#employees Archives - First Sun Consulting, LLC | Outplacement Services and Career Transition Firm

#JobSearch : Déjà Vu All Over Again – Good News, Bad News for Employers and Job Seekers.

April 14, 2020/in First Sun Blog/by First Sun Team

I remember… with trepidation … the market events in the fall of 2008 caused the real estate crash in 2009 and the resulting rise in unemployment with hundreds of thousands of workers losing their jobs. (I was one of them. As a HR director, I had to write my own layoff letter!) The recent pandemic is not quite the same, but the impact is eerily similar and much worse for workers who are now unemployed. With luck, this time, the economy will swing back quickly once folks get back to their office or location work sites as cures, vaccines, and plasma infusions are deemed safe and made available to inoculate the general population.

When economic crisis upheavals create market impacts and job losses, it’s best to be prepared for the ‘what ifs?’

In 2009, the bad news was employers laid off, terminated, or furloughed workers with no known return-to-work date. This was a crisis for the company and its workers. The events affected stability, growth, and/or revenue for the business, but also provided a unique opportunity to enrich the workforce and gain more valuable employees in the long run. Companies initially targeted ‘slackers,’ ‘redundant,’ or unskilled (untrained) employees in the mass layoffs. Workers able to do the work of others had to cross-train, or who were more productive were more likely to be retained.

Use the lessons learned from the 2009 economic crash to preparing for the current pandemic-related crisis, and/or future events with equitable impact on worker’s careers.

Those laid off or terminated were often the workers with the lowest return on investment (ROI) for the business model. Unfortunately, it was also a great opportunity to drop what the company determined were ‘troublemakers,’ ‘high maintenance employees,’ and those who had reached a salary ceiling for their job level.

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When the economy picked up again, the company had a choice of rehiring the furloughed workers. In some cases, companies found more productive replacements for the past terminated workers. Some businesses chose to continue to pay unemployment taxes on furloughed workers and hired fresh employees to train to higher standards and productivity. This may happen again in 2020. If fresh, new workers can provide a higher rate of productivity after training, the companies could turn a higher profit, faster, and decide not rehiring the furloughed workers is worth the business risk.

The good news is some workers ‘sent home’ during this pandemic event may not have been fired. Companies recognized some work (telework) could continue if workers had the right equipment and access to work-related applications from home. The scramble to set the employees up to work from home may result in long-term and increased ROI based on lower overhead costs. This event may help business leaders see the opportunity to keep workers, monitor productivity, and simultaneously reduce overhead costs by continuing to keep employees working at home.

It is bad news for the workers who are permanently laid off or furloughed. The economic crisis does provide opportunities for those who lost their jobs to go back to school, take more technical or trade training, and refresh their resume(s) for more practical or higher-level educational opportunities.

The good news is, even though the furloughed worker may have been highly productive, this is the perfect opportunity to use one’s advanced experience and skills to search for a new career position. Shop for that new job with companies who terminated the ‘redundant’ workers and are looking for that higher productivity employee. When an employee is laid off it’s the perfect timing to refresh their resume to identify their strongest skills and their greatest weaknesses.

It is vital to showcase on the resume the job seeker’s achievements and accomplishments to document the metrics and capabilities of the worker in past and potentially future work environments. Review the education section to decide when, where, and what to add to skill sets by taking online classes, going back to schools (colleges, universities – online courses where available), or targeting technical schools for updated trades training.

When economic crisis upheavals create market impacts and job losses, it’s best to be prepared for the ‘what ifs?’ in one’s career path. Use the lessons learned from the 2009 economic crash to preparing for the current pandemic-related crisis, and/or future events with equitable impact on worker’s careers. Keep updating one’s work skills, ensure your productivity at work is at its high level and makes a profit (or reduce overhead expenses) for your company. Continue to learn or take training in a variety of skills to make yourself non-expendable to your employer. If you are not constantly improving yourself, you will not survive or do well in the worst-case economic scenarios of the future.

FSC Career Blog Author: Ms. Dawn Boyer, Ph.D., owner of D. Boyer Consulting in Hampton Roads and Richmond, VA – provides resume writing, and editing / publishing / print-on-demand consulting. Reach her at: Dawn.Boyer@me.com or visit her website at www.dboyerconsulting.com.

FSC Career Blog| April 14, 2020

#BestofFSCBlog : #ResumeWriting – Words to Watch in Professional #Resumes .

June 30, 2019/in First Sun Blog/by First Sun Team

In years of resume writing for folks in the commercial world, military transitioning to civilian, or for government services applicants there are certain words and phrases that are unnecessary or redundant.

Labels. Commercial resumes do not need labels for information in the point of contact section at the top of the resume. Everyone knows that 757-###-#### is a phone number. Everyone knows that FirstNameLastName@nameofISP.com is an email address, so why label them? Labels can potentially gum up the parsing engine in the Automatic Tracking System (ATS) when the system moves the data to a SQL database.

Jr., Sr., III, formal degree or certification initials (after name). Unless your son or father are looking for a job in the exact same industry at the same time, don’t bother adding the Jr. or Sr. after your name on the resume. You can add those initials to the official legal paperwork once you are offered employment. All the certification designations and formal degrees listed after the resume owner’s name may muck up the ATS’s parsing process. The exceptions to this general rule would be Doctor of Philosophy (Ph.D.), Juris Doctorate (J.D.), or Professional Engineers (P.E.), which are headhunted specifically for their degrees or certifications.

Stakeholder. This cliché buzzword literally means everyone that touches a business or entity – employees, managers, stockholders, clients, and vendors. No one has a task or responsibility that affects every single one of these with equal value. Instead of noting tasks affecting ‘stakeholders,’ mention the results for those directly affected, e.g., direct supervisors or employees within a specific department.

Initiative. If one was tasked with an ‘initiative’ – this is a subjective word, meaning you had intentions to do something – but did you do it? Instead, write that you directed, managed, supervised, or developed a project, and the “results were …”

On a weekly basis; on a daily basis. This phrase can be reduced to one word – weekly or daily. Resumes should not be focused on daily task minutiae – concentrate on the more important weekly or monthly task descriptions with direct relevance to the company’s strategic business goals and objectives.

Selected to serve. Requested by. Military use these phrases to highlight a person uniquely chosen above others. But, they are passive wording. Instead, use an active verb to showcase what was done ‘after being chosen’ for a specific task or responsibility, e.g., directed a (project) for (supervisor’s job titles) resulting in (name the goals reached of the task assigned).

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In regards to. This is a wordy, space filler phrase. Don’t use ‘regarding’ as a replacement word, either. Alternatively, describe what was done specifically. For example: “Prepare memos for (ABC) in regards to …” can be replaced with: “Create reports for (ABC information) submitted to (XZY) for monthly subcommittee meetings.”

Executed. Avoid dangling modifiers. Once client had used the word to describe what she had done to support women via a project she managed. But, the words used after ‘executed’ indicated she had ‘killed them’ within the sentence meaning and structure. Ensure the words following the descriptor ‘executed’ are carefully constructed to indicate working relationships to a project or task.

Typing – XX wpm. I see resumes noting the job seeker’s speed for typing (XX wpm) or an ability to use 10-key calculators. This applicant skill is fine for clerical, receptionist, or data-entry jobs. For those with aspirations for supervisory or management jobs, these basic skills are assumed. The job seeker should be able to type fast enough to compile memos, letters, and write policies or reports at a productive speed. Avoid minor details and save the white space for more important and relevant information about skills and experience. It is better to describe unique technical and computer skills for a competitive advantage.

Be careful about over-wording your resume or demonstrating a lack of conciseness. The tighter the resume, the richer the wording, and the more impressive your experience and skill sets will read.

FSC Career Blog Contributor: Dawn D. Boyer, Ph.D., owner of D. Boyer Consulting – provides resume writing, editing, publishing, and print-on-demand consulting. Reach her at: Dawn.Boyer@me.com or visit her website at www.dboyerconsulting.com.

Bio: Dawn D. Boyer, Ph.D., has been an entrepreneur and business owner 20+ years, with a successful business in her own consulting firm (CEO) in Virginia Beach and Richmond, VA. Her background experience is 24+ years in the Human Resources field, of which 12+ years are within the Federal & Defense Contracting industry. She is the author of 750+ books on the topics of business, human resources research, career search practice, women and gender study, genealogy and family lineages, quotes for motivation and self-improvement, and Adult Coloring Books. Her books can be found on Amazon.com under Dawn D. Boyer, Ph.D.

FSC Career Blog | June 30, 2019

#Leadership : #ProductivePeople -How to Stop Feeling so Overwhelmed at Work.

June 3, 2019/in First Sun Blog/by First Sun Team

There are days where work just seems like it’s closing in on all sides. Your boss has a new deadline for you. Your to-do list stretches on to infinity, and there is a constant stream of Slack messages distracting you every two seconds.

When you feel overwhelmed like this, it is hard to get work done. As I’ve discussed before, the feeling of being overwhelmed comes from the Yerkes-Dodson curve, which dates back to 1908. These researchers pointed out that performance on a task gets better as you have more motivational energy to work on it–up to a point.

Eventually, as you energize yourself more, your performance goes down. That is what happens when you’re feeling overwhelmed. You have so many things going on, that it is hard to concentrate on any one of them, and so you get less productive. The trick is to get yourself back in the sweet spot of the curve where you are working at your peak.

REDUCE YOUR ENERGY

The first thing you need to do if you’re actively feeling overwhelmed is to calm down. Until you reduce that motivational energy level, you will find it hard to get things done.

This is one of the places where mindfulness techniques really excel. They provide a little oasis for you to allow some of that energy (which psychologists call arousal) to dissipate. Close your eyes for a minute. Focus on breathing deeply. Count your breaths. Break the cycle of thinking about how much you need to do by focusing momentarily on something else.

There are times, though, where these mindfulness techniques aren’t helping. And some people find it hard to relax that way. An alternative is to get a little physical exercise. Take a walk. If your workplace has a fitness center, do a cardio workout. The combination of the exercise and the separation from your workspace for a short period of time can help you to get into the zone to get work done.

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FOCUS

Next, you need to work on one thing. Start by finding a high-priority task that you feel you can complete in a short period of time. It is often helpful to start off with a “win” by doing something that you believe you can complete. Putting in a lot of work on a task that you can’t cross off your to-do list won’t help you to feel like you are making progress.

Once you have figured out what you’re going to work on, clear the decks for action. Shut off your email (unless it’s needed to complete the task), so that you aren’t distracted by incoming emails. Put the rest of your agenda (your calendar and list of other tasks) off to the side, so that you aren’t confronted with everything else you could be doing.

Now, get to work. If you’re still having trouble concentrating, then just try to get a 5-10 minute burst of activity done. Find the smallest piece of the task that you can accomplish and get that done. Once you feel like you’re actually moving forward, you’ll find it easier to finish that task, which will provide the kind of boost you need to start crossing other things off your list.

OFFLOAD, IF NECESSARY

It is possible that you feel overwhelmed because you really are overloaded with tasks. If you find that you’re being given new things to do at a faster rate than you can possibly complete them, then it is time to sit down with your supervisor and talk.

Sometimes, there are more efficient ways to get things done. Everyone has to learn to navigate the effort-accuracy trade-off. Typically, the longer you work on something, the better the quality of the product you produce. But, sometimes a particular task does not require as high a quality final product as the one you are creating. That is, you might be able to put in less time on something and still do a job that is appropriate. Your supervisor might be able to show you places where you can put in less effort and still fulfill the requirements of the job.

In addition, there may be easier ways to do things. Your supervisor might be able to recommend other procedures that are better.

Finally, there are times when your supervisor doesn’t realize the scope of things you have been asked to do. You may really be getting too much work for you to handle. Checking in about the workload might allow you to negotiate which tasks are going to be your responsibilities, and which ones can be given to someone else.

As you move higher up in your organization, you also need to learn to offload things on your own. Over time, there will be some tasks that a person who reports to you can handle. Perhaps they won’t do them quite as well as you would, but with your supervision, their performance will also improve. In those situations, start handing off tasks to others to make sure that your own workload becomes manageable again.

FastCompany.com | June 3, 2019

#Leadership : #Manager -Consider this Before you Become Friends with your #Boss ….Boss-Employee Relationships can be Complicated–Much More So than Between Colleagues Who are at the Same Level.

August 11, 2018/in First Sun Blog/by First Sun Team

Back in the day, I worked full-time for an electronics company where I got to collaborate with fun, creative colleagues and help design some really interesting products. Not only were my coworkers great, but my boss was also a downright wonderful human being with whom I got along really well–so well, in fact, that we started spending time together outside the office.

That generally meant going out to lunch together a few times a week or grabbing the occasional drink after work, and I was good with that. But when I decided to host a barbecue for a bunch of friends one summer, I was torn as to whether I should include my boss on the guest list.

I’m sure I’m not the only person who’s faced the “befriend the boss or not” dilemma. And frankly, my conflict was understandable. Boss-employee friendships can be complicated, much more so than relationships with workplace peers.

Maybe it was the imbalance of power at play that made me uneasy. Maybe it was my fear that if I angered my boss on a personal level, it would translate into an unpleasant work situation. And that’s why I toyed with that guest list–and the greater issue at hand–for quite some time.

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TO BEFRIEND YOUR BOSS OR NOT: THAT IS THE QUESTION

Establishing a friendship with a manager certainly has its benefits. For one thing, the closer you grow outside the office, the better your boss is likely to treat you inside the office. That means you might get a bit more slack when it comes to things like pushing back deadlines, leaving early as needed, or working from home. And while your boss will probably claim not to play favorites, the next time a promotion comes up, there’s a good chance your name will make it to the top of the list.

There’s also something to be said for getting to work directly with someone you relate to on a personal level. We spend so much time at the office that having a boss you consider a friend could make for a much more pleasant, fulfilling experience.

But then there’s the downside to look at. Being friends with your boss means automatically commingling your work life and personal life. That’s not necessarily a healthy thing. Plus, if a personal conflict does arise, you’ll have to worry about its impact on your career.

Even if things never sour with your boss, your coworkers might come to resent the fact that you and your manager are buddies. And that could strain those relationships and hurt your career in other ways.

So what’s the solution? Mine was to keep our friendship casual. I would continue to join my boss for lunch or happy hour, but for the most part, we only socialized during or immediately after working hours. I also made a point not to share too many details with him about my personal life, and now that I think about it, he was equally guarded.

And frankly, that arrangement worked out well for us. Had I invited my boss to hang out at my home, it would’ve crossed a line I just wasn’t comfortable with, so instead, we maintained what I like to call a low-grade friendship.

Several months later, my manager left the company, and we stayed in touch for a while until he moved away and our communications grew increasingly sporadic. But whenever his name comes up, I think fondly of the time I spent working for him, all the while being grateful that I had the good sense not to add his name to that guest list.

FastCompany.com | August 10, 2018 | BY MAURIE BACKMAN—THE MOTLEY FOOL 3 MINUTE READ

#CareerAdvice : Unhappy at Work? Answer These 7 Questions to Determine Your Next Move…Unhappiness at Work is a Personal & Professional Growth Opportunity.

August 7, 2018/in First Sun Blog/by First Sun Team

Roughly 64 percent of Americans are disengaged at work according to a study conducted by Gallup. To many professionals, this condition is unacceptable. They are working diligently to modify so they can get more joy out of life and more progress in their careers.

Unhappiness at work is a personal and professional growth opportunity. Use your discontent as an excuse to investigate the cause, or causes that are keeping you from feeling professionally satisfied.

Others struggle in this area, floating along uninspired at jobs they dislike. Perhaps convenience, fear of change, obligations or laziness block these folks. Are you one of them? If you are, here are seven questions you should ask yourself to figure out what you should do next.

1. What does success mean to you?

Let’s tackle the hardest question first. If you know what success means for you, you’ll be better equipped to know if your current job, company, and profession are likely to help you be successful.

Often success is coupled to things you are passionate about. For example, if your passion is being a great parent, then perhaps professional success is having a job that gives you the income and flexibility to provide for your children.

If you’re unsure of what success means for you, answer this question first before moving on. Otherwise, you’d be considering a career change without first understanding how a career change can best serve your long-term goals.

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2. Do you find your work rewarding?

Go with your gut in answering question number two. If you find your job rewarding, you’ll answer affirmatively right away. If you hesitate, the answer is probably “no.”

If you find the work rewarding, then you may be feeling disengaged because of the organization for which you’re working. If that sounds right, you can either work to fix your organization, or you can jump ship.

If the answer is “no,” then consider question three.

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3. Are you excited about your career prospects?

While not ideal, it is sometimes the case that early professional dissatisfaction can lead to long-term contentment. This is often true for professions, such as law or finance, where tenure is a meaningful component of advancement. If your long-term career prospects are exciting, then find a way to grind it out by working for an organization that makes your early years as bearable as possible.

On the other hand, if you aren’t excited by your long-term prospects, and you aren’t satisfied with your work as it is today, it’s time to contemplate a career change.

4. Is your manager equipped and motivated to help you advance your career?

Personal and professional growth is considerably harder without a knowledgeable and attentive professional mentor to rely on or look up to. Ideally, this person is your direct manager.

It’s a red flag if your manager isn’t taking time out of his or her day to meet with you weekly, or at the very least, bi-weekly. Similarly, if your one-on-one meetings with your manager feel more like a status report than an opportunity for you to ask questions and receive feedback, your manager probably isn’t helping you grow.

If this sounds like the problem, the first step is having a candid conversation with the manager, and with the manager’s supervisor. If that isn’t possible, or hasn’t worked, consider switching to another team within the company, or to another company.

5. Are you confident your company will be successful in the long run?

It is dispiriting to work for a company with poor long-term prospects. Why strive for excellence when your company is not and will not be successful?

If this sounds familiar, you’ll need to understand whether or not your lack of enthusiasm is related to the work (your responsibilities, and prospects), management or company outlook. Otherwise, you may find yourself just as dissatisfied while working for a more successful company.

6. Do your colleagues help you to grow professionally?

The best organizations hire and retain world-class talent. As a result, employees at successful companies don’t need to rely just on managers to grow professionally. They can also receive feedback from peers.

I have found some of my greatest “mentors” to be people who I work with who are 10 years younger than me.

It’s easier to feel motivated at work when colleagues are motivated and successful themselves.

Do you feel as though you are surrounded with “A” players who care about what they do?

If you answered “no,” and would like to continue working in your current field, consider investigating question seven.

7. Would a degree help you to meaningfully advance your career?

Though it may be a misguided hiring practice, companies that hire and retain the best people often use degrees or higher-degrees as a sorting mechanism to focus only on world-class professionals.

It may be that you would find it more beneficial to surround yourself with elite colleagues, and managers at more successful companies with a particular degree in hand.

A simple trick to answering this question is to turn to LinkedIn the next time you hear about a superstar in your industry. Do that a few times and look at their education experience.

As part of your research, use tools like Glassdoor or Payscale to see if a particular degree meaningfully increases your salary. And look at education requirements associated with your dream jobs.

Unhappiness is an opportunity.

Unhappiness at work is a personal and professional growth opportunity. Use your discontent as an excuse to investigate the cause, or causes that are keeping you from feeling professionally satisfied.

In conducting your research, remember that answering yourself honestly is the only way you’ll be able to make the changes necessary to find yourself feeling happy at work.

Entrepreneur.com | August 7, 2018 | John Boitnott VIP CONTRIBUTOR

#Leadership : #EmployeeRetention – Plan your New Hire’s Next Job from the Moment they Start… Here’s how Here are Three Ways to Start Preparing your #TeamMembers for New and Different Roles Inside the Company (before they find other opportunities outside it).

July 21, 2018/in First Sun Blog/by First Sun Team

Remember when staying in a job for less than a few years was considered a stain on your resume? That’s no longer the case. By one recent estimate, the average length of time people now spend in a given role is just a little over two years among workers ages 25–39. And who can blame them?

Baseless millennial stereotypes notwithstanding, it’s people earlier in their careers who tend to fill lower-level positions, which typically involve at least a few unexciting tasks. I’ve noticed entry-level employees at my own company getting anxious to take the next step in their careers even sooner than they’d used to. Many of our sales reps now start eyeing their next internal moves after just six to eight months.

So lately I’ve had to think creatively about ways to keep new hires engaged while extending their professional lives inside the company. Here are a few methods we’ve come up with.

BREAK ROLES INTO TIERS

The most employee movement we see here at Vidyard is in our sales department. As with a lot of front-line jobs, it’s hard to keep this area dynamic because sales isn’t necessarily a role where you can rotate people through varied projects, like we do with our developers. So instead we’ve introduced tiers to certain sales positions, transparent step-ups that come with added responsibilities and pay. Importantly, these aren’t promotions out of a role that somebody has only started to master. Rather, we’re building discrete new functions into that role.

A higher-level tier might include new responsibilities like mentoring newer hires, taking on bigger accounts, or shadowing more senior team members. Yet each new level comes with commensurate pay increases to reflect the advancement.

Having clear tiers for sales jobs lets our new hires see from the outset that they’re never “stuck” in an entry-level role, and it shows them exactly what they need to do to make it to the next level. They get the support and encouragement to add to their skill sets while also getting better at selling–the critical function they were hired for. For now, we’ve limited this “slice-and-dice” approach to sales, where there are clear, repeatable duties. But it’s not hard to see how it could be useful elsewhere.

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ASK AMBITIOUS EMPLOYEES TO SELF-ASSESS

As any manager knows, dealing with an employee who’s pushing for a promotion before they’re ready can be a tricky (and common) situation. The challenge is to be realistic without dismissing their desire to advance. Simply telling someone they’ll have to stay put will only breed resentment and accelerate a move–likely outside your company.

So we’ve tried to develop what I think of as a readiness pulse-check. Flip the tables and give eager team members a chance to assess their own readiness for a promotion (or lack thereof). A little while ago, one new hire joined Vidyard as a “concierge,” helping direct customer inquiries to the right place, but his heart was set on getting into sales. When he pleaded with me after just a couple months to make the move, I assigned him some homework: I asked him to spend some time with other leaders in the company to learn exactly what his dream job entailed.

He soon realized he still had some work to do, but he now knew exactly which skills and qualifications he’d need to move forward. Within little more than a year, he successfully made the switch and has continued to move up the ranks. In fact, using this same approach, he went on to segue into a product manager role, where he’s in charge of bringing our tools from ideation to market.

Putting the onus on your ambitious employees to figure out whether they’re truly ready for the next step is a great way to give them some control over their career paths. Some may resent the perceived roadblock. But those that rise to the occasion will be doubly dedicated to their jobs, and double their value to you by learning more about how the company works.

EXPERIMENT WITH SWAPS AND LOANS

Indeed, sometimes the best ways to keep team members happy is to encourage internal mobility across functional areas. Jumping to a new role or department can revitalize enthusiasm and preserve institutional know-how while also busting up silos.

We recently began experimenting with a loaner program to let employees cross departmental lines in their work, something that other tech companies have been doing for years. Right now, our initiative is admittedly small and operating on a four-month trial, but I’m excited to see where it leads in the future. Other times a change of scenery is all it takes to renew someone’s enthusiasm for their job. We have a satellite office in another city on the West Coast, and we’ve had a few team members request to make the move. While this doesn’t always entail a change in job description, the shift in setting is often a welcome change, with the added benefit of strengthening our company culture through cross-pollination between offices.

In my opinion, keeping a good employee for many years is important; it’s the goal of every great leader I know. The key is to creating a climate where people hungry to amass new skills can genuinely see a path forward. In the end, a stifled, inflexible workplace only leads to the exodus of your best and brightest. The earlier you start thinking about where your newest hires might be headed, the sooner you’ll start seeing them maximize their potential and make your organization stronger–no matter how long they’re there.

FastCompany.com | July 20, 2018

#Leadership : A Guide for Professionals -How to Know When It’s Time to Seek Help for an #Addiction …With Millions of Americans Facing Addiction, it’s Important How to Recognize the signs, Especially if you See It in a #CoWorker or are as a #WorkingProfessional .

July 3, 2018/in First Sun Blog/by First Sun Team

With millions of Americans facing addiction, it’s important how to recognize the signs, especially if you see it in a coworker or are a working professional.

Addiction can sneak into your life and steal everything away from you: your job, your family, your home, and your friends. It can affect you physically and mentally, making it difficult to function in even the most basic of daily activities, and it can take away your motivation, making it hard or even impossible to reach your professional and personal goals.

Knowing when it’s time to seek help for an addiction can help you avoid all the negative pitfalls that come with it, allowing you to take control of your life. Learning about the warning signs — abusing drugs or alcohol throughout the day, losing interest in the things that once gave you joy, experiencing major changes in your sleeping and eating habits, among others — can help you get treatment before things become dire and possibly save your career at the same time.

Here are a few important tips on how to know when it’s time to seek treatment for drug or alcohol addiction.

Educate Yourself

Knowing the signs of addiction can help you come to terms with the reality of it. For most people, those signs include:

Isolating yourself from friends and family
Changes in your sleep schedule
Loss of appetite
Abusing substances alone several times a week
Disinterest in activities or hobbies you once enjoyed

If you or see it in a coworker that is feeling or displaying any of these signs of addiction, it’s imperative that you take the necessary steps to begin treatment. The faster you do that, the better your chances will be of keeping your job and home life unaffected.

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

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Know Your Rights

Knowing your rights is important when you decide to seek treatment, especially where your job is concerned. Many individuals who are battling addiction take time off work in order to check into an in-patient rehabilitation facility, and your employers can’t discriminate against you if you decide to do so. Do some research to find out what your rights are — and what your employers rights are — so there won’t be any nasty surprises down the road.

Be Straightforward

There is often a sense of shame or guilt when an individual makes the decision to seek help for an addiction problem, and this can cause a rift in the family or office dynamic. Rather than allowing your addiction to create a serious issue at home or at work, be straightforward with your boss and your family members. You don’t have to give specific details, but letting them know that you’ve made the decision to get healthy will keep everyone on the same page and will help them see that you’re committed to making it work in the long term.

Garner Support

No one can get through addiction treatment on their own. It’s important to garner support from your friends and loved ones so you have a circle of people who are there for you when things get rough. If you don’t feel comfortable talking about your substance abuse with them, consider joining a support group or finding a counselor.

One of the most important things about battling an addiction is learning how to see it for what it is. Once you’ve come to terms with the issue and all that it entails, you can create a plan to figure out how best to get healthy and onto a path of recovery, for the benefit of both your professional and personal life.

FSC Career Blog | July 3, 2018 | Larry Mager

Your #Career : In a Digital Era, How Can #OlderWorkers Stay in the Game?…These Strategies Help #VeteranEmployees Stay Current and Valuable as #Workplaces become Younger and More Tech-Focused.

May 30, 2018/in First Sun Blog/by First Sun Team

Do your colleagues at the office seem to be getting younger?

It looks that way to the millions of older employees in industries being disrupted in the digital era and favoring younger more digitally savvy workers, such as tech, entertainment, retailing and media. As more workers in their 40s and beyond plan to delay retirement until their mid-60s, a growing number will have to hustle to reassert their value to their employers.

A core question older employees face: Would your boss hire you again with the skills you have now? Being able to answer yes takes some smart moves to keep your skills fresh, your attitude upbeat and your personal style up-to-date.

Waiting to act until a buyout offer or other rumblings of cutbacks surface at your company is too late. “You can’t wait until the axe is falling to get out of the way,” says Judith Gerberg, a New York City executive coach.

Networking with younger colleagues and showing curiosity about what they do can help you stay abreast of changes, says Ellis Chase, a New York career-management consultant and author. “You have to break through your comfort zone and talk to that 28-year-old hotshot. Seek her out and ask, ‘I’d love to learn more about this. Could you spend a half-hour with me? I’ll take you to lunch,’ ” Mr. Chase says.

Jeff Fuerst, 52, survived eight years at a shrinking retailer, Sears Holding Corp., by staying attuned to new technology and younger colleagues. His adaptability enabled him to jump to a new position recently. PHOTO: STEVEN BOURELLE

Jeff Fuerst, 52, spent eight years in his 40s as an inventory-management executive at Sears Holding Corp. , the troubled retailer, in hopes of helping it turn around. He stayed abreast of technology and helped start a work-from-home program to help attract young recruits. As Sears continued to close stores, he kept his industry contacts fresh by attending meetings of professional groups.

In a transition initiated by one of those contacts, Mr. Fuerst left Sears three years ago for a position as a senior vice president at Integrated Merchandising Systems, a Morton Grove, Ill., merchandising and marketing agency. There, he’s learning e-commerce and digital-marketing technology, and he has since been promoted to chief logistics officer. “If you don’t react quickly to change, it’s very hard to keep up,” Mr. Fuerst says.

Forming ties and collaborating with colleagues at all levels is an important survival skill, Ms. Gerberg says. Make sure “you have somebody who, if your name comes up at a meeting to be fired, will say, ‘Oh no, that person is great. I’ve worked with them,’ ” she says. If your group is targeted for buyouts, having friends inside the company also improves your chances of transferring to a new assignment in a different unit.

Karen Alber, 54, continued to advance her skills and build new contacts during stints at three separate beverage and food companies in the past 15 years, enduring major cost cuts and restructuring threats and leaving voluntarily in each case. She earned certifications in a field that didn’t exist when she graduated from college in the 1980s—supply-chain management.

She joined professional groups and spoke at meetings. “I sometimes thought, ‘Really? I have to get on a plane and go to a conference?’ ” Ms. Alber says. “But then I did it anyway.” She took coaching courses because she enjoyed mentoring young colleagues.

She also volunteered for internal projects, including task forces for improving how work got done. She sometimes worried, “If I go on this team, how am I ever going to get my job back?” Ms. Alber says. But she learned valuable skills, including managing cross-functional teams and delegating work she couldn’t do herself, helping her advance to chief information officer.

Karen Alber, 54, stayed up-to-date in part by earning certifications in a field that didn’t even exist when she graduated from college: supply-chain management. PHOTO: KYM TURNER/NORTH MYRTLE BEACH PHOTOGRAPHY

“It became her brand,” says Amy Ruppert, an executive coach who worked with Ms. Alber for years. “People knew, ‘You can throw Karen Alber into anything and she’ll run with it.’ ” Two years ago, Ms. Alber made a planned, voluntary move to a new career, co-founding the Integreship Group, a Chicago leadership-coaching firm, with Ms. Ruppert.

Many people face psychological roadblocks to learning new jobs or skills, says Andy Molinsky, a professor of organizational behavior at Brandeis University and author of a book on stepping outside your comfort zone. Older workers may feel resentful about having to stretch themselves when they’ve already worked for decades. Or they may think, “This doesn’t feel like me,” Dr. Molinsky says.

Some manage to venture into new terrain anyway, by developing a sense of purpose—a belief that making the effort is important for a reason you value deeply. Others manage to tweak, personalize or customize the way they move into new roles, so that they feel more comfortable, he says.

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One way to do this, consultants and coaches say, is to develop your personal style. That doesn’t mean overhauling your wardrobe or appearance in an effort to look as hip as younger colleagues. “If you’re in your 30s and you have stubble, maybe it’s hunky. But if you’re 70 and you’ve got gray stubble, it looks like you’re homeless,” says Peter Cappelli, a management professor at the Wharton School and author of “Managing the Older Worker.”

New York image consultant Amanda Sanders advises choosing clothing and accessories that reflect current fashions, but making sure they also fit well and look good on you. Men can update their look by choosing trousers with tapered legs, leather shoes with double monk straps rather than laces, and contemporary glasses with tortoiseshell or colorful transparent frames. While an Apple watch suggests the wearer is tech savvy, “on someone older it looks like they’re trying to be young,” Ms. Sanders says. A better choice might be a classic watch with a leather band, she says.

Women should abandon outdated looks, such as a frumpy cardigan over a dress, in favor of a leather jacket or asymmetrical sweater, Ms. Sanders says.

Those whose hair is thinning can color it with highlights to lend more depth and thickness, she suggests. And gray hair is fine if it’s healthy and styled in a contemporary way, Ms. Sanders says. “Wear your age as a badge of honor,” she says. “If you believe it, they’ll believe it.”

SAVVY MOVES

To improve your survival chances late in your career:

If your area is a likely target for cuts, explore potential assignments in other units.
Look for problems you can solve for your employer to demonstrate your strengths.
Consider updating your wardrobe and hairstyle with help from a trusted adviser.
Participate when possible in off-hours socializing or charity events with colleagues.
Take the initiative to get to know younger colleagues with skills you don’t have.
Volunteer to help with training or onboarding programs for new hires.
Raise your hand for internal projects that will strengthen your network or skills.
Update your professional credentials via training or refresher courses.
Stay involved in professional organizations or your college alumni network.

Write to Sue Shellenbarger at Sue.Shellenbarger@wsj.com

WSJ.com | May 22, 2018 | Sue Shellenbarger

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#Leadership : 3 Ways Managers Can Empower #TeamMembers With #MentalHealth Struggles… My views on #MentalHealth went Viral in a Tweet Last Summer – and Revealed just How Taboo the Topic is, Especially in the #Workplace .

May 2, 2018/in First Sun Blog/by First Sun Team

The stigma of mental illness never made much sense to Ben Congleton, CEO of live-chat software maker Olark.

He’d grown up with kids whose lives improved after they received treatment for their illnesses. He knows one in five U.S. adults experiences mental illness in a given year. He’s always understood mental health is as important as physical health.

So he was shocked when his views on mental health went viral in a tweet last summer – and revealed just how taboo the topic is, especially in the workplace.

Last June, Olark staffer Madalyn Parker emailed her team to let them know she was “taking today and tomorrow to focus on my mental health.” Congleton replied to Parker privately, thanking her for not only taking the days but for being open about it: “You are an example to us all, and help cut through the stigma so we can all bring our whole selves to work.”

Parker tweeted the exchange with Congleton’s permission, and it garnered tens of thousands of retweets, likes, and responses.

“Madalyn and I received lots of notes of support, but what surprised and saddened me was how many people commented that this is rare,” Congleton says. “So many people told me they would fear judgment, or even that they would be fired. It was an eye-opener for me about this broad societal challenge that we all need to overcome.” Congleton published a brief note on Medium in response to the attention, encouraging employers to express gratitude to their teams and reflect on their organizations’ values.

Below, he shares with Glassdoor the three steps managers can take to engender a culture of openness, promote mental health, and support team members.

“I wish there were some magic words to say, but it doesn’t happen overnight,” Congleton says. “It’s about consciously and constantly creating an environment of trust, which takes work – but it’s worth it in so many ways.”

“Prioritizing trust, gratitude, and caring about a staffer’s whole self is not a one-and-done endeavor,” he says. “We’re talking about changing work culture and ingrained societal stigma. That progress happens only with more dialogue and more action.”

Olark’s structure is one that inherently requires trust and flexibility; managers can’t hover over desks because the team is fully remote, with staffers across three continents. So if staffers hit the gym for two hours in the middle of the day and get their work done in the evening, that’s just fine by Olark management.

Congleton understands that flex scheduling – or other Olark perks like unlimited vacation – may not be possible for every organization or every position, establishing values of underlying trust is what’s key. “You can focus on output and outcomes, measuring not the employee’s exact hours but their impact on the business,” he explains.

When your team feels that they’re being judged for their work and appreciated for a job well done, “incredible things happen,” Congleton says. “Once you have that strong cultural framework in place, people feel trusted and supported so they’re willing to be open.” That’s why Olark’s frank discussions about mental health challenges happened “without being super deliberate,” as Congleton puts it. As it has been revealed by our research company, it should be noted that Levitra does not have any effect on the quality of sperm, and therefore does not affect the fertilization of the egg. All this must be taken into account. It is especially so if you want to have children, and you do not get them. You should not have high hopes for Levitra, because its main task is to strengthen male strength, but not to affect the productivity of sperm. It is better to consult a doctor so that he prescribes the most effective medicines for it.

As an added bonus, Congleton finds the culture of trust breeds higher performance. “People are more willing to take risks and to stretch themselves, and we’ve found they perform even better for you. When people are happier, their lives are better and their work reflects it. It’s a win-win that just makes sense.”

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Model the openness you want to see in your staffers.

As a leader, you set the tone for acceptable and expected behavior — so if you want your team to feel free to share, open up a bit yourself. That doesn’t mean you need to dish about every detail of your personal life. A friend of Congleton’s, for example, “started every management meeting with a little game: ‘If you really knew me you would know…’ and he’d talk about something going on with him that was new, or something hanging over his head. Childcare got messed up, traffic was frustrating, whatever. And then they’d go around the room.”

The game inspired Congleton for two key reasons: “It normalizes that behavior of sharing what you’re bringing to the job in that moment, which is huge. And it’s done in a tactical way: You’re not putting someone on the spot, just allowing them to open up just a little bit in a manner that makes them feel comfortable.”

Modeling behavior extends to self-care, too. “Depending on the culture in an organization, people might be concerned that taking a few days off — even after a super-busy time – is implied weakness,” Congleton explains. “That’s a great opportunity to demonstrate it as a leader: ‘Hey, team, that last sprint took it all out of me. I’m going to take an extra day to reflect and recharge, and I recommend you do too.’ That speaks volumes.”

Proactively share resources, and seek expert help when needed.

Just like physical health, mental health is complex. Avail yourself of resources like Congleton’s favorite: Open Sourcing Mental Illness, which focuses on changing stigma within the tech community but offers guidelines and research that are applicable across sectors. If you find a great article extolling the benefits of taking a mental health day, fully unplugging while on vacation, etc., email it to your team with a quick note about why you think it’s important.

And if a staffer is going through mental health issues, tap internal resources like HR for assistance. “Serious mental health challenges are serious health challenges, period,” Congleton notes. “Your typical manager is not going to be an expert in mental health, and that’s OK.”

These three steps aren’t necessarily linear, and they can’t be treated like a simple checklist, Congleton explains.

“Prioritizing trust, gratitude, and caring about a staffer’s whole self is not a one-and-done endeavor,” he says. “We’re talking about changing work culture and ingrained societal stigma. That progress happens only with more dialogue and more action.”

GlassDoor.com | May 1, 2018 | Posted by Julianne Pepitone

#Leadership : #OlderWorkers – Everyone In My Office Is 30 Years Younger Than Me… As SYPartners’ Senior Adviser & Entrepreneur-in-Residence, Sherri Leopard, 62, is Often the Oldest Person in the Room, and she Explains Why That’s a Plus.

April 16, 2018/in First Sun Blog/by First Sun Team

Sherri Leopard has experienced being unique many times in her career. During her early professional life as a marketing consultant in technology, Leopard found herself in projects where she would be the only female member, as well as the youngest.

Having grown up in a lower-middle-class household, she also found herself at odds with many of her privileged friends who graduated from elite colleges. Yet she persevered and thrived, building and running a marketing consultancy with blue-chip clients such as IBM, SAP, Siemens, and Motorola. In 2006, she sold her consultancy, Leopard, to advertising giant WPP. Leopard became a wholly-owned subsidiary of Ogilvy & Mather.

**Sherri Leopard** [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”][Photo: courtesy of SYPartners]

Many years later, as a senior adviser and entrepreneur-in-residence for SYPartners, Leopard would find herself–once again–as the unique person in the room. But this time, it would be as the oldest person in an office full of twenty- and thirtysomethings. Leopard recently chatted to Fast Company about how working with younger employees has helped shaped her way of thinking, and the misconceptions about older workers that she wishes everyone would drop. Here’s her experience in her own words, edited for length and clarity.

WHAT IT’S LIKE TO BE DECADES OLDER THAN ALL YOUR COWORKERS

All of the people that I work with on a day-to-day basis are 20 to 30 years younger than me. The company is young, young, young, and many of them come from prestigious schools. Me? I went to Metropolitan State University in Denver. I came from a lower-middle-class upbringing–and I think part of the way that manifests in me is being really practical. Everyone else would have these debates about really minute things, and I tend to be super impatient and cut to the chase. Of course, I’ve had to learn to do it in a way that doesn’t stifle people’s creativity.

To be honest, I don’t think people tend to focus on the fact that I’m older. There is a designer on my team who is 24 years old, and the other day he told me, I think of you as a mentor, but you’re not someone who just gives me advice, because you’ve done all these things. We get in and figure out stuff together and when we’re solving a problem. We’re solving it as equals.

ON LEARNING FROM YOUNGER WORKERS

As a former CEO who happens to be the oldest person in the office, over my three years at SYPartners, I’ve really struggled with not being right and the need to be right. It took a while for me to be comfortable with learning from the young people who challenge me. That’s been a journey. In one of my earliest projects, that was really hard. I was on a team that just saw things so differently.

The perspective shift came during my work with BlackRock–who we’ve been working with on their diversity and inclusion initiatives. Something finally jelled in my brain, and now it’s much easier to be in situations where people are challenging my thinking. Had I learned that earlier in my career, I would have been a much better CEO. I’ve realized that we need those differences in the workplace to solve the sorts of complex problems we’re presented with today.

Of course, there will always be a generational gap. When I hear about young women discussing salaries, I think, in my generation, people didn’t talk about what they got paid. But I think that young people are a lot smarter because that transparency is going to pay off.

Another obvious generational gap is my aversion to social media. I feel like young people around me try to pull me into that world and occasionally I’ll go, okay, I get it, I get why I need to do it. But I’ve had times where I’ve gone through six rounds of writing a Medium post and I can never bring myself to post it. The younger people will be telling me, “Just do it, and you’ll get more comfortable.” But I still can’t do it.

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ON THE IMPORTANCE OF ENDURANCE

I think that my stamina is an advantage I have, as an older worker. When I was doing marketing and communications work, I did a lot of speech writing. I’d have clients call me very last minute, often very early in the morning. I remembered watching my then client, a senior VP at IBM, outwork me even though he was probably 20 years older. At that time I realized, oh my gosh, the game here is actually endurance. I realized then how important it is to be physically strong, eat healthy, exercise, and just be really mindful about my health. I think that investment I’ve been making for years in my health is really paying off. Today, young people in my team will go, geez, you’re the Energizer bunny!

ON MISCONCEPTIONS ABOUT BEING AN OLDER WORKER

I feel like there’s this misconception that older people just can’t keep up, whether that’s keeping up with anything in the world, or physically. Well, I’m just going to prove in my little circle of the world that we can keep up. I do think that to succeed at this age, you need to have a growth mind-set. There are so many people my age who believe that the world is prejudiced against them. I deeply believe that there’s an experience in all of us that can be reshaped and reapplied in a new way. The question is, do you choose to reinvent yourself?

FastCompany.com | April 16, 2018 | BY ANISA PURBASARI HORTON 4 MINUTE READ

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Posts

REDUCE YOUR ENERGY

FOCUS

OFFLOAD, IF NECESSARY

TO BEFRIEND YOUR BOSS OR NOT: THAT IS THE QUESTION

1. What does success mean to you?

2. Do you find your work rewarding?

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3. Are you excited about your career prospects?

4. Is your manager equipped and motivated to help you advance your career?

5. Are you confident your company will be successful in the long run?

6. Do your colleagues help you to grow professionally?

7. Would a degree help you to meaningfully advance your career?

Unhappiness is an opportunity.

BREAK ROLES INTO TIERS

ASK AMBITIOUS EMPLOYEES TO SELF-ASSESS

EXPERIMENT WITH SWAPS AND LOANS

SAVVY MOVES

Model the openness you want to see in your staffers.

Proactively share resources, and seek expert help when needed.

WHAT IT’S LIKE TO BE DECADES OLDER THAN ALL YOUR COWORKERS

ON LEARNING FROM YOUNGER WORKERS

ON THE IMPORTANCE OF ENDURANCE

ON MISCONCEPTIONS ABOUT BEING AN OLDER WORKER