The history of relationships is littered with the history of misunderstood communications. A word gone awry here, a meaning missed there: they all add up to distorting your message and being mis-received.
The story is told of the teacher who handed out a set of worksheets to the pupil at the front of her class with the words, “Please pass these around”. She then turned her attention to the next topic. A few minutes later, she looked up to see the pupil at the back of the room sitting with all the worksheets wondering what to do with them.
As Stephen Covey reminds us, “First, seek to be understood; then understand.”
5. Know when to shut up. If you’ve ever attended a workplace meeting, you’ll know how hard it is to say nothing. Many people attend business meetings with the sole intention of talking, even if it isn’t relevant, even if the point has already been made. Talking is a way to impress. As a result, many meetings waste time and are unproductive. The best communicators are those who are secure enough to admit when they have little to say or little to add. They know when to shut up.
“If A equals success, then the formula is: A = X + Y + Z, where X is work, Y is play and Z is keep your mouth shut.” (Albert Einstein 1879 - 1955)
6. Don’t interrupt. If you’ve ever eavesdropped on a conversation between two people, you’ll probably have noticed that, instead of there being a progression of ideas building one on top of the other, most people talk over one another. It resembles a contest more than a dialogue. It is rare to see people listening with openness and non-judgment until the other person has stopped speaking. And even rarer to hear people asking for clarification and help with understanding. But holding back while you listen to others is the mark of the real communications expert.
“There is no such thing as conversation. It is an illusion. There are intersecting monologues, that’s all.” (Rebecca West)
7. Don’t gossip. Gossip is a particularly pernicious form of communication. It is idle, often indulged in merely to pass the time, and serves no real purpose other than to make ourselves feel better at the expense of others. If you work with others who like to gossip, simply learn the trick of disengagement: don’t reply, don’t be drawn in, and never do it yourself.
“Great minds think and talk about ideas. Average minds think and talk about situations. Little minds think and talk about other people.”
Working on improving your communications is a broad-brush activity. You have to change your thoughts, your feelings, and your physical connections. That way you can break down the barriers that get in your way and start building relationships that really work. Communicate with others like rays of sunshine, not poisoned arrows.
Eric Garner is one of the foremost leaders in management and personal development with a personal guarantee to make you a better manager, trainer, and learner. His company, ManageTrainLearn, runs corporate training programmes in the UK and since 2002 has published a website at www.managetrainlearn.com that provides a wide range of exclusive digital learning products.
Friday, March 6, 2009
Fifty Success Habits
Habits of successful people....
1. They look for and find opportunities where others see nothing.
2. They find a lesson while others only see a problem.
3. They are solution focused.
4. They consciously and methodically create their own success, while others hope success will
find them.
5. They are fearful like everyone else, but they are not controlled or limited by fear.
6. They ask the right questions - the ones which put them in a productive, creative, positive mindset and emotional state.
7. They rarely complain (waste of energy). All complaining does is put the complainer in a negative and unproductive state.
8. They don't blame (what's the point?). They take complete responsibility for their actions and outcomes (or lack thereof).
9. While they are not necessarily more talented than the majority, they always find a way to maximize their potential. They get more out of themselves. They use what they have more effectively.
10. They are busy, productive and proactive. While most are laying on the couch, planning, over-thinking, sitting on their hands and generally going around in circles, they are out there getting the job done.
11. They align themselves with like-minded people. They understand the importance of being part of a team. They create win-win relationships.
12. They are ambitious; they want amazing - and why shouldn't they? They consciously choose to live their best life rather than spending it on auto-pilot.
13. They have clarity and certainty about what they want (and don't want) for their life. They actually visualize and plan their best reality while others are merely spectators of life.
14. They innovate rather than imitate.
15. They don't procrastinate and they don't spend their life waiting for the 'right time'.
16. They are life-long learners. They constantly work at educating themselves, either formally (academically), informally (watching, listening, asking, reading, student of life) or experientially (doing, trying)... or all three.
17. They are glass half full people - while still being practical and down-to-earth. They have an ability to find the good.
18. They consistently do what they need to do, irrespective of how they are feeling on a given day. They don't spend their life stopping and starting.
19. They take calculated risks - financial, emotional, professional, psychological.
20. They deal with problems and challenges quickly and effectively, they don't put their head in the sand. They face their challenges and use them to improve themselves.
21. They don't believe in, or wait for fate, destiny, chance or luck to determine or shape their future. They believe in, and are committed to actively and consciously creating their own best life.
22. While many people are reactive, they are proactive. They take action before they have to.
23. They are more effective than most at managing their emotions. They feel like we all do but they are not slaves to their emotions.
24. They are good communicators and they consciously work at it.
25. They have a plan for their life and they work methodically at turning that plan into a reality. Their life is not a clumsy series of unplanned events and outcomes.
26. Their desire to be exceptional means that they typically do things that most won't. They become exceptional by choice. We're all faced with live-shaping decisions almost daily. Successful people make the decisions that most won't and don't.
27. While many people are pleasure junkies and avoid pain and discomfort at all costs, successful people understand the value and benefits of working through the tough stuff that most would avoid.
28. They have identified their core values (what is important to them) and they do their best to live a life which is reflective of those values.
29. They have balance. While they may be financially successful, they know that the terms money and success are not interchangeable. They understand that people who are successful on a financial level only, are not successful at all. Unfortunately we live in a society which teaches that money equals success. Like many other things, money is a tool. It's certainly not a bad thing but ultimately, it's just another resource. Unfortunately, too many people worship it.
30. They understand the importance of discipline and self-control. They are strong. They are happy to take the road less travelled.
31. They are secure. They do not derive their sense of worth of self from what they own, who they know, where they live or what they look like.
32. They are generous and kind. They take pleasure in helping others achieve.
33. They are humble and they are happy to admit mistakes and to apologize. They are confident in their ability, but not arrogant. They are happy to learn from others. They are happy to make others look good rather than seek their own personal glory.
34. They are adaptable and embrace change, while the majority are creatures of comfort and habit. They are comfortable with, and embrace, the new and the unfamiliar.
35. They keep themselves in shape physically, not to be mistaken with training for the Olympics or being obsessed with their body. They understand the importance of being physically well. They are not all about looks, they are more concerned with function and health. Their body is not who they are, it's where they live.
36. They have a big engine. They work hard and are not lazy.
37. They are resilient. When most would throw in the towel, they're just warming up.
38. They are open to, and more likely to act upon, feedback.
39. They don't hang out with toxic people.
40. They don't invest time or emotional energy into things which they have no control of.
41. They are happy to swim against the tide, to do what most won't. They are not people p leasers and they don't need constant approval.
42. They are more comfortable with their own company than most.
43. They set higher standards for themselves (a choice we can all make), which in turn produces greater commitment, more momentum, a better work ethic and of course, better results.
44. They don't rationalize failure. While many are talking about their age, their sore back, their lack of time, their poor genetics, their 'bad luck', their nasty boss and their lack of opportunities (all good reasons to fail), they are finding a way to succeed despite all their challenges.
45. They have an off switch. They know how to relax, enjoy what they have in their life and to have fun.
46. Their career is not their identity, it's their job. It's not who they are, it's what they do.
47. They are more interested in effective than they are in easy. While the majority look for the quickest, easiest way (the shortcut), they look for the course of action which will produce the best results over the long term.
48. They finish what they start. While so many spend their life starting things that they never finish, successful people get the job done - even when the excitement and the novelty have worn off. Even when it ain't fun.
49. They are multidimensional, amazing, wonderful complex creatures (as we all are). They realize that not only are they physical and psychological beings, but emotional and spiritual creatures as well. They consciously work at being healthy and productive on all levels.
50. They practice what they preach. They don't talk about the theory, they live the reality.
Craig Harper is Australia's leading motivational speaker
1. They look for and find opportunities where others see nothing.
2. They find a lesson while others only see a problem.
3. They are solution focused.
4. They consciously and methodically create their own success, while others hope success will
find them.
5. They are fearful like everyone else, but they are not controlled or limited by fear.
6. They ask the right questions - the ones which put them in a productive, creative, positive mindset and emotional state.
7. They rarely complain (waste of energy). All complaining does is put the complainer in a negative and unproductive state.
8. They don't blame (what's the point?). They take complete responsibility for their actions and outcomes (or lack thereof).
9. While they are not necessarily more talented than the majority, they always find a way to maximize their potential. They get more out of themselves. They use what they have more effectively.
10. They are busy, productive and proactive. While most are laying on the couch, planning, over-thinking, sitting on their hands and generally going around in circles, they are out there getting the job done.
11. They align themselves with like-minded people. They understand the importance of being part of a team. They create win-win relationships.
12. They are ambitious; they want amazing - and why shouldn't they? They consciously choose to live their best life rather than spending it on auto-pilot.
13. They have clarity and certainty about what they want (and don't want) for their life. They actually visualize and plan their best reality while others are merely spectators of life.
14. They innovate rather than imitate.
15. They don't procrastinate and they don't spend their life waiting for the 'right time'.
16. They are life-long learners. They constantly work at educating themselves, either formally (academically), informally (watching, listening, asking, reading, student of life) or experientially (doing, trying)... or all three.
17. They are glass half full people - while still being practical and down-to-earth. They have an ability to find the good.
18. They consistently do what they need to do, irrespective of how they are feeling on a given day. They don't spend their life stopping and starting.
19. They take calculated risks - financial, emotional, professional, psychological.
20. They deal with problems and challenges quickly and effectively, they don't put their head in the sand. They face their challenges and use them to improve themselves.
21. They don't believe in, or wait for fate, destiny, chance or luck to determine or shape their future. They believe in, and are committed to actively and consciously creating their own best life.
22. While many people are reactive, they are proactive. They take action before they have to.
23. They are more effective than most at managing their emotions. They feel like we all do but they are not slaves to their emotions.
24. They are good communicators and they consciously work at it.
25. They have a plan for their life and they work methodically at turning that plan into a reality. Their life is not a clumsy series of unplanned events and outcomes.
26. Their desire to be exceptional means that they typically do things that most won't. They become exceptional by choice. We're all faced with live-shaping decisions almost daily. Successful people make the decisions that most won't and don't.
27. While many people are pleasure junkies and avoid pain and discomfort at all costs, successful people understand the value and benefits of working through the tough stuff that most would avoid.
28. They have identified their core values (what is important to them) and they do their best to live a life which is reflective of those values.
29. They have balance. While they may be financially successful, they know that the terms money and success are not interchangeable. They understand that people who are successful on a financial level only, are not successful at all. Unfortunately we live in a society which teaches that money equals success. Like many other things, money is a tool. It's certainly not a bad thing but ultimately, it's just another resource. Unfortunately, too many people worship it.
30. They understand the importance of discipline and self-control. They are strong. They are happy to take the road less travelled.
31. They are secure. They do not derive their sense of worth of self from what they own, who they know, where they live or what they look like.
32. They are generous and kind. They take pleasure in helping others achieve.
33. They are humble and they are happy to admit mistakes and to apologize. They are confident in their ability, but not arrogant. They are happy to learn from others. They are happy to make others look good rather than seek their own personal glory.
34. They are adaptable and embrace change, while the majority are creatures of comfort and habit. They are comfortable with, and embrace, the new and the unfamiliar.
35. They keep themselves in shape physically, not to be mistaken with training for the Olympics or being obsessed with their body. They understand the importance of being physically well. They are not all about looks, they are more concerned with function and health. Their body is not who they are, it's where they live.
36. They have a big engine. They work hard and are not lazy.
37. They are resilient. When most would throw in the towel, they're just warming up.
38. They are open to, and more likely to act upon, feedback.
39. They don't hang out with toxic people.
40. They don't invest time or emotional energy into things which they have no control of.
41. They are happy to swim against the tide, to do what most won't. They are not people p leasers and they don't need constant approval.
42. They are more comfortable with their own company than most.
43. They set higher standards for themselves (a choice we can all make), which in turn produces greater commitment, more momentum, a better work ethic and of course, better results.
44. They don't rationalize failure. While many are talking about their age, their sore back, their lack of time, their poor genetics, their 'bad luck', their nasty boss and their lack of opportunities (all good reasons to fail), they are finding a way to succeed despite all their challenges.
45. They have an off switch. They know how to relax, enjoy what they have in their life and to have fun.
46. Their career is not their identity, it's their job. It's not who they are, it's what they do.
47. They are more interested in effective than they are in easy. While the majority look for the quickest, easiest way (the shortcut), they look for the course of action which will produce the best results over the long term.
48. They finish what they start. While so many spend their life starting things that they never finish, successful people get the job done - even when the excitement and the novelty have worn off. Even when it ain't fun.
49. They are multidimensional, amazing, wonderful complex creatures (as we all are). They realize that not only are they physical and psychological beings, but emotional and spiritual creatures as well. They consciously work at being healthy and productive on all levels.
50. They practice what they preach. They don't talk about the theory, they live the reality.
Craig Harper is Australia's leading motivational speaker
Friday, January 30, 2009
5 Resumes Mistakes
5 Résumé Mistakes You're Probably Making
Careers expert says most people have no idea how to sell themselves
By Liz Wolgemuth
The résumé has always been an important aspect of the job hunt, but it seems to keep growing in importance. As the recession continues to cause a deterioration of available jobs, openings are being greeted by floods of applicants. That means recruiters have less time than ever to size up candidates when scanning résumés. Brad Karsh, now president of JobBound.com, used to read through piles of job applications as a recruiting director for ad agency Leo Burnett and is co-author of the recent book How to Say It on Your Résumé, where he explains how to avoid many of the mistakes that get résumés scuttled.
Related News
Jobs Report: The Good, Bad and Ugly
7 Reasons You Won't Get a Job in 2009
The Jobs We Lost in 2008
Here are five very common résumé mistakes:
Your colleague could write the same thing: The biggest blunder among résumé writers—CEOs and college students alike—is their similarity to human resources executives: They both seem to like writing clear, concise job descriptions. While this is a good idea for HR departments trying to post openings that draw the most relevant candidates, this isn't what job seekers should be doing with their résumés. This is no time for broad strokes. "Most people just write in very general terms that speak not only to what they did, but what anyone has ever done in the history of that position," Karsh says. If a colleague, or the employees who had your job before or after you, could write the same thing about the position on their résumé—you've got a problem. You should be homing in on your very individual accomplishments in the position.
There are no numbers on your résumé: Accomplishments are measurable. Karsh focuses on two forms of accomplishments: scope and results. When thinking about scope, consider questions like how much, how many, how often, how frequently. When it comes to results, think about accomplishments that were singular and superlative—were you the top seller, the only person chosen, the grand prize winner? Numbers are key to elucidating and proving what you've done in an especially concise fashion. "I tell people that within each section of your résumé, in each job you write about, you want to have at least four or five numbers that quantify what you've done," Karsh says. The phrase "prepared reports" means nothing to a recruiter, while "prepared 500 reports" means quite a bit. "If I hear 'prepared reports'—and most recruiting directors, like I was, are very skeptical—I assume that it was two [reports]," Karsh says.
You're using full sentences: Résumés often get little more than a 10-second scan by a recruiter, and that dictates a lot about how they should be crafted. It does not mean that you should use fuchsia pink paper and glitter ink, or stuff your résumé into a shoe with the note that you're just trying to get your foot in the door. It means you have to make your résumé as easy as possible for your target audience to read. Karsh compares the process to flipping through a jumbo-size magazine. Readers don't spend a lot of time on each page. Flashy ads don't sell products. Rather, effective ads give people the information they need quickly and clearly. Full sentences are, quite simply, too time consuming in today's hiring world.
You always use an objective statement: Simple objective statements are typically only necessary when an applicant is interested in a specific job and is sending a résumé to a human resources department cold, rather than responding to an opening or job posting, Karsh says. Otherwise, objectives are best left off, as they can ring artificial thanks to their often unprovable, self-ascribed attributes. (You write: "Excellent communicator seeking to contribute dynamic style to growing company." How exactly do you prove your communication skills are "excellent" or your style is "dynamic"?) Employees with longer work histories can write a brief summary section at the top with bullet points of relevant measurable successes that speak directly to the company's job requirements. The goal here is to draw up high some of the highlights that would be closer to the bottom of a long résumé.
You're still putting college accomplishments front and center: As young job seekers head out of college into the working world, college accomplishments may still seem like their best selling points. But as professional experience is acquired, the college highlights should begin to be rolled off, Karsh says. Internships and summer jobs should be highlighted ahead of the GPA or the tenure as captain of the soccer team. Karsh suggests a rolling four-year tableau—the résumé should always reflect the accomplishments in the most recent four years.
Careers expert says most people have no idea how to sell themselves
By Liz Wolgemuth
The résumé has always been an important aspect of the job hunt, but it seems to keep growing in importance. As the recession continues to cause a deterioration of available jobs, openings are being greeted by floods of applicants. That means recruiters have less time than ever to size up candidates when scanning résumés. Brad Karsh, now president of JobBound.com, used to read through piles of job applications as a recruiting director for ad agency Leo Burnett and is co-author of the recent book How to Say It on Your Résumé, where he explains how to avoid many of the mistakes that get résumés scuttled.
Related News
Jobs Report: The Good, Bad and Ugly
7 Reasons You Won't Get a Job in 2009
The Jobs We Lost in 2008
Here are five very common résumé mistakes:
Your colleague could write the same thing: The biggest blunder among résumé writers—CEOs and college students alike—is their similarity to human resources executives: They both seem to like writing clear, concise job descriptions. While this is a good idea for HR departments trying to post openings that draw the most relevant candidates, this isn't what job seekers should be doing with their résumés. This is no time for broad strokes. "Most people just write in very general terms that speak not only to what they did, but what anyone has ever done in the history of that position," Karsh says. If a colleague, or the employees who had your job before or after you, could write the same thing about the position on their résumé—you've got a problem. You should be homing in on your very individual accomplishments in the position.
There are no numbers on your résumé: Accomplishments are measurable. Karsh focuses on two forms of accomplishments: scope and results. When thinking about scope, consider questions like how much, how many, how often, how frequently. When it comes to results, think about accomplishments that were singular and superlative—were you the top seller, the only person chosen, the grand prize winner? Numbers are key to elucidating and proving what you've done in an especially concise fashion. "I tell people that within each section of your résumé, in each job you write about, you want to have at least four or five numbers that quantify what you've done," Karsh says. The phrase "prepared reports" means nothing to a recruiter, while "prepared 500 reports" means quite a bit. "If I hear 'prepared reports'—and most recruiting directors, like I was, are very skeptical—I assume that it was two [reports]," Karsh says.
You're using full sentences: Résumés often get little more than a 10-second scan by a recruiter, and that dictates a lot about how they should be crafted. It does not mean that you should use fuchsia pink paper and glitter ink, or stuff your résumé into a shoe with the note that you're just trying to get your foot in the door. It means you have to make your résumé as easy as possible for your target audience to read. Karsh compares the process to flipping through a jumbo-size magazine. Readers don't spend a lot of time on each page. Flashy ads don't sell products. Rather, effective ads give people the information they need quickly and clearly. Full sentences are, quite simply, too time consuming in today's hiring world.
You always use an objective statement: Simple objective statements are typically only necessary when an applicant is interested in a specific job and is sending a résumé to a human resources department cold, rather than responding to an opening or job posting, Karsh says. Otherwise, objectives are best left off, as they can ring artificial thanks to their often unprovable, self-ascribed attributes. (You write: "Excellent communicator seeking to contribute dynamic style to growing company." How exactly do you prove your communication skills are "excellent" or your style is "dynamic"?) Employees with longer work histories can write a brief summary section at the top with bullet points of relevant measurable successes that speak directly to the company's job requirements. The goal here is to draw up high some of the highlights that would be closer to the bottom of a long résumé.
You're still putting college accomplishments front and center: As young job seekers head out of college into the working world, college accomplishments may still seem like their best selling points. But as professional experience is acquired, the college highlights should begin to be rolled off, Karsh says. Internships and summer jobs should be highlighted ahead of the GPA or the tenure as captain of the soccer team. Karsh suggests a rolling four-year tableau—the résumé should always reflect the accomplishments in the most recent four years.
Wednesday, September 24, 2008
Helping a discouraged employee
An employee who has become discouraged will not perform at the level he or she is capable of achieving. In addition, they can begin to draw others down to their level. It is important for a manager to know how to recognize a discouraged employee and to know what to do to help them return to their former level of production.
How To Recognize A Discouraged Employee
There are many reasons an employee might be discouraged. The symptoms can be as varied as the causes. Here are a few of the signs you can use to help you identify a discouraged worker who might be at risk and in need of your help.
· They complain that work is not fun anymore
· They overreact to minor hassles and are easily irritated
· They complain about being overwhelmed
· They question the value of tasks they perform
· They are lethargic and often comment about feeling empty at
work
Find Out Why The Employee Is Discouraged
After you have identified discouraged employees, and before you can effectively help them, you have to find out why they are discouraged.
Sometimes they don't want to tell the boss, so you may have to be persistent or innovative. Sometimes they don't know themselves why they are so discouraged. Usually they try to hide it.
Here are some ways you can try to find out why the employee is discouraged.
· Ask them. Try to pick a quiet time. Keep it private.
· When they make a comment about the job, really listen. And try
to "listen between the lines". Listen for what they are saying, not just the words they say.
· Ask their colleagues. The other employees on your team may be
more aware of the condition and the reasons than you think.
· Ask the Human Resources (HR) Department to get involved.
Someone the employee sees as a neutral third party may be able to get more information than you can.
· In a severe case, refer the employee to your Employee
Assistance Plan (EAP) if your benefits plan includes one.
Helping The Discouraged Employee
The employee may be discouraged because of burnout, may suffer from a lack of confidence, or may have discouraging problems outside of work that are bleeding over into work hours. The cause will guide the steps you can take to help the employee, but here are some common suggestions.
· If they are burned out, and you can't reduce the load, try to
vary it. Give them different tasks or give them more latitude in how they do them.
· If they lack confidence (courage), give them tasks they can
do. Set them up with a couple of tasks that are challenging for them but not too difficult. Let them "win" a few.
· Encourage them to talk with you. This motivates them. It gives
them a safety valve for their frustrations. And it helps build their confidence.
· Don't be afraid to refer them to the EAP if they need
professional help. Your job is to keep them a productive member of the team, not cure potential mental health problems.
Preventing Discouraged Employees
Rather than discovering discouraged employees and figuring out the cause and cure for their condition, it is always preferable to prevent it when possible. Here are some things you can do proactively to reduce the likelihood of discouraged employees in your department.
· Keep them motivated. The bottom of this article contains links
to specific articles on this topic. If you keep them motivated, they won't get discouraged.
· Communicate openly and freely with your employees. Let them
know what is going on in the company and why. Let hem know why what they are doing is important and how it contributes to the overall success of the department and the company.
· Listen and keep listening. Listen to what the employees say
and what they don't say. Listen to what employees say about each other, about the job, about the company. Let them know you are listening and will take action on what you hear to the extent you can.
· Get out of your office and wander around. The best way to keep
employees from getting discouraged is to be among them. Yes, you have a lot to do and you need to be in your office working, but the time you spend out in the department, listening and observing, will more than make up for the effort it took.
Bottom Line
You can do a lot to prevent discouraged employees, but you can't prevent it completely. Be alert for symptoms of the problem and take action to help the employee as quickly as you can. It will benefit both the employee and the rest of the team.
By F. John Reh
How To Recognize A Discouraged Employee
There are many reasons an employee might be discouraged. The symptoms can be as varied as the causes. Here are a few of the signs you can use to help you identify a discouraged worker who might be at risk and in need of your help.
· They complain that work is not fun anymore
· They overreact to minor hassles and are easily irritated
· They complain about being overwhelmed
· They question the value of tasks they perform
· They are lethargic and often comment about feeling empty at
work
Find Out Why The Employee Is Discouraged
After you have identified discouraged employees, and before you can effectively help them, you have to find out why they are discouraged.
Sometimes they don't want to tell the boss, so you may have to be persistent or innovative. Sometimes they don't know themselves why they are so discouraged. Usually they try to hide it.
Here are some ways you can try to find out why the employee is discouraged.
· Ask them. Try to pick a quiet time. Keep it private.
· When they make a comment about the job, really listen. And try
to "listen between the lines". Listen for what they are saying, not just the words they say.
· Ask their colleagues. The other employees on your team may be
more aware of the condition and the reasons than you think.
· Ask the Human Resources (HR) Department to get involved.
Someone the employee sees as a neutral third party may be able to get more information than you can.
· In a severe case, refer the employee to your Employee
Assistance Plan (EAP) if your benefits plan includes one.
Helping The Discouraged Employee
The employee may be discouraged because of burnout, may suffer from a lack of confidence, or may have discouraging problems outside of work that are bleeding over into work hours. The cause will guide the steps you can take to help the employee, but here are some common suggestions.
· If they are burned out, and you can't reduce the load, try to
vary it. Give them different tasks or give them more latitude in how they do them.
· If they lack confidence (courage), give them tasks they can
do. Set them up with a couple of tasks that are challenging for them but not too difficult. Let them "win" a few.
· Encourage them to talk with you. This motivates them. It gives
them a safety valve for their frustrations. And it helps build their confidence.
· Don't be afraid to refer them to the EAP if they need
professional help. Your job is to keep them a productive member of the team, not cure potential mental health problems.
Preventing Discouraged Employees
Rather than discovering discouraged employees and figuring out the cause and cure for their condition, it is always preferable to prevent it when possible. Here are some things you can do proactively to reduce the likelihood of discouraged employees in your department.
· Keep them motivated. The bottom of this article contains links
to specific articles on this topic. If you keep them motivated, they won't get discouraged.
· Communicate openly and freely with your employees. Let them
know what is going on in the company and why. Let hem know why what they are doing is important and how it contributes to the overall success of the department and the company.
· Listen and keep listening. Listen to what the employees say
and what they don't say. Listen to what employees say about each other, about the job, about the company. Let them know you are listening and will take action on what you hear to the extent you can.
· Get out of your office and wander around. The best way to keep
employees from getting discouraged is to be among them. Yes, you have a lot to do and you need to be in your office working, but the time you spend out in the department, listening and observing, will more than make up for the effort it took.
Bottom Line
You can do a lot to prevent discouraged employees, but you can't prevent it completely. Be alert for symptoms of the problem and take action to help the employee as quickly as you can. It will benefit both the employee and the rest of the team.
By F. John Reh
Wednesday, September 3, 2008
Improving your interaction skills
Most people feel uncomfortable starting conversations with people they don’t know but did you know that many people feel equally uncomfortable having conversations in a non-work situations with people we know on the job? Some people always seem to be comfortable in every setting, on the work floor, in the meeting and in the company party.
Companies are always looking for individuals with “excellent interaction skills”, a talent that is equated with leadership and managerial skills. People with these skills have an advantage, they are more lively to get the deal done, gain favors from others and in a personal situation, they are likely to gain trust and develop loyal friendships.
If you don’t think you have this quality, here are a few pointers that can help you become more engaging, more memorable, more confident and more trustworthy.
Shake hands- Get in the habit of being first to stick out your hand to say hello or to introduce yourself. If an introduction always include your first and last name.
Remember names- This is an essential business skill. People love to be called by name. Find a technique to learn the names of people you meet
Take time to get to know others first. Remember, people don’t care about you until the know you care about them. We all have a tendency to want to tell others what we know rather that hearing the other person out. You can show your interest by having good eye contact, nodding your head, and by asking questions.
Smile -We often show our interest or lack of interest in meeting new people by our facial expression, but putting a smile on your face is powerful communications tool. Smiling transmits happiness, friendliness, warmth, liking. If you smile frequently you will be perceived to be likable, friendly warm and approachable.
Body Posture- Standing erect but not rigid, and leaning slightly forward communicates that you are approachable receptive and friendly. Mirroring is a technique where you subtly mimic the other person’s physical behaviors. People send and receive non-verbal signals all the time and by mirroring the positive behaviors of the other person we are non-verbally showing our approval. Mirroring involves synchronizing your body language such as posture, gestures to match those of the person you are speaking. Ability to do this helps develops rapport and gain trust.
These few pointers can help you on the job and in social occasions. Get in the habit of finding one tidbit from the news that you can use to start any conversation and approach each communication interactions as an opportunity to learn something about someone you did not know.
Companies are always looking for individuals with “excellent interaction skills”, a talent that is equated with leadership and managerial skills. People with these skills have an advantage, they are more lively to get the deal done, gain favors from others and in a personal situation, they are likely to gain trust and develop loyal friendships.
If you don’t think you have this quality, here are a few pointers that can help you become more engaging, more memorable, more confident and more trustworthy.
Shake hands- Get in the habit of being first to stick out your hand to say hello or to introduce yourself. If an introduction always include your first and last name.
Remember names- This is an essential business skill. People love to be called by name. Find a technique to learn the names of people you meet
Take time to get to know others first. Remember, people don’t care about you until the know you care about them. We all have a tendency to want to tell others what we know rather that hearing the other person out. You can show your interest by having good eye contact, nodding your head, and by asking questions.
Smile -We often show our interest or lack of interest in meeting new people by our facial expression, but putting a smile on your face is powerful communications tool. Smiling transmits happiness, friendliness, warmth, liking. If you smile frequently you will be perceived to be likable, friendly warm and approachable.
Body Posture- Standing erect but not rigid, and leaning slightly forward communicates that you are approachable receptive and friendly. Mirroring is a technique where you subtly mimic the other person’s physical behaviors. People send and receive non-verbal signals all the time and by mirroring the positive behaviors of the other person we are non-verbally showing our approval. Mirroring involves synchronizing your body language such as posture, gestures to match those of the person you are speaking. Ability to do this helps develops rapport and gain trust.
These few pointers can help you on the job and in social occasions. Get in the habit of finding one tidbit from the news that you can use to start any conversation and approach each communication interactions as an opportunity to learn something about someone you did not know.
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