Forward Business and Professional Consulting

Nontraditional Job Search For Law Students

2012-03-01T12:32:00.002-08:00

The majority of career resources for law students focus on pursuing traditional legal practice. Many students who have determined they are not interested in traditional practice are left on their own and feel isolated. Career service offices are happy to help, but they are often limited in how they can help both because of lack of exposure and the overwhelming and undefined nature of many nontraditional searches. If you are one of those students who has decided traditional practice is not for you, don’t overlook the help your career service office can offer. In addition, consider these 10 things you can do right now to make a difference in your job search.

1. Do a self assessment. What are your strengths, financial limitations, growth needs, passions, work environment preferences, motivators, geographic limitations, and experience? Then work to identify industries and specific jobs that will value you.

2. Declare your intention. If you know you are not going to practice – declare that. Defining your search and interests will keep you focused and help others help you find a position. Ambiguity breeds inactivity and confusion.

3. Make a plan. Determine how you are going to pursue and land a job in the field(s) of choice.

4. Invest in your plan. If you need additional training, get it. If you need to go to conferences and meetings for the industry, go. AND, invest your time in working the plan.

5. Do well in law school. Deciding not to do traditional practice is not permission to do less than your best in law school. Not only will that academic success impress employers of all types, it will ensure you are a credible candidate for legal jobs, if you need a back-up plan or change your mind.

6. Develop contacts. Get out and meet people in other industries and stay connected to them as part of an organized networking plan during law school. Consistent contact long before you are ready for the new job will help you when you need a job (and their help).

7. Venture out of law school. Law students can fall in to the comfortable trap of never leaving the school and never meeting people outside of school. Get out! Take part in activities with other groups. Join a gym. See friends outside your law school circle. Keep informed of the larger world’s events and issues.

8. Don’t leave your life up for debate. Family, friends and classmates may not understand your choice and some won’t be able to support it. Absorb learned input when making your decision and assess it against your views, but once you have made your decision you cannot change to accommodate the opinions of others.

9. Prepare for a marathon. Depending on how defined your search is and how well you are situated to capture a nontraditional job, the search can take a bit longer. Hiring in most other professional fields is less structured and cyclical than law. So, be patient and stay focused. The journey may take some time.

10. Ignore the chance for failure. If you know your passion is not traditional practice you really should pursue other options. Only not trying is a failure. If you try, even if you have to adjust your plans at some point, is a success and you will find your niche.

Recent Law School Grads - Still Looking? Top 10 Things To Do Right Now

2012-03-01T09:49:00.000-08:00

10. Treat your job search like a job - be organized and devote time to the search

9. Get out of the house - be active and engage with others

8. Act as a lawyer - Look for ways to use your knowledge - even if the opportunities aren't exactly what you are looking for, full-time or paid

7. Think outside the box about jobs - part-time, project work, solo, quasi-legal jobs, etc

6. Be a person people want to be around - believe in yourself, be confident, be interested in and interesting to others

5. Brand yourself & know how to sell the brand - realize what you have to offer & let others know

4. Do an honest assessment of your blind spots and work on them to strengthen your candidacy

3. Never say “no” or “never” - those words limit your opportunities and the ways people can keep you in mind for opportunities

2. Methodically work your network

1. Don’t lose hope

Thriving After A Tough Employment Situation

2012-03-01T09:43:00.003-08:00

I was raised to believe in a rational universe populated by honest, well intentioned people. I enter all situations with that mindset, but have left some shocked by a much different reality. I have also encountered new attorneys who have been fired from or voluntarily left positions where the judge dismissed them without any explanation or warning; worked for a solo practitioner who paid them based on production, but refused to give them files to work on or sever the employment relationship; or were recruited away from a position by a firm only to be laid off soon after starting. The legal industry is not immune from bad behavior, even some that walks the line of illegal.

It is, however, often legally difficult and expensive to challenge these situations. Even where legal recourse is the best move to make, regaining career momentum is critical, but very challenging.

So, for those who may have ended their employment involuntarily, here are a few fundamental next steps.

• Gather as much evidence as you can of the good work you did. You may be able to use that in place of a good reference or to refute untruths about your work.

• Frame an explanation of what happened so you can speak of it without focusing on the negative. Keep it brief, moderately vague, and focused on whatever positives you can find.

• Get back to work as quickly as possible (even if that is by taking a few cases as a solo practitioner) to regain your confidence and bolster your resume. Whether paid or pro bono, exercising and building your legal skills is essential.

• If you know of other people who are aware of the employer’s bad behavior (towards you or others), seek them out to gain insight as to how to move forward and limit the effects of the fractured relationship. They may know people who will understand your experience and look past it.

• When possible, do not burn the bridge, even if the employer seems to have started the fire. Exit as gracefully as possible. Even consider thanking the employer for the opportunity despite the result. That may soften the employer and benefit you in the future.

• Seek alternative references from the employer. A reference can come from a colleague, non-supervising member of the organization or clients.

• Don’t tell everyone every detail of the story. You don’t want the story to grow a life of its own. That only leaves room for gossip and takes the focus off your qualifications and availability.

• If there are lessons to learn, learn them, but don’t take the situation on as a Scarlet Letter. You will get past this and it is not a final judgment on your potential.

Ultimately the biggest challenge will be to move on from trying to make sense of what happened. That is often impossible. Your job is to move past it, not make it last longer by tarnishing your reputation and the employer’s through negative talk, and find a way to reframe the experience so it gets out of the way of your next opportunity. I recently heard a quote that 20% of success is what happens to you and 80% is how you respond. Start working on that response.

The little things...

2012-03-01T09:42:00.001-08:00

I received an email recently that was written with absolute panic and despair. The sender had just been at a second interview that included lunch only to get to her car after the interview and find spinach in her teeth. Uugh! The horror. This is the smallest point I will ever make, but it is one that can cause stress and embarrassment so read on.

When interviewing you need to be a little more high maintenance then you may be on your normal days. Order food that is simple and not full of potential hazards. No soup. No foods with sauces. No food with cracked pepper or spinach (both get stuck in teeth easily). No garlic (only you will enjoy that aroma). Nothing on skewers. No alcohol. Think simple and clean.

And finally, be the person who needs to make a bathroom stop at some point in the interview process, particularly after lunch. Beyond ensuring you don't have to go to the bathroom in the middle of an interview, it avoids wardrobe malfunctions. Check your suit in the mirror. Check your hair. And check your teeth!

Titles Matter - Don't Sell Yourself Short

2012-01-27T13:01:00.000-08:00

Yesterday a colleague asked me for some guidance. A friend of hers was working for a small company and had been given a title that was far above what he did for the company. He didn't mind the inflated title until he started looking to make a move to a new company and realized that he did not have the experience to make a lateral move. Trying to make a move upward was completely out of the question. Her question for me was how could he explain to potential employers why he was willing to take a step down in title. I put my head in my hands in frustration.

Another friend is running a multi-million dollar, multiple location medical group and is called a "Patient Coordinator". Excuse me, what "Patient Coordinator" runs a multi-million dollar budget, manages over 30 staff members of all ranks and titles, handles all operation and facility issues, participates in partnership meetings, plans all corporate events, makes autonomous decisions daily on behalf of the organization's partners, designs and administers customer service expectations, and more!?!? I have told her to be careful of the title, but she is hesitant to say anything to her boss because it may give him the false belief that she wants to leave. Plus, her salary is generous and reflects what she does.

Why should she care?

Well, that is really the big question. Why does a title matter? There are three big reasons. First, a title gives your colleagues, subordinates, competitors and vendors an understanding of your power and control which can make you more effective on a daily basis. People have a general idea of your circle of influence and your areas of responsibility. Second, an appropriate title helps in compensation negotiations. Not only does it put you and your company on the same page when determining compensation, but it helps you find comparable salary data to share in those negotiations. Finally, there will come a time when it is right for you to move on and it is difficult to market yourself to potential employers when you have to explain your title versus your experience and responsibilities.

Don't be complacent when taking on a new title. Work with your employer to select a title that puts you in a position to most effectively do your job and take care of yourself.

Bookending

2011-10-19T10:45:00.000-07:00

One of the areas where I have been able to make the most impact for my clients is with their interviewing skills. Communication is one of the biggest challenges for all humans. Communicating during interviews IS the biggest challenge for most job seekers. The interview is a place where you need to make a connection and leave an impression. Bookending can help you do both.

Bookending means that at the front and back of each answer you provide your most impactful and persuasive messages. The reasons for this are plentiful. First, you need to capture the listener's attention early. Second, once you catch the listener's attention you need to give that person time (seconds or less) to process or write down the information. Third, most people can take limited information in at one time. If you give the listener the most persuasive information at the front end, and then repeat or summarize it at the end, you have a better chance of them retaining the information. There are more reasons, but you probably get the gist of it.

This is not meant to imply that the middle portion of your answer is not important. The answer has to be articulated well throughout, but your biggest impact happens when you bookend with your strongest statements. Try it. It works!

Moving Past A Troubled Work Experience

2011-10-04T09:59:00.000-07:00

Even the most skilled professional can tell stories of fractured work relationships and ugly exits from organizations. Although not all of us will have that experience, most of us will. If and when it does happen, it is important to manage the situation so it becomes an interesting story rather than a cautionary tale.

The first step is to see if the employer will give you any information about how they see the situation. You will rarely get the full set of facts as employers are uncomfortable with the conversation and worry about legal liability, but you should ask. When you do, let them know you are asking so you can move forward assured you won’t run in to the same problem. When you get the feedback be appreciative for their honesty and do not challenge the facts, their role in the problem or their analysis of the facts. This is not a trial and this is not your time for a closing argument.

Now, evaluate the information you received in the most honest way you can. Find the lessons that can be learned from what happened and either go forward vowing never to make the same mistakes again or seek coaching or education that will help overcome the deficiency.

Next, do not try to determine the “truth” of the situation. As wise people have said throughout time, there is your truth, their truth and The Truth. Uncovering the full and unquestionable truth of any situation is impossible so don’t waste energy and emotional stress to find it. Also, do not exhaust yourself and others by rehashing the story over-and-over. It is time to move on.

After you are finished with your assessment, make sure you process it emotionally so that you realize this situation was a reflection of one period in time and one unique set of circumstances, it is not a finite assessment of you as a person or a professional. Don’t take on the self doubt, blame and guilt that goes with taking this one situation and having it act as a reflection of you in a broader context.

There are additional tactical steps you must take to minimize potential damage. First, talk to your employer to find out what they will say to potential employers who call. Most will keep details simple, but make sure you know what they will say.

In some cases you will be able to pin down what the organization’s answer will be, but there individuals who could potentially give on or off record opinions when called directly. You really can’t control those situations, but you can try to lessen the damage by handling it directly. Write an email to that person and express your appreciation for the opportunity to work with him and acknowledge the situation did not go as smoothly as either side expected. Then express your hope that he can see beyond the problem situation to feel comfortable letting potential employers who may call him know that you had other positive attributes. Finally, ask him if he would feel comfortable writing a recommendation based on the good things you did while with him. He may decline, but it is worth asking. If you end up with a letter of recommendation you can avoid future awkward questions about your tenure by producing the letter rather than having the potential employer contact him directly.

You should then look for other references within the organization. They can be colleagues or other leadership who had some view or experience with your work. In addition, you should look for previous performance evaluations, notes, and emails during your tenure that praise your work. Ideally you have been forwarding those messages to your home computer all along, but if not, now is your last chance to capture them for future use.

After you have assessed the situation and managed the damage during your departure, you have two final things to do. First, design and practice your explanation of the situation so when asked, you do not falter. Your explanation should be brief (the more you talk the more you look like you are covering something) and should not lay blame on anyone (including you).

Finally, realize you may lose or have to fight harder for an opportunity because of this situation. Most people do not experience permanent fallout, but you may run in to some small fallout, particularly in the near future. Don’t panic and don’t get vindictive. Stick to your assessment of the situation, do the work to never revisit the mistakes, and be consistent with your messaging. You will soon be turning the page on a new chapter of your career.

Networking Is The Little Gift You Give Yourself

2011-09-13T13:53:00.000-07:00

I regularly tell my clients that networking is essential even if you don't think you will ever leave your current employer. At its core, networking is building relationships and we all need relationships to keep us sharp, informed and connected with others who share common interests and experiences.

Networking is really the gift that you give yourself. Whether an emotional break from your work or the newest piece of information about your industry, networking is a gift. There is another way that networking is a gift. By showing interest in others and building relationships you stay in their memory when things are happening. That can lead to opportunities which is a great gift!

Recently I reached out to a contact who I hadn't talked with in over a year and we had only met once although we had interacted via email on several occasions. He was very receptive and we planned to get together. We have been having trouble getting something on the calendar, but today he called and needs some help with a project. He feels comfortable introducing me to his client and sponsoring my work based on our interactions and what he has heard from others. He said the timing of my contact was perfect and it helps him out too! That was not my intention when I expressed interest in connecting with him. But then, sometimes we don't know the full depth of the gift when we give it.

Make Networking Easier - Be Interested In The Other Person

2011-09-04T10:30:00.000-07:00

The two biggest misperceptions about networking are that it is a form of begging only done when you need something from someone (for example, a job) and that it is all about you. Living under these misperceptions will cause you to miss the point and the opportunities of networking.

First, networking is not about asking for anything. It is about developing relationships with people that involve sharing time and information. Sometimes that information will be focused on what you do and what you are looking for, but most of the time it will focus on sharing information with other people about everything from your favorite summer vacation spot to the hiring trends in your industry. The information shared develops common points of interest, adds value for both and develops a bond of professional (sometimes even personal) friendship. To build those relationships you must take part in networking regularly. Waiting until you need something may be too late and always asking for things can hurt the relationship. You must be prepared to put in the time and give to the other person.

Second, networking is not all about you. When you network, you are not meant to put on a show to impress the other person. You should not fill the time explaining your greatness or the greatness of whatever it is you are hoping to sell. The interactions should be about both of you so you ensure the other party gains some value from the interaction. That value can come in the form of a pleasant distraction, but is more helpful when it comes in the form of information. So, when networking you should ask questions and really listen to the answers. How did you get in to your field? What has been surprising about what you do? What do you like most about what you do? Are there good ways for your to network in your industry? And, most importantly, What can I do to help you?

There is room for everyone's success

2011-09-03T12:29:00.000-07:00

Recently I attended a meeting where different business owners were brainstorming on ways to collaborate. One person mentioned inviting a business that was not represented at the table. Another person spoke up to say no because that business is a direct competitor of his. Wow! I was floored. One of the cornerstones of my business is supporting all people as they strive for individual exellence. There is room for everyone's success!

In fact, I believe we will all be more successful if and when we support one another. Whether it is through mentoring, training, and feeback to someone who is growing as a professional or if it is just providing emotional support by acknowledging and celebrating individual successes, we reach our highest potential when we embrace the potential of all.

Beyond being the right thing to do, there is a direct benefit to you when you support others, you look better to those observing your actions. Although people may nod and appear to agree when you freeze someone out (like what happened at the meeting I attended) or fail to support another business, your actions are noted. I left that meeting wondering why the gentleman was so intimidated and uncaring. Not the impression I bet he meant to leave.

Don't be uninterested, intimidated or jealous of the success of others. As this recent recession showed us, we take the losses together and we take the wins together. So, lets leave room for everyone's success by being a part of it through support and well wishes.

The Interview Starts At Your Car

2011-08-30T11:08:00.000-07:00

Recently I walked through a lobby of a business that is in heavy hiring mode (yes, those companies do exist!). Sitting uncomfortably in an overstuffed chair was a young man in what appeared to be his nicest "work" outfit. He was clearly nervous. He was looking down, only making brief eye contact with those who passed by (the knowing "Are you the interviewer?" eye scan), and fumbling with the papers on his lap. His posture was awful and the slumped shoulders were made more noticeable as he sat at an angle in the chair with his legs spread.

I wanted to rush over and command, "Sit up, legs together, chin up, eyes upward, smile, and sit with as much confidence as you can muster. The interview started at your car!" I controlled myself, but have noted he has never resurfaced in the company's uniform.

No matter how scared, beaten down, or overwhelmed you are as you search for a new job, you must go in to each interview with the confidence of someone who is comfortable in his/her own skin. No one wants to hire someone who is timid and unsure. We want to hire people who show the confidence to represent us well and take control of the job we need done. So, promise yourself that going forward you will begin the job interview from the moment you get out of the car. Be confident, professional, and, for gosh sake, use the posture your grandma always demanded.

Asking for a reference

2010-05-11T08:32:00.001-07:00

We can get sheepish when asking someone to be a reference. For some, it is almost like asking for a loan. They avoid asking, make the request quickly and avoid eye contact. There is no reason to be so afraid. It is important to treat the request with professionalism and confidence. When asking for a reference make sure to do the following and the process should be easy.

1. Ask in person or over the telephone whenever possible.

2. Make sure to not only ask if they are willing to give a reference, but if they have any reservations about giving a glowing reference. If they hesitate or if you are worried they may have concerns, offer to follow-up via email to give them time to think about it.

3. Give the person some background on the kinds of jobs you are applying for. If there is a specific job for which you are providing the reference list, let the person know about the job and where you are in the process.

4. Offer to provide a copy of your resume for their reference.

5. Confirm the address, current title, email, and telephone number for the reference.

6. If there are certain things you want the employer to know about you, let the reference know so they can weave those messages in where possible.

Finally, once the reference has been given, follow-up with the reference to thank him and provide an update on the process. The follow-up will ensure future references when you need them.

Selecting your reference and letter of recommendation providers

2010-05-11T07:49:00.001-07:00

In a market where there are more candidates than jobs, it is critical to set yourself apart. One way to do that is to include impactful letters of recommendation (LOR) with your application. Let former colleagues and employers speak for you rather than, like everyone else, being the sole voice for your candidacy. Even in good times, however, references and letters of recommendation can make a difference for you so it is important to ensure you are providing the best ones possible.

Before asking for references or LOR’s, consider your options. Look at all the people who could provide one and then divide them in to two categories.

For the reference category, select people who really know you and your work, will not hesitate to give a glowing reference, are good oral communicators (don’t go with people who come off as gruff or aloof), and are available on a regular basis. When working with attorneys I regularly remind candidates that some attorneys view all work with a heightened degree of scrutiny and find it hard to give glowing reviews of work. Those attorneys should not fall in the reference category. Also, if you know someone who would give a great reference, but they are horrible about returning calls and they have a very busy schedule or travel a lot, do not use them as a reference.

Any person who knows your work and can provide solid and flattering reviews, but does not rise to the level of a person who can provide a reference, should be in the LOR category. We all have someone from a previous job that knows our work, but has reservations about some of our work or our work style/personality. It is a shame to leave them out of the reference process because of those reservations so a LOR allows you to see what the person writes rather than not hearing what they provide in a reference. You can also direct them to focus their letter on certain items that you know are without reservation.

When selecting people to provide references and LOR’s think broadly and then narrow your list. Although your reference list only needs 4 to 10 names, you can ask for an unlimited number of letters of recommendation to test out who provides the best one and to have options when you need them.

“Have Him Call Me”

2010-05-07T06:57:00.001-07:00

Recently a friend posted a comment on Facebook asking anyone looking for work to let her know as her family owned business needed some temporary help during a busy season. Someone replied back, “I am out of work, have your husband call me.”

I would put that response and variations of it on the list of the top errors made by job seekers. Whenever someone presents you with an opportunity or you identify an opportunity you want to explore, do not become passive. Do not expect other people to do the work. No matter how good your friends are, no matter how strong your professional network is, and no matter how good your resume may look, you are responsible for making sure that friend, that network and that resume work for you. This requires energy and proactive action. Do not expect others to do the work for you. I would say there is a 90% chance that friend is not going to remember to tell her husband and that husband is not going to take time out of his day to look up that person’s phone number and call him. Now, I think there is a 100% chance the husband would have picked up the phone or returned a call, if the job seeker had made some effort.

In any job search the person who should be doing the most work is the person closest to the need. The need is a job and you are the one with the need – so get to work!

Adjust to on-line applications

2010-04-28T14:02:00.001-07:00

Human Resource departments are reacting to large volumes of applicants and smaller staffs by using automated applicant screening systems. These systems make it even more difficult for applicants to get the attention of decision-makers as they may be screened out BEFORE a person sees their resume. Adjusting to the use of these systems is critical to get to the top of the applicant pile.

The first thing an applicant must do is to take extra time to make sure the on-line application reflects the words used in the job description. When answering questions on the application and filling in text boxes, use the words used in the job description. Not words LIKE the words in the description. Use the words IN the description. The systems generally screen according to how well an application matches the job description. The matching is arbitrary and based on words. You should never lie or embellish, but you should answer honestly and with the words the system is looking for.

Second, when a system gives you an opportunity attach a cover letter and/or resume, attach them. Prior to attaching them, however, take the time to adjust them to include the words in the job description. Again, the system may scan your documents for the words that are valued by the employer. After ensuring the language you use fits the job description, take time to make the cover letter count. If there are things you want to explain or expand on to strengthen your candidacy, include them in the cover letter. Once you are screened in by the automated system it is very likely your cover letter will be forwarded, along with your application and resume, to a person so you don’t want to leave out persuasive support for your candidacy.

Third, if you have certain parts of your candidacy that do not match the job description, but you believe you have alternative experience that make you a good candidate, apply through the required system, but also reach out to find alternative ways to get attention for your candidacy. This means ramping up your networking.

Moving Up Requires Diggin In

2010-04-27T09:15:00.000-07:00

The youngest generations have received flack for not “earning” their success. If you listen to the generational experts you will believe that these generations are used to more immediate satisfaction and have an elevated sense of entitlement. Both characteristics lead them to expect more from employers and to demand to move up the organizational food chain faster. I tend to shy away from broad generalizations because they hold the generations apart by highlighting differences rather than similarities, but if these characteristics hold true, they show the expansion of some of the worst behaviors from past generations. No generation has been void of people who believe they are above their current position. The key is to change the behavior, regardless of age, so you can maximize your potential.

No matter what your position within an organization, the key is to become an expert at that position so you can gain the attention of management and “earn” a promotion. Do not expect your career to grow by providing below standard or average performance. Here are a few moves that will help you do this.

1. Ask questions to understand what your employer wants from you.

2. Check-in for feedback so you are never surprised with negative feedback and can grow in your role.

3. Have a positive attitude regardless of the task.

4. Show interest in the company generally and the other specific jobs and work units that make it work. This helps you become more valuable, identify other areas of the company that may be a better fit for you long-term, and build relationships within the organization.

5. Seek out new information and training to help you do your job better.

6. Accept criticism and praise with grace.

7. Provide your manager with occasional updates on your work, including successes you have had.

8. When your work allows or there is an emergency that overrides the urgency of your work, volunteer to help.

By digging in to the work at hand and the position you are in, you maximize your potential for advancement and a great recommendation.

What A Great Leader Does

2010-04-19T07:54:00.001-07:00

Great leaders can look a million different ways. They can have different focuses, strengths, styles, skills, goals and agendas. It is important for leaders to have the flexibility and confidence to manifest their unique styles. Although we celebrate the individuality of leaders, we have noted ten characteristics or habits that consistently make someone a great leader of people.

A Great Leader of People:

1. Knows she knows a lot, but doesn’t know it all. A leader needs to have the confidence in her knowledge to lead, but an understanding that there are things she may not know. Listening for gems of advice and ideas from those around her , no matter the position they hold, makes her better.

2. Does not need to wear the “crown”. A friend of mine regularly advises those around her to let someone else wear the “crown”. That means to let someone else have the glory, the moment, the accolades. A great leader doesn’t need to take credit for all the good things that happen in her organization. She leaves room for others to shine too.

3. Is available. The trend in the 90’s was for leaders to have an “Open Door Policy”, but many talked the talked and never walked the walk. To lead people to be their best, a leader must not only have an open door policy, but actually be inside the door. An overbooked, overly traveled leader is not a great leader because she is either at something or preparing to go to something so she can’t be available to those around her. A great leader tries to not schedule more than 40% of her day.

4. Listens. A good leader prioritizes the person talking to her and discards distractions such as her blackberry, computer or telephone. She keeps consistent eye contact with the person speaking with her and is authentically in the moment so she can “hear” the spoken and unspoken messages of the interaction.

5. Gives the benefit of the doubt. A good leader does not look for people to disappoint or double-cross her. She gives the benefit of the doubt to those who work with her. If something goes wrong, she addresses the issue with the person or people involved by asking them to explain the situation to her. Then she judges the facts with the explanation before resolving the problem and planning for a better future result. If someone is not meeting expectations, she explains her expectations , where they are not being met and gives the person a chance to remedy the situation. Finally, if someone is doing something wrong or has a personality or work flaw, the great leader isolates that concern so she avoids dooming the person over one aspect of their work product or personality.

6. Is not selfish. Great leaders hire great people and then grooms them to grow in their career. Although this may ultimately lead to that person leaving the organization, a great leader knows that encouraged and supported individuals make better employees and the right thing to do is to always give individuals opportunities to maximize their potential.

7. Does not act too quickly on new ideas. Great leaders are often visionary, but great leaders are always careful with their vision. Making sudden changes or reacting to new ideas without thoughtful consideration and planning throws the whole group out of alignment.

8. Doesn’t seek to be friends, but seeks to be worthy of friendship. As a leader, crossing the line and becoming friends with those she leads is a mistake that rarely goes smoothly. A great leader knows it is important to be authentic and friendly with her staff to ensure open lines of communication and happier employees, but knows to keep boundaries. She also knows that although she will limit the friendliness, she still wants to exhibit the behaviors that would make her worthy of friendship: honesty, trust, kindness, and compassion.

9. Can communicate. A good leader takes the time to communicate with her team so they know what they need to know when they need to know and in a way that they understand. Communicating after the fact, abruptly or in cryptic ways leaves people resisting the information and creates resentment.

10. Keeps things in perspective. What we do is very important, no matter what that is. Our world works because of the people in all facets of life that do their job well. That does not mean, however, that the world ends when something goes wrong at work, someone makes a mistake or someone needs to be absent from work for a while. A good leader knows that and helps her staff to avoid getting off track with exaggerated concern and blaming behavior when things aren’t ideal.

Cover Letter: Friend or Foe?

2010-04-12T11:42:00.001-07:00

It is common to hear job seekers lament the need for a cover letter. They can be overwhelming. Seem Redundant. As much as I understand the frustration, in most cases we can’t avoid the cover letter and in ALL cases, you can use the cover letter to help. Here are some fundamentals about cover letters.

1. When emailing a resume you can normally get by with a note in the body of the email rather than a traditional cover letter. Because it is in the body of the email, the message doesn’t have to be as long or as formal as a traditional cover letter. The exception to that is when the employer requests a resume and cover letter. In that case, write a formal cover letter, but also write a short note in the body of the email that introduces the attachments and expresses interest in the job.

2. The cover letter has two main purposes. First, to express interest in the job, so be specific about which job you are interested in and why. Two, to grab the attention of the decision-maker through one or two specific benefits of your candidacy. Please notice I wrote “benefits”. Those are different than a list of your experience.

3. A cover letter is not a dissertation. You do not have to cover every detail about you and it does not have to be long.

4. A cover letter should address any limitations you have in availability. For example, if you are going to be out of town in the near future, let them know. I once tried contacting a candidate several times and only tried the third time because the candidate pool was so poor. She returned my call that time. She had been out of the country where she didn’t have access to her cell phone or voicemail. She was a great employee, but I never let her live that down.

5. Don’t give the recipient a reason to not hire you by having typos or bad grammar in the letter. Use spell check and ask someone to read the letter to make sure everything looks just right.

6. A cover letter should have an impactful first sentence to gain the attention of the reader so they keep reading. People are busy so give the reader a reason to commit time to your letter.

7. A cover letter should have three, but no more than four, paragraphs. The first paragraph captures attention and expresses interest. The second paragraph outlines benefits of working with you and gives an example or examples of your value. Paragraph three introduces the attachments and provides a closing call to action (“I look forward to discussing my candidacy further”).

So, a cover letter can be a friend to your search by being an impactful sales piece. A cover letter can also be a foe when full of worthless information, typos, and grammatical mistakes. So begin by getting a strong foundation piece and adjust it each time you send it out.

Going from Surviving to Thriving

2010-03-31T10:29:00.000-07:00

In an uncertain economy most of our focus is on the plight of the unemployed, but times are tough for the employed too. Times are uncertain at most companies and employees watch as people leave, perks disappear and rumors predict tough times ahead. It is hard to work under such uncertainty, but unemployment is not a better alternative and new opportunities are not always available.

Regardless of whether you love or hate your current position, you should make the most of your time with the company. With uncertain times we can fall in to a pattern of survival. Hoard money. Hoard work. Sulk. Panic. Spend endless hours questioning the wisdom of our employers or predicting the next bad thing that could happen. Fear the future.

All of that behavior is demoralizing, counter-productive and unhelpful. Instead of merely surviving, we suggest thriving. Here are a few ways to do that.

Make Smart Money Choices. Review your spending and make adjusts to allow for more savings. Make sure to look at the interest and payment terms with your ongoing expenses such as credit cards, cable, and cell phone. Make calls to each creditor to see if you are getting the best deal and if there are any ways to make things more in your favor. Not only is this smart to do regularly, but many companies are offering deals to entice customers to stay with them so you should take advantage of those opportunities. I recently stopped by the retail store of my cellular provider to ask a question about my phone. The person who helped me took a look at my account and informed me that the cost of my service was eligible to drop $30 a month. I am not sure that change would have happened if I didn’t stop by.

In addition to budgeting and cutting expenses, make sure to get your finances in order in case of an unexpected financial change. This means addressing any skeletons in your financial closet such as an unpaid debt or delinquent account. Those skeletons get bigger and meaner when you have less money to use to fix them. Finally, financial advisors normally suggest 6 to 8 months in savings. With job searches taking longer, we suggest you move that savings goal to 10 – 12 months.

Become An Asset. Employers are making tough decisions about who to layoff or terminate. Make it harder for them to choose you by finding ways to shine. Network within the organization to gain more allies and friends. Volunteer to help when there are unfilled needs. Show interest in taking on more work or trying out new tasks.

Grow Your Skills. Take advantage of any opportunity to learn more and expand your skills. Whether outside resources or training by your employer - sign up, attend and learn. If you know there are “holes” in your skill set, make sure to seek out training in those areas. For example, I have a client who is an administrative assistant with little current Excel experience. Her skills have gotten rusty since she learned Excel in school. I am strongly encouraging her to take a class and find ways to use Excel at work and home so she can deem herself “proficient” when asked by a potential employer.

Count Your Blessings. A client worked at an organization that cut the holiday party and froze raises. She was irritated and wasn’t afraid to tell people. I was stunned. We have come to see holiday parties, free pop in the lunchroom, free turkey at Thanksgiving, and annual raises as entitlements rather than benefits. Count your blessings and don’t focus on what is not ideal.

Manage Your Attitude. Don’t allow yourself to get down or bitter at work. Count your blessings (see above) and then focus on the positive and what you can control. You will feel a lot better, be more productive and be seen as more valuable at work. If you are feeling down, find a safe place to discuss that outside of work so you can keep your attitude positive when on the clock.

Avoid Gossip and Group Therapy. When things are shaky, colleagues like to talk about how bad things are, predict the next bad thing that will happen, sideline quarterback for management, and gossip about the latest news. This is human nature for many and hard to avoid, but try. Not only do you become part of the problem by talking about these things, you waste time which makes you less of an asset to the company. You also make yourself vulnerable to misunderstanding and judgment by your boss when word happens to get back to them that you were part of the gossip brigade.

So, don’t just survive – thrive! Take control of your situation by making some changes to ensure you are maximizing your time with your employer and are ready for anything.

Under 30 or Over 50 - A liablity or an asset?

2010-03-18T07:47:00.001-07:00

Clients over the age of 50 are often nervous that their age is going to be a liability in the job market because they are too close to retirement. Candidates under the age of 25 are afraid they won’t be able to convince employers that they have a depth of experience. I have never run in to a situation where an employer has refused a candidate because of their numeric age. I have, however, run in to employers who are sensitive to what that age may mean for the person’s ability to blend in to the organization.

Whether you are 18, 25, 35, 45 or 105, you can either be up on the current trends and information in your industry or you can be out of touch. That mistake knows no age. Also, at any age you may have personality distinctions that make it hard for others to feel comfortable bringing you in to their “fold”. But if you fall in to two age groups, an employer may be more alert for signs that you are not current with your information or may not blend in to the group. Employers will look more closely at 18 and 25 year olds because they may be too young to know all they need to know for a position and may have generational characteristics that won’t blend with other, more senior, employees. Similarly, candidates over the age of 50 may be looked at more closely, particularly when they come off a long tenure with one employer (which increases the likelihood of a lack of investment in to new experiences and training). Ageism? Maybe. Reality? Yes. Smart? Absolutely.

For those people in the age group of 30 – 50, assumption OF knowledge will be made if there is experience that indicates a likelihood of the knowledge. Employers who interview well will take the time to test that assumption, but the assumption is in the candidate’s favor. Only through the candidate’s own answers can the assumption be broken or tainted. Those in the 18 – 29 and 50+ age groups may run in to the opposing situation – an assumption OF A LACK OF knowledge. They must use the resume, cover letter and interview to assert their assets and break the assumption.

Put succinctly, a candidate in the under 30 or over 50 age ranges must strategically show they are relevant and relatable. Relevant means that the candidate’s knowledge, experience and skills are current and applicable to the employer’s needs. Relatable means that the candidate’s communication skills, professional persona (appearance and style), and personality will be relatable to a coworkers of any age. If a candidate can show he is relevant and relatable, any age can be turned in to an asset.

What Is a resume?

2010-03-10T10:11:00.000-08:00

When coaching job seekers I will often meet resistance when I direct them toward abandoning their traditional resume for a more persuasive, assertive resume. I have always used the following to explain why I want the changes. A traditional resume often looks like a recipe explaining how to make a "you". Instead, I want a resume to explain why the employer should "buy" you. Because when an employer chooses a candidate over another candidate they are declaring that they are going to invest their time and money in to you and your role with their company. That is an investment or, in more crass terms, a purchase.

A resume needs to explain why someone should make that investment. Recently I came across another way to explain the difference. If you just list what you have done in the past, you are listing your "features". If you explain the impact you have had or provide attention-getting adjectives with your experience, you are listing your "benefits". Anyone can have administrative experience. Not everyone has "provided impactful administrative leadership that streamlined processes and reduced errors resulting in savings for the company". Many people have produced results. Not everyone can write, "Leader in project management with ability to manage voluminous document production within tight deadlines."

Take the time to transition your resume from a recipe to a benefit overview so you can catch the eye of a potential employer.

Lessons Come From the Oddest Places - Part Two

2010-03-07T10:39:00.001-08:00

As I noted in my last post, I am always on the lookout for new information to share with my readers and my clients. I spend a considerable amount of time searching for new insights. So, when I am hit with new info, without even trying and from the oddest places, I am always shocked.

This little gem came from my friend, Fabio. (Obviously not his real name, but he wanted to be anonymous and made a demand for a super cool sports name so I had to slap him back.) Fabio works in commercial construction management and has been looking for a job for almost 5 weeks. He has gone through the traditional avenues of job postings on the internet and the local paper. He has even applied for jobs out of his geographic area. But the other day he did something truly inspiring and creative. And the payoff was huge!

He decided to call around to some companies that provide supplies for his industry. He focused on the roofing portion of his work and called three or four suppliers. He asked whoever answered the phone whether they knew any companies looking for new people. Every call resulted in 2 – 4 qualified referrals, with contact information, which is exactly what he wanted. When he made his last call, however, he hit the jackpot. The man who answered the phone was the son of the owner of the business and they were looking for a news sales rep for a salary plus commission position. Could he come in immediately to talk? Of course he could! And he did and had a final interview on Friday.

That is the kind of initiative and creativity that gets results in a tough economy. Waiting for job openings to be posted and traditional efforts to payoff may result in a job, but rarely as quickly as taking the initiative to go and find the hidden job market. Fabio has become my new little source of inspiration and insight. I am so proud and happy. OK, and a little bit shocked.

Lessons From the Oddest Places

2010-03-07T10:23:00.000-08:00

I am always on the look out for new information to share with my readers and my clients. I read books, magazines, internet posts, and newspapers to gain new insights. So, when I am hit with strong messages without even trying and from the oddest places, I am always torn between believing it is a gift from God or a cruel mocking of my intentional attempts to gain knowledge. I am going with God.

As I watched mindless TV. as a reward for a day of hard work, I was faced with one such message. On the horrible Bravo TV series, "Kell on Earth", a woman is interviewed, hired and fired within twenty minutes! First, she is hired by a guy who, with all of the best of intentions, finds out nothing about her. While holding her resume he asks, "Do you have PR experience?" If she didn't want to get the job, she couldn't have justifiably blurted, "You're reading my resume! What does it say?" But she didn't and with nothing else to go on, the gentleman hires her. That was the first lesson. Hiring authorities, know the resumes of your candidates and ask deeper questions to find out the quality of the person's work and the transferable skills and behaviors.

Second, don't hire someone on the spot. Check references and compare her to other candidates. Don't hire someone without thought and reflection. If you are afraid you will lose the candidate without an immediate offer, use the time to sell her on the position and company and even blanket her with compliments. If you hire her out of desperation on the spot, you have screwed up the balance of power and not done your due diligence.

Well, even with the horrible hiring practices, the candidate found a way to get fired before even starting. With NY traffic (the show is filmed in NY), I am not sure she even made it home. How did she manage this? She tweeted on her way in to the interview and on the way out of the interview. One of the employees at the PR agency happened to be googling the company's name to find out what the current buzz was about the company and found the full Twitter history. Shocked by the lack of discretion, they retracted their offer. Many companies are using the internet to research their candidates and keep up on the pulse of their industry and reputation. Show good judgment so you don't get hurt by what seems like an innocent or private action on the internet.

See, there really are lessons to be learned from the oddest places.

Steps To Effective Job Search and Negotiation

2010-03-02T10:25:00.001-08:00

I have one of those minds that likes to draw lines between seemingly unrelated items. (An interview is like a blind date because you have to show the best version of yourself and you have to make a connection immediately) I like to show similarities where they are not obvious. Some may call it a tick. Others an annoyance. I call it handy.

For example, as I was preparing to write an article about the importance of preparation when creating your job search plan, I realized the steps were identical to what I would suggest if you were negotiating compensation or a raise. Now I can share those steps with you and you can save these nuggets of information for several potential scenarios. See? Not annoying – handy!

Step 1: Do your homework. When determining potential target industries or companies for your job search, do your homework. Ask around. Use Google. Explore the company’s website. Find industry websites and periodicals. The same holds true when going for a raise or compensation package. Know everything there is to know about your target. The more you know, the better positioned you are for success.

Step 2: Thing big. When starting any process you should never start with real or possible (imaginary) limitations in mind. Start big and adjust downward as necessary. Consider how the great innovators in history – do you think they started with limitations and objections? I recently worked with a client that constantly said, “That isn’t possible because…”. It didn’t matter what option I presented, the answer was the same. I finally asked where she was getting all of this information about the barriers between her and these options. She said she just assumed these objections because of her background, the industry and the economy. Now, how helpful is that kind of thinking? Not helpful at all. By starting big, you allow yourself creative license to explore more options which may lead you to the right conclusion. If you never entertain the bigger scenarios, you will have a harder to time getting to the “right” scenario and may always hold yourself back from your full potential. When negotiating the same holds true. If you start with your bottom line without exploring the other options, you leave little room to give and take in the negotiation.

Step 3: Think Broadly. A big mistake job seekers make is to look for a job that fixes whatever was broken at the last job. Employers do the same thing. They make hiring decisions based on the weaknesses of the last employee. If you are too focused on a few issues in your job search or negotiation, you may leave critical issues off the table that could make a world of difference in your success and happiness. For example, if you are negotiating with an employer, don’t just think about salary. Are there other ways the employer could “sweeten the pot” for you. Maybe pay for your parking which will save you $1,200 a year. Or, an extra week of PTO a year which will help your emotional health and save you a week of day care costs.

Step 4: Consider your audience. When approaching anyone for anything, you are in a stronger position when you understand their perspective, needs, fears and goals. Continuing the example from the last point, you may think an employer is playing hardball when they refuse to give you the raise you requested. What could be holding them back? Budgets? Economic concerns? Their boss? Corporate policy? If you consider their point of view, you will be better able to persuade them and offer alternatives that they can live with. In the job search realm, knowing your audience helps you to approach them with the right skills and assets to grab their attention. Applying to an advertising company? Iis it better to lead in with your operational experience or your creativity and writing experience? I don’t know, but you should know before you apply.

Step 5: Convince yourself before trying to convince them. Before approaching someone with an application or request, make sure you can articulate your position and that you believe you deserve what you are asking for. Often with my coaching clients who are looking for a new job, we have to spend time convincing them they are the best person for the job. We have to release the baggage from the last position and become our biggest advocate or we will never convince anyone else to believe us. So, first deal with whatever is stopping you from believing in your demands and then practice until you can express yourself confidently and convincingly.

Step 6: Just do it! Get off your butt and get it done. Don’t suffer from stagnation due to fear. Go for it and see what happens.

Spinning: An Interview Essential

2010-02-23T14:18:00.001-08:00

The dawn of behavior based interview questions brought an era of stunned and confused job candidates. All of them pondering why an interviewer would want to know about a time they failed or didn’t make a deadline or had a day with no agenda. Obviously the interviewer was trapping them in to exposing a weakness and ruining their chances! At the very least the questions were “dumb” and not helpful. But time went on and we adjusted to behavior-based interview questions. Now it is time to conquer them.

Behavior-based interview questions were not invented to destroy the chances of honest, hard working and good intentioned candidates. Those questions, along with traditional questions that address weaknesses and failures, are meant to uncover behaviors and patterns that may be repeated in a new position. The best way to answer them to your advantage requires two steps. First, answer honestly. Choose an example that is true and answers the question. Don’t create imaginary scenarios or use superficial stories that have no real depth. Choose an answer that addresses the question and has some meaning.

Then, in step two, explain the example and spin it in to a positive. The worst mistake and interviewee can make is to give an example and not explain it. Instead, you need to spin the information to your favor. You spin it by explaining how you overcame, learned from or made the most of the situation or weakness. By doing so, you show your ability to grow, accept responsibility, and manage tough situations. For example, if you are asked about a time you did not make a deadline. Your answer can be “I was hit with a lot of last minute requests by other people and some trouble with the project. As soon as I realized I was going to be late I let my supervisor and colleagues know the problem and offered an alternative completion time. Once we confirmed the new plan, I worked with my colleagues to handle the new requests and barriers to completion. It was a great lesson for me about time management, communication, teamwork, and adjusting to the changing needs of any situation. The next time a similar situation arose, I was able to get the project done on time.”

Employers know that no one is perfect and that we all have stumbles in our professional development. What they want to see is someone who can survive those stumbles and weaknesses with composure, self reflection, and limited carnage. Remember, any time you are asked to expose a weakness, problem, or mistake, be honest and then Spin. Spin. Spin.

Lessons from the current job market

2010-02-18T10:10:00.001-08:00

According to The Smart Cookies Guide to Making More Dough by Jennifer Barrett, more than 4.4 million US Workers have lost their jobs since December 2007. And unemployment has hit a 25 year high. The news is dreary, but there are forecasts that show hiring increasing in the near future as it usually lags slightly behind other economic indicators which are already showing signs of improvement. You wouldn’t know that things were looking up if you looked at the want ads in our local newspaper. Ads are small and few in number. Most days the entire jobs section in our regional newspaper, The Mankato Free Press, takes up less than a page. “Professional” positions have dwindled down to restaurant managers and a few other loosely titled “professional” positions.

There are two things to learn from these bits of information. First, with so many people unemployed or just recovering from a period of unemployment, a lapse in your job timeline will not sink your chances in the job market. If you have a period of unemployment, be able to explain why you lost your position. If you can explain why you were chosen versus others in the company, that is helpful too. Also, have information about your success in your last position. Such things as letters of recommendation from the last employer or coworkers from the last position are helpful as are emails and thank you notes that indicate your good work. If you had written reviews, get a hold of them so you can show your solid work performance. Finally, be able to speak to what you have been doing with your time. Have you been volunteering, getting more education, sharpening your skills, etc. Those stories show drive and provide a view of a well-rounded professional.

The second lesson learned is that the want ads are not the primary or best source of opportunities in this market. Employers can practically reach their hand out the front door and grab someone who would be happy to join their team. They can send an email out to friends and family and get referrals of good candidates. You need to go to the employer to make it just as easy for them to find you. And, sometimes it means getting creative. Offer to come on part-time or as-needed or to volunteer for a couple of shifts or projects to show your worth and help the employer whose financial resources may still be tight. Think I am crazy? Well, so did my friend who wanted a bartending job near her home. She had no experience, but knew it was a job for her. A locally owned bar down the street didn’t advertise a need, but she went in and asked if they needed anyone. They said “no” but let her fill out an application. She did and thought that was all she could do. I recommended she stop back and talk with the owner. Let him get to know her and her interest in bartending. I even recommended she offer to volunteer for a couple shifts to gain experience and for him to learn about her. She thought I was nuts and in her financial situation she couldn’t see why she would ever volunteer. But, she gave it a shot and just worked her second shift yesterday.

There are few straight lines to the hidden job market of this strained economy. Be creative. Put yourself out there. And be prepared to bend at each turn. Good luck.

What to ask the employer during an interview

2010-02-15T08:18:00.000-08:00

When I was a career coach in an academic setting the number one question I was asked about interviewing was what to ask the employer during an interview. Most students were horrified by the thought of having to ask a question. They wanted a job or an internship and there was little the employer could say that would make them run the other way. Times have changed. The new generation of students has more expectations for their first job. That is a trademark of that generation. And my former students, who are now well in to their career, have certain things they need to know so they can avoid repeating past bad experiences or ensure their next move is THE right one.

So the players may have changed, but the rules haven’t so it is worth it to review them.

First, when asked if you have any questions, there is almost never an excuse to not ask a question. Asking questions shows preparation and interest and strategically gives you an opportunity to move the conversation toward your strengths and reasons the employer should hire you. There is only one small window where, if you absolutely freeze and can’t think of something to ask, you can say you don’t have any questions. That small window is if the employer really has answered all the questions you have about the job and you can reply with, “I had several questions including, A, B, and C, but you have been really helpful and already answered them for me. I am really pleased with what I am hearing.”

Second, what you ask in the first and second interviews are very different. The first interview is focused on the employer narrowing down the list of candidates. Your need to know most things is secondary to their need to know if they are interested in you. So your questions should be broader and oriented toward success in the position and with the company. Some candidates are adamant that there are certain items that are deal breakers for them (compensation, work schedule, and telecommuting are usually the big issues) so they insist on asking about them in the first interview. Although this causes my heart to skip several beats, my answer is always the same. Asking those types of questions in the first interview can cause you to lose the opportunity for the second interview and the job. If the importance of the information outweighs the risk, then ask, but remember that the answer may be exactly what you needed to hear, but by asking the question you may have sacrificed the job.

Questions during the second interview can be more specific and oriented toward your needs. It is particularly good to spend this time understanding the people you will work with and for and the direction of the company.

Here are some good examples of questions to ask the employer.

First Interview Questions.

What characteristics are you looking for in a candidate for this position?

When reflecting on the last few people in this position, what made them successful or not successful?

Why did you join XYZ company?

What do you see as the top priorities for this position in the next 3 months?

Second Interview Questions

How do you characterize your style of leadership?

What work style habits are hard for you to work with?

What training and orientation is available for this position?

What are the biggest strategic goals of the company for the next year and how would my role be a part of that?

Paid Leave Can Be Costly, but Doesn’t Need to Be

2010-02-08T12:19:00.001-08:00

At certain points in almost all of our lives we will need to be away from the office for a period longer than a week. Maternity or paternity leave, medical necessity, family obligations, sabbaticals, etc. can lead to extended absences from the office. I was once gone for 6 weeks due to a foot surgery. I remember thinking it was a relatively benign absence. It was during our slow period. I made sure my staff was not planning to be gone. I prepared.

I was lucky in many ways because my supervisor and my staff were supportive of the time off and no one was lurking in the background to undermine me in my absence. No matter how perfect the situation is, leaving the office for an extended period of time requires thoughtfulness, planning and action.

First, before making the decision to take the leave (if it is a situation in which you have a choice), consider all the factors. Is the leave at a time that works for the organization? Is there a better time for the organization that also works for you? Are you planning the leave so you are getting the time you need without abusing it? I know people who were ready to go back to work physically, but enjoyed the time off so they didn’t press their M.D. for a slip to return to work. Be careful! Next, make sure you have the finances, PTO and/or disability to keep you financially secure. Calculating a worst case scenario timeline is essential. Whether a pregnancy or a foot surgery, things can happen that delay your full return to the workplace. Keep a cushion in your plan to account for the unexpected. Further, be aware that once you tap in to your disability option at work, that decision follows you for years to come. When I had my foot surgery I used a few weeks of disability to cover my time away. On many forms, from disability insurance to life insurance, I have been required to disclose that usage and there are always follow-up questions. For a time I was even limited in the disability coverage I could get. Finally, be careful how you deliver the message to your supervisor. Although your leave may be legally protected and covered by your employer’s policies, how it is introduced to your supervisor can make a world of difference in whether it is supported or resented.

Second, prepare your co-workers and supervisor for your absence. When introducing the leave to your employer show her that you have thought out how your work will be covered and how you will have things ready to run smoothly in your absence. Be open to her plan, but be prepared to provide a thoughtful approach to limiting the disruption while you are gone. This shows initiative and dedication. It can also show creativity and management skills. A great impression to leave before an absence from the office. If you really want to go the extra mile, prepare a “manual” of things to expect. It could include what to do if certain unexpected, but not out of the question, events occur; location of files; and contact information for key people related to your role. Want to go the extra step? On the day you are leaving, place a gift on your desk with the name or names of those helping while you are gone written on an attached card. Thank them for their work to support your absence. I like to have this gift include snacks and stress breaking toys to keep it lighthearted and appealing to everyone.

While you are gone, respect your time off and don’t try to do too much work. It is your time off to take care of your personal issue so you should respect that. Don’t take the role of a martyr who thinks the office can’t survive without you. That approach rarely comes off as sincere and often comes off as arrogant. The world will survive while you are gone and with all the planning and preparation you did, the time should go very smoothly. You will look much more professional and balanced if you commit your time to your recovery with the stated intent of coming back at 110% capacity. It is a good idea, however, to check in every week or two weeks to see how everyone is doing. Keep it light and friendly with limited questions about work issues. Allow your co-workers and supervisor to bring work issues up while you show interest in them and the progress of the office generally.

Time away from the office is our right and need at different points in our career. It can be a costly time if you are not prepared and tuned in to those around you, but with a little work and effort, you can be away from the office and openly welcomed back when you are ready to return.

Recruiter Bill of Rights

2010-01-31T12:39:00.000-08:00

This is the second part of a two part series. In the first part (Candidate Bill of Rights), we discussed what the candidate can expect from a recruiter when receiving help finding a job. Now, we will turn to the candidate and what a recruiter should be able to expect from him. Recruiters provide a service and work in a partnership with the candidate to find an opportunity that is "just right" for that person. The relationship, when successful, leads to a great job for the candidate and professional satisfaction and a financial commission for the recruiter.

In a very successful candidate/recruiter relationship, the experience is even more fulfilling than described above. The candidate is guided through a process that can be daunting and represented to potential employers with a level of enthusiasm and detail not available to someone simply replying to a job posting. Journeying together through the process can lead to lifelong friendships and repeated representations.

An unsuccessful relationship either results in no job at all or a process that is contentious and lacking trust. Neither scenario is ideal, nor necessary when both sides fulfill their duties in the relationship.

In order to create a successful and satisfying relationship a recruiter needs to be able to expect certain behaviors from the candidate.

A Candidate shall be honest and upfront with the recruiter. Hiding information from the recruiter can lead to embarrassment for both the recruiter and candidate. For example, if your resume says you have a B.A., but you are really short one class, the recruiter needs to know that. At some point either the recruiter or the potential employer will conduct a degree verification. That is the wrong way for them to find out something that can be worked through when handled appropriately. Further, many recruiters will quit working with a candidate who falsifies information on the resume and the potential employer will follow their lead.

A Candidate shall keep the recruiter informed of the status of her job search. Any changes such as interviews, resume submissions, changes in expectations, and periods of time that the candidate cannot interview need to be communicated to the recruiter. These types of changes effect the job search and the recruiter can’t represent a candidate without current information about the search.

A Candidate shall return phone calls and emails from the recruiter immediately. Recruiter’s live by the mantra “Time kills all deals”. That can never be good so make the recruiter your first priority when left a message. It is not uncommon for the employer to push the recruiter for information and updates. Both you and the recruiter look unprofessional when updates are unavailable.

A Candidate shall keep good records of who has access to his resume. Whether a candidate is sending out resumes, having a friend circulate them or is working with more than one recruiter, it is the candidate’s responsibility to keep track of activity. If a resume has been presented to any employer, the candidate should know who received it, on what date they gave someone permission to present it, on what date it was presented, and the result. Those records should be kept for 12 months. Having a resume submitted to an employer through multiple sources can muddy the waters and make the candidate look unorganized and desperate.

A Candidate shall remain open minded. A recruiter is not doing his job if he doesn’t look at all potential opportunities for the candidate. Sometimes that means introducing a job or a company that doesn’t appear to be a natural fit. A candidate should not judge the opportunity as not right until the recruiter has been given a chance to explain. Ask questions, challenge assumptions and keep an open mind. If, after asking thoughtful questions, it still doesn’t feel right, then the candidate can ask the recruiter to place the opportunity aside. If the candidate keeps an open mind, the recruiter can share his insight and experience to help expand the opportunity pool.

A Candidate shall communicate with the recruiter immediately after each interview. A recruiter can push along the hiring process and fix or support messages from the interview, if given the opportunity to be a part of the process. There is a small window of opportunity after the interview when the recruiter can make an impact. A candidate must call the recruiter immediately after the interview. Many recruiters will jokingly say “Call me from the car after the interview.” They are not joking. An immediate call is expected and ideal. If you can’t make that work, let your recruiter know before the interview so they can adjust expectations with the client and no one is left wondering.

A Candidate shall trust their recruiter. A successful relationship can only be built on trust. If you don’t trust your recruiter, don’t work with him or her. If you don’t trust any recruiter, work on yourself. You aren’t helping yourself with that attitude.

The Emotions that Lie Behind Your Search Will Fuel Your Search

2010-01-13T16:23:00.001-08:00

As career coaches we see people in transition all the time. Sometimes because they want to make a change. Sometimes because they are forced to make a change. Regardless of how it starts, those searching for a new opportunity each have their own individual, unique energy. The energy behind a search fuels that search so it is critical to identify the energy behind your search. If that energy is not helping your cause, re-start your search by adjusting the energy.

Here are some of the energy types we see most often.

Low Energy – Some job seekers are apathetic or lacking energy toward their search. This often comes from a place of fear. They are ruled by their fear their search won’t be successful or it will be hard. They are afraid they don’t know where they want to go or can’t get the job they want. They can even be afraid of just components of the search (ugly resume or a hard event to explain) so they have no energy for any part of the search. There are three main problems with low energy. First, if it comes from unnecessary, unfounded or resolvable fear, that needs to be addressed or it will follow the person in to the future. Second, low energy can result in a lack of activity and effort toward the search which gets you nowhere. Finally, low energy comes out in the interview either as apathy or a lack of confidence. Nothing good can come from that, particularly when you really do need to get a new job.

Nervous Energy – Some job seekers have an almost visible physical tick when faced with their job search. The nerves associated with searching for a job make them panicky and anxious. This often leads to an uneven and unfocused job search because as soon as something doesn’t happen as quickly as they want or they meet resistance or rejection, they change their plan. They may even stop their search for a short-time to rebound from the experience. In interviews they often come off as lacking self confidence and focus. Ultimately, they don’t present themselves as confident, focused and in-control professionals which is what most employers want to add to their team.

Frantic Energy – Closely related to nervous energy, but with its own peculiarities is frantic energy. This person is determined to find that next thing quickly and without being stopped or stalled by anything in their path because not getting a job is just out of the question. It can’t happen! They put lots of energy toward their search, but because they are trying to fulfill the goal of finding a job in a certain timeframe or a job with certain criteria (pay, schedule, etc.), they push everything forward quickly and sometimes without thoughtfulness. They also tend to get antsy when they don’t hear back from a potential employer quickly which can lead to inappropriate levels of follow-up with the organization. They also risk being seen as desperate and, in the worst case scenario, a bit scary.

Focused Energy – The best kind of energy is focused energy. This energy treats finding a job like it is a job. The person is consistent with their energy except when they take structured breaks from the search. A structured break is one taken to attend to other personal things or refresh and renew so they can remain consistently energized. This person makes and works a plan and processes unhealthy fears so they can push forward with the best version of themselves for the purpose of impressing potential employers.

You can likely identify which energy you have right now, but that is not the end of the story. You can choose to have another energy. You need to stop, assess, and change your energy to get your search on track. If you are currently working with a negative energy and can’t see how you can change it, we recommend a two step process. First, make a workable job search plan with objectives and deadlines. Second, fake it (good energy) until you feel it. Good luck!

Candidate Bill of Rights

2009-12-15T07:15:00.001-08:00

The recruiting industry has been a staple in the business world for decades and has seen its influence grow as the global economy has grown more complicated and the world even faster moving. Organizations use recruiters to find top-tier candidates. Top-tier candidates often find using a recruiter helps them land the best opportunities. Recruiters often know about openings and potential openings first. Sometimes they are the only ones who know about an opportunity because the employer is conducting a confidential search or limiting posting locations.

Looking at it from another perspective, a recruiter is valuable during the screening process. She has pre-existing relationships with decision-makers that allow them access to information that will never make it in to a posting. They also have the ear of the decision-makers so they can explain problems in a candidate’s background and fill in blanks that make the candidate more appealing.

Working with a recruiter should be a supportive, positive and rewarding experience. In order for that to happen, both sides must commit to certain standards of behavior. In this entry we will discuss your rights as the candidate. This list isn’t exhaustive, but is a good start. If there is more that you will know from your recruiter, you should let him/her know early in the relationship so everyone is on the same page.

Candidate Bill of Rights

1. A Recruiter shall return phone calls within 48 hours. Don’t be offended if the calls are brief, however, as the more they are on the phone with you, the less time they have to contact potential employers who could be just right for you.

2. A Recruiter shall provide timely feedback. Whether after a submission of your resume, outreach to an organization on your behalf or after an interview, you have the right to know the result and any reasons for that result.

3. A Recruiter shall establish expectations at the first meeting with a candidate. This includes what you can expect from them and what they expect from you.

4. A Recruiter shall be honest and sensitive, but thorough in their understanding of you and your background. Be prepared to have detailed and personal conversations about your experience, goals and criteria for a new position.

5. A Recruiter shall be an advocate for you. Although they must always be honest with potential employers about you and your background, they must also be supportive of you. This means being supportive both in how they communicate with you and about you. Think of your recruiter as a sports agent representing your best interests throughout the entire process. Doesn’t everyone need a Jerry McGuire?

6. A Recruiter will be accurate and honest when representing you. They should not hold back or embellish information to get you interested in an opportunity or an organization interested in you.

7. A Recruiter should always treat a candidate as a valued professional.

8. A Recruiter should never submit or present your resume to an organization without your permission. Keep track of where you have submitted your resume and to which organizations you have authorized the Recruiter to represent you.

9. A Recruiter should always keep your identity confidential to the public except when authorized to present your resume to an organization.

You Talk Like A Girl!

2009-12-03T08:25:00.000-08:00

I could handle being told I “run like a girl” or “throw like a girl”. Who cares? What’s it to you? But as I have coached more-and-more women over the years I have come to recoil when I find women who “talk like a girl”. The women who avoid eye contact when talking about tough things, use twice as many words when delivering a difficult message, and insert “hedging” language in almost every circumstance.

Those symptoms of “girl talk” appear to support the nurturer and appeaser that lurks within each female. I am sure there are exceptions to this theory. Women whose inner girl never existed or has been kicked out over time. But, in the vast majority of cases, even the toughest, most accomplished women still have a girl inside who colors the woman’s communication.

I love to support every woman’s natural nurturer and appeaser instincts. I love the things that make us unique from our gender counterparts – men! I raise the flag of honor that I have unique skills, strengths, and tendencies because my chromosomes are different than men. I even respect the fact that some of those tendencies may be present because of unintentional programming by society, family and friends rather than biology.

Where talking like a girl gets in the way of success - now that is where I have a problem. When women are maneuvering the professional landscape, talking like a girl can hurt us.

First, avoiding eye contact during tough interactions undermines our authority and weakens our message. Tough times can include delivering a tough message, discussing risky subjects, or even disagreeing. For many women, it can also include times when she must brag – like in an interview. Many women are not comfortable “tooting their own horn” so they either don’t or sabotage the message with bad eye contact, shielded body language or hedging words (more on that later). When delivering these types of messages women will look off to the side of the listener or get distracted by things around them like papers on their desk. It is critical in those situations to maintain strong eye contact to show the seriousness and sincerity of the message. Without strong eye contact you look weak, uninterested, and even unconvinced of the very words you are saying.

Second, uncomfortable with a subject, women use twice as many words to deliver their point. Whether it is answering a question about why they are no longer at their last employer or what is their biggest weakness, women use more words to answer the question. When delivering hard messages, such as reprimands, the same holds true. The extra words don’t soften or hide the message, they just confuse it. Whenever preparing for a tough conversation or an interview, consider what topics are most challenging for you and prepare your part of the conversation. Go over the message in your mind or even on paper and be aware of times you are adding unnecessary words. Clear, concise and meaningful discourse in these situations lessens the confusion, makes you look confident and shortens the period of pain by allowing you to move on to a subject you do want to talk about.

Finally, Jane Austen and other female masters of the English language would cry if they heard the slaughtering of the English language that is done when women add unnecessary and pointless words to our speech. “Um”, “maybe”, “kind of”, “like”, and “I think” are just a few examples. We all have hedging words we use as crutches when talking. And in many cases they are harmless little words, but in the work and interview setting, they make us look less poised and they weaken our message. Which is stronger? “I am confident I would add value to your organization” or “I think I may add value to your organization? “Maybe we should hold off on a decision” or “We should consider holding off on a decision”. Getting rid of these hedging words is tough because by the time we know we use them they are engrained in our speech, but being aware of them is the first step and then practicing and correcting our patterns will help us reverse the damage.

Be a girl (or woman) in all the glorious ways you can, but when it comes to communication at work or in interviews, control the ways talking like a girl can diminish your success.

Seminar Series - Mankato

2009-12-01T18:45:00.000-08:00

Thank you for your interest in our Seminar Series. Forward Consulting is committed to helping people and organizations maximize their potential. This seminar series is meant to help you achieve greater success at whatever phase of life you may be in.

Seminars are 1.5 hours long, conducted at the AmericInn Conference Center - Mankato. Registration is limited to a smaller group to allow for interaction and questions. Cost per seminar is $45.

Seminars For the Job Seeker:

Job Search Success in Any Market. January 12th from 4:30pm - 6pm or January 13th from 8am - 9:30am.

Learn the fundamental tools to securing your next great opportunity

Seminars For the Professional at any level:

Career Success Fundamentals. January 14th from 8am - 9:30am

Learn fundamental tools to maximize your potential (communication, time management, and relationship tools).

Going from Being a Survivor to Being a Thriver. January 14th 10am - 11:30am

Tools for expanding your potential and thriving in your current or new position during a struggling and rebounding economy.

Seminars For the Manager or Small Business Owner:

Hiring for Excellence. January 13th 10am - 11:30am

Master the steps to better hiring and retention.

Creating a Customer Service Environment. January 13th 1pm - 2:30pm

Oriented toward pedestrian service industries. Learn how to develop and maintain a top-notch customer service organization from environment develop to management of employees.

Managing and Motivating Employees. January 14th 1pm - 2:30pm

Maximize your employee's potential through good management. Wide range of employee relations topics will be covered including cross generational issues and coaching people up or out.

More information or registration is available at amy@forwardbpc.com or 952-334-7502.

Presented by Forward Business and Professional Consulting.

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Job-Specific Resumes Answer the Right Question

2009-11-24T09:14:00.000-08:00

I was never a fan of job specific resumes. I thought the foundation resume should be written so well that adjusting it for specific jobs was a lot of unnecessary work. The last year has been a brutal employer's market. This has changed the job seekeing game. If you aren't getting your resume personally handed to the hiring authority by someone who has enough clout to say, "Interview this person. It is worth your time." or "I know the resume isn't the best we have seen, but I have inside information that says this person is right for the job." or "Hire her - I said so!" --- You need to have a powerful resume that puts you on or near the top of the many resumes being submitted for the position.

To make the resume effectively speak to the specific position, you still near to start with an excellent foundation resume. It has to be a sales piece that highlights your strengths, skills, and experiences. It has to sum up your exceptional attributes and make someone want you on her team rather than the competition's team. Once you have that document, you should look at the job description provided by the employer. If they only provided a small ad, contact them to see if you can have an extended job description. When you call, use the interaction as a way to leave an impact. For example, "Hello, I am calling to ask a quick question about the XYZ job you have posted. I am experienced in the area and have seen a lot of success in the industry, but want to make sure I am a solid match to your needs. Would you be willing to share the job description with me? I would hate to show interest in a position that is not a good fit for both sides." Remember, you are making a first impression. Make the most out of it.

If the advertisement said "No telephone calls, please." then don't call. Instead, see if you know anyone in the organization who could ask for the job description. If that doesn't work, then do some thinking about what the job entails. Once you understand the job essentials, make sure everyone is covered in the resume. Then, also consider if this employer has been a part of your history. Have you ever worked on something for them or their competitor? That may result in knowledge other candidate's don't have. Highlight that knowledge. Have you used or purchased any services or products from this employer for a previous employer? Highlight that.

Ultimately, to have the resume speak to the job opening you should have the resume act like an answer to a question. An employer asks, "Why should I hire you over someone else to meet the specific needs of my company?" And your resume answers with all the right reasons.

Not having a job IS a job

2009-11-17T20:19:00.001-08:00

People react to unemployment in different ways. Some people mourn the loss of the job early. Others ignore the emotional part until later when it often hits them over the head. Some work hard at the beginning of their search and then fall in to a more leisurely search later. Some search in fits and start. The most successful job seekers process the emotional aspect of the loss of the job and then hire themselves to find a new opportunity. They treat the job search like a job.
Treating the job search like a job involves the following. First, set aside time each day to focus on the job search. That time should include searching job sites, fine tuning the resume, applying for jobs, seeking resources for the job search (such as a coach), networking, and sharpening skills. Second, if job seeking is your current job, you need to have a plan, goals, deadlines, and accountability. Write them down and, if helpful, share them with someone who will help to hold you accountable. Third, talk about your job search and let people know you are searching. Do this much like you would do if your "employer" was launching a great new product or promotion and you wanted to promote it to your friends. In this case, you are the product and you need people to be aware you are there. Being aware of your search helps the people in your life keep you in the front of their minds when potential opportunities surface.

Treating the job search like a job has many rewards. First, it should shorten the length of your search. Second, it will help you have purpose, be active and see little successes while you work toward your ultimate goal. Third, it will help you to avoid getting stuck in depression and complaisance. Finally, by putting consistent energy toward your search, you are putting energy out in to the universe that says, "I am here and I will be successful at getting a job I love and that fits my needs." There can't be anything wrong with that kind of energy working for you out in the universe while you work to help yourself.

The Hidden "Costs" of Changing Jobs

2009-11-09T12:47:00.000-08:00

For some, looking for and going to a new position is extremely exciting. A New Adventure! The possiblities are endless! For others, the process of looking for a job is daunting and the new opportunity can be frightening. So many unknowns! So much work! Both views of looking and starting a new job are absolutely correct. It is just a matter of perspective.

No matter what perspective you share, there are some common truths that will effect everyone. Looking and changing jobs comes with "costs" - and not just financial. Being aware of them before you put your toe in the job search pool is vital.

Financial costs. Although these costs will impact people differently and to different degrees, they should be considered before making a move.

Keep in mind the financial incentives at your current job and plan your move accordingly. Is your bonus paid on the first of the month? Then give your notice on the 2nd or 3rd? Is your 401k going to be vested in six months? You may want to wait until after that date. Did you take advantage of tuition reimbursement? Make sure to read the fineprint about repayment if you leave the company.

When you identify that new opportunity, find out when their health insurance coverage starts and find out when your current insurance would end. If there is a big gap between the two, consider negotiating an earlier start of insurance at your new company. If that isn't possible, save enough money to cover COBRA costs in case of emergency.

If you have vacation or PTO that will not be used for interviewing time, use it. Just make sure to do so in an inconspicuous way so that no eyebrows are raised.

If you have a parking contract or long-term public transportation pass, assess whether you can still use those arrangements with your new job. For example, if your parking garage is located in the opposite side of town from the new opportunity and you are under contract for a few more months, ask if they have transferable properties near your new job or whether you can sublet your space or pay a penalty to get out of the contract early. At the very least, make sure to know the rules on giving notice so you can stop the expense as quickly as possible.

If you have taken a loan out against your company sponsored 401k find out the rules about repayment. Some loans require immediate payment if you leave the employer.

Before you begin your search, calculate the dollar value of your benefits so you know what you need to receive from a new employer to make the move make sense. Remember to factor in parking and transportation costs. Also, consider additional child care costs and commuting time before you decide the hours you are willing to commit to and where you are willing to work.

You will need to "dress for success" both in the interview process and as part of a new work environment. Be prepared to pay for dry cleaning for your power interview suit and buy new clothing, if the new environment calls for a new look.

Other "costs". Finding and transitioning to a new position can take a toll on you personally and on your relationships at home. Evaluate those potential "costs" before you start your search.

Is your personal life in order so you can commit the time to the search? Is this your spouse's busy season so he/she can't put more time in at home to cover for your absences and need to focus on your search?

Is everyone on board with this process so they will be there for you emotionally? Will they accept the time you will sacrifice with them to look for a job?

Interviewing takes time and the time away from work needs to be covered. Are you prepared to explain your absences? Are you prepared to stay on top of your work so your absences don't become a problem? Remember, that work may need to be done on your time. Do you have time available to fill the gaps? Do you have PTO available to use for your time away? It would be a last resort to be absent without pay because that is financially troubling and may be a redflag for your employer.

Do you have access to a good computer, current word processing software, personal email address, quality printer, and resume paper? Factor in those needs and their associated costs.

Are you emotionally ready to let go of relationships at your current job? Once you enter the job search process your focus is going to change and then, when you start the new position, you will not have the shared experiences with your coworkers. This will change the relationships and can leave you mourning those losses. Be prepared.

The list of potential "costs" may seem long when you first look at it, but don't be afraid. With good planning and good luck, you can manage them and the rewards of the new opportunity far outweigh the risks.

Being Human Capital

2009-11-03T17:52:00.000-08:00

Throughout modern time management philosophies about employees have gone from equating them to cogs in a wheel to zen-seeking members of the family. Those philosophies and all the ones toward the middle of the spectrum have had their moments in the sun and become the center of big institutes and trainings. Soon or not so soon after the training a new philosophy would take over or the managers would fall in to their old, natural patterns of management – good or bad.

Strangely an employee was rarely given the specific information that the manager had traded one philosophy from another. Wasn’t that hard for an employee to go from being a cog to relative overnight? How many employees didn’t make that transition well and were left to flounder under the new regime? How much potential for connection and growth were lost because things were assumed about the needs and wants of the employee and their understanding of the new philosophies.

As we reflect on those questions and the goals of the philosophies themselves, we arrived at a conclusion. The core issues for both managers and employees are the same so the philosophy should apply to both. The first issue is how do I maximize my profit potential (for the employee that comes in the package of a paycheck)? Second, how do I achieve high profits while reflecting my values and daily happiness needs (for an employer that may mean working with people who aren’t trying to run them over with their car on the way out of the parking lot)? For each of us the priority of each issue and how they manifest themselves in our lives at certain periods fluctuates. For example, when I first graduated I cared a lot about the first issue and didn’t give much thought to issue two. Slowly I learned that if I didn’t have passion for my work and a sense of giving to a larger common good, the money never filled me up so the second issue gained importance and evolved.

As a manager, my prioritization of the two issues was constantly in flux depending on how invested I was in my employees and the pressure I was getting from my managers. If an employee drove me nuts and didn’t seem engaged, I relied heavily on how they were helping me to achieve profit goals and if the profits weren’t connected to their contributions, their time with my company was limited.

If these issues are as universal as we assume, then we all become human capital and, potentially, managers of human capital. The concept of human capital is an old economic term. Human capital is a term identifying people as a source of profits and other useful results in the context of industry. The term is generally used in the context of how a company looked at its people, but it is also helpful as a term we can use for ourselves. In fact, it may be critical to make this philosophical change.

First, by seeing our careers as an application of our human capital potential, we take some emotion out of decisions. For example, it is less of a stretch for me to ask for a raise when I see the issue as one of human capital potential rather than popularity or a reflection of self worth. Negotiating compensation also becomes easier. Second, developing career goals and a plan for long-term growth or investing in training becomes more of a structured management of our potential. In fact, it would be considered squandering our potential to not make those investments in our future.

Under the theory of human capital the second concern of reflecting our values and daily happiness needs does not fade away. That is also part of the equation. As human capital, my value in the market consists of more than just money. Am I more valuable human capital if I fill a need for my community? Yes! Do I extend my usefulness and increase my potential value if I stay healthy and happy because I am doing things that make me feel good? Yes! As human capital, when I take on more training and development opportunities that enrich me immediately, do I also deepen my human capital value for the long-term? Yes!

So, how does the concept of human capital apply to your daily life? As a manager, consider if your employees are fulfilling their human capital potential in their current role. If they aren’t, work with them to figure out how to make them more of a profit factor. Are they in the wrong position? Do they need more training? Do they feel they have the autonomy to suggest or implement changes that save or make the company more money? Is the employee thriving in the environment so they are free to do their best work? Is the employee ignoring their individual development and personal needs because of too much work and they are at risk of burning out? Working to answer those questions and invest time with the employee to maximize their potential is a good use of your time and skill. Remembering that your goal is to maximize the value of human capital to ensure company profits will help you, your company, and your employees see greater success.

As an individual, seeing yourself, your goals and your actions in light of your role as human capital can help you make smarter decisions. It can also help you to invest more time in planning. Finally, it can take the emotional component out of some decisions and allow you more courage to ask for what you, as valued human capital, deserve.

Forward Consulting is committed to helping employers and employees maximize their human capital potential.

Effective Onboarding is Essential for the Retention of Top-Notch Talent

2009-10-28T06:44:00.000-07:00

For many employers, the sometimes excruciating process of finding the right person for a position exhausts them so they forget that the hiring process doesn’t end when the offer is accepted. It is as though we can finally fully exhale after the candidate accepts our offer so we forget our job isn’t done yet. Although finding the right match for your company is critical, onboarding or introducing that person to your organization is as critical as the hiring.

The period of time after the offer is accepted through the employee’s first few days with a company has three critical objectives to establish a firm foundation for the new employee.

First, the goal is too establish a good emotional bond with the company. The offer and acceptance stage of the hiring process is much like a wedding. There is much preparation, hype and anticipation. Once the event is over, however, the couple is left maneuvering new territory with no “next” big bash in sight. It can be quite a letdown. Similarly, after the job offer is accepted there is often little contact between the employer and employee before the employee’s first day. This can also be scary and leave the new employee open to second thoughts and counteroffers. It is that space between the offer to the start date that can be the first chance to build an emotional connection. Periodically send onboarding information to the person. Consider including them in employee development and/or celebration events during that period. It is a nice touch to forward organizational announcements, such as promotions, to the new employee with simple notes indicating you thought they would like to know. Also, if the period of time is more than two weeks, invite them to the firm for lunch to get reconnected and talk about their transition. This is a great opportunity to build the relationship and identify any potential concerns or counteroffers. Then have someone call the employee a few days before the start date to confirm everything is in order and you are looking forward to his/her arrival.

The next step to build that emotional bond is to make sure the first day is smooth and welcoming. Have an onboarding checklist that includes technology setup, business card ordering (where applicable), desk setup, and security access and key creation. Make sure that list is thoroughly reviewed and all the items completed before the start date. This is a good time to include the new employee’s new coworkers in the onboarding process to gain their support. Also, have a written agenda for the first day and make sure to share it with the new employee before the first day so they know what to expect. The schedule should be relatively full as you don’t want the employee to have a lot of downtime during the first day where they struggle to keep busy. Sharing it with the employee before they arrive allows them to plan their departure time and lunch arrangements.

Finally, make sure the employee feels welcome. Have a member of leadership send out an organization-wide email welcoming the new employee, sharing some details of their past, identifying their role, and listing their contact information. Also, have several colleagues or supervisors identified to visit the new employee throughout the day and, ideally, take him/her to lunch.

The second objective for an effective onboarding process is to get the person oriented so they can more quickly begin being productive. Explain operational procedures, where things are, and important events and times for the company. With the fundamentals established early, the person will be productive earlier.

The final objective of onboarding is to establish the company’s expectations for the person in a nonthreatening, constructive manner. Clearly addressing communication, deadline, and production expectations early when there are no negative experiences to muddy the waters will lessen the chances of problems later.

It is easy to get distracted by our day-to-day responsibilities and not make time to focus on a smooth onboarding experience for a new employee. That distraction is a big mistake when our intention is to keep that employee happy, productive AND employed with us. First impressions are essential!

Is Now The Right Time To Look For A New Job?

2009-10-22T20:13:00.001-07:00

For the last year it has been difficult to find top talent who are looking to make a move from one employer to another. Recruiters have tried desperately to assure potential candidates that it is safe to make a move. Employers have gone to great lengths to attract people. There are exceptions, but most people have had the “hold on for dear life” philosophy when it comes to work. Why put your toe in the waters of another company when you have a secure job and the inside insight on how secure your job is and banked benefits you can rely on?

That philosophy was solid. There are only a few exceptions where that did not hold true. First, if another opportunity materialized that had significant advantages for the person’s career and/or financial trajectory. As the long as the opportunity didn’t seem too good to be true, the risk of taking a step toward a brighter future made sense. If it was a purely financial gain, the move made less sense as there was still a risk the new company could do layoffs shortly after the person’s arrival. That would mean a solid job was lost for a very short-term gain. For some, that gain was enticement enough to justify the risk. If the new position helped the person to make a solid step forward in title or responsibility or it allowed someone to jump from one discipline to a more sought after discipline (e.g. from line employee to management), then the position, if even it proved to be short-lived, would bolster the resume and make sense. But in both situations, there was a risk that a replacement position would not be available so people had to really consider the risk.

The days are changing now and not just because of the weather. The worst of the recession is over by almost every economist’s analysis and some industries and companies are starting to hire again. Hiring isn’t growing at rapid rates, but there is movement. So, is it time to make a move? The short answer is yes. It is time to start coming out from our security positions to see what may make sense for us in the recovering economy. If making a move makes sense, it makes sense to start looking now. This is particularly true for upper level managers and professionals whose job search will generally take six months or more. In six months (April or May) hiring should be at a solid pace and layoffs should be a memory. It will be a perfect time to look for new opportunities in potentially greener pastures. So, if a move sounds enticing, get started now. Reflect, prepare and keep your eyes open. Your timing is perfect.

Survival – Transferring the lessons of a troubled economy to an emerging economy

2009-10-13T10:35:00.001-07:00

We are going to be bold and pronounce the end of the recession and the beginning of an emerging economy. Signs from retail sales to the stock market whisper that the worst is over and we are on the road to recovery. I even had a friend predict that 2010 is going to be a big economic growth year! Although that may be a bit too optimistic, we feel confident writing that the economy is beginning to emerge from the worst of the recession.

Throughout the recession, people have scurried to adjust to the risks and/or realities of unemployment, less credit to maneuver the tight times, and fears and frustrations of uncertainty. Some have done better than others. So, as we look to a brighter future we have to ask what we have learned from this experience and how do those lessons translate to safer, more stable, times.

In many ways the recession was a gift to remind us of some of the fundamental truths that had eluded us during the tidal wave of economic growth that preceded it. As we emerge from the recession, these fundamental truths should stay a part of our every day consciousness.

1. Live within your means and prepare for a rainy day. The fundamental budgeting principles of spending less than we make and saving enough money to cover at least six months of expenses are still correct. During the pre-recession period we relied heavily on debt to help us live outside our means and we relied on the ever increasing value of our homes as an investment – even using our homes as a bank (reverse mortgages, refinancing, etc). Getting back to more conservative spending and saving is a smart path regardless of the economy.

2. Loyalty makes sense. Blind loyalty is just plain stupid. You are part of the success of your company so being loyal to the company is good, but it does not mean you should ignore warning signs of tough times or outside opportunities that support you and your long-term goals. Your company needs you, but they will live without you, if they need to do so. Can you say the same?

3. Never let your career path get stalled. Everyone knows that before making a move to a new employer a lot of reflection should take place. Quick, unplanned moves can get you in to positions that don’t fit and alienate employers who did. But, staying with a company should also require reflection. Even if you have never had a thought of leaving and you think you are with the perfect place, you should regularly review your role with the company, where you career is heading, what skills you need to add to stay in touch with the needs of your industry and how you can leverage your role in the company. Ignoring your own professional growth can leave you less marketable in good and bad economies.

4. Be a squeaky wheel when it makes sense, but don’t lay your body in the way of progress. It is important to be alert to ways to help your company do things more effectively, efficiently and in line with its mission. In tough times, that kind of smart thinking can insure your position. Finding appropriate ways and times to express those opinions is important. It is also equally important to know when your opinion has been heard and is not the way the company is going. Continuing to throw yourself in the way of progress or digging in your heels when change comes your way is detrimental for you, your employer and your colleagues.

These are just a few truths to consider. For fuller explanations, more truths, and more tips, stay tuned for our upcoming series on this topic!

Coach or Placement Company – Which is the best option for you?

2009-10-08T17:44:00.001-07:00

As my business partner and I organized our business, we had a very serious conversation about how we can justify having a career coaching option that is paid for by the individual when we are also offering placement services where the fee is paid by the hiring employer. Don’t most placement companies offer coaching when they represent someone? The answer to that is a bit more complex than expected.

Placement companies, including our placement service division, make money by placing individuals in positions with companies that pay a placement fee. It is in their best interest to coach candidates on their next position, their resume and cover letter, interview skills, and compensation negotiation. The candidates with the strongest backgrounds (credentials, appearance, expectations) get a considerable amount of advice. The best placement people try to keep that advice neutral, but it is often oriented toward the available positions in which the person could be placed. Thus getting the placement person closer to the placement fee.

Candidates who are unlikely to get placed (tough background to place, unusual or extreme expectations, poor interpersonal skills or appearance) are likely to get less or no advice and less consistent interaction with the placement company.

So, when is a placement company ideal? When you are a top-tier candidate with no blemishes in your background, above average credentials and reasonable expectations. What are reasonable expectations? It can mean a lot of things, but usually means you don’t plan to make a huge leap from your current position (florist to rocket scientist or staff accountant to CFO), you don’t expect to increase your base salary by more than 10 to 15%, and you aren’t looking for a LOT of special work place adjustments (adjusted hours, fewer days worked, and telecommuting).

So, when should you look at a career coach rather than a placement agency? There are three clear times when a coach makes more sense although the list is really endless. First, when you aren’t just looking to make a career change. You may want to reflect on ways to be more successful or happy in your current position. Or, you may want to discern a new career path. Or, you may need help revitalizing your career path. In those cases, it is essential to have a neutral, experienced coach who can help you dissect your questions and seek fully thought out answers and alternatives.

The second situation when a career coach is more ideal is when you aren’t a perfect candidate so you won’t get a lot of time from a placement company and you need help overcoming some career blemishes and conducting an effective search (resume writing, interview skills). A career coach is not only going to be very experienced in these areas, they are going to commit the time to you.

The final situation where a coach is ideal is if you need the extra support. It could be that you haven’t been in the job market in quite a long time so your skills and materials are rusty. Or, when you have a lot of insecurity about looking for a job and making a change. Coaches offer help with that anxiety and hang in there with you no matter how long your process takes.

Both placement companies and career coaches offer value and have a place. That is why we, Forward Business and Professional Consulting, provide both services. Just remember to discern your needs so you know which outlet is best for you at that time and then remember they aren’t mutually exclusive. It may make sense for you to use both options and allow them to complement each other.

Six Degrees of Separation

2009-09-28T18:00:00.001-07:00

Six degrees of separation isn’t just for Kevin Bacon anymore. With the economic forecast looking brighter we would hope hiring options would improve, but it doesn’t look to work that way. Hiring is one of the later areas to improve during a recovery. The tight job market is expected to stay for at least 4 more months with a significant growth not coming until well in to 2010. But, people are hiring. Work is still out there. We just need to be creative in how we find it and what it looks like. That is why we must begin our own game of six degrees.

Employers are receiving hundreds of resumes even for positions that used to garner minimal response. It should go without saying that the old process of throwing a generic resume at a job posting doesn’t work in this environment, but it goes deeper than that. Just sending a resume doesn’t work either. To begin with, not all the jobs are being posted for us to learn about. Employers know they can find people through unconventional and less costly and time consuming ways so they are not posting everything. To find opportunities we must network. Further, to get our resume on top of the pile, we must network. Finally, to push the other interviewing finalists aside, we must network.

We are in a socially oriented society and I don’t just mean through means such as Facebook, Twitter, etc. People want to feel connected and they want to feel good about the people they add to their teams. Connecting on a social, more personal, level is essential to getting the right kind of attention in today’s job market.

So, how do we find the jobs, get the referral, get the recommendation, and get the job. We are strategic in networking. The first step is to create an exhaustive list of a potential network. I like to work in categories. Who do I know from my hometown, college, law school, church, neighborhood, family, friends, my spouse’s circle, bowling league, etc. Then, I prioritize them A through C. A means they have contacts in my field and they know me well. B means they are connected to my field and know me well. C means they are either not connected to my field or they don’t know me well.

All the contacts should be approached, but you will change up how you approach them based on the connection. For some, mostly those in the A category, your approach should be quite direct. “I am in a transition period and am looking for opportunities to get in front of people in my field. Do you know anyone?” Or, “Jon, I know your company hasn’t been hiring, but do you think there is a way for me to help out without adding an FTE to your group?” For others in the B and C categories, the approach will vary from the direct, “Alexis, I have been looking for a position in X field and am running in to roadblocks. Do you know anyone or have any ideas?” to the subtle, “Sara, how are things going for you at XYZ? I hope things are looking up.” In this final case, you may never specifically discuss your search, but being out in front of people, expressing interest in their lives and showing your bright, shiny, brilliant self may just be enough to have you in her thoughts when an opportunity is mentioned.

Make sure to treat networking as a requirement in your day or week. Make goals for number of contacts and invest time in being out in the community. In Minneapolis, you can do significant networking just by walking in the skyways from 11 to 1 p.m. Oh, the people you will run in to that had fallen off your radar!!! Stop, chat, get reacquainted.

Two final points on networking. First, remember that networking goes both ways. Keep other people’s interests and needs in mind. Connect them to others who may help them find a job or advance in their job. Second, don’t just network with people who are decision-makers, have full-time jobs, or work in traditional environments. And, when talking to them, don’t just have your mind on a full-time job with benefits. Think outside the box. Could they hire you as a contract employee? Would they have a lead on a short-term project (hey, it is money and often an introduction for a fulltime position)?

So, get organized and get out there. Even Kevin Bacon had to start somewhere.

About Us

2009-09-23T20:23:00.000-07:00

Forward Business and Professional Consulting is a resource for individuals and organizations that want to maximize their human capital potential. Through direct consulting and coaching with the partners of Forward, services are adjusted to meet the specific needs, goals and personalities (organizational or personal) of the client.

Although our vast experience allows us to adjust to almost any personnel or professional need, our primary services include:

For the Organization

Attraction - Identification and attraction of key talent for your organization plus assistance with recruitment planning and administration

Retention and development – Individual and/or group professional development focused on increasing skills, satisfaction and retention of quality talent

Transition Coaching – When the fit just isn’t right, coaching of the individual to make a smooth transition out of the organization toward a new opportunity

For the Individual

Professional Discernment – Collaborative reflection on professional history, challenges, goals and interests to develop a workable plan for a fulfilling and successful future

Transition Coaching – Assistance with all aspects of transitioning from one position to another opportunity, including resume and cover letter drafting, opportunity identification, interviewing skills development, compensation negotiation, and transition preparation

Document Preparation – Creating or editing of job search documents to maximize job seeking potential

For the Small Business

Small Business Consulting – Assistance with all aspects of small business from business plans to start-ups to operational re-alignmen

Meet the Partners

2009-09-23T18:14:00.000-07:00

Amy Klugherz

Amy is a Minnesota native and a graduate of the University of Minnesota Law School. She began her career in 1995, helping companies of all sizes start, reinvigorate or expand their business’ locally and nationally. She worked directly with job seekers and corporate clients in Minnesota and throughout the south and eastern parts of the country. Throughout that time she gained a reputation for conscientious representation, responsive client service and innovative solutions. She was regularly commended for her service to individual job seekers. With specific recognition for support of minority law students during her tenure at the University of St. Thomas School of Law. In 2005 she launched Forward Business and Professional Consulting to answer the call for ethical, effective and creative extensions to the individual job seeker and the organization. Amy has continued to build her reputation and has expanded her services to include small and large group training. In addition, she has assisted many small business owners create and launch their personal visions. The majority of Amy’s experience has been within the legal arena, but she has experience in a broad array of industries.

Amy has continued to expand and sharpen her skills through MBA, Servant Leadership and Counseling educational outlets.

Catherine Harkins

Catherine began her recruiting career 14 years ago after a successful career in the military. After settling in Charlotte, North Carolina, she developed strong ties in the community and built a reputation as being a tenacious and effective resource for employers and professionals throughout the city. Although the majority of her career has been focused on serving the legal community, she also has experience with hiring in the human resources, accounting, and administrative areas. Beyond Catherine’s extensive history of recruiting in the United States, she has international recruiting experience and is a Certified Personnel Consultant. She has managed offices for national organizations, lead teams and been a part of start-up operations on several occasions. She has also created two personal businesses. She joined Forward as a Partner in 2009 leading the recruiting arm of the organization while also doing one-on-one coaching and group seminars.