On the Job by Anita Bruzzese

Do Bad Managers Make Us Perform Better?

noreply@blogger.com (Anita) — Thu, 02 Jul 2009 16:17:00 +0000

So, which is more important to you: Having a manager you like, or one who can take you to the top of your profession?

It's certainly an interesting dilemma. In a survey of 380 Major League Baseball players, five of the managers that players say they would "least like to play for" include some pretty successful managers, including Tony LaRussa, who has two World Series wins under his belt. (Full disclosure: I'm a big Cardinals fan.)

And some other big names in the baseball management ranks made the list, including Ozzie Guillen, who was Manager of the Year in 2005, and Joe Torre. (Torre seemed to have a dual personality -- players also named him second as a manager they would MOST like to play for.)

In our workplace culture, it's been said by some that you've got to be a real butthead to survive and rise through the ranks, and being a jerk is rewarded. It appears that even professional baseball players seem to be grappling with that issue.

So, which would you rather have: A manager you don't like who takes you to the "world series," or a manager you like, but who never helps you get to the top of your game?

Need a Shove?

noreply@blogger.com (Anita) — Mon, 29 Jun 2009 15:38:00 +0000

One of the common threads I've found when interviewing people who have lost their jobs over the last year is the optimism most of them feel when they're first laid off. That lasts for about four or five months. Then, you can hear it in their voices: they're scared and frustrated and feel very, very alone.

I've been without work so I know how they feel. But recently I did a story on mentors -- how they can help your career not only when you have a job, but especially when things aren't going so hot. And while no one was portraying the mentoring experience as all fun and games -- it takes a lot of hard work and sometimes your mentor drives you a bit batty -- those I interviewed credited mentors with adding a lot to their lives.

I think we've all got to invest more in ourselves, no matter what our employment status. We need people in our corner, through good times and bad. Without those relationships, I think we risk making unnecessary mistakes, of letting good opportunities pass us by because of our own ignorance or perhaps our own fear. As this story show, mentoring may be just what we need:

Sometimes in our careers we need a kick in the pants. We need someone to push us, to make us see what’s possible and how we can get there. For people like Linda Swindling, that point came in college. For Christopher Wright, it came when he was enduring a job he hated.

Both turned to mentors. People in their lives who came along, saw their strengths and weaknesses – and for no pay at all – gave them invaluable advice that helped them land at better places in their career.

Now, at a time when most of us are confused and stressed about our jobs and career paths, mentoring programs appear to be more popular than ever – even employers are seeing the value in offering such support to employees.

Beth Carvin, CEO and president of Nobscot Corp., a retention management consulting firm in Honolulu, says that the company’s mentoring division, Mentor Scout, is currently doing a booming business. The program helps companies set up mentoring programs.

“It’s a way for companies to develop their talent, and it’s cost effective because they’re utilizing their resources internally,” Carvin says. “We’re seeing a huge growth in mentoring.”

Currently, about 70 percent of Fortune 500 companies offer mentor programs, but experts say no one in this economy should wait for an employer to find them a mentor.
“A lot of people don’t even think of it until they lose a job,” Carvin says. “You really need to think of it when you have a job.”

Swindling, a Dallas-based speaker and author, says that she’s used mentors since her college days, and still relies on them. “Mentors have really given me a push when I need it. They remind me of stuff I’m not doing and give me a different perspective,” she says.

Wright credits his mentor from decades ago with giving him the skills he needed to run his own mechanical engineering practice. “He was very open about what he was doing and very patient with my persistent questions and in helping me fix my mistakes,” Wright says.

Still, even with the fond memories for Swindling and Wright, both say that those going into a mentoring relationship need to understand it’s not always enjoyable.

“The truth is that just like with any relationship, there are downsides. My mentor got impatient with me at times, and there were times when I felt he could be too verbose. He could be maddeningly discursive,” Wright says.

Swindling adds: “You find some people who say they can help you and they’re lying. They just want you to help them sell their stuff. They want to use you.”
If you’re considering a mentoring relationship, those interviewed for this story have some advice. They say you should:

1.Plan ahead. “Nobody wants to just have you walk up to them and say, ‘I want you to be my mentor.’ You’ll freak them out. Tell them that you have a problem, and what you need from them in terms of help,” Swindling says. “Different mentors can be used for different aspects of your life. Don’t ask someone to do it all.”

Carvin adds that you should review your past jobs and relationships, weighing the best person to help you. A former boss? A Co-worker? Someone from an industry group? “Be thoughtful when you contact them, saying who you are, why you have chosen them and what you hope to gain. Also talk about what you expect from them in terms of time,” Carvin says.

2.Be patient. “It took a while to get close to my mentor. It was about two or three years before we really trusted one another. I trusted him to respond to my stupid questions, and he trusted me to ask about the things I didn’t know,” Wright says. “We were completely honest with one another.”

While not all mentoring relationships last for years, and may only be in place to complete a specific goal or project. Swindling, who now often serves as a mentor herself, says that mentoring is very time consuming so you must always be respectful and decide what would be the best use of the mentor’s time. “Sometimes I’ll say to someone who wants my help: ‘What are the top two things that we need to discuss?’”

3.Be realistic. “Keep in mind that rarely is the mentor going to be able to give you a job or introduce you to the person who has an immediate need. More likely, the mentor will help you down the path quicker and with more insight, which can later give you an edge on other job seekers,” Swindling says.

She also points out that mentors can help you submit a resume at a “higher level” and protect you from “automatic outs” like a spelling error on your resume.

4.Be observant. “I don’t know how many times I’ve gone to a convention and been seated right next to someone who can help me,” Swindling says. “People love to give back.”

Wright says he met his longtime mentor – who has since passed away – when he drove him back to his hotel after a business meeting. “We must have sat in the car and talked for an hour and a half. Then he offered me a job,” Wright says. “You can’t always have that kind of chemistry with a mentor, but that trust is critical.”

Notes Carvin: “Different mentors can offer you different kinds of help. The key is to always be looking, to always know what you need.”

What do you think is the key to having a positive mentoring experience?

Can Playing Second Banana Be a Smart Career Move?

noreply@blogger.com (Anita) — Thu, 25 Jun 2009 13:49:00 +0000

When I was a kid, I didn't think too much of Ed McMahon.

"He doesn't do anything," I would complain to my sisters when we were allowed to stay up late and watch Johnny Carson.

Oh, how wrong I was. McMahon did the most important thing of all: He made his boss look good.

He laughed when the jokes were good, or even bad. He was a perfect straight man to Carson's antics, always letting his boss have the limelight. He even knew when it was time to scoot down the couch for the guests. And who could have imagined his "Heeeere's Johnny" would be such a fantastic branding strategy?

I think some people thought McMahon would never have fame on his own once Carson ended the show. They predicted McMahon would fade away into the distance like an old cowboy put out to pasture. But McMahon proved them wrong and had many successes on his own.

McMahon may have played second banana during part of his career, but he certainly knew how to parlay that into something more. His death this week recalled an interview I did for my Gannett/USA Today column and a blog post on what it can really mean to be the No. 2 -- and how to be successful at it. I thought today would be a good time to re-publish the story:

James E. Lukaszewski often helps companies handle some of the most difficult, touchy management situations and has seen what it’s really like to be part of the executive suite trenches. So, he has this observation to pass onto anyone who wants to become part of that inner circle and become a trusted advisor to anyone in power: “Welcome to the line of fire.”

Those aren’t exactly reassuring words for anyone hoping to boost their career profile and power by being a strategic player to an organization’s head honcho, but Lukaszewski says taking on that role is not for the faint of heart.

“Being a ‘lady in waiting’ is a difficult and scary position to be in,” he says. “If you’re afraid, find another job.”

Still, many people covet having a role where the boss listens to them, where the boss heeds their advice and they make a real impact on the decision-making process.

If that’s the case, Lukaszewski has some advice that he also offers in his new book, “Why Should the Boss Listen to You? The Seven Disciplines of the Trusted Strategic Advisor".

For example, if you want to become the valued No. 2 to the boss (No. 1), you need to:

1. Be able to give advice on the spot. If you need time to take notes, think about a boss’s question and ask for time to come up with possible solutions, you won’t be considered a valuable advisor. “These CEOs want their time used extraordinarily smartly,” Lukaszewski says. “They’re not going to wait around on you to come back later with an answer.”

2. Tell the boss something he or she doesn’t already know. “These bosses are pretty much up on all the positions and what everyone is doing,” he says. “They don’t want to hear that from you – they’re looking for what you can tell them to do next. These leaders often make it up a little every day as they go along, because there’s no one who can tell them where to go next. If you can help them do that, it’s greatly valued.”

3. Give an ingredient of the solution. “Always make three recommendations,” he says. “Option one is to do nothing, option two is to do something and option three is to do something more. Providing multiple options is what will keep you at the table and avoids the high-risk strategy of making a single recommendation, which can be torpedoed by a single question.”

He adds that when you get a chance to present a strategy to the boss, try to make it in about three minutes. Specifically, when you’re called on by the boss to offer strategic advice, you should include: a description of the issue (60 words); a description of what the situation means and its implications (60 words); the task to be accomplished (60 words); the options available (150 words); a recommendation (60 words); and the intended consequences (60 words).

Lukaszewski says that while most people say that want to be “at the table,” the truth is that “you are the table.”

“If you are one of the trusted individuals, you bring the table with you,” he says. “When you are in the room, the table is full. You take the brief time you are given with these important people and you make it valuable.”

One of the key issues a person may have to deal with if he or she becomes a trusted advisor to a top boss is the number of people who want to “get you to use your influence with the boss – the influence they don’t have,” Lukaszewski says.

“They want to know what the boss says, what he knows,” he says. “But you’re going to have to be honest with these people and tell them that you only know a particular area, and they’re going to have to find someone else to help them. You’re going to have to suggest that they make an appointment to speak to the boss themselves. It’s difficult, but it’s all about managing the politics of the situation.”

Do you think being "second banana" makes sense?

Do People Draw a Blank When it Comes to Your Personal Brand?

noreply@blogger.com (Anita) — Mon, 22 Jun 2009 13:43:00 +0000

I remember the first time I had a really in-depth discussion about personal branding many years ago. I was interviewing Catherine Kaputa, who wrote "You R A Brand", and she took the time to really explain the whole concept to me.

Since then, I've interviewed other personal branding experts, and they've all added to my knowledge. I've also seen a lot of people think they are effective personal branders, but they're really not doing anything but annoying people with their "look at me!" practices.

Recently, I had a chance to connect with Kaputa again for a recent Gannett/USA Today column on females rising in the executive ranks. She has a new book, "The Female Brand: Using the Female Mindset to Succeed in Business," and I wanted to share some of the information with you.

In the book, Kaputa has several "brainstormers", and one is called "SWOT Analysis." It goes like this:

Strengths: Write down anything that you are good at and love to do, or what your boss or clients give you high marks on.
Kaputa advises females to examine several female aptitudes she lists in her book, such as empathy, language ability, team leader and collaboration. She says women should use these to see what strengths they possess.

Weaknesses. Write down what you're terrible at and hate to do, or what your boss and friends criticize you for.

Opportunities. This is wide open, Kaputa says. Write down anything that could be an opportunity for you. A key is to look for unmet or unsatisfied needs that you could capitalize on.

Threats. Write down what keeps you awake at night, whether real or imagined, about yourself, your career or your business.

Notes Kaputa in her book: "None of us works in a vacuum, just as none of us works on a completely level playing field. But understanding and leveraging our strengths against the needs and perceptions in the career landscape will help us build a powerful personal brand identity.

After all, no matter who you are, your brand reputation arrives before you do. Either you have a personal brand identity that people are aware of or they draw a blank."

How have you determined your personal brand identity?

Are You Afraid to Take a Vacation This Year?

noreply@blogger.com (Anita) — Thu, 18 Jun 2009 14:17:00 +0000

Are you afraid to take a vacation this year?

The answer may depend on how secure you feel with your job right now. But if a recent study is any indication, the answer may be that instead of hauling your butt to the beach, you're going to make sure it's glued to your office chair.

According to a recent Towers Perrin survey of 650,000 workers, fewer people are "seriously considering" leaving their job: 71 percent reported they're not looking for work right now, up from the 64 percent recorded last year. Clearly, workers aren't messing with what they've got, whether they like it or not. They know the job market is tough, and they're hunkering down.

How is this impacting the way employees work? Looks like it means they're giving up some work/life balance -- and not complaining about it. While 55 percent of workers said they could balance work and personal responsibilities (down from 62% last year), the report found that "increased anxiety about work/life balance doesn't appear to be a function of a change in company policies."

Specifically, the study found that 70 percent of employees say their work schedules give them enough flexibility to meet personal and family needs, which is just about what it was last year.

"This suggests," the report says, "employees can't, or won't, take advantage of the flexibility they do have and may be putting pressure on themselves to work longer hours, whether to deal with expanded workloads, help overtaxed colleagues or protect their jobs."

So, I ask again: Are you afraid to take a vacation this year?

Procrastination Thriving in Stressful Workplace

noreply@blogger.com (Anita) — Mon, 15 Jun 2009 13:26:00 +0000

I'm always impressed when I watch a movie like "Apollo 13" where people under enormous stress perform really well. That doesn't usually happen for me.

There have been a lot of frantic, stressful days in my life, and sometimes by the end of the day I realize I didn't get enough done and feel really frustrated, or angry or depressed. Sometimes I feel all three.

Dr. Neil Fiore says I'm not alone. A psychologist and productivity guru, he says that the increasing stress of our daily lives, combined with anxiety about the state of the economy, has contributed to our loss of motivation.

The author of "The Now Habit: A Strategic Program for Overcoming Procrastination and Enjoying Guilt-Free Play," Fiore says people have gotten into the bad habit of saying "I have to get the project done" instead of "I'm going to get the project done."

“By saying, ‘I have to’ instead of ‘I choose to’ or ‘I’m going to,’ you really increase your stress levels,” he says. "Replace "I have to get this overwhelming project done" with 'I am choosing to START on one part for 15 minutes with plenty of guilt-free play on my schedule.' You then avoid both stress and anxiety. Anxiety is stuck energy trying to get into the imaginery 'future','done' or 'finished' place."

Fiore says that while we’ve all heard of the “flight or fight” response to stress, a third component is “freeze.” That means that people who are confronted with a possible layoff, or have already lost their jobs, may find that they’re shifting into a “wait and see” mode, procrastinating on doing anything about their careers.

“It’s part of our survival mechanism. When you have a broken leg, your body will tell you to lie still. That’s what is happening to a lot of people right now. They’re just staying still, trying to figure out what is going on,” he says.

Fiore offered some tips to those of us struggling with these issues:

Notice your immediate, "default" reactions -- your most frequent thoughts, feelings, and impulsive reactions -- to stress and pressure. Take a few days to identify which reactive habits you need to update to fit with your current vision, abilities, values and challenges.

Remember how you felt when you helped a friend cope with a stressful or heart-breaking event. You observed their problem from a distance and shifted to the role of a compassionate, wise counselor. Do this for yourself and experience the freedom of observing old habits and thoughts without having to identify with them.

Play and work consistently at your personal best by connecting to the rest of your brain and body -- when you feel like a Tiger Woods, a Danica Patrick or an Oprah Winfrey. Begin performing at levels far beyond what the ego knows how to do. Integrate all parts of you into the grander whole that is your strongest self.

Notice how self-criticism and telling yourself "you have to" lead to stress and anxiety. Get ride of self-threats.Tell yourself: "Regardless of what happens, I will not make myself feel bad. I will not let any event or person determine my worth."

Communicate to your mind and body a clear image of when, where, and on what to work, and you'll significantly improve your productivity. "Pour the foundation at 9 a.m. Wednesday at 322 Garfield Ave." is clearer than "You have to finish construction on this house by next month."

Change "I don't know" to "I wonder what will come to me." Watch for the surprise as the creative side of your brain starts working to bring you from "not knowing" to "knowing."

What are some ways you avoid procrastination or keep yourself motivated?

What Does LeBron James' Behavior Say About the Workplace?

noreply@blogger.com (Anita) — Thu, 11 Jun 2009 14:30:00 +0000

LeBron James didn't shake hands.

For those of you who don't follow professional basketball, James is a forward for the Cleveland Cavaliers. He left the court without shaking hands with the Orlando Magic players when they beat his team in the NBA playoffs.

This all happened two weeks ago and you might think the issue should have died down by now, especially after James said that he had sent a congratulatory e-mail to a Magic player after the game.

James explained that he didn't want to shake hands after getting beat up so bad. Bill Walton, a Hall of Fame center and NBA broadcaster, told the Wall Street Journal that he understood the sentiment. He said that it takes a lot of hard work to get the playoffs and, "When it doesn't work out, it's very difficult to put on a smiley face and say everything is great."

Welcome, Mr. Walton and Mr. James, to what other people experience at work every day.

While James makes millions of dollars playing basketball, there are plenty of other people who work just as hard in their jobs and don't make one-tenth of what he makes every year. Right now, employees are putting up with an awful lot in their jobs -- doing the work of three people, being forced to take unpaid furloughs and seeing their 401(k)s dwindle -- and they still put a smile on their face and go to work every day. Maybe they don't get the raise or promotion they wanted, but they have enough grace and smarts to respectfully acknowledge someone who does.

That's one of the reasons I think James' behavior has generated so much controversy. It's not just that he did something we're taught is wrong from the first moment we kick a ball or swing a bat, it's that he disrespected the hard work of someone else. And right now -- well, right now, we all are being subject to more of that than we should.

Healthcare Reform: It Starts With My M&M Jar

noreply@blogger.com (Anita) — Mon, 08 Jun 2009 14:40:00 +0000

Anyone who follows me on Twitter knows I have trouble controlling my M&M addiction, especially when I'm working. Computer eats my story? Time for an M&M. Editor loves my story? Time for two M&Ms.

It's tough to stay healthy at work. I mean, the stress is what drove me to my M&M problem in the first place. I've even contemplated looking into a 12-step M&M recovery program, but then I have to have a red M&M just to think about it (the red ones actually boost brain power...the green ones are for when I need to power down and just think about life).

That's why I was so interested in a story about how work can help you get healthy. Seriously? With the bagels and cream cheese for the Monday morning meeting, the double chocolate cake for a co-worker's birthday and the endless hours sitting in a cushy chair staring at a computer screen? Healthy at work? I grabbed a new bag of M&Ms and prepared to make some calls.

I talked to Roy and Diane Morrison, some really nice folks who shared their story about how Vought Aircraft Industries' wellness program has made such a difference in their lives. Roy admitted that his expanding waistline had made it a bit difficult to perform some of his carpentry duties for the company, and Diane, his wife, said she always wanted to get healthier, but Roy wasn't too interested.

But then Vought launched a major wellness initiative a couple of years ago, focusing not just on improving the health of its aging workforce, but also on improving the health of the employee's family. Company officials were upfront about the fact they're looking to save money -- the National Coalition of Health Care says the annual premium for an employer health plan covering a family of four averaged nearly $12,700 last year -- but they also want their company to stand out as a great place to work.

For the Morrisons, jumping on the wellness bandwagon at work meant more than improving Diane's diabetes or helping the couple lose weight and eat better. They have an adult daughter with cerebral palsy.

“The doctors said that we would have to institutionalize her,” Roy explained.“We told them that we would give her the care that she needed.”

Still, with his wife Diana’s diabetes and bad back, and Roy ready to celebrate his 59th birthday this summer, the couple knew changes had to be made if they wanted to fulfill their wishes for their daughter, who often must be lifted.

“We have to be in good shape for her,” says Diana, 54, who has lost 57 pounds in the last year and improved her blood sugar levels. She says she often uses Vought’s online wellness education and support, and Vought wellness coordinators even call her periodically to check in.

Vought's program is extensive. Among its offerings: health risk screenings, financial incentives for improved health, on-site exercise equipment, healthier food choices at work and a host of support and education for employees and their families. CEO Elmer Doty has lost 50 pounds and the top brass has been educated about how they can use their leadership to improve the lives and health of the company's 6,500 employees in seven locations across the U.S.

Still, it's not always easy. Says Diana: “The whole process has really been more mental. Every day is a choice. Some days are harder than others, and sometimes you fall. I have fallen, but you have to get back up."

As President Obama and members of Congress begin pounding out healthcare reform, I can't help but think about people like the Morrisons and companies like Vought. Better health and better healthcare is something I believe we all want, and just like the Morrisons, I have people I care about. I want to be around to help when needed.

Work is very stressful for many of us right now. But just like Diana Morrison said, you have to realize that every day is a choice. Today, I choose to put down my M&Ms. And I'm not going to think about that leftover cheesecake in the fridge....

Do you have any tips to share about staying healthier at work?

The Success Factor: Meat Loaf and Donald Trump

noreply@blogger.com (Anita) — Thu, 04 Jun 2009 12:36:00 +0000

John Eckberg is a business columnist at the Cincinnati Enquirer and gets to interview some real movers and shakers in this world, including Larry Bossidy, Deepak Chopra and Sean "Diddy" Combs. He's put together some very interesting stuff in his new book, "The Success Effect: Uncommon Conversations with American's Business Trailblazers."

As he says in his introduction: "My style as a business reporter is to ask people questions about issues that appeal to me...Sometimes after working up a story from a particularly interesting interview, I would save the tape and drop it into my desk drawer. I wondered, was there a book in my desk drawer?"

Yes, there was. And it's filled with loads of details from some of these great minds, even such quirky details as what books are on their nightstand, what CDs they listen to and favorite foods. I asked Eckberg recently about his book and the people he interviewed.

1.Times are tough in the American workplace today. People are under a lot of stress because they fear they may lose their jobs, and it can be difficult for managers to keep them engaged and productive. Can you provide an example from your book of a leader (or two) who provides some great advice in keeping workers motivated and engaged?

Tami Longaberger started out as a cashier at her father’s grocery store in a small town in Ohio. Eventually, her father found that quality baskets created by craftsmen had immense appeal among Midwesterners and the company grew to become the largest collection of artisans in the nation. But even Longaberger Baskets have seen some challenges and Tami recalled her father’s words during downswings. It’s a simple mantra:Do Something. Don’t just wait for a change to come, make the change happen. Try something different. Don’t wait for times to change. Take steps to bring changes.

Motivating workers has always been a challenge for achieving companies, organizations and teams as inspired workers must feel a sense of ownership. Also there’s this: Tom Kelley of IDEO points out that mandates from the top or from managers are not nearly as effect as “invitations.” You must “invite” people to innovate. He says in the book: “Let people know it’s okay to do this. You cannot force creativity; much of management is getting out of the way and giving people permission, literal or figurative, to do something that’s a little bit weird, a little bit off the norm. There are very few companies in America that get this. It’s an incredibly powerful tool. It gives vision and it gives power.”

2. There are many job seekers right now who feel really hopeless, like their career is over and they don’t know what to do. Who is a leader who had great failure in their career and overcame it to be successful? How did they do it?

I think NBA legend Oscar Robertson is a great example. Let’s face it, even the best basketball players in the world miss a majority of their shots. But they don’t stop shooting. And after Robertson left basketball – arguably he’s the best player to have ever played the game – the world of business was not an easy transition.

One of his company’s went into bankruptcy reorganization but came out immediately thereafter. Still financing was a challenge. Robertson said: “You need the business and you need the financing but which comes first. I started a little company where I was selling meat to the military. I went to the bank and the bank said Oh, this isn’t going to work. I told the guy, look, do you know how much meat the military buys every day? The thing is, if I’m making five, six or 10 million bucks, I don’t need the bank. It’s when you have market projections and business ideas, that’s when you need the bank.”

Today his Orchem has a product line that uses enzymes to remove stains from clothing and the same “green” product cleans grease from kitchens and from municipal sewer lines. It wasn’t easy for Robertson to achieve success and he had a name recognized all over the world. So, if it’s not easy for him, it’s going to be even more difficult for everybody else. People need to persevere and keep a good attitude about their likelihood of success.

Rick Malir, founder of City Barbeque, a chain of 10 barbeque restaurants in Ohio, has this notion about failure and what people can learn from it. Most folks who fail “Don’t know how to buy an alarm clock. And there’s attitude…getting great people is the key. In the beginning, I was too soft and wanted to be everybody’s friend, that we could have a utopian society. But I found you have to have standards. We don’t allow people to berate their employees. We don’t allow our people to berate the suppliers. We don’t get angry. We don’t shout. We try to be firm. We try to be fair.”

3. What is something these leaders have in common that you feel was critical in them becoming so successful?

I have a saying that you haven’t lost the game until you quit. These people, most of them anyhow, have an immense reserve of pluck, will and desire. Call it grit. Call it stick-to-it-ness. Call it tenacity. They just don’t know how to give up. I call it the GO FIGURE factor.
* Observant.They are acutely observant about how people commit, but not just commit to buy something…they know how to get people to commit to groups, initiatives, companies and efforts.
* Fun. These people are Fun, usually, and that’s important because we spend so much of our lives at work, that most people want to spend time working with and working for somebody who is fun.
* Inventive. They are immensely Inventive and see opportunities that the rest of us don’t notice.
*Gracious.It’s not often thought of as an important trait but I think it may be the most important attribute. Having manners and being gracious tends to compel people to want to give you their labor. You can get work from people with a paycheck but for a person to offer their labor, well, that’s something else. And people are more likely to offer their labor to somebody who is courteous.
* Unsatisifed.Successful people are usually unsatisfied with what they’ve achieved and always want more.
* Resourceful. Successful people are creative about how to achieve market share and their intelligence will usually open up new pathways.
* Execute. Finally, they have strategies for individuals and teams and they know how to make those strategies work. Put it all together, it’s the G.O. F.I.G.U.R.E. factor.

4.What do you think upcoming leaders of today need to learn from them?

Nobody who is successful in any endeavor is successful because something just happened to them. Sure, sometimes luck is involved but it’s like the old saying, the harder I work, the luckier I get. One thing leads to another is another good saying….but first you have to do one thing. Figuring out what that one thing is going to be is usually the hardest thing for people starting out on careers to get their arms around.

And another notion of mine that people should be sensitive to is that of a career pivot point. I believe there are moments, many of them, actually, in lives when an opportunity is presented but it takes a shift of perception to realize it. Careers are almost always stairways and those stairways have landings. The landing is the pivot point. Knowing when you are at a landing and when it’s time to pause, reflect, recharge and then press onward upward, that’s what people need to look for and work for, I think.

5. Of all those you interviewed, who inspired you the most and why?

I love the story of Bob Robinson and Kaivac. He as a frustrated mechanical engineer in a small town north of Cincinnati called Hamilton who was working maybe 18 hours, night and day, at his father-in-law’s cleaning products company. A division he managed and started that cleaned grocery store floors had flamed out – basically, Robinson would show up after closing hours with a floor burnisher and try to get the floors cleaned before the store opened the next morning…one night his machine broke, the store manager chewed him out immensely and Robinson realized the abuse that people take from vendors, but that’s another story….Anyhow, he realized that the toughest challenge for all commercial buildings is the lavatory. They’ve been filthy places since the time of King George. And innovation, well, that was the rag on the stick and it happened about the same time as King George, too.

So Robinson set out to solve the problem of dirty bathrooms. He had an idea that a pressure washer, chemical dispenser and vacuum on one unit was the way to go….and after many sleepless nights and much trial and error, he created a company that manufactured these units and sells them from Hamilton. More than 100 people are employed.

Now when he flies into cities, Robinson looks down at the rooftops of buildings below and thinks Kaivac, Kaivac, Kaivac….one in each building. He’s expanded to the company into cleaning to remove the germ. This is a niche that is as big as the Grand Canyon and it started with one guy doing something nobody else had done before – solving the problem of how to quickly clean lavatories. I love the story of Kaivac and the will of Robinson to achieve.

6. What was the weirdest bit of information you collected and from whom?

"The Success Effect" has this little quirky thing going on in it where I ask people to go look in their CD changers at home and tell me what CDs are there. Also, what books are on the nightstand, too.

So the book has Donald Trump in it, who started his real estate empire in Cincinnati with an 1,600 unit apartment complex that was half empty (why would his father, already a real estate mogul, give a son a dog of an apartment complex in Cincinnati that was about to go belly-up for a graduation gift, that’s a question I’ll ask Mr. Trump the next time I talk to him)anyhow, the strangest thing I learned in this book was that Mr. Trump’s favorite meal is meat loaf. And for dessert it’s cherry-vanilla ice cream….

Who’d a thunk it?

Is Stress Making You Want to Kiss Your Job Goodbye?

noreply@blogger.com (Anita) — Mon, 01 Jun 2009 13:18:00 +0000

For me, one of the great things about Twitter is that is allows me to learn more about what people experience at work every day. It's sort of like being an invisible Spiderman, without the goofy costume. I feel like I can jump from cubicle to cubicle across the world, being a fly, er, spider on the wall.

One of the things I know for sure -- from following people on Twitter and from interviewing them -- is that there is a lot of stress in the workplace. People are overwhelmed by the demands of their job, even though they try and put a positive spin on it: "Wow! Just got a new deadline! Anyone want two tickets to the big concert tonight?" goes a typical Tweet.

Heather Blume asked me if I was hearing that more people who already had jobs were actively looking for work. The stress in current jobs, she said, was really getting to them and she had several people a week asking her if she knew of other positions. That was pretty interesting considering the job market is so tough right now and not expected to improve for a couple of years.

So I called Wayne Hochwarter, a professor at Florida State University, who spends a lot of time studying the workplace. He was not surprised to hear how many people were willing to leave jobs -- even entire careers -- and join the job hunt.

“A lot of people just don’t have anything to look forward to anymore,” Hochwarter says.“They can’t even look forward to retirement, because they’re going to have to work longer now. Most people haven’t gotten a raise in years. They’re doing the work of five people now, and they just think: ‘I can’t do this anymore.’”

Blume hears a lot of personal despair every day as she does her job as a Seattle-based recruiter specializing in property management for Career Strategies Inc.

“In the last month or so, I’ve had three or four people a week tell me – on the down-low – that they’ve got to get out of their jobs. It used to be I heard this maybe once a month. Now people are asking me if I’ve got anything for them – they say they’ll take anything to get away from the stress of what they’re doing now,” she says.

While Blume says she doesn’t “poach” from other companies, that doesn’t mean she’s not sympathetic to their plight and will quietly put out “feelers” to try and help them make job contacts. One 20-year-veteran of property management recently told Blume that her job was “eating her soul.” Another said she was looking for contacts in “restaurant work” because she was so burned out and wanted to leave the industry where she had built a successful career.

She adds that those seeking work are at all levels. “I tell them to sit tight, or to think about going back to school,” she says. “But if you’re miserable, it’s hard.”

I decided to call David Benjamin, who often posts comments to this blog and someone else I follow on Twitter, and ask what he was experiencing as a recruiting manager for The Sales Matrix in Detroit. What levels of stress was he seeing?

He noted that while he hears the despair and frustration in the voices of salesmen who are out of work, he also notes that those who are still employed “just don’t see a light at the end of the tunnel.”

“Salesmen hear ‘no' in this economy a lot more,” Benjamin says. “It just wears on you and beats you down. It ‘s such a grind, such a challenge.”

In a study by Hochwarter, he found that 55 percent of bosses have become more demanding of current workers and more than 70 percent of employees say the recession has increased stress levels at work.

“I’ve never been a big believer that we’ve got good managers, and now with this economy, they’ve lost whatever humanity they had,” Hochwarter says. “They know that they’ve got to meet goals or they start chopping heads. Managers really don’t know what to do during a time like this. We haven’t prepared them for anything like it.”

What do you think the impact of this economic downturn and current job market will have on workers?

How to Overcome Obstacles in Your Career

noreply@blogger.com (Anita) — Fri, 29 May 2009 12:49:00 +0000

Yesterday I guest posted on GL Hoffman's "What Would Dad Say" blog about learning to be more resourceful. I'd like to expand on that and talk about overcoming obstacles at work.

Today, the workplace is a hotbed of stress. There are lots of people worried about their job, and lots of people who feel overworked. The result is often a roadblock: Workers paralyzed when there is a bump in the road.

So, let's look at what you can do to develop some skills that will help you overcome these moments:

* Outline the worst case scenario. By writing down the potential pitfalls or at least verbalizing them, you face your fears. Fear often immobilizes you, so once you face it you can be better equipped to overcome it.

* Be willing to fight. Don't just accept what happens. Ask yourself what else you can do to overcome the problem. Keep thinking of ways to rephrase the questions, come up with new information or bring in other resources. Don't give up the first time the going gets hard. Keep telling yourself that just like lifting weights, you're developing your "resilience" muscle.

* Envision success. Keep your eye on the prize, whether it's nabbing a big contract or winning over a difficult customer. Always make sure it's clear in your mind what the payoff will be once you get past the obstacle.

* Shake it off. The boss is often watching closely when you're confronted with a problem. This is when you show your determination. By handling it with humor, grace and focus, you can score some real points just by not caving in to defeat.

* Be realistic. While the boss wants to see you keep trying, it's not going to pay off to let him see you be foolish in your strategies. You may need to back off for a bit and reconsider what you're doing. Perhaps you do need more training to get that promotion.

* Get input. You don't always have to take the advice of someone else, but it often helps you clarify your problem if you can get ideas from other people. This doesn't always have to be someone you work with. A lot of successful people rely on friends and family to get another perspective.

* Invest in confidence. Read inspirational books about how others facing adversity overcame it, or attend events that foster well-being and confidence. Spend time with others who have succeeded and ask them to share their stories of how they dealt with the problems.

What other strategies can you use to overcome obstacles?

Book: Brain Science Shows Current Management Techniques Do More Harm Than Good

noreply@blogger.com (Anita) — Tue, 26 May 2009 14:15:00 +0000

I can't begin to count the number of "management gurus" I've interviewed over the years. They explain how to use 360-degree feedback; give ideas for 1,001 employee rewards and incentives; and outline how to set achievable goals for employees.

Then I interviewed Charles Jacobs, and he basically said these people were full of crap. OK, those are my words, not his. But he's done the research, and he says that the brain science shows that all these management techniques don't work. In fact, they usually achieve the opposite: They create hostile, demoralized, unproductive and uncreative employees.

When I wrote the story, I expected to hear some laughs from employees around the country, along with a "damn straight!" response. It wasn't long before the first e-mail arrived from a businessperson, who noted that too many MBAs had stuck their nose in this person's business over the last several years, and this pro was sick of it.

Treating employees with the best management technique around -- The Golden Rule -- had worked for decades, the person said. What doesn't work? "Goals, incentive plans and weekly mandatory sales meetings" the worker wrote, which had led to declining morale.

“A lot of what managers are doing now doesn’t work. It may make them feel better, but it’s not helping their employees,” says Jacobs, managing partner of 180 Partners in Boston. “Much of this came out of Greek philosophy 2,500 years ago, but now we have the brain science to prove it.”

In his new book, “Management Rewired: Why Feedback Doesn’t Work and Other Surprising Lessons from the Latest Brain Science” (Portfolio, $25.95), Jacobs says:

* Performance feedbacks backfire. Employees aren’t going to change their behavior because they have a “deep seated” need to hang on to their self image. So, they will either attribute a performance failure to something else, or discount the source of the feedback. “When the source is our bosses or people we don’t especially care for, this is an attractive option,” Jacobs says.
* Rewards don’t work. The brain is wired to produce feelings of pleasure when we’re fully engaged on the job. Financial incentives actually decrease our intrinsic motivation – the need for achievement that comes from inside us.
* Goal setting doesn’t produce results. It’s emotion – not numerical objectives – that keep us focused and committed to a larger mission. “Objective goals should be in the service of a larger mission than just profit,” he says.
Further, the key to managing effectively is realizing that management practices that “are the way things have always been done” simply don’t work, and the brain science proves it, Jacobs says. Instead, he says it’s time companies realize that leaders must learn to manage “both mind and behavior.”

“No one wants to be controlled by a manager or anyone else,” he says. “We all want to do a good job. So, what’s going to work is them (employees) is doing it on their own. You can’t force people. They can be successful on their own.”

Jacobs says that if organizations will learn “to channel our innate selfishness rather than attempting to counter it,” employees will be more engaged, more motivated and more successful – and that translates into real bottom line results for a company.

He says managers should:
* Use questions to engage employees. “They should stop worrying about the right incentives to motivate good performance and should instead leverage the universal human desire for meaningful work,” Jacobs says.
* Ask for more employee input. While the tough economy and potential layoffs has everyone on edge, managers need to motivate employees by asking for their ideas on keeping a company successful. For example, workers can feel more empowered when managers ask for their ideas on how to cut expenses. “When employees are fearful about what’s going to happen, their behavior can change. The brain slows. The result is that people become less productive. You don’t need hokey recognition programs. You need to give as much information as possible and let them know where the business stands. You’ve got to keep them really focused when they’re scared.”
* Let employees be their own judge. Jacobs says that no matter how constructive managers try to make it, feedback from them is just perceived as negative. It’s much better to let workers appraise their own performance, using whatever hard data is available. “They have a greater ownership of any shortfalls,” he says. “It then becomes in their best interests to correct them.”
* Tell stories. Stories are the way our brains naturally work; they make sense of the world. By telling stories to illustrate a point – how Americans didn’t give up during the Revolution , for example – the “mental environment” is created that helps get them to do what is needed.

“It’s not like you’re turning the asylum over to the inmates. What will happen if you do these things is that people are going to like working there, and they’ll do better,” Jacobs says.

Do you think currently accepted management techniques should be changed?

Five Steps Every College Student Needs to Take Now to Get a Job Later

noreply@blogger.com (Anita) — Thu, 21 May 2009 12:58:00 +0000

I've spoken with several campus recruiters lately, and they all say the same thing: You think this job market is tough? Just wait.

Not exactly music to the ears of a college student right now. While they're studying and funneling thousands of dollars into tuition, they're hearing that the next two years may be even rougher as the job market continues to lag behind an improving economy.

Still, I don't think any college student needs to just throw his or her hands up in despair and expect to be unemployed upon graduation. There are several things -- very simple things -- any student can be doing now and in the coming years to help them get a job.

1. Pay attention. Most colleges and universities have gotten very good at freshman orientation. They have students and professors and career counselors and the school mascot telling incoming students that school is hard work. It's like a job. In order to be successful, these incoming freshman are told, they've got to devote regular time and effort to their classes. They're given numerous tips on how to be successful. But it's hard to find an 18-year-old who looks as if they believe a word of it. While their parents diligently take notes and ask questions, the new freshman is usually texting, staring off into space or smiling and nodding, while not taking in a word. It usually takes about a year for a freshman to admit these other people were right -- and that's a year they've lost to those who DID pay attention.

2. Stick out your hand. Learn to introduce yourself to your professors, to your adviser and to the kid who lives next door. Use their names in your greeting so that it becomes a habit for anyone you meet. Shaking hands and introducing yourself needs to become as natural as breathing so that when you start moving into the professional arena and making contacts, it doesn't appear you were raised by wolves.

3. Take an etiquette class. Many universities or even local business groups will offer etiquette classes, which many college kids don't even consider until they're seniors and realize their manners border on the ape-like. Take a class your freshman year and then practice what you've learned for the rest of your college career. Good manners being ingrained will pay off when you won't have to worry about them as you focus on questions during a job interview or when meeting important professionals at a networking event.

4. Sit in the front. Whether you're attending a club event or a class, don't shuffle to the back and then prop your feet on the seat in front and fall asleep. Or work the crossword puzzle. Or text. Speakers, professors and college recruiters notice who sits in front and pays attention. It's a great way to score points with whomever is behind the podium.

5. Ask questions. College is your time to learn, to solve some of life's mysteries and to get your money's worth. You're paying thousands to learn, so you have every right to ask questions! There are no dumb questions in college. That doesn't apply to the workplace. So, figure out what's what, and quiz away. It's much better to ask and learn in college rather than to make some very "freshman" mistakes in a job interview.

What are some other tips for college students to prepare themselves for the job market?

Gray Hair May be an Employer's Secret Weapon

noreply@blogger.com (Anita) — Mon, 18 May 2009 14:40:00 +0000

Normally, when I post a HARO (Help a Reporter Out) query, I get dozens, if not hundreds of responses from people willing to help me with a story. They want to talk about how they are still giving raises, why their business is successful or what they're looking for when hiring new employees.

When I sent a request asking for companies who have hired employees over 45 in the last nine months or so, I got 12 responses. Twelve.

The reasons for this could be many: Companies are not hiring, period. No one paid any attention to my request. The time period was too short -- they've hired older workers in the last couple of years, just not recently.

But my gut -- along with information from other career sources -- tells me that those over 45 are having a tough time landing a job in this economy. Of course, so are a lot of people. Still, I have to wonder if employers aren't passing over resumes with job candidates over 45, or if they're taking one look at the gray hair and thinking: "Next!"

Still, the employers I heard from could not sing enough the praises of their older workers. (I know, I know, like anyone is going to tell me: "I'm not hiring anyone over 40!" That's illegal and they know it.)

At Stearns Lending, for example, 218 employees have been hired in the last six months, and 113 of them were over 40.

“The grayer the better,” says Glenn Stearns, chairman of the California-based Stearns Corp., which has more than 25 companies, including Stearns Lending. “What we want are employees with experience. We could easily pick up people with less experience who are cheaper, but we have a company that survived – and thrived – because of our more experienced people.”

That’s saying something at a time when many of those in the mortgage business have sunk out of sight. But Stearns says that’s just another plus for his company.

“We’ve found an amazing opportunity in hiring really great people that have been let go from other companies,” Stearns says. “Believe me, 20 years in this business means so much. I’m happy to pay more for experience, because we think 100 percent of our success is due to those people.”

That’s a sentiment echoed by Debra Freligh, president of DMF Media Service LLC in Sparta, N.J.

“Age has never been a consideration for me. It’s never an issue,” Freligh says. “I recently hired a 50-year-old accountant because of experience and reliability. It has proven to be a great decision.”

While some may balk when they see a job seeker with the lined visage of experience and more than a few gray hairs, Freligh says that employers shouldn’t be so quick to dismiss the hard work ethic many older employees bring.

“I had a college intern who I set up to meet with a CEO of a cola company that was being launched. I told him what a great opportunity it was, to give him a feel for marketing. The day of this meeting this student called me and said he was going to New York City with his friends. I had been waiting to meet him and he said he ‘forgot.’ I was floored,” Freligh says.

While Freligh is quick to add that she doesn’t want to malign younger workers interns, she says she finds older workers “so conscientious” and “at a different place in their lives – they’re so happy to get a job.”

Stearns says it’s because his more experienced employees knew how to “size up” borrowers that his company is in such great shape. “Some of the young, inexperienced people for other companies just got caught up in all of these bad loans. They’re now realizing the ramifications of helping people get homes they couldn’t afford. Our older employees were seasoned and knew better. If there is a poster boy for experience paying off, it’s us.”

At the same time, I interviewed 59-year-old Bob Brandon, an experienced landscape architect who has had to move in with his daughter in Missouri after being laid off.

Brandon says he has sent out at least 30 applications since he was laid off in early March from his Phoenix-based company, but so far has only gotten two responses and no job offers. “I’m just not finding anything. It’s really hard. My feeling is that I won’t get hired again. My gut instinct is that no one is interested in hiring an older worker,” he says.

Let's hope that he's wrong. Let's hope that they'll listen to the employers who have hired older workers and say it's one of the best decisions they've ever made.

What can older workers do to improve their chances in getting hired?

Does It Really Matter If You're a Workaholic?

noreply@blogger.com (Anita) — Thu, 14 May 2009 13:10:00 +0000

With the tough economy, you don't hear many people complain about having jobs. This is surely due to the fact that those who are still employed are just so darned grateful to be bringing home a paycheck that it doesn't matter how many hours they work; they're not going to let any unhappy comment pass their lips. That's understandable.

But I also see a lot of people working themselves into the ground. They're on 24/7. They can't talk about anything but work, the deal they're working on, how they can't possibly take off this weekend because they've got work to do. I think it's great to be so passionate and enthused about your job, but at the same time, I think it's a very risky road. If you can't find a way to turn it off, if work is consuming your life, then you may be headed for burnout.

Are you a workaholic? Do you know the warning signs? According to Workaholics Anonymous, these are some of the signs you're a workaholic:

1. It is very difficult to relax. You often, if not always, feel the need to get just a few more tasks done before you can feel good about yourself and allow yourself to relax. When you do complete these tasks you find just a few more that you need to complete, and then a few more.... These uncontrollable desires often result in frantic, compulsive working. You are powerless to control this pattern.
2. You are so used to doing what you are expected to do that you are often unable to know what it is that you really want and need to do for yourself.
3. You often feel that you must complete certain tasks, even though you do not want to. You are too scared to stop.
4. You often feel resentment about having to complete tasks when you would rather relax or play. At these times you procrastinate, usually wallowing in self-pity and self-judgment. You cannot concentrate on the task at hand, and yet are too scared to give up the task for a moment and allow yourself the space you need.
5. Your sense of self-esteem is based largely on your perceptions of how others judge your performance at work and in other areas of your life.
6. You have an obsessive desire to understand everything in your life, including your every emotion. You cannot allow yourself to experience emotions that you do not understand, fearing your loss of control.
7. You judge yourself by your accomplishments and hence have the illusion that you must always be in the process of accomplishing something worthwhile in order to feel good about yourself.
8. You cannot sit down and just be.
9. You often go on intense work binges with the illusion that you need to get the praise of your fellow workers and bosses in order to feel OK.
10. You have the illusion that people will like you more if you appear more competent than you actually are.

Much of the recovery for workaholics mimics what you see for other addicts: Finding time for personal reflection; accepting who you are; asking for help; finding healthier substitutes for the addiction; and learning to live in the now.

Unfortunately, we live in a time when most of us consider ourselves so fortunate to have a job that we can't see cutting back. But consider this: If you really are going overboard,you could be putting your job (and your health) at risk because you cannot be the most effective for an employer if you don't have balance in your life.

Is there such a thing as working too much, or is the 24/7 job schedule just part of lives these days?

Who's Got Your Back? Building Trust in Your Life

noreply@blogger.com (Anita) — Mon, 11 May 2009 12:57:00 +0000

Quick: Name three people -- who are not related to you -- that you would trust with your deepest, most intimate thoughts.

Now let me guess who you named: 1. The guy in the cubicle next to yours; 2. Someone you met online nine months ago; and 3. One of your employees.

If you're Jorge Colon or Maxine Zdebiak, it's the second choice. If you're someone else, you may be so busy laughing your ass off at the thought of trusting anyone at work to answer your phone -- let alone tell them your deepest thoughts and feelings -- that you can't think of a single person.

But according to networking guru Keith Ferrazzi, what we all need is deeper, more trusting relationships. Without them, he says, we're never going to really have the level of success we desire.

Ferrazzi says the idea for his new book, "Who's Got Your Back," came about when a friend made him realize that even though he was super busy and seemed very successful with his company and bestselling book, "Never Eat Alone," he had “few relationships with people I could really open up to, share my fears and failures and goals and dreams with, and ask for help.”

Ferrazzi began considering why such relationships were important and how they could be developed. But unknown to Ferrazzi as he was working on the book was that Colon, Zdebiak and two other people who had met through Ferrazzi's Greelight Community had already formed a close-knit group, working for months to develop a deep friendship that would transition into advising one another professionally.

“We’re basically four wheels on a car,” says Colon, a Florida-based lawyer. “Everyone has different roles they play. We end up sharing more with one another than we do with our own family.”

While the four members in various parts of the world are very close, only Zbebiak and Colon have met in person. Using Skype, having one-hour phone conferences at least three times a week and e-mailing continually, the group has encouraged one another when needed; kicked butt when required.

“Even though our relationship has been virtual, sometimes it’s easier to talk to a stranger. We have a real candid intimacy, and we really worked to develop that,” Zbebiak says. “I didn’t have this with other business associates. This is a very different way to build relationships. We stay in contact three or four times a week, and exchange a lot of e-mails. The connection is so strong; we feel we’ve known each other for years.”

When learning of the group, Ferrazzi sent them drafts of "Who's Got Your Back" to get their input. “It was uncanny when he (Ferrazzi) asked us to review the book, because it was what we were experiencing,” Zbebiak says. “Our group has brought me a stronger self-confidence. We have incredible support for one another.”

Much in the tradition of Alcoholics Anonymous or Weight Watchers where there is no clear leader and members support one another through highs and lows, Ferrazzi says he wants people to find that “safe place” where they can help one another achieve the success they desire.

Ferrazzi says that as many people struggle with tough financial times, being laid off from jobs or watching careers disintegrate, such close, trusting relationships are needed more than ever. “You don’t have to struggle alone,” he says. “It could be the woman in the cubicle next to you, or if you’re the boss, members of your own team, who can help you.”

Of course, this is often difficult for many people who believe that letting their guard down, or exposing their vulnerabilities to others will make them less successful, or appear weak. Ferrazzi says he learned first-hand that "struggling alone" not only hurts personally, but professionally.

"We can't do things the way we used to," he says. "Those leadership skills -- where we went it alone -- aren't working today."

Do you think relationships in the workplace are changing? How?

Shoes, Phones and Backpacks: What They're Really Looking at During Your Job Interview

noreply@blogger.com (Anita) — Thu, 07 May 2009 12:47:00 +0000

As I mentioned in my previous post, I got a real kick out of spending time recently with college students about to enter the job market. But it got me to thinking that no matter how many "rules" I provide about networking and resumes and other stuff, there are always those tricky little things that can trip you up if no one tells you. And believe me, the stuff I'm about to reveal often isn't discussed out loud. It's not that it's some dark, little secret, but it is so subtle that it's often not talked about as much.

So, here are the 10 things you should know when you're entering the job market:

1.They look at your shoes. You need professional-looking shoes. Not the 4-inch stilettos. Not the pseudo-dress shoes that are a cross between a sneaker and a loafer. Not shoes that have a broken shoelace that you've knotted back together. Real shoes that you've practiced walking in so that you don't resemble a giraffe on stilts.

2. Your hair is a problem. If you have Zac Efron hair, get it cut or at least use some kind of super glue to keep it out of your face. If you are female and wear it deeply parted on one side so that you're constantly doing this weird side head sweep to keep it out of your eyes, get the same super glue. If any part of your hair is the color of Kool-Aid, get rid of it.

3. Sit up straight. Slouching when sitting in a chair makes you look like a sullen teenager. Always sit up straight with your feet on the floor. Slumping makes you look bored -- and a possibly even a little stupid.

4. Ditch the backpack. If you're carrying the backpack you schlepped to school, it probably is not only dirty, but smells. Plus, it makes you look like you're headed to class. You want to look like you're headed to a job. You don't have to have an expensive satchel, but get one that is clean and streamlined. And don't put any buttons or stickers on it.

5. Don't play with your phone. While you may know enough to mute your phone during an interview, you also can't even look at it. Don't try to discreetly check it when someone texts you and don't hold onto it like it's your binky. Put it away so you're not even tempted.

6. Put on a watch. A huge pet peeve for many employers is employees who are late or who otherwise can't adhere to a schedule. Even if you don't look at it, wearing a watch shows that you're at least aware of the time. (Make sure it's professional looking -- no Hello Kitty or Mickey Mouse watches.)

7. Use formal forms of address. When meeting someone for the first time, always say "Ms." or "Mr." unless invited to do otherwise. This includes the receptionist, the office manager and the person who sorts the mail. These people often are asked for their impression of you, so if the only thing they can say about you is that you were respectful -- that's a big plus for you.

8. Know you're always being watched. Don't litter in the parking lot, fail to hold the door open for someone else when you enter the building or throw paper towels on the floor in the bathroom. Read industry materials while waiting.

9. Avoid eating and drinking. If you carry coffee or a drink with you into an interview, it's a distraction and can make you appear too casual. Don't eat something while waiting for your interview -- it can give you bad breath and you risk getting something stuck between your teeth or crumbs on your clothes. (And the receptionist will notice if you're a sloppy eater.) When you're further into the interviewing process, you may be invited to have a meal, but in the beginning stages just focus on the questions, not your latte.

10. They pay attention when you leave. Did you say "thank you"? Did you shake hands? Did you smile, make eye contact and tell the receptionist goodbye or hurry away? Were you on the phone or texting or taking off your jacket and loosening your tie before your feet hit the exit? Did you pick up some company brochures on your way out? Remember, your last impression is often the most lasting. Make sure it's one that they will recall as professional and positive.

What are some other subtle tips to make a good impression?

10 Things Employers Say Every College Student Should Know About Getting a Job

noreply@blogger.com (Anita) — Mon, 04 May 2009 12:46:00 +0000

At first the students didn't catch on. Then, they saw some of their friends have difficulty landing a job. They noticed that not as many recruiters were coming to campus to talk about available jobs. They began hearing more about people being laid off and losing careers that took decades to build.

Finally, they knew: They were about to graduate and try and get a job in a very, very tough market. The anxiety of being burdened with thousands of dollars in student loans, competing against much more experienced applicants that were flooding the job market and the erosion of many jobs overnight has hit graduating college students hard.

I spoke with many of them recently when I visited my alma mater, Oklahoma State University, as the Paul Miller journalism lecturer. They asked lots of questions about what they can do to improve their chances of landing a job, and I passed along the information I have been receiving from employers.

The key is that it shouldn't just be college seniors who need to be much more proactive in this market. Employers predict it may be tough going for the next couple of years, so sophomores and juniors need to also pay attention.

Here are some tips from employers who regularly recruit and hire college graduates:

1. Work on your personal brand. What makes you unique? How have you committed yourself to a cause or a passion? “You need to get accomplishments under your belt,” says Cathy Chin,employee experience manager for I Love Rewards, a web-based employee rewards and recognition program in Toronto, Ontario.

2. Look the part. "You can always wear a suit to an interview and look OK standing next to someone in jeans," Fuller says. "But not the other way around. Then you've made a faux pas. Dress like you're going to the White House."

3. Step forward. Bob Daugherty, U.S. sourcing leader from PricewaterhouseCoopers in New York, says he was impressed with a student after the young man not only showed up early for a presentation but sat in the front, asked questions, introduced himself and offered a resume after Daugherty’s talk. “The kid was a sophomore,” he says. “This is somebody we want to keep track of.”

4. Do the homework. “The people we hired had great phone interviews showing a lot of personality, poise and confidence. When we narrowed it down to a top 10 to interview in person, they showed up very polished and knew about us and our competitors. They weren’t going to have to be spoon fed if we hired them,” says Sue Fuller, director of talent management for EDL Consulting in Northbrook, Ill..

5. Walk the talk: “We want to see if you’re going to fit in with our company, and that means doing your research and being able to speak intelligently about the subject and our company,” Chin says. “But we’re also watching you when you walk around, from the minute you come into our lobby. Do you look at our awards? Are you nice to the receptionist? We want to see that you’re fully engaged.”

6. Learn to network: All those interviewed agreed that both graduates and undergraduates need to work on networking with other professionals, their faculty and the college career center. Students should strive to not only make these business connections in person, but also through online networking sites such as LinkedIn. A word of warning, however, comes from Fuller regarding some less-than-professional behavior online: “We’re very mindful of how people behave online. We do check. Business is about reputation and relationships, so we’re looking to see how they manage themselves online.”

7. Be yourself. "Our candidates showed up very polished, in suits. They were poised and polite. They were confident. But they showed their personalities and had just such a wonderful appeal because of their demeanor. They didn't have too many expectations, but they were not desperate," Fuller says. "They were there to impress us, but they were also authentic."

8. Working hard matters. Many of the students I spoke with at OSU worried about whether they had the right stuff on their resume. Was an internship necessary? What about extra-curricular activities? What if they had stayed out of school a couple of years to work? How important was a grade point? The employers I spoke with all said the same thing: They want to see students who have put energy and enthusiasm into whatever they were doing. So, being active in a fraternity and campus activities, participating in a college sport, working hard at a job that showed you moved up the ladder, having a terrific grade point, receiving awards -- those things were worth something to an employer.

"I like to see a demonstration of their passion and what they're giving back to their school. I want to see energy and enthusiasm and an ability to develop relationships. Some kids are so focused on getting those internships, but I think a big part of going to school is just enjoying yourself and taking the time to experience different things. Just do something different and enjoy yourself -- diversity makes you unique," Daugherty says.

9. Check the attitude. While there's been much written about the fact that some young workers can made demands about what they want and don't want in a job, the tough times may have changed that scenario. "The pendulum has swung back," Fuller says.

Still, Daugherty says that top graduates still have the "upper hand" when it comes to jobs. "This student body is one of the most talented I've seen," Daugherty says. "They're smart and communicative."

Adds Chin: "Don't be overbearing. Be energized, but don't make it about 'me, me, me.' When you come for an interview, we're watching you from the lobby. Do you look at our awards on the wall? Are you nice to the receptionist? Are you fully engaged and looking around?"

10. Keep the faith. All the employers emphasized that there are still plenty of good jobs available to college graduates, and students should remain hopeful. "There are lots of employers who understand that college graduates don't have a lot of experience. But they want that. They want that ball of clay to mold," Fuller says.

What other suggestions do you have for college graduates looking for jobs?

What Your Boss Really Wants to Hear in Your Next Performance Evaluation

noreply@blogger.com (Anita) — Thu, 30 Apr 2009 13:14:00 +0000

Tests are often the bane of every student's existence -- they hate them and often don't consider them a true evaluation of what they know.

Fast forward many years, and you're once again facing a test. Only this time it's called a performance evaluation and once again, you don't believe it's a true reflection of your abilities.

The problem with tests and performance evaluations is that the power is often in the hands of the teacher or the boss. You don't really know exactly what you're going to be asked, and so may then do poorly when put on the spot.

But what if I told you that there may be a way to figure out what you're going to be asked in your next performance evaluation? Or, at least have answers prepared that will keep you from freezing like a third-grader who doesn't know his state capitals?

All bosses want the same thing. They want employees who are going to make them look better and smarter. And always, always, always, employees have to help them make money. It's the same thing, in other words, that their bosses want.

If you understand that your success depends on helping the boss get what he wants, then you can structure your answers to make sure you meet those goals. This is what you should always keep in mind when heading into a performance evaluation:

1. Find ways you make him look better. Do you review materials before they are sent to clients to make sure there are no errors? Do you follow up with unhappy customers to make sure they have a positive image of your company? Do you forward him key industry news so that he is prepared when he meets with his boss? Helping the boss look better to his boss, to customers and to peers helps the boss see the worth of having you around. Sprinkle examples throughout your meeting, so that he is reminded of how good you make him look.

2. Show that he's a genius. If you can find ways to streamline a process to save time and money, then you're going to please the boss. The boss's boss is probably breathing down his neck to find ways to cut costs and work more efficiently, so anything you can do in that area will score points. Can you come in under budget on a project? Is a new technology you discovered going to bring in more customers? Give examples of how your work travels up the ladder -- you take pressure off him because you're such a smart cookie.

3. Look for bottom-line results. Did you find a mistake from a supplier that shows your company was overcharged? Have you thought of a way to attract a new client? Have your networking efforts resulted in a new strategic partner? Companies are under enormous pressure to bring in new business in a difficult economy, so bosses are going to be even more focused on bringing in additional revenue. Always be sure you mention how your actions show you're watching that bottom line at all times. Because he sure is.

What are some other ways to help a performance evaluation go smoothly?

Using Stories to Demonstrate Your Personal Brand

noreply@blogger.com (Anita) — Mon, 27 Apr 2009 13:27:00 +0000

If you want to see a group of children get quiet very quickly, just let the teacher pull out a book and proclaim it's time for story hour. Nothing seems to hold the attention of a bunch of wiggling little bodies more than the magic of a good story.

Several months ago, I blogged about the power of telling a story in your career. That prompted some great responses, including a book from Katharine Hansen called "Tell Me About Yourself."

I interviewed Hansen, curious about how job seekers and current employees in this tough and very competitive job market could learn how to be better storytellers.

While it is tough to tell a story in a resume, there are many more opportunities, Hansen told me, such as a cover letter than tells a story of your career interest and determination or stories about solving a problem.

Or, there are the opportunities to tell stories at networking events, or when you've got some time with a boss. He or she will be much more interested -- and you will be more memorable -- if you can tell a story about your ability to work with a difficult customer or why you are interested in a big project. (Remember no story should be more than a couple of minutes long.)

In her book, Hansen also advises people to use stories to communicate their personal brand. "Take a minute to write down what you are most known for," Hansen says. "In what area(s) can you offer yourself as an expert?"

She adds that while you may consider yourself an expert in a certain professional arena, "hobbies and interests can be fair game."

Once you've written your branding statement, then you can consider what stories would support it. Some examples Hansen gives:

* A story demonstrating your passion about your field.
* A story that shows your understanding and experience with your audience's needs.
* A story that demonstrates a pioneering idea you've developed.
* A story that shows how you fit in with the history of your field.
* A story that illustrates alliances and partnerships that support you.

The key, I believe, is knowing the difference between telling a story that makes sense to your audience, and holding them "hostage" while you ramble on about something they don't understand or care about. Practice your delivery and work on telling your stories to trusted colleagues until you believe you've developed your skills enough to use it in other professional contexts.

One final note: Be truthful with your stories. These are not fables for you to spin in front of a campfire. These stories are to be a testament to your abilities, to strengthen your career and make you memorable.

What are some other ways to use stories to help your career?

Is Credibility on the Job Becoming More Rare?

noreply@blogger.com (Anita) — Thu, 23 Apr 2009 14:53:00 +0000

I know a lot of people are afraid to tell the truth right now. They're afraid if they don't "embellish" their credentials they won't get the job. They're worried if they say what they really think at work they'll alienate colleagues and be accused of not being a team player. They're concerned that in order to be interesting in today's hyper 24/7 world, they need to be something they're not.

It's a weird sort of phenomenon: At a time when we use "transparency" and "authenticity" with abandon, some of us seem to be moving further and further away from it. It's as if these buzzwords have killed the simple art of telling the truth.

I hear from employers every day who say that one of the things they are most concerned about with job applicants is that these people are who they say they are -- that they actually believe the views they espouse and they have the skills they claim.

At the same time, employers worry that current employees may be hurting the company's credibility if they're not behaving in a trustworthy way with clients and customers. They fear they are one Twitter away from having their reputation trashed by some employee's bad behavior or judgment.

I think one of the solutions may be that we all go back to basics. We need to remember that what we say and do has power -- the power to destroy our credibility or the power to establish it.

Let's consider some ways to stay on the up-and-up:

* Don't exaggerate. Cable television and the Internet have certainly increased the rhetoric regarding certain subjects, but sometimes it descends to the cesspool level. Don't try to "one up" yourself or the competition with words or ideas that belong in a soap opera. If you worked on an award-winning project as part of a team, then it's fine to say so. But don't stretch the truth by saying that you headed the project or did it all by yourself. It's easy to verify your role, and once you're caught in a lie, it will be difficult not to be labeled as an exaggerator -- or worse. Keep in mind that once you're known to over-dramatize the truth or cry wolf too many times, others may simply give you an eye roll and ignore anything you have to say in the future.

* Follow through. We've all said, "I'll call you" and then forget. If that happens, say so. But don't say "I'll call you" and then have no intention of doing so. Don't offer to help with a project, and then not respond to an e-mail requesting that help. It's important not to make promises you can't keep. These days, I think everyone understands, "I'd like to, but my plate is really full right now." Or, "I just don't think this is a good fit for me right now, but I appreciate you thinking of me." It's humiliating to be the person who has to keep trying to chase you down for an answer as if you're the Queen of England and we're trying to get an audience.

* Give respect to get respect. If you're known as a gossip, as someone who is unkind, self-centered or grumpy, don't expect anyone to value your input. Your attitude is likely to be delivered back to you in the form of disrespect and a lack of trust. Your credibility is shot, and in your career, that's a critical element for success.

* Don't rush. If you're new to a job or position, it may take you time to gain credibility among your peers or customers. But if you try and push yourself on others too fast, it can backfire because they may mistrust your motives. Credibility isn't something you can make happen. You will have to earn it through your consistent actions and words. If you make a mistake, admit it and move on. In fact, messing up sometimes may gain you more credibility because you're seen as human and more likely to be understanding of another person's mistakes.

Finally, look at your credibility as your responsibility. If you don't work to establish it in a real and honest way, it won't be able to withstand tough times. Building it with care will be something that will pay off in your career for a long time.

What are some ways you build your credibility?

Secrets Revealed: What They're Really Looking at When You're a New Employee

noreply@blogger.com (Anita) — Mon, 20 Apr 2009 12:57:00 +0000

It's your first day at a new job. Everything seems to be going well, but then... (ominous music) ...then you eat a doughnut at your desk.

You can feel the change in the atmosphere. People try to hide their shocked expressions, but you see them anyway. A few pitying looks are cast into your cubicle, even a few smirks. Suddenly, your Dunkin' Donuts chocolate cake doughnut tastes like sawdust in your mouth. Crumbs drift down the front of your shirt, and the chocolate you were about to lick from your fingers is now hastily wiped on a napkin.

You don't know exactly what has happened, but you know without a doubt that your "new kid" jitters have just been ratcheted up to a level you haven't felt since you performed "Thriller" for your school's talent show.

Welcome to the pitfalls of being the new kid on the block. Because while the human resources department may have provided you with two days worth of training and given you an employee handbook as thick as the Trenton phone book, you've just screwed up in a way you never imagined: You ate at your desk.

How were you supposed to know? you wonder. No one told you that it's not OK to indulge in a harmless doughnut when you hit that mid-morning slump! But now that it has happened, people just look at your differently. You begin to wonder if you've damaged your professional reputation before you've even learned how to use the phone system.

Recently I interviewed several employers who told me that it's often the little things -- like eating at your desk when everyone always eats in the break room -- that can trip up a new worker. By not being observant of the culture in a company, new employees can find they have a more difficult time of not only meshing right away with a new team, but of impressing a boss.

"It's the little things that often put a stink on you for the rest of your career," says Maureen Crawford Hentz, manager of talent acquisition, development and compliance for Sylvania in Danvers, Mass. "Then you have to work twice as hard to erase them."

If you're taking on a new position, here are some things to consider in your first days on the job:

* Learning appropriate ways to communicate. Can you question a boss in a meeting? Is it OK to Twitter at work? Should e-mails be formal? Is it OK to address everyone by their first name, or does it depend on their title? "Spend time walking around and watching what people do. Do they talk casually with one another, or do they use formal e-mail?" Hentz says. "These are the things people don't tell you, but you need to figure out on your own."

* Not watching the clock. Don't be late and don't rush out the door as soon as the clock says it's time. You want to make it appear to others that you're happy to be there.

* Maintaining a professional workspace. "There is a difference between the workplace and the front of your refrigerator," says Bob Horst,head of recruitment and professional development for Nelson Levine deLuca and Horst LLC. "I like to see a tasteful family photo because my family is important to me. But I don't want to see a whole bunch of your child's artwork all over the place. It is a workplace."

* Keeping socialization under control. "It's important to fit in, but your main focus should be learning your job," says Linda Matzigkeit, senior vice president of human resources for Children's Healthcare of Atlanta.

* Listen and learn."No one wants to hear the new guy endlessly spouting advise and wisdom on his first day. And I don't want to hear about how you used to do things at your last employer," Horst says.

* Understanding the difference between policy and reality. "Yes, lunch is 12-1 (p.m.), but do people really go? Is it acceptable to eat at your desk?" Hentz asks.

Hentz says that while it can be tough knowing what to do and what not to do, new workers can always go to human resources to get the inside skinny on the new workplace.

"Sometimes there are no hard and fast rules," Hentz says. "You just have to understand what's happening and then make your choices."

What are some other good guidelines for new workers?

Critical Considerations When Jumping to a Small Employer

noreply@blogger.com (Anita) — Mon, 13 Apr 2009 13:21:00 +0000

If you've ever worked for a big company, you know the advantages: everything from a comprehensive employee benefits package to a great holiday party every year. Letting go of those goodies can be tough, but what if you don't have a choice? What if your large employer has kicked you to the curb along with the thousands of others who have been laid off?

One of the options to consider is going to work for a small company. But hold the phone -- jumping from a "battleship to a fishing boat" as one small business owner put it may not be that easy. For one reason, you may not like doing without all the corporate-world goodies (including the salary), and for another, a small employer may not want you.

That may be a hard pill to swallow. Not want you? Who wouldn't want your big MBA degree or your prestigious pedigree from a top corporate firm (even if it is limping like a three-legged dog) and everything you have to "teach" the little guy?

In interviewing small business owners for my Gannett ContentOne (formerly known as Gannett News Service)and USAToday.com column, I discovered that there is some trepidation about hiring "big company" employees.

“There’s a tremendous fear when you hire someone from a large company that they won’t stay because we can’t offer them the same level of benefits,” says Greg Redington, of REDCO Engineering and Construction Corp. “It’s a big stumbling block to hiring these people.”

While Redington has hired several people over the last three years to work for his 15-employee company in Westfield, N.J., he says the key is finding those workers who are willing to let go of their “corporate mindset” that is “completely contradictory” to a small business.

“If the phone rings here four times, then that means the receptionist is doing something else and you need to pick up the phone. If we need toilet paper in the bathroom, you need to go get it from the supply closet,” he says. “If you come from a big company and consider that an insult, then you don’t understand working for a small company.”

Steve Jakes, owner of Drake Co. in Chesterfield, Mo., which employs 22 people, agrees.

“The key is understanding the culture. In a small company, it’s sort of like family in a way. You need to be able to mix and mingle and interrelate with the other people. There’s no room for silos,” he says.

So how does someone from a large employer land a job at a small company and be content with the change?

Kathryn Kerge, president of New York-based Kerge Consulting, which provides human capital strategies to small businesses, says that those making the leap from what Drake calls the “battleship to the fishing boat” need to focus on the positive aspects of working for a small employer.

“It’s going to be obvious to any hiring manager if you are going in with any trepidation,” Kerge says. “If you’re not 100 percent sold on the idea of working for a small employer, then they’re going to know it.”

Currently the Census Bureau estimates there are 27 million businesses with fewer than 100 employees. A recent survey by Network Solutions and the University of Maryland found that of 1,000 small businesses surveyed, 69 percent made a profit in 2008.

Kerge says one of the big advantages for those seeking small business employment is the opportunity to have interactions with company leaders, and to have a greater influence on the decision-making. “At the same time, the skill set you will acquire will be incredibly more diverse, you will learn strategies much faster and see results much quicker,” she says.

If you are interested in working for a small company, those interviewed for this story suggested you should:

• Remember that every day is an adventure. In a large company, it’s often pretty clear-cut what your duties may be and how and when you should do them. In a small company, “our future is directly impacted by your present actions,” Redington says. “In a large company, it’s more like an assembly line and you just pass the stuff off to the next guy when you’re done. In a small company, something could stop and die at your desk if you don’t follow through. What you do every day can be life or death for us.”
• Be realistic about your needs. Maybe you had a Blackberry, a travel service, a car and an espresso bar at your big company, but that isn’t likely to happen at a small company. While Drake doesn’t offer a 401(k) plan, he does offer health benefits. “I talked to my employees about whether they’d rather have higher pay or health benefits. They said they’d rather have the health benefits, so that’s what I do. It’s what’s important to them.”
• Speak up. Maybe you can corporate-speak with the best of them, but small employers are looking for employees who can do more than talk. To emphasize how your skills could translate, Kerge suggests telling a small business hiring manager how you were “first” do something for your employer, or how you took a grassroots approach to achieving success with a project or team.

What other considerations are there when you switch to a small employer?

Has Praise in the Workplace Gone Too Far?

noreply@blogger.com (Anita) — Thu, 09 Apr 2009 13:12:00 +0000

"You're great."

Who doesn't like to hear those words?

Most of us enjoy getting a pat on the back, especially at work. Complimentary words give us confidence, they motivate us and they help us believe that what we really do matters.

Still, there is nothing worse than praise that rings false. You know the kind:

"Oh, your presentation was fantastic! The best I've ever seen! And I mean, EVER!"

"What about when I fell off the stage? Or when the guy in the front row fell asleep and started snoring so loud even the back row heard him? Did you not see those 25 people leave after I'd been speaking for only 10 minutes?"

"Like I said: Fantastic! Now, I was wondering about your relationship with Bill Smith. I understand you know him and I'd just love to shoot him over a resume and was wondering if you might call on my behalf..."

Like I said, flattery is nice, but it can also backfire. If not done sincerely and at the right time, it can have the same impact -- possibly even worse -- than criticism. Why? Because it's humiliating to know that someone thinks so little of you that they would believe you would fall for such hollow words.

Believe it or not, offering praise that really counts for something takes some thought. If you think offering a compliment is no big deal, then maybe you need to reassess how and why you offer such words.Because if you're going overboard, it could just be that people will start to wear hip waders when you come around, just to get through the river of bullsh*t you seem to spew.

Let's look at some do's and don'ts of how to give praise that really matters:

* Don't be manipulative. Don't offer words of praise right before you make a request, such as the example provided above. Not only will the recipient of your false compliment not appreciate it, but it also can damage your reputation with others who won't appreciate your manipulation.

* Don't go overboard. Be specific when you offer a compliment. Instead of saying someone gave the "best presentation ever," cite an example: "I thought what you said in your presentation about green alternatives will really spark some innovation, which is what this company needs right now." Don't get caught up in saying "good job" for everything that passes your way. Take a minute and think about why it was a good job, then offer the compliment: "You really helped calm that customer down by not getting upset and by focusing on finding a solution. You really helped keep him as a customer."

* Don't give back-handed praise. "That was really a great idea you had for the new advertising campaign. Not bad for a guy who nearly lost us a big account last week." Compliments should not be used as a diversion for sticking a knife in someone's back.

* Do take the time to do it right. As I said in the beginning, sincere forms of flattery can not only motivate you, but give you confidence. Why would you rush through something so meaningful? If you're going to give a compliment, take the time to do it right. Look the person in the eye and make sure you have their full attention. And remember: Sometimes it's especially nice to give words of praise in front of others.

* Do understand that everyone likes praise. Some people at work are quiet and seem to exist in their own world. You can't imagine that what you think would matter to them. Or, there are the brash employees who constantly proclaim they don't give a dead rat's ass what anyone else thinks. No reason to worry about complimenting people like that, right? Wrong. Everyone likes to hear kind words. It's a form of nourishment for the spirit that is especially important during tough times like these in the workplace.

What are your thoughts on offering praise?

What Hiring Managers Think About During an Interview

noreply@blogger.com (Anita) — Mon, 06 Apr 2009 12:56:00 +0000

No matter how prepared you are, a job interview can be tough. You try to appear confident -- yet excited. You want to show you're enthusiastic -- but calm. You give answers that you hope are detailed -- but not boring.

But wouldn't this process be much easier if you could just read an interviewer's mind? While I can't give you that power, I can give you some insight into what interviewers are thinking from their side of the desk.

At the forefront of their minds is....

1. Can you can really walk the talk?

“Right now, there is a level of desperation among candidates and that means they’re exaggerating their qualifications when they apply for a job. The fear for hiring managers is that when the economy turns around, these people who are overqualified for the jobs they accepted are going to jump ship,” says Scott Erker, senior vice president of Development Dimensions International (DDI).

Q VanBenschoten, director for human resources for Intertek, agrees, saying that while her company is being presented with a lot of great talent, the dilemma is whether hiring them may be a mistake in the long run. “The question always is: Are we going to be able to keep them or are they going to get bored and leave?”

And that brings us to another concern...

2. Are they missing something important?

Van Benschoten says that there has been a 30 percent increase in the number of job applicants for positions at her company. She says she’s getting resumes from those now unemployed – and those who obviously are concerned they may be in the future.

"It’s tough. You’ve got to look at resumes quickly and start making decisions about who isn’t qualified, who doesn’t meet the minimum requirements of the job,” VanBenschoten says. “A year ago, we may have looked at people who didn’t have the exact requirements, and we may still look at them. But they’re harder to catch because we’re going through so many resumes.”

And for good or for ill, some hiring managers are relying on...

3. What is their gut telling them about you?

Recently, DDI did a survey of hiring managers and found that two out of three hiring managers fear they’re missing “red flags” about candidates, and two-thirds of them believe it will come back to haunt them.

“Interviewers have to be prepared to see through the line of b.s. job candidates will give them,” Erker says. “But to be honest, a lot of companies are relying on making million dollar (hiring) decisions based on practices that are appalling.”

Specifically, Erker says the survey found 44 percent of managers rely on their “gut” to make a hiring decision. Nearly half of interviewers reported they spent just 30 minutes or less making a decision about a candidate after the interview.

“That’s a big mistake,” he says. “Managers – especially senior managers – are overconfident regarding their judgment. Interviewing is a skill. It takes practice. You’ve got to be able to ask questions – and follow-up questions – that really help you understand why the person chose a certain path. You’ve got to go deep.”

VanBenschoten says that five years ago she was making hiring decisions based on her “gut,” but has learned her lesson even if other hiring managers have not.

“I discovered that when I went with my gut, the person I chose ended up not being the right fit,” she says. “Now I use behavior-based interviewing. I’m looking for how a person handled a problem or an issue, and if their response would fit what is required in a position here.”

Further, VanBenschoten says she often will run a job candidate’s answers by other managers as a way to check her “assumptions” to make sure she’s selecting the best person for a job.

“It’s like falling in love and everything seems so perfect. But sometimes you need to get someone else’s take on it, see how they would approach the situation,” she says.

What else may a hiring manager be considering during an interview?