#CareerAdvice : #InterviewingTips – How To Succeed In Your Next #JobInterview ; The 5 Step Story Strategy.

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In every job interview, you will be asked situational questions – questions that ask you to describe what you did in a particular circumstance. The interviewer will offer a variation on this theme: “Tell me about a time when…” or “How would you describe a situation where….” The purpose of this line of questioning is to allow the interviewer to see your thought processes and understand how you behaved (typically under pressure).

I wanted to share this strategy so that you can create every opportunity for success in the interview. Because I’ve seen this five-step strategy create powerful results, from the college campus to the C-Suite, all over the world. In coaching thousands of aspiring leaders, scientists, engineers, and executives, I’ve discovered one thing: success starts with your story.

If handled correctly, your interview answers will demonstrate resourcefulness, provide some indication of your willingness to take action, and show how you work with others. In order to reach your goal, in a way that’s concise and clear, you need a simple, five-step story strategy.

Remember, companies of all shapes and sizes really hire just one thing and one thing only: solutions providers. Companies need people who can solve problems: whether that problem is how to get the food from the kitchen to the people who ordered it, or re-coding the navigation system on the space shuttle, companies need people who can overcome obstacles. So, your story strategy shows exactly how you offer your solution. The first step? Start with the situation, and set the scene.

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What Skill Sets do You have to be ‘Sharpened’ ?

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Picture This

Describe where you were and what was going on in your company, for the particular circumstance you wish to describe. Remember that using numbers is a very effective way to share size and scope – especially if you managed a team, P&L, or other budget. Here are some examples:

  • “I was leading the customer service team on the West Coast – managing a team of 14 – when the call came in to Lydia’s desk….”
  • “The CEO called me in to his office. Since I was in charge of the 25 people in R&D, he needed some answers about why we were late on the Z-7 project…”
  • “I had just bombed the midterm in Mechanical Engineering, and I was really concerned that I might not be able to make it back next semester…”
  • “Most of our $4 million budget was being spent on trade magazines – kind of old school – but it was working for us. Until the day my three top graphic designers said…”

Notice that the situation is described quickly. It starts on the verge of action – and a sense that something might be about to come off the rails. Professional storytellers call this “point of attack”.

Note that this approach is not necessarily chronological…the story begins when you are getting ready to do something big! Here’s why: our minds are naturally drawn to action. We seek out change, as part of our primitive (lizard) brains. Are chronological stories captivating? No. They are not. “Once upon a time” works well in nursery school, but taking people through your life history from birth until yesterday is deadly in the job interview. Chronological stories are often filled with unnecessary details – why share words that don’t serve you?

Think about it: in business, and in life, we need to know what’s changing so that we can react and adapt. Start your story with a situation, described in numbers, beginning on the verge of action. Your situation starts at a tipping point, so that you can move to the next section: the obstacle.

What’s Stopping You?

There was something that you had to overcome in your situation. You either did it yourself, or you helped others to do it. What was in your way? Were you a stay at home mom, headed back into the workforce? Did you go back for a graduate degree after being out of school for 13 years? Describe the challenge – that’s the second step. Did you face a horrendous customer? An impossible deadline? A lack of resources? Did you have to inspire your team to achieve what no one thought you could? The obstacle – if described correctly – is big, hairy and scary. The obstacle is the wolf at the door. If there’s a hamster named “Skittles” at the door, who cares? Pick a bold story to show who you really are. Why? Because the bigger the challenge, the greater the victory!

Fortune favors the bold.

– Virgil

There was a strategy you applied – some action that you took – to beat the odds. Remember, you are the hero of this story. So what bold action did you take?

Get Going

The third step is in describing the action that you took to win the day. Use action words, like directed, guided, listened, sourced, discovered, persuaded, and inspired. (These are my choices – what are yours?) Remember, effective storytelling is about choosing the words that help you most. What powerful actions did you take? What did you do to inspire others to see that the deadline wasn’t impossible, the challenges weren’t insurmountable? Were you able to help people get past their mindset, and get going?

What Was the Outcome?

Results are what matter. What was the result, when you took action? That’s the fourth step: Express the result, if possible, in terms of numbers. Did you hire nine new people? Did you cut $735,000 from the budget and save the company from creditors?

The hero’s journey always leads to a destination: what was yours? When discussing the outcome, look in the direction of impact, especially if you are interested in a leadership role. In the example above, it wasn’t just about the money saved – it was about saving the company from being seized by creditors. Wow! That’s a powerful outcome! When you talk about more than just money, you show yourself to have more than one bottom line. Perhaps your outcome demonstrates your compassion. Or your negotiating skills. Or an aspect of integrity that really matters to you. But guess what? You’re not done yet.

There’s one question – one element – that most people forget in the interview process. Do you know what step five is?

The Best Interview Is A Conversation

Can you turn the interview into a dialogue? Well, you should – and here’s why: after you’ve just rolled out this story, of heroic change, obstacles and outcomes – don’t you want to know where you stand? Did your story resonate? Are you a good fit for the organization – or did you just weave a tale that left your interviewer cold and confused? Well, there’s only one way to find out: you have to ask.

The fifth and often forgotten step is a simple question: how does that story fit for your vision of the position? In other words: does my story seem to align with your goals for this role? Does the fact that I’ve effectively managed 14 people, handled a budget of $4 million and saved a previous company $735, 000 resonate with you? Play with the words that feel most natural to you, but don’t leave this question unanswered. You deserve to know where you stand. It’s not pushy, it’s polite: an interview is an exchange of ideas. You are showing your ability to serve, in hopes that your service will be required by this employer. Like a good waiter, who always asks, “How’s everything taste?”, you need to know if your story is delicious – or if it needs to go back into the kitchen.

Don’t assume that you know where you stand. After telling your story, if you are congratulating yourself and listening to imaginary applause in your head, you’ve got to snap out of it. Really get curious: did your story hit home? Is your interviewer looking for a solutions provider like you? Does the solution you provided to others have meaning in this organization? Listen carefully for the feedback, as it will guide you towards your goal.

Situation, Obstacle, Action, Result. How does that fit for your vision for the position?

Five Steps for Interview Success

With the right story, and valuable feedback, you’ve earned the right to take the next step in the interview process. And your five-step job interview strategy has just moved you closer to your next opportunity. If you want to know how to close the interview, that story is coming soon!

Follow me on Twitter or LinkedIn. Check out my website.

Author: Chris Westfall

I write about the changing nature of the leadership conversation, and how communication creates the connections that matter. Recognized as the U.S. National Elevator Pit…

Forbes.com | August 28, 2019

#CareerAdvice : #JobSearch -5 Things That All Successful #JobSeekers Do . A Two(2) Min #MustRead !

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Successful job seekers have a few things in common. In terms of character, they’re determined and they don’t give up. In terms of taking action, they put in the work to land a new job.

Make a great first impression.

Your absolute first impression on a hiring manager starts well before you meet them face to face. It’s your resume and cover letter that get the true first impression, so it’s important that you take the time to tailor both of these to the job you’re applying to. Avoid using fancy fonts, graphics, or too many colors, as these can be hard to read. Ensure that your resume is easy to skim and important information is listed first. For a cover letter, keep your paragraphs relatively short and put a space between each paragraph for easier reading.

The way you introduce yourself to the hiring manager sets the tone for the rest of the interview. Make direct eye contact, speak clearly, shake their hand, and mind your posture. You want to come across as self-assured and confident, not nervous or standoffish. The first impression will carry through the rest of the interview, so the stronger you can start out, the better.

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What Skill Sets do You have to be ‘Sharpened’ ?

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Follow up.

Follow up after every single interview. This is non-negotiable, something you absolutely must do 100% of the time. It’s a gesture that showcases your professionalism and dedication to the job search. Even if you think the interview went poorly, send a follow up note anyway. Be sure to personalize your note with the hiring manager’s name, the position you interviewed for, and something that you took away from the interview. You can get creative here – follow up messages aren’t limited only to emails.

Ask meaningful questions during the interview.

During a job interview, you want to ask questions that will help you learn more about the role, the culture, the people, or the company itself. Ask open-ended questions that allow the hiring manager to provide you with details. Avoid questions that can be answered with just a yes or a no unless you’re simply seeking clarification.

Asking meaningful questions benefits you in two ways. One, it shows that you’re actively engaged in learning more about the role. Two, you’re learning more about the role. It’s an easy win-win.

Research.

You need to research the company you’ll potentially be working for. This is imperative to do before a job interview, but that’s not the only time you should be doing research. Before you apply for a position, it’s always helpful to find out a few details about the position, like potential salary range and company reviews. Sometimes a position isn’t what it looks like in the job advertisement, and by doing a bit of quick research you could save yourself the time of applying to a position you ultimately wouldn’t want.

Before a job interview, you’ll want to scour the internet to find out as much as you can about the company. This allows you to get a better sense of the company culture and what working there might be like. It also helps you think of questions to ask during your interview.

Utilize your network.

Your network is your strongest asset. You can tap into your network to get a direct connection to a hiring manager, help you prepare for an interview, and get advice and feedback. Companies value recommendations, so having someone from your network make a direct connection increases your chance of your resume actually being seen by a person and turning into an interview. You never know who might be able to help, so put yourself out there and ask for what you need.

Follow me on Twitter or LinkedIn. Check out my website.

Author: Ashira Prossack

Ashira is a Multi-Generational Workplace expert helping organizations understand, manage, engage, attract, and retain Millennials & Gen Z and bridge the gap between

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Forbes.com | August 27, 2019

#CareerAdvice :How To Close A #JobInterview To Land The Job. A #MustRead !

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“How do you end an interview?” asked Ken, a Baby Boomer in my Ace the Interview class. “Should I be bold and just say hire me, no one is better? Will I sound too cocky or demanding and lose the job?”

Good questions. I have never been a fan of the sales strong-arm approach where you push for the job and blatantly ask for it at the end. I haven’t seen it work, and it can turn off employers. There is a much more effective way to end the interview and leave the employer with a strong impression of you.

The 60 Second Sell is your tool to spark an employer’s interest to close out your interview. This 60-second verbal business card will summarize your skills, abilities and previous experience in a well-thought-out fashion that will immediately make the employer know why they should hire you.

The 60 Second Sell is a proven shortcut to your success. Many career counseling clients have reported it was the best job-search technique they’d ever used. It’s easy to create and easy to implement. Once you’ve learned this technique, your interviews will be significantly improved because you will be able to do the most important thing necessary to land a job—get the employer to recall you and your abilities.

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How do you close the employer? 

When the interview is at its end, and you’ve asked your questions, and they have explained what will be next, most people say goodbye. You are not going to do that. Instead, you are going to say, “Thank you for the opportunity to learn about your position. I’m very interested in this job. In closing, let me summarize for you what I bring to the position.” Then you conclude with your verbal business card, what I call the 60 Second Sell. It is most effective because once you are done saying it, you leave and the employer takes notes and evaluates you as an applicant. The 60 Second Sell offers your top 5 selling points for performing the job. Here’s how it works.

Begin with a 5 Point Agenda

The 5 Point Agenda is a hiring strategy created to focus on the needs of the employer and the job to be done. The 5 Point Agenda is a predetermined analysis in which you select your five most marketable points and repeatedly illustrate these points throughout the interview process.

It is this repetition and reiteration of exactly how you’ll meet her needs that allows the employer to remember something about you. My clients have tested this interview approach with the following results:

• It made interview preparation easier.

• They were highly rated by everyone who interviewed them.

• The five points seemed to be all that was remembered.

• They credited the 5 Point Agenda and the 60 Second Sell as being the two techniques that secured the job offer.

Job hunters are often amazed to learn that an interviewer can ask you questions for an entire hour and not hear one word you’ve said. He may be bored, frustrated or unimpressed with your image or the first few answers. After interviewing several people, all the candidates begin to blend together. I experienced this when I hire people, and countless other employers continuously confirm this fact. The 5 Point Agenda quickly captures an employer’s interest because you are continually emphasizing exactly how you can do the job right from the start.

The Formula: Creating Your Strategy

Examine your previous experience. Write out the key responsibilities for each job you’ve held. Note any special accomplishments. Zero in on your essential work strengths—those abilities where you excel and are most productive.

Check with your contacts and use your network to get as much background as possible about the employer, the company, and the position’s needs. Many times, your contacts will point out the very aspects that must make up your 5 Point Agenda. Other times, there will be little information available, and you will need to guess based on your general knowledge about performing the job.

After reviewing the employer’s and position’s needs, determine which of your abilities and which aspects of your experience will be most relevant to the employer. Then create your 5 Point Agenda, selecting each point to build a robust picture emphasizing how you can do the best job.

For example,

Engineer

This major automotive manufacturer required experience in both quality assurance and new product design. The candidate’s 5 Point Agenda was:

• Point 1: Implemented new four-year quality-assurance program that received a national Quality 1 Award.

• Point 2: Effectively dealt with employee resistance to quality improvements.

• Point 3: Conducted on-site inspections of 37 suppliers to improve the quality of parts received.

• Point 4: Five years’ design engineering experience.

• Point 5: Excellent communication skills when working with both technical and nontechnical staff.

Create Your 60 Second Sell

The 60 Second Sell allows you to summarize your most marketable strengths briefly and concisely. Successful job hunters have found the 60 Second Sell:

• Was effective in capturing the employer’s attention.

• Provided excellent, concise answers to tricky questions.

• Was very easy to use.

• It was a memorable way to end an interview.

The 60 Second Sell is a 60-second statement that you customize for each interview, and that summarizes and links together with your 5 Point Agenda. You will want to put the points of your 5 Point Agenda into an order that allows you to present them in the most logical and effective manner. When you link the ideas into sentences, they should be said in 60 seconds or less. Once memorized, this statement will be easy for you to recall and use to close the interview.

To continue with our example:  

Engineer

Using his 60 Second Sell, this applicant was able to get the job offer. His 60 Second Sell went something like this:

“For my last employer, I implemented a new quality-assurance program for seven plants over four years. We received the Q 1 Award for our efforts. Along the way, I’ve learned to effectively deal with employee resistance to quality improvements through training, selling teamwork concepts,and utilizing a personal empowerment approach. I have evaluated 37 suppliers during on-site inspections to improve the quality of their product—parts that will ultimately become pieces of my company’s final product. My five years in design engineering and my strong communication skills have aided me in my ability to work with a diverse population and solve technical problems. These are the reasons I feel I would make a valuable contribution to your company.”

Summary

Both the 60 Second Sell and the 5 Point Agenda must be customized and created for each interview. They may vary slightly or greatly based on what you determine to be that employer’s most essential needs and your most marketable abilities to meet those needs. These tools allow you to take control of the interview and get the employer to recognize the kind of skills and contributions you will bring to the job and the organization. As you are leaving, you offer the very best reasons why they should hire you when concluding with your 60 Second Sell.

Follow me on Twitter or LinkedIn. Check out my website or some of my other work here.

Author: Robin Ryan

I am a career counselor that helps clients land jobs. I offer Resume Writing, LinkedIn Profile Writing, and Interview Coaching services. I’ve appeared on Oprah,DrPh…

Forbes.com | August 27, 2019

#CareerAdvice : Which Of These #JobSearch Mistakes Are You Making? #Recruiters Reveal What Makes Candidates Stand Out.

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As a recruiter for over 20 years, I have my own opinions on what makes candidates stand out for good and for bad. However, I also like to collect feedback from my recruiting colleagues, across a range of industries, and you can see earlier interviews with recruiters from financial services, management consulting, advertising, tech, education, and non-profit.

Some of the pet peeves include:

·      Being too overbearing when you’re Type A, or being too quiet when you’re an introvert

·      Refusing to discuss compensation (note: in states where it is illegal to ask about salary history, you might still get questions about salary expectations!)

·      Talking too much about why you want the job and not why you are good at it

·      Not having details to back up your work

·      Too much perfume or cologne.

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On the positive side, things that impress include:

  • Strong follow-up – one recruiter called it “the balance of patience and persistence”
  • Passion for their work
  • Having an action plan once you understand more about the job
  • Being prepared (i.e., researching the company in advance of the interview)
  • Referring others and not just promoting yourself.

Recently, I had occasion to add two more recruiters to my informal survey on what helps candidates stand out in the job search:

1- Geri Kalinsky recruits in-house as Vice President of Talent Acquisition and Mobility for Warner Music Group. She also stressed the importance of details, follow-up and preparation.

Caroline Ceniza-Levine: What is an example of something a strong candidate did very well or that impressed you?

Geri Kalinsky: I appreciate it when candidates proactively share their career journey, beyond the obvious resume and LinkedIn profile. I have met a few candidates over the course of my career who created presentations or portfolios to showcase their career journey in detail (including links to their work, etc.). The candidates who take the extra time to tell their stories are the ones I find most impressive, and it makes it easier to more fully assess their experience.

Ceniza-Levine: What is a pet peeve or deal breaker that candidates may unwittingly or carelessly do?

Kalinsky: I will mention a pet peeve of something that many candidates don’t do: send thank you notes. It’s such a basic form of etiquette, but many candidates don’t bother. It’s not a deal-breaker, but I expect candidates to take the time to send customized thank you emails to every stakeholder they have met with. Please, send a note – it makes a difference!

Ceniza-Levine: What is one favorite piece of advice you’d like to share with jobseekers to make them more effective in their searches (and better candidates for your searches)?

Kalinsky: Take the time to read the job description the employer posts, and please don’t apply if you truly don’t think your experience matches the needs of the role. If you do feel your experience matches the role, then do everything possible to make your application stand out. Include a customized cover letter, include work samples, anything that will help showcase you and make us take notice.

2- Lesley Klein is an agency recruiter as Managing Partner of Miller Klein Group, LLC, a firm that specializes in placing HR and administrative support across industries. She also mentioned the importance of details – highlighting what not to share:

Caroline Ceniza-Levine: What is an example of something a strong candidate did very well or that impressed you?

Lesley Klein: Consistency. When a candidate is consistent in their level of professionalism across all modes of communication (phone calls, in person meetings, emails), in their resume and in interviews, that typically corresponds to a high caliber candidate.

Ceniza-Levine: What is a pet peeve or deal breaker that candidates may unwittingly or carelessly do?

Klein: Sharing too much personal information because it is irrelevant to the role the candidate is pursuing. For example, if a candidate is seeking specific hours, that’s fine. I don’t need to know about their family situation as support of why they want those hours.

Ceniza-Levine: What is one favorite piece of advice you’d like to share with jobseekers to make them more effective in their searches (and better candidates for your searches)?

Klein: Exude confidence. You have to display confidence in yourself if you want a potential employer to feel confidence in you. [fusion_builder_container hundred_percent=”yes” overflow=”visible”][fusion_builder_row][fusion_builder_column type=”1_1″ background_position=”left top” background_color=”” border_size=”” border_color=”” border_style=”solid” spacing=”yes” background_image=”” background_repeat=”no-repeat” padding=”” margin_top=”0px” margin_bottom=”0px” class=”” id=”” animation_type=”” animation_speed=”0.3″ animation_direction=”left” hide_on_mobile=”no” center_content=”no” min_height=”none”][For example,] firm handshake, stand tall, great eye contact and selling their skill set including having specific examples of what they do vis-à-vis the job description. Saying “here is what I do, and I can learn how to do it the way the executive likes it done or how the company likes it done”. So often I find that candidates are afraid to demonstrate confidence as they are concerned it will come across as arrogant. I talk them through that.

Recruiter insights are only helpful if you act on them

Now that you know what stands out for good and for bad, assess how you fare in these categories, and outline a plan for closing any gaps:

·      Do you exude confidence?

·      Do you share enough detail, but not too much personal information?

·      Do you exude professionalism consistently?

·      Are you prepared – and therefore able to sell yourself for the job?

·      Can you tell a compelling story, not just in your resume or LinkedIn, but with a presentation or portfolio if appropriate?

·      And don’t forget to send a thank you note!

Follow me on Twitter or LinkedIn. Check out my website or some of my other work here.

Author: Caroline Ceniza-Levine

I am a longtime recruiter, career coach and creator of Behind The Scenes In The Hiring Process, a job search e-course. Take the FREE mini-course, 5 short video lessons, …

Forbes.com | August 26, 2019

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#Leadership : The Best Thing To Do When You Mess Up. A Two(2) Min #MustRead !

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As leaders, we’ve all been there: that awful moment of clarity when we realize we’ve screwed up. Our hearts and minds race, our palms sweat and our mouths dry up. We consider our options and what to do next: Hope no one notices the flub? Hide out until it blows over? Pretend it never happened?

But hope is not a strategy and taking timely action trumps passivity or avoidance.

The best thing you can do when you make a mistake is to be accountable and own it immediately. Here’s why:

You’ll avoid misunderstandings.

The benefit of immediate accountability is that you can have clear and open communication about what went wrong and why. And hearing directly from a leader about his or her mishap helps diffuse any possible rumors or miscommunication that could arise if the leader had waited.

It demonstrates your vulnerability—and strength.

Vulnerable leaders are strong leaders. It takes courage to admit when you’ve screwed up and face possible judgment and ridicule. Dr. Brené Brown, a research professor at the University of Houston who has spent two decades studying courage and vulnerability, advocates that leaders “embrace the suck” that is vulnerability and admit when they’ve made a mistake. Insecure leaders try to minimize their exposure by covering up their mistakes; confident leaders aren’t afraid to own them.

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What Skill Sets do You have to be ‘Sharpened’ ?

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By acknowledging your mistakes, you’ll learn from them instead of repeating them.

Sara Blakely, the founder of Spanx, famously grew up with a father who asked her and her brother at dinner, “How did you fail today?” The finest leaders understand how to shift their perspective to view a “failure” as an opportunity to learn something new. Because of this, they no longer worry about being wrong and instead, delight in being mistaken. Remember, you’re doomed to repeat a mistake and can’t learn from it unless you first acknowledge it.

It showcases your true leadership colors.

When you take responsibility for your mistakes, you send a clear message to others about your character, integrity and authenticity. You demonstrate what’s called intellectual humility, or the willingness to recognize that what you think and believe might be wrong. Research shows that leaders with intellectual humility have an advantage over those who rely upon ego and power, gaining influence and earning others’ respect and loyalty.

It signals to others that you’re human—and they can be, too.

News flash: all leaders make mistakes because all leaders are human. But not all leaders are willing to admit to it for fear of looking incompetent. Leaders who own up to their shortcomings signal that theirs is a culture in which it’s okay to be imperfectly human. And when leaders model this behavior, they create a more open and collaborative culture where others are encouraged to share their ideas.

Follow me on Twitter or LinkedIn. Check out my website or some of my other work here.

Author: Amy Blaschka

I’m a social media ghostwriter who helps leaders craft their stories and communicate and connect better. As a former branding consultant, my role is to make it easier f

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Forbes.com | August 26, 2019

#CareerAdvice : #YourCareer – These are the 5 Things you Should be Doing while Building your #Career . Great REad for All!

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Career-building in today’s world can be overwhelming. Once upon a time, all you needed was a job offer from an established company and you’d basically be set up for life.

But today job-hopping is the norm for people of all ages—and across all industries. A LinkedIn study showed that millennials are likely to jump jobs four times in the decade following their graduation from college. Another report indicates that the average person will make a career change five to seven times in their life.

These twists and turns can make any person stressed out. The secret to staying grounded is to keep these five fundamentals in mind:

1. DON’T TRY TO MASTER A GRAND PLAN

With all the zigzagging we do in our careers, it’s tough to have a master plan, so don’t even try to envision your ultimate career trajectory. I know someone who studied engineering, became an engineer for an oil and gas company, and then was approached by an investment firm, where he now analyzes stocks for that sector—all before he turned 27!

My career couldn’t have been planned either. Even though it’s always been focused on communications, it has spanned many disciplines: university teaching, speechwriting, and entrepreneurship. I built a communications company, wrote three books, contribute to FastCompany, and have also launched another company.

There’s no point planning what you want to be. Accept the flow, and thrive on the abundant opportunities you’ll have. This will open your career up to so many more avenues than you could have imagined if you’d restricted yourself to, say, being a chartered accountant, or a PR manager—or any one thing.

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What Skill Sets do You have to be ‘Sharpened’ ?

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2. COMMIT FULLY TO THE PRESENT

The best way to drive your career forward is to be superb at what you’re now doing. View every job as an opportunity to learn, grow, and prove yourself. Even if you feel your present position is not one you’ll stay at, seize every moment to make a difference.

Let’s say, for example, that you are bored stiff as an account manager for a client who doesn’t appreciate you. You can shut down—maybe you already have!—or you can seek to improve that relationship. Go to work each day ready to pitch a new idea, or reach out to someone in that client company. Ask yourself, “What can I do to build a better connection with this client?”

This commitment will serve you well in your career, because it will ensure that when you go for your next job, you’ll have a lot more to showcase than saying, “I was bored by my last job. The client didn’t appreciate me.”

3. DON’T BURN BRIDGES

Your ideal career trajectory will be shaped by the people who know and appreciate you, so make sure you treat them well.

This applies to anyone you’ve worked with or for. Suppose you have decided you don’t like the culture of the company you work for. Maybe you feel you’re on the outs—that your boss defers to others when you would expect him to show respect to you. Finally, you get that new job at another company. What do you do? Tell your boss off, or respectfully tell him that you have appreciated working for him? The latter, of course.

Any employer or boss may be helpful to you in the future, so don’t burn that bridge, no matter how delighted you are to part ways. Be gracious, say “Thank you,” and write to your boss after you leave that company to express your gratitude. You just may need a reference from him at some point in your career. (And don’t worry about sounding insincere. Most people have a high capacity for praise.)

4. BE YOUR OWN BEST ADVOCATE

Since your career will likely involve selling yourself to others—to recruiters, new bosses, new colleagues, and mentors—you need to be good at your own PR.

This means knowing how to talk about yourself by showcasing your best qualities, without sounding arrogant. Introduce yourself, for example, as someone who is a leader, not a doer. Say “I lead the social media team,” rather than “My job is doing social media.”

Use confident language. For example, say “I believe,” rather than “I think.” Say “I’m confident about this” rather than “I suspect” or “I would imagine” or “whatever.”

To offset the strong words you deliver about yourself, beware of too much self-praise. For example, you could say “I was privileged to lead the team that delivered strong sales seven years in a row.” Saying you were “privileged” makes it sound like someone else (or your previous company) gave you the opportunity to succeed.

5. MOVE ON WHEN YOU HIT A WALL

In my career, the best thing I did for myself was to recognize when I hit a wall and to summon the courage to move on. For example, early on, I was a speechwriter for four different companies. It was flattering to be selected to write for four CEOs, but by the last position I felt I’d “been there, done that!” and knew it was time to find another kind of opportunity.

My secret recipe for doing that was not to change jobs until I’d figured out a higher mission for myself. I spent three years “under wraps” planning my startup, and when I launched it, I was clear on my goals. It’s still thriving as a global company, The Humphrey Group.

Sometimes we “settle” in jobs that we don’t like because it’s too much work to find another one, or we make excuses about why we don’t have the credentials to do what we really want to do. Changing a career path can be daunting, but not doing the things you want to do will mean that you’ll always wonder if that dream could have come true.

 

FastCompany.com | August 23, 2019

#BestofFSCBlog : #JobSearch -Confessions Of A Former Corporate #Recruiter . A #MustRead for All!

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Let me start here. It’s not you. It’s me.

In a past life, I was a corporate recruiter for a few different global organizations. My team was housed under Human Resources, and I recruited for a variety of roles from administrative to senior line professionals in multiple functions. Like most corporate recruiters, I was assigned more job requisitions to fill than was humanly possible, wasn’t well-versed in what to look for in potential candidates other than key words, and relied on an applicant tracking system (ATS) to do the heavy lifting of feeding me the most “qualified” applicants.

Hiring managers were usually too busy to meet with me, even when stellar applicants were waiting to hear back and we risked losing them. Candidate inquiries went unanswered, and they accepted jobs with competitors, while I was criticized for not doing better.

My team was measured on the number of interviews and roles filled (not the quality of hires or length of tenure), so we weren’t incentivized to consider the bigger picture. Like many companies, we carried on about long-term strategy, but made decisions based on short-term targets. Why wouldn’t we when this was what our bonuses were based on?

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I used outdated job descriptions that didn’t align to performance measures and often was encouraged to inflate the attractiveness of a posting to entice quality candidates, but then was rewarded for making compensation offers below market value. This was justified because of our company’s brand name, and unfortunately, many stellar performers simply accepted it.

Even after asking you to take an afternoon (or three) to interview with us, I’d still end up sending an uninspired form email to say you didn’t make the cut. Then, I promised to keep your resume on file in case there was a future match. There never was, because I never looked in the database of past applicants when posting a new opening. Not once.

I remember one candidate who shared that she’d changed clothes in the car because she was afraid her boss would suspect she was looking for a new job. Another confessed he told his current manager he had a funeral to attend because that was the only excuse he could muster about why he was dressed in a suit. But because I interviewed up to 10 applicants each day, it was easy to dismiss these sacrifices. Did either get hired? I have no idea.

It’s not you, it’s us.

We offered a stellar vacation package (four weeks starting on day one!), but knew that you’d never be able to take off that much time and still meet your billable hours goals. I’d ask your current salary, knowing we’d use this information later to offer you a compensation package that was just enough to persuade you accept the offer, but much lower than what we could afford to pay.

We didn’t train line managers to interview, so you likely had to answer questions like, “If you were an animal, which would you be?” or “How many tennis balls can fit into a school bus?” even if there was zero validity to how your response correlated to being qualified. These questions were more about the ego of the person who might become your future boss (be warned).

If you’re a job seeker reading this and finding yourself appalled and offended, you should be. But at least you finally understand that you’re not crazy, just subject to a system that’s content treating applicants like commodities.

It’s not you, it’s the hiring process. It’s broken. Companies proudly boast that people are their greatest asset, and then force applicants to jump through multiple time-consuming hoops without any guarantee they’ll even have the chance to speak to a live person about their qualifications.

It’s maddening, I get it. I was once an under-resourced, overworked recruiter without enough time or direction to do my job well. Rejection form letters enabled me to avoid the discomfort of delivering tough messages to hopeful applicants, or worse, being asked to explain why they weren’t hired. Fortunately, we weren’t permitted to share feedback with candidates due to liability reasons. This was an especially useful policy when the reason you were rejected was because we had a pre-identified candidate all along and only put you through the ringer to satisfy the legal requirements. Irony, to say the least.

So, fellow job seekers, it’s not you. Really, it isn’t. It’s misdirected resources, lack of a talent strategy, bias, ignorance, misinformation and a short-term focus. Are these real? Yes. And are they poor excuses? Absolutely.

We can do better. We can tie job descriptions to performance reviews to ensure you know how you’ll be measured as an employee. We can put our money where our mouth is, and treat people as our greatest asset, even if they’re in the applicant stage and it costs a little more (the cost of a bad hire is even greater). We can equip recruiters with the resources to treat candidates with respect, even if they aren’t ultimately hired (it’s a small world and our paths will cross again). We can make hiring a measurable part of a manager’s role, so they’re more invested.

As for job seekers, the best defense is to stop chasing fairness. The hiring process is anything but, so put your precious time and energy into proactively beating them at their own game by cultivating your network, building a visible brand and being creative to get past the broken systems.

Yes, it takes more effort, but beats sitting by the phone waiting for a message that never comes or one from a bot that diplomatically tells you they hired someone else after you’ve risked your current job (and possibly life) to change into a suit in your car.

You don’t have to accept this treatment. You’ve worked hard and deserve better. Do your homework, invest in others and believe in your ability. Sidestep the crowded online job boards, demand mutual respect during the hiring process, and find a company who values people as their greatest asset not just in words, but in actions.

Because it’s not you.

Happy hunting!

Follow me on Twitter or LinkedIn. Check out my website.

Author: Dawn Graham

I started my corporate career as a recruiter, and over the past two decades have been helping job seekers attain great roles from the “other side of the desk” as a caree…

Forbes.com | August 22, 2019

#BestofFSCBlog – Over 30K REads! Complete #SalaryNegotiations Toolkit – How to Negotiate Your Salary. Best One Stop Read!

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Everything You Need to Get the Salary You Deserve

Negotiating a better salary is something that everyone should be focused on.

No matter when the last time you negotiated for a better salary was, the time will come again when the value of work you do is not reflected in the compensation you receive for that work.

When this time comes, it’s important to approach the issue objectively, build an evidence-based case for your desired salary and negotiate for this salary.

This guide will cover thebasics of salary negotiations, how to find out your objective value from job market data, best practices for salary negotiations, how to negotiate a raise and what you should do after a salary negotiation.

What are Salary Negotiations?

Salary negotiations are discussions between yourself and a representative of your current or prospective company that aim to help you secure a higher salary.

It doesn’t matter if you’re a long-time employee or a new hire: if you feel that your salary isn’t enough, you should feel empowered to negotiate in order to get what you deserve.

When you decide that you want to negotiate for a better salary, be prepared to:

  • Build your case: You will need to prove that you are worth investing in, with specific examples of value you’ve given to employers in your career.
  • Face some resistance: Even air-tight cases for a salary increase can face resistance, so be prepared to answer questions, especially, “Why do you deserve this salary?”
  • Strike a Balance Between Firm and Flexible: Your salary negotiations won’t go well if you refuse to give any ground or say “yes” to a minimal salary increase. Be prepared to go back-and-forth during negotiations and be sure that any compromise reached is acceptable. 

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Why It’s Important to Negotiate your Salary

It’s important to understand that negotiating your salary is a perfectly normal part of the employment process and that getting the salary you deserve is part of advancing in your career.

Your salary is more than a deposit to your bank account: it’s how your company shows you that they appreciate your work and value you and your skills.

Your salary is also how your company supports your work-life balance, with career development, work flexibility and health-related perks.

Negotiating for some of these perks will help you to get the complete salary and benefits package you need:

  • University Tuition Reimbursement: College tuition is only getting more expensive, and negotiating for tuition reimbursement is highly appealing for people who want to continue their education.
  • Training, Professional Development + Certifications: Not every company offers effective professional development and/or certification programs, and career-minded professionals should be sure to negotiate for professional development resources.
  • Mentoring + Coaching: This perk is nearly priceless because it can lead to both professional growth and growth of interpersonal relationships with talented leaders in the company.
  • Childcare: The costs and time requirements of childcare add up quickly, and negotiating for childcare is a great way for parents to secure a better working arrangement.
  • Health + Fitness: Other than medical and/or dental insurance, negotiating for health and fitness benefits (such as fitness stipends, healthcare/dental coverage, etc.) can add value to your bottom line.
  • Flexibility:Being able to work from home, work while traveling or work on a different schedule can be more attractive to some people than a higher salary.

While dollar signs definitely matter when negotiating your salary, these forms of compensation that should be considered before taking a new offer or re-signing on a dotted line.

How to Find Out What You’re Worth

Before you go into a salary negotiation, it’s crucial that you find out, objectively, how much someone in your position, with your experience and in your location, should be paid.

Salaries range greatly by industry, seniority, and geography, and getting the salary you want will depend on asking for a realistic compensation package.

Define Your Range and Do Online Research

First, you need to find out what people in your position, with your level of experience, are making in your area.

Being an office manager in Topeka, Kansas, for instance, yields a different average salary than being an office manager in San Francisco does.

To get a sense of what the ballpark salary is for your job title, a simple search on Glassdoor’s salary search tool will give you baseline information.

Know Your Worth

After researching the compensation range for the job, the next step is comparing the average compensation with your market worth.

Use Glassdoor’s Know Your Worth™ tool, which gives you a personalized estimated market value, what others in your field are being paid, and available job listings.

Once you have a ballpark for your market worth, you’ll be able to compare that with what the average salary for the position you’re vying for is. Plus, many job openings on Glassdoor will reveal a salary estimate which shows you how much a role could pay before you even apply.

For instance, if you see the compensation rage for web developers in your area is 67,000-114,000 and your personalized estimate is 75,000, your realistic salary range is between 70,000 and 80,000.  

Salary Negotiation Tips

Salary negotiation doesn’t have to feel uncertain or intimidating.

As long as you’ve done research to learn a realistic salary range to ask for and have a plan in place for navigating the negotiation, there’s nothing to worry about.

Following these tips will also help you to have effective salary negotiations.

  • Have a salary range rather than a single figure: When pressed for your salary requirements, you should always be sure to offer a range based on what others in the field are earning, rather than a single fixed number, says Karen Lawson, founder and president of Lawson Consulting Group, Inc., a Pa.-based Management and organizational development consulting firm. Having an acceptable salary range helps you to negotiate and find compromise more easily.
  • Don’t Sell Yourself Short: One common mistake when talking about previous salary is forgetting to include benefits as part of your total compensation, says author Don Hurzeler. For example, if you are earning $100,000 a year with a 20% bonus plus health, dental and other incidental benefits, you should answer the question by saying, “$120,000 plus generous benefits.”
  • Practice your pitch at least once before the actual negotiation:Find someone to listen to your proposal for a salary increase, so you can feel the cadence of your speaking points out loud in a conversational setting. Much of a successful negotiation boils down to feeling comfortable and practiced.
  • Be gracious: If you’re at all worried about coming across as demanding or ungrateful, there’s a very simple solution to that: be gracious. No matter the outcome, be understanding, appreciative, and thankful for the opportunity.
  • Be confident in your delivery:It’s extremely important to put on your game face when the moment comes for negotiation.Bring confidence to the delivery of your pitch and in the negotiations that follow.
  • Avoid accepting the first offer: If you need time to evaluate an offer, say so. Schedule your next meeting 24-48 hours out and come back with your counteroffer.
  • Understand your leverage: Your negotiating power will vary depending on your current employment situation. For example, if you are unemployed and applying for work, expect to earn approximately what your old salary was or slightly less, says author Don Hurzeler.

Asking these questions will also help during salary negotiations for a new or current job:

  1. “Can I negotiate this offer?” Make sure to start off by asking if the offer is negotiable in the first place. 
  2. “Besides the base pay, what other benefits are negotiable?” This can include medical insurance, support for education and training, paid leave, vacation time, moving expenses, and 401(k) contributions, just to name a few.
  3. “How did you calculate this number?” By asking this question, you’ll be able to see if the number you’re being offered is a hard cap or a potential springboard for negation.
  4. “What’s the outlook for salary raises or promotions?” Whether or not your salary offer is negotiable, it’s important to know whatthe future potential is for a raise or promotion.
  5. “What metrics do you use to evaluate the success of employees?” This is an important follow-up question to ask in salary negotiations and, if you end up working for the company, this information will help the next time you’re back at the negotiating table.
  6. “Can I get the salary offer in writing?” Verbally settling on a negotiation in your favor is great, but it doesn’t mean anything until it’s on paper.

How to Negotiate a Raise

Even if your manager understands the value you’re adding to your company, it doesn’t mean they’ll proactively offer you a raise — you have to prove your case for a raise just as surely as you have to prove your case for a higher starting salary at a new job.  

Leverage internal moves

A new role in your company provides a great negotiation opportunity. If you are considering a promotion or new job with your current employer, don’t buy the argument that management’s hands are tied and pay growth is capped.

Use market data to lay out what it would cost the company to try and hire off the street, and ask for it. You will likely find resistance, but be firm in your stance.

Choose your moment

Maybe it has been a while since your last pay increase, but you still need to pick a good time to negotiate for a raise if you’re serious about getting it.

A great time to bring up the subject of a raise is when you know your manager is impressed with your performance and/or in a good mood.

Be firm and persuasive when stating your case

Confidence and persuasiveness are essential for successfully negotiating a raise.

What to Do After a Salary Negotiation

Whether you’ve just negotiated successfully or unsuccessfully, it’s important to already start thinking about the next salary negotiation so you can set yourself up for success.  

Your responsibilities will increase

If your salary increase also came with a new job title, that’s more of a promotion than a salary negotiation. But even if you still have the same job, your responsibilities still might increase if you were given a pay raise. Since you stepped up and showed your worth, you’ll have to prove you were right about deserving more pay.

Your boss expects more out of you now, whether your higher salary came with changes to your responsibilities or not, and exceeding their raised expectations is important for getting that next raise or promotion.

If you didn’t get something in writing, make sure you get a letter or e-mail from your boss with the details of the new role outlining what they expect from you. Most importantly, make sure you know when your job changes — whether it’s immediately, or at the start of the next quarter.

Your boss will have more respect for you

As you go back to work post-negotiation, you might find your boss trusting you more or asking for your input on bigger decisions. Moreover, after they’ve seen the kind of confidence you have and how you view your work performance at the company, they will likely have greater respect for you.

Salary negotiations can be tough and nervewracking, but when you have a successful discussion, it sends at least two positive messages to your boss. The first is that you have plans to stick around at the company for a while, which is a good sign to any leader. The second is that you’re someone who is focused on the value of the work that they do and your boss will respect that directness and negotiation prowess.

You’re not done negotiating

After a salary negotiation, it’s important to know that it wasn’t the last. Your job might become harder if you end up taking on new responsibilities, or you might find yourself with a promotion next year.

A lot can happen in the next year or two, so it’s important to consistently make sure that you’re being paid fairly for the amount of work you’re doing.

Learn More!

 

GlassDoor.com | August 22, 2019 | GlassDoor Team

 

#CareerAdvice : #AgeDiscrimination – Overqualified Job Seekers Are Discriminated Against: Here’s How To Combat The Built-In Bias

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On Wednesday, the Wall Street Journal unveiled the tough challenges confronted by overqualified job seekers.  

The article builds upon a study conducted by university professors at Carnegie Mellon, Stanford and Johns Hopkins. Their research concludes, “The managers perceive highly capable candidates to have lower commitment to the organization than less capable, but adequate candidates and, as a result, penalize high-capability candidates in the hiring process.”

In addition to the pretentious manner in which the professors portray the results, outside of the ivory tower studies, the circumstances are even worse for overqualified candidates.When the résumé of an individual whose experience level far surpasses the role ends up on the desk of a hiring manager or human resources professional, they will ask either why this person wants the job and inquire what is up with this person.

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There is an inherent prejudice built in. The company representatives are highly suspect of why a person who has achieved such a high level of success, status and compensation is willing to take a step backwards. This is an anathema to most type-A corporate professionals. They are convinced there has to be something wrong—maybe the person flamed out, they reached their own level of incompetence or just want to coast.

There is an underlying resentment at work too. The company representatives are highly suspect of why a person who has achieved such a high level of success, status and compensation is willing to take a step backwards.  A manager and others in the hiring process will view these qualifications as a detriment. They will believe, without any tangible proof, that this type of candidate will be conceited, arrogant and difficult to work with. There is a tinge of petty jealousy involved and a perverse pleasure in denying someone who they perceive to have had an easy ride in life.

You would like to believe that when people hire they have the best interests of the company in mind. The reality is that they are more concerned about their own careers. If the manager is in her mid 30s and the job seeker is north of 45 years-old, she would rationally feel that all of the attention will be diverted to the older, more experienced person. At meetings, all heads will turn to him or her. They will ask the overqualified person all of the questions instead of the younger and less experienced manager. The staff may also turn to the person for advice, feeling that they have a wealth of practical and life experiences. The manager will be concerned about being pushed aside. She may believe that this is a ruse and the experienced person didn’t want to settle at all, but rather push her out of her job and take over.

There is also a direct correlation between experience and compensation. Although the over-experienced applicant may suggest that they’ll take less money, there is the concern that this attitude may quickly change. After embedding themselves in the job, taking on important responsibilities and becoming an integral part of the company, there is a fear that the person will then push for more money and a higher title—now that he has leverage. In an uncomfortable spot, management may have no choice other than to acquiesce or risk a now-valued person leaving. If a raise or promotion is offered, the others in the groups will feel misled and betrayed by the person.

WSJ touches on another hot-button issue—ageism. I have corresponded with many corporate professionals, between the ages of 30 and 50 years-old, who have been downsized. Various reasons were given for the layoff, but they all suspect that their age and compensation is the root cause. They are all having a very difficult time finding new comparable jobs. I have also noticed a strong trend of companies seeking out younger employees who ask for far less money compared to their older counterparts.

Another related trend is the movement of jobs to lower-cost cities or countries. When this happens, there are less relevant available jobs for experienced professionals. When they do arise, it’s a simple question for the company: do we hire an overqualified person in New York City—which is very costly when you factor in real estate costs, insurance and other benefits—or do we simply fill the position with a younger person in Salt Lake City or Jacksonville, Florida. To save even more money, they’ll even consider Poland or India.

There is another bias. Some people believe that if you are overqualified (which usually parallels with age), the person will act like a know-it-all, not work as hard, complain about how poorly things are run and what he’d differently, have an unpleasant authoritarian demeanor, talk down to junior counterparts and not fit into the corporate culture. This is a form of prejudice that is out in the open and accepted by many.

As raised in WSJ, there is a perceived risk that the overqualified person is settling for a temporary job until a better one is found. Once a more suitable role is procured, the person will immediately leave for more money and a higher title.

If you are in this situation, here’s what you need to do.

Go into the interview knowing that there will be an inherent bias and suspicion. When it arises, you won’t be caught off guard. Before the interviewer asks the question, tell them about what happened with your last job and why you want this role. You should be very transparent, even if it’s uncomfortable to do so. If you don’t have a tight, honest and compelling narrative, they’ll assume the worst.

In your words and actions, show them that you are a team player and work well with others. Demonstrate enthusiasm and motivation to counteract any preconceived notions. Ensure that you are empathetic, listen attentively and show respect and deference to the interviewers. Assure them that this is not a port-in-the-storm job and that you are there for the long haul.

Sadly, you won’t be offered the same remuneration and title that you previously enjoyed when you take on a lesser role. It’s unfortunate that an overqualified person needs to bend over backwards for the interviewers. However, that is what’s needed when you’re up against intrinsic, negative stereotypes. Don’t despair; this often happens in people’s careers. View this as an opportunity to regroup, learn new skills, make fresh connections and as a foundation to build upon for future success.

Author: Jack Kelly

I am a CEO, founder, and executive recruiter at one of the oldest and largest global search firms in my area of expertise, and have personally placed thousands of profes…

Forbes.com | August 21, 2019

#CareerAdvice : Why Being Nice isn’t Always Good for #YourCareer . Interesting REad!

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Being considered nice is, well, nice, but it can come with a cost at work. Prioritizing niceness often means not being honest or critical, and sometimes that can hurt the company or your career in the long run.

If you’re concerned with being nice, however, you’re not alone. In a study of 1,000 full-time employees across the U.S. by the leadership development and training company Fierce, 63% of respondents said they’ve chosen not to share a concern or negative feedback at work because they didn’t want to seem combative, uncooperative, or be viewed in a negative light.

Respondents said it’s important to be considered nice by their coworkers for these top three reasons:

  1. They find work is more enjoyable when they get along with their colleagues.
  2. It makes it easier to get things done.
  3. They will get more interesting work/more opportunities if people like working with them.

“It’s human nature to want people to like you,” says Stacey Engle, president of Fierce. “From the time we’re young, we’re trained to be nice, which means we’re trained to be ineffective in conversations. The saying, ‘If you have nothing nice to say, don’t say anything at all’ can get in the way if you don’t have communication skills to engage in important challenges and opportunities.”

The missing point is that being nice also means raising issues, Engle continues. “Oftentimes we’re fearful or don’t have the skills, so we tiptoe around issues,” she says. “That needs to shift.”

NICENESS COMES WITH A COST

Being nice can eventually lead to personal unhappiness in several instances. For example, a manager may avoid confronting an employee on their disruptive behavior, either ignoring it or pushing it off on the HR department.

“Sometimes people want to sugarcoat a message about someone’s behavior that needs to change,” says Engle. “This can be extremely time-consuming. A lot of time is spent pulling others into the toxicity versus someone saying, ‘Look, John, this is what I’ve noticed. Talk with me more about this.’ Engage in real issues versus circumventing them.”

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CREATING A CULTURE OF COMMUNICATION

Honest conversations aren’t easy, but companies can create a culture in which they are the norm. One of most important ways to do this is for leaders to model the behavior they want to see, and be open to perspectives that are different than your own, says Engle.

“Some employees don’t speak up because they’ve made up a story in their head that the other person isn’t willing to hear what they have to say,” she says. “If they don’t see the behavior being modeled, it confirms their bias.”

Modeling behavior is especially important for female leaders. The study found that when it comes to negative feedback, 56% of men and 69% of women opted not to share.

“It’s not a giant spread, but it is a big one,” says Engle. “We need women modeling and helping others build the skill set. The goal is to create a collaborative environment.”

Managers may have to directly ask for honest feedback. In the study, respondents said they were least comfortable sharing concerns and negative feedback in one-on-one meetings with their boss, company leadership, or colleagues.

Make time to have deeper levels of conversation with direct reports, suggests Engle. “Ask them what they think gets in the way of talking about real issues here,” she says. “Let them know that you want to hear their real perspective.”

Reframe what “nice” really means. “Is it nice that we beat around a topic, or is the right thing to do [fusion_builder_container hundred_percent=”yes” overflow=”visible”][fusion_builder_row][fusion_builder_column type=”1_1″ background_position=”left top” background_color=”” border_size=”” border_color=”” border_style=”solid” spacing=”yes” background_image=”” background_repeat=”no-repeat” padding=”” margin_top=”0px” margin_bottom=”0px” class=”” id=”” animation_type=”” animation_speed=”0.3″ animation_direction=”left” hide_on_mobile=”no” center_content=”no” min_height=”none”][what’s] best for everyone?” asks Engle. “You can be respectful and demonstrate good intentions not knowing what the ending looks like. The fact that we don’t engage at all, however, can be the source of our biggest pains.”

 

FastCompany.com | August 21, 2019 | STEPHANIE VOZZA

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