Blog - Leadership Coaching and Executive Branding

Exit Interviews: 6 Questions to Gain the Utmost Value From Lost Talent

Peace-Out

I help talent leave. For many of them, change is hard. It inconveniences them, disrupts their rhythms, and makes them feel very uncomfortable and uncertain, even if it excites them at the same time. By the time people come to me to help them, they are usually in pain. Sometimes it’s even physical.

Most people will try everything else before they actually follow through with any plans to leave, unless they are getting tapped by recruiters who wave more money and better conditions and growth opportunities at them.

Resignation – a great word that describes both the state of mind of people who decide that there are few to no options left, and the act of leaving a job itself.

According to CultureAmp data, the top reasons talent leaves a company are lack of growth opportunities, poor leadership, and poor managers, in that order. Sometimes the managers or leaders get blamed for a poor or non-existent talent development system.

There is more loss to talent resignation than just losing a single person, their skill, their intelligence, and their experience. I speak about that here. The bleeding can be profuse.

The best way to control the bleeding, if you can’t stop it, is to conduct, or have a 3rd party conduct, exit interviews.

I asked the Quora community what they would tell their former boss if they could be sure there would be no negative consequences. One person answered and another upvoted that they wouldn’t burn a bridge by giving them negative feedback. Yes, the question was specific about their being no negative consequences, but it just goes to show that some people will still fear consequences, even if you tell them there are none. For this reason, you may want to engage a firm like Epic Careering to procure more truthful feedback.

If you want to keep the feedback coming and truly prevent future losses of talent, don’t punish employees and former employees with negative references or diminished separation packages. In fact, go the other direction.

Offer any separated talent an incentive to provide comprehensive feedback via an exit interview. A moral incentive is that their leaving is not in vein and it will serve the people they have to leave behind. Many of my clients’ driving reason for staying in a job so long is because of the people they feel they may now screw over by leaving.

A monetary incentive may be more effective, but you have to make sure people don’t feel paid off for a positive review. It may even be better for the monetary incentive to come from the 3rd party in the way of a $100 gift card, much the way surveys and studies do it.

If you decide to conduct your own, even if through your company’s human resources department, here are primary questions to ask:

  1. What could the company or your manager have done differently to prevent you from wanting to leave?
  2. Did you confront your manager about your reasons for wanting to leave prior to making the decision, and, if not, why not?
  3. What do you think the company and its leaders can do to make X a better company to work for?
  4. Would you refer a friend or family member to this company as either a customer or employee? If so, why, and if not, why not?
  5. Is there anyone you would like to recommend to fill your position? Please provide their name, contact information and why you feel they would be a good fit.
  6. What was the best part of working for this company?

Exit interviews aren’t the only way to uncover why the company is losing talent so that an effective solution can be identified. Glassdoor is another way, but by the time the information is out there, it’s for the whole world to see.

If someone really feels strongly about their experience, good or bad this may or may not prevent them from going straight to Glassdoor with their rating. However, giving them this outlet may prevent those who would use Glassdoor simply to help leaders learn a lesson for the sake of all who remain and all who may consider employment.

If you don’t currently have a way for employees to share their feedback while still on the job, you are probably guessing how to keep your employees. Some companies guess wrong and think that benefits are going to keep employees around.

This is what we refer to as “golden handcuffs.” They may keep employees around longer than they would, but they don’t keep employees engaged. Engagement surveys can help you assess this, but not all are created equally, and still, if they are conducted internally, as I share in the video I mentioned above, the honesty a company needs to prevent future losses of talent can be muted. Delegate to a 3rd party firm like Epic Careering.

Pet Shop Boys – What have I done to deserve this?

Lyrics You always wanted a lover I only wanted a job I’ve always worked for my living How’m I gonna get through? How’m I gonna get through? I come here looking for money (Got to have it) and end up leaving with love Now you’ve left me with nothing (Can’t take it) How’m I gonna get through?

Karen Huller, author of Laser-sharp Career Focus: Pinpoint your Purpose and Passion in 30 Days (bit.ly/GetFocusIn30), is founder of Epic Careering, a corporate consulting and career management firm specializing in executive branding and conscious culture, as well as JoMo Rising, LLC, a workflow gamification company that turns work into productive play. 

While the bulk of her 20 years of professional experience has been within the recruiting and employment industry, her publications, presentations, and coaching also draw from experience in personal development, performance, broadcasting, marketing, and sales. 

Karen was one of the first LinkedIn trainers and is known widely for her ability to identify and develop new trends in hiring and careering. She is a Certified Professional Résumé Writer and Certified Career Transition Consultant and Certified Clinical Hypnotherapist with a Bachelor of Art in Communication Studies and Theater from Ursinus College and a minor in Creative Writing. Her blog was recognized as a top 100 career blog worldwide by Feedspot. 

She was an Adjunct Professor of Career Management and Professional Development at Drexel University’s LeBow College of Business, will be an Associate Professor in Cabrini University’s Communications Department in 2019,  and is also an Instructor for the Young Entrepreneurs Academy where her students won the 2018 national competition and were named America’s Next Top Young Entrepreneurs.

7 Qualities to Weave Into Your Brand to Overcome Ageism

 

I have covered ageism before, as it directly relevant and impactful to the demographic of talent I most often work with as clients – baby boomers. Sometimes perspective clients, even after walking them through the outcomes that they can expect by working with me, doubt that those results are possible for them because of their age.

Let me be clear – Age has stopped NONE of my clients in the past 12+ years from landing an epic job. Most of my previous content about ageism was aimed at helping people shift your thinking, refocus your energy, and inspire a greater sense of hope that landing a great job where their years of experience are appreciated is not just possible, but probable with the right brand, plan and execution.

Do companies sometimes discriminate? YES! They do. It happens, but it doesn’t have to stop you from landing a great job where you will be valued. You don’t have to work for @IBM, or any other company where age has seemed to impact employment.

It is absolutely important to make sure that your mindset serves you, but you do also have to have the substance that gets you hired.

Also, let me make it clear that I cam NOT condoning ageism, “or any ism, for that matter. Isms in my opinion are not good.”

This topic was specifically requested by someone in my network who responded to my previous blog requesting people to tell me what topics they want most. (This one’s for you, @BillGutches!)

So, I’d like to go into a few more specifics about the qualities that, if weaved into your brand and proven by your content and experience, will help you put age at the bottom of a list of reasons you might not get a job and inform you of some reasons that actually trump age as reasons you might not get a job.

While at the same time, I have to inform you of a caveat – your brand needs to be authentic. You can land a job by faking it, sometimes, but you won’t set yourself up for success by faking it. The good news is that, even if some of these qualities don’t come naturally to you, they can be developed, some of them more quickly than others.

Prove your brand is authentic by telling stories. When I say “tell stories,” I mean introduce them in your résumé succinctly by identifying the results, the outcomes that were possible because of those results and the skills you applied to achieve them. In your LinkedIn profile, you have more freedom in telling your story as you would, though you still have character limits and brevity is still valuable. Then there is telling your story to people with you network, and then also people with whom you interview. Each of these story formats have different requirements for being optimally effective. Contact us for custom-crafted content and coaching on how to do this.

  1. Value/ROI

A company’s budget is a company’s budget. Any company starting out or rebuilding is going to have to stretch what they have, and they may believe that hiring younger talent and training them enables them to get further faster. As a company starts to gain traction, growing and scaling, however, it becomes very clear that expertise is needed. This is a perfect time to strike.

I am NOT advising you to lower your salary expectations. Some of my former clients were willing to do this in order to step down from stressful positions. This created challenges they had to overcome in order to prevent being dismissed as “overqualified”. Too many believe that this will be the fastest way to land a job, and find that even after they decide to pursue something lower.

I am also NOT advising you to do this. Don’t apply for jobs that ask for someone with 3-5 years or less of experience when you have 15+ and expect someone to have an open mind. More about that here.

This particular article is about promoting your experience as something that will create value above and beyond what someone less experienced can offer. If you try to promote your value, but then ask for a low salary than what you are proving you can offer, you inspire doubt in your value.

Walk a fine line between promoting yourself as an expert and as someone who knows it all.

Tell stories that not only demonstrate that because you have “been there and done that” you can save the company money and accelerate their initiatives, but you have to also demonstrate how you listened, how you made mistakes, and how you trusted the expertise of your team members.

Disqualify employers who care about age as well as bosses whose egos will not appreciate when your experience can help them course-correct. That’s not to say that they will go with whatever you advise. You have to be able to articulate your case in business terms, and the first test of whether or not you can do this is how you promote your own value and fitness for a job.

Some employers have steered away from hiring more experienced workers who would report to less experienced managers because it didn’t work out in the past. You can’t refute people’s life experience. If you say “Believe me!” when their past experiences have proven the opposite, you won’t be influential. You can say, “I’m not the person who burned you, and I can prove it if you give me a chance.”

You can say, “I know how you feel; I’ve seen and experienced a lot, too, enough to know that one bad experience can change your mind, but that you also have to keep an open mind because sometimes going the opposite way isn’t always the right decision, either.”

Prove that you recognize that someone who has fewer years of experience than you, perhaps even a LOT fewer, can still effectively leverage and coordinate the expertise of his or her team, by telling a story like this. When have you yielded your years of experience to someone less experienced?

  1. Health

By promoting a commitment to your health, you can overcome stereotypes that more experienced workers are health risks. This is obviously another area where it’s illegal to discriminate, but hard to prove unless the person applying presents physical evidence of illness or unhealthy habits. However, if you come in NOT smelling like booze or cigarettes and share your passion for biking, hiking, yoga, martial arts, intramural sports or healthy eating/cooking, etc. on social media (yes, they are checking that!) then you can promote yourself as having a healthy lifestyle. A healthy lifestyle means fewer sick days, more resilience to stress, and better emotional stability.

On the other hand, you might be promoting a high-risk lifestyle if you are a rock climber, mountain biker, motorcyclist, etc. Companies might perceive that you are at high risk for long-term disability with that kind of lifestyle. Other companies might perceive these as signs that you fit the adventure-seeking culture they are promoting. If you refuse to be anything less than yourself, just make sure you are targeting companies who will appreciate someone who lives life on the edge.

  1. Energy

Companies who have a 24×7 critical operation or high volume need people who can operate at a high level for a sustained period of time. Tell stories that demonstrate your ability to do this.

Demonstrating energy in an interview is a slippery slope. While some cultures are full of extroverted people who feed off of the high energy level of everyone there, most companies prefer a balance. Coming across as too energetic can cause just as many concerns as lacking energy.

Passion usually naturally expresses itself in greater animation in verbal and non-verbal communication. To many bosses, energy = passion. Passion is what will carry you through challenges when natural energy subsides. If you are not naturally high-energy, leverage your passion.

If you’re not someone who naturally comes across as high-energy, then promote yourself as the grounding influence. Every company needs this, but some fear that someone who will bring over-zealous visions down to earth might also be a stick in the mud, naysayer or even worse, a bottleneck to innovation. You have to be able to demonstrate that you can raise awareness around potential obstacles and limits in a non-threatening way and can also support viable solutions that overcome them.

  1. Agility

Here’s a direct quote from a comment left just today on a LinkedIn news article about former employees suing IBM:

“I don’t know to many folks over 40 interested in anything new related to technology. They change because they have too, leaving companies in an interesting position.”

If I had to guess how old she was, I’d say just shy of 40 – old enough to be a hiring manager, even an executive, though she’s not, thankfully – with that kind of bias.

Agility is not just the ability to pivot a project when new intelligence justifies that a different direction will produce a better outcome, but also your ability to change with the times and technology.

IBM claims that they didn’t let go of the workers for age-related reasons, but because they needed to hire workers with different skills. Except that the company could have just trained its workers with updated skills. However, the consulting arm of IBM released a paper in 2006 calling its boomers “gray hairs” and “old heads,” concluding that younger generations were more innovative and open to new technologies. This bias is why they didn’t just train their older workers.

Besides avoiding companies who allow bias to be so influential in decisions on talent, you can overcome this bias by proactively learning technologies that are coming down the pike. Being savvy with social media and how to present data in modern formats, such as in infographics, is a great way to demonstrate this.

Additionally, there was a day when making a 10-year plan made sense, and 18-24 month projects were commonplace. Now we are finding that the market and technology change too fast to make investments in these projects pay off. Everything has to be done faster, and this is why automation is a necessity. If you are in a job that stands to be replaced by automation, it’s time to re-skill NOW. Learn something that will still be needed – leadership (we teach that), strategy, communication, liaising, auditing, compliance, etc. If you insist on promoting the value of a function that in time will be automated, you will soon find yourself unemployable, while also demonstrating that you are the opposite of agile. You may also be inclined to advise based on your need for job security rather than advising based on what is best for the customers/clients. This puts you squarely in the category that creates bottlenecks to innovation.

Resistance to change is a natural, unconscious reaction. Become more self-aware and override the fear. If you can’t help steer the change, at least learn how to surrender to it.

Tell stories that demonstrate how you pivoted for the sake of the company or customer/client, even if a large investment of time and money was made.

  1. Optimism

I was accused of being an idealist by a former boss because I believed (and still do) that people could afford to pass over opportunities that didn’t fit them or pay them what they were worth, because great jobs were out there and with the right tools and campaign, they could land them. This was what my experience taught me after a few years as a career coach, and my clients’ success still affirms this 10 years later. However, he believed that with more wisdom and maturity, I would come to be more “realistic.” That’s what he considered himself. Had I continued recruiting, I might have grown to believe that people should take what’s offered to them, because from my point of view, offers wouldn’t have come along for everyone. The one who got the offer was one in thousands.

First, we have to admit that our views of reality are completely subjective. What one sees as possible, another will have determined is impossible. When we default to assuming things are not possible, we become cynical. This is deadly to innovation. An optimist will assume things are possible and see challenges as opportunities to provide solutions.

“A pessimist sees the difficulty in every opportunity; an optimist sees the opportunity in every difficulty.” Winston S. Churchill

Which force do you think will propel us toward a better future?

Demonstrate your optimism by telling a story about a time when you were faced with a challenge and designed a solution, even if that solution ultimately failed, but especially if it worked and others doubted it.

  1. Future-thinking

This closely relates to being agile and staying up-to-date, but is better demonstrated by how you make plans. Are you accommodating future trends with plan Bs, or are you waiting for the future trends to become current trends? Are you able to complete a current project while lining up a future pipeline (that, of course, will remain flexible)?

This is the whole purpose behind the interview question, “What is your 5-10 year plan?” Though, as I stated earlier, a 10-year plan is hardly something that can be considered viable without knowing what industry, technology, politics, etc. are going to be like. That doesn’t mean they don’t have their benefits. A vision is a biological tool to activate the motivational centers of the brain. Having something bigger to reach for is exactly what makes being future-thinking valuable. Big-picture thinking, it can also be considered. These are the disruptors and visionaries. Many of these from the last few decades have come from the millennial generation, but most of them have achieved this status after earning their chops (and credibility) and gaining deep industry experience, by being able to see problems from various perspectives and vantage points to be able to better identify a breakthrough solution.

Tell stories about previous pitches you have made while still delivering on current initiatives to demonstrate your ability to be a future thinker. Even if you don’t feel like you know enough about the future to know if your 10-year plan is viable, have one.

  1. In Tune

Yes, this can apply to trends and technology, but it also means being in tune with people and younger generations. Having emotional intelligence is a key need for employers everywhere of all kinds, as I have certainly covered in depth in previous articles. There is such a thing as reverse ageism, and I have heard some people, the same people who assume they are being discriminated against for being a senior professional, say some biased things against younger generations. I understand the hurt of being discriminated against because of your age. An emotionally intelligent person would empathize and not inflict that on another. Instead, they would give each person a chance to be appreciated for their individual strengths. The best innovations will transpire when all generations contribute their value and benefits as a collaborative force. Each generation has its strength. Ideally, younger generations would be able to learn from the past experience and trial and error of senior generations to avoid certain pitfalls while older generations can learn how to use technology to get more done with less.

Transcend biases, no matter what direction they are turned. Increase your self-awareness of your biases. Aim to understand and appreciate. Bring people together of all ages, races, genders, and credos. Tell stories about how you built a sense of community among a diverse group of people for a common purpose, while still allowing people to bring to the table what the do well naturally.

 

I realize that some of the content in this article may have struck a raw nerve. It just doesn’t feel good to expect that you won’t be considered good enough just being who you are. I’ve always been committed to crafting and campaigning authentic brands for my clients. You may be at a place where you plain and simple feel as though the years you put in, the previous value you’ve delivered, and the expertise you curated should make you good enough to earn the job. You’re not wrong.

The thing is, the job doesn’t always go do the most qualified. People get interviewed for their qualifications, but so many managers would rather train and develop up and coming talent, considering it something noble to create opportunity for future leaders. They’re also not wrong.

Ultimately, the offer goes to someone who demonstrates they have the aptitude to learn, develop and grow with the organization, the passion to endure growing pains, and the personality and values to thrive in the culture.

This is true for all professionals, even if the person being hired is expected to be the expert and authority.

Most people have some kind of challenge to optimizing their career transition. Age can be one of them. But, like all of them, with a strategic, authentic, powerfully demonstrated brand and campaign, they can be overcome.

Contact us if you want more help on crafting your authentic brand and executing a strategy that enables you to work smart instead of hard and landing an optimal job with optimal pay.

certainly covered in depth in previous articles. There is such a thing as reverse ageism, and I have heard some people, the same people who assume they are being discriminated against, say some biased things against younger generations. I understand the hurt of being discriminated against because of your age. An emotionally intelligent person would empathize and not inflict that on another. Instead, they would give each person a chance to be appreciated for their individual strengths. The best innovations will transpire when all generations contribute their value and benefits as a collaborative force.

Transcend biases, no matter what direction they are turned. Increase your self-awareness of your biases. Aim to understand and appreciate. Bring people together of all ages, races, genders, and credos. Tell stories about how you built a sense of community among a diverse group of people for a common purpose, while still allowing people to bring to the table what the do well naturally.

 

I realize that some of the content in this article may have struck a raw nerve. It just doesn’t feel good to feel like you won’t be considered good enough just being who you are. I’ve always been committed to crafting and campaigning authentic brands for my clients. You may be at a place where you plain and simple feel as though the years you put in, the previous value you’ve delivered, and the expertise you curated should make you good enough to earn the job. You’re not wrong.

The thing is, the job doesn’t always go do the most qualified. People get interviewed for their qualifications, but so many managers would rather train and develop up and coming talent, considering it something noble to create opportunity for future leaders. They’re also not wrong. The offer goes to someone who demonstrates they have the aptitude to learn, develop and grow with the organization, the passion to endure growing pains, and the personality and values to thrive in the culture.

This is true for ALL professionals. Most people have some kind of challenge to optimizing their career transition. Age can be one of them, but like all of them, with a strategic, authentic, powerfully demonstrated brand and campaign, they can be overcome.

Contact us if you want more help on crafting your authentic brand and executing a strategy that enables you to work smart instead of hard and landing an optimal job with optimal pay.

Bon Jovi – I’ll Sleep When I’m Dead

Seven days of Saturday Is all that I need Got no use for Sunday Couse I don’t rest in peace Don’t need no Mondays Or the rest of the week I spend a lot of time in bed But baby I don’t like to sleep no I won’t lie to

 

Karen Huller, author of Laser-sharp Career Focus: Pinpoint your Purpose and Passion in 30 Days (bit.ly/GetFocusIn30), is founder of Epic Careering, a corporate consulting and career management firm specializing in executive branding and conscious culture, as well as JoMo Rising, LLC, a workflow gamification company that turns work into productive play.

While the bulk of her 20 years of professional experience has been within the recruiting and employment industry, her publications, presentations, and coaching also draw from experience in personal development, performance, broadcasting, marketing, and sales.

Karen was one of the first LinkedIn trainers and is known widely for her ability to identify and develop new trends in hiring and careering. She is a Certified Professional Résumé Writer and Certified Career Transition Consultant and Certified Clinical Hypnotherapist with a Bachelor of Art in Communication Studies and Theater from Ursinus College and a minor in Creative Writing. Her blog was recognized as a top 100 career blog worldwide by Feedspot.

She was an Adjunct Professor of Career Management and Professional Development at Drexel University’s LeBow College of Business and recently instructed for the Young Entrepreneurs Academy at Cabrini College, where her students won the national competition and were named America’s Top Young Entrepreneurs.

 

What Emotional Intelligence and Mindfulness Training ISN’T

By Bruce Mars

Woman_mirror

Why is emotional intelligence suddenly so touted as a major leadership skill?

Because we know a lot more about what makes people tick, what motivates them, and what inspires top performance than we ever did before. HINT: It’s not the old dominant intimidation model that helped the moguls of the past become monopolists (Ford, Rockefeller, Carnegie.)

Industry was built by men during a time when being a man meant being tough, not showing weakness (by ways of emotions,) making decisions and demanding compliance, or else. The line between respect and fear was very thin.

Research done in 2005 proves that greedy entrepreneurs have less customer and employee satisfaction.

The more a leader gives freely, the more they will inspire trust and reciprocated financial and emotional rewards. The more they create a climate of lack, the more survival instincts will lead to cut-throat competitiveness that kills collaboration.

I mean, science does tell us this, but common sense might also tell you that starving people of rest, sleep, joy, living wages, and sometimes actual food will inhibit their performance. But that doesn’t mean that it’s common sense to make sure that your employees get ample rest, sleep, food, vacation time, fun, and money. That sounds like common sense, right?

What about starving people from being heard, having a voice, growing in contribution, having and expressing emotions, and being human?

We are learning more about what it means to be human and what it means to be an optimized human. So much has been discovered about the brain and its relationship with the mind, body, and spirit.

Did you know there actually is a part of your brain related to spirit? The insula and anterior cingulate, which also help you process social dilemmas. These are “newer” parts of our brain, evolutionarily. However, they are also parts of the brain we didn’t know much about, especially the implications of its clinical function, when many of today’s leaders were in college. And, these areas don’t fully develop until well into your third decade of life, unless this is accelerated (and development can be with practices that take mere minutes daily.) In fact, while they are the slowest developing parts of our brain, they are critical to helping us perception, morality, and virtues.

So, it would stand to reason that this type of training certainly benefits everyone, especially younger professionals, and perhaps even students.

However, a major focus is on leaders for obvious top-down reasons, like the fact that a leader is more effective when he or she leads by example, and leaders are expected to set the tone for the culture. But also, science now recognizes that as someone grows in ambition, they may express what is being called dispositional greed. Greed can contribute to amassing wealth, but can also cause people to act unfairly and selfishly, which will inspire altruistic punishment instead of cooperation and collaboration. It can also lead to full-blown crisis, such as the great recession. It needs to be kept in check, and for that, awareness is necessary. So, emotional intelligence and mindfulness training will also prevent leaders from a well-documented inclination that can lead to decisions that inspire low satisfaction, disengagement, and even sabotage.

On the upside…

What would be possible for your company if all of your employees could be trusted to act in the highest good of the company, its people, and its employees?

What would happen if, instead of having leaders who were able to leverage the strengths of his or her team, you have a team that can leverage each others’ strengths?

If this seems like a pie in the sky outcome, you may need to readjust your expectations of what is possible, and even what’s probable when you focus on enhancing individual self-awareness and empathy.

Think about all of the measures you take now to handle conflicts, ensure compliance, and mitigate human-based risks. You’ve been playing defense. I invite you to see what’s possible when you employ EI/MT (Emotional Intelligence/Mindfulness) training and start playing offense.

Small ripples create big, transformative waves.

What is EI/MT NOT?

It’s not just explaining etiquette. It’s not teaching ethics. It’s not a new way to make some people feel inferior or superior. It’s not going to make your employees “soft.” It’s not suppressing or denying emotions or emotional responses. It’s not a way to avoid conflict.

In fact, it’s going to help your employees become more self-sufficient at facilitating non-judgmental communications and consensus building. They will crave collaboration, think more creatively, and have healthier relationships with their emotions.

I have seen mindfulness be misapplied and misused to discourage people from disputing management decisions that seem to not be in the highest good. I have also seen people employ mindfulness and meditation to escape their emotions. These misuses backfire in big ways. The first is really bordering on mental abuse, and the second will lead to physical symptoms and illness. What we resist persists. Emotions need to be embraced and allowed. What the training does is release emotional bottlenecks and give them a more appropriate and healthful way to flow. It also increases awareness of the emotions so that decision making is done in an enhanced state of mind.

I have also seen those who have the training make others who are struggling emotionally feel like they need fixing. If you have been playing defense, the introduction of these trainings risks imposing these feelings. There is a way to introduce these trainings to your workforce that will help them embrace the changes and get excited about all that is possible for them rather than making them feel like they are joining a woo woo club of spiritual elitists.

Finally, these practices may produce a flow state, but that doesn’t mean that your workforce will suddenly become “soft” and unable or unwilling to deal with pressure. In fact, mindfulness has been proven to increase resilience.

I know a lot has been floating around about trainings of this type, which are not new, but have now at least been proven by small and large organizations to have a positive impact. If your interest is piqued, reach out to schedule a consultation and learn how EI and Mindfulness training can enhance your work experience and outcomes and those of your team.

Edie Brickell & New Bohemians – What I Am

Music video by Edie Brickell & New Bohemians performing What I Am. (C) 1988 Geffen Records

Karen Huller, author of Laser-sharp Career Focus: Pinpoint your Purpose and Passion in 30 Days (bit.ly/GetFocusIn30), is founder of Epic Careering, a corporate consulting and career management firm specializing in executive branding and conscious culture, as well as JoMo Rising, LLC, a workflow gamification company that turns work into productive play. 

While the bulk of her 20 years of professional experience has been within the recruiting and employment industry, her publications, presentations, and coaching also draw from experience in personal development, performance, broadcasting, marketing, and sales. 

Karen was one of the first LinkedIn trainers and is known widely for her ability to identify and develop new trends in hiring and careering. She is a Certified Professional Résumé Writer and Certified Career Transition Consultant and Certified Clinical Hypnotherapist with a Bachelor of Art in Communication Studies and Theater from Ursinus College and a minor in Creative Writing. Her blog was recognized as a top 100 career blog worldwide by Feedspot. 

She was an Adjunct Professor of Career Management and Professional Development at Drexel University’s LeBow College of Business and recently instructed for the Young Entrepreneurs Academy at Cabrini College, where her students won the national competition and were named America’s Top Young Entrepreneurs.

What Is Experiential Recruiting and Why Are We Not Seeing More of It?

 

Trust Fall

Trust Fall

Believe it or not, experiential recruiting isn’t new; it’s just a term that hasn’t caught on…yet.

Experiential recruiting refers to interactions between recruiters and/or hiring managers and candidates in which there is an element of performance, either professional or social. Some may say it’s just about storytelling and video, but that is one-sided. You may have heard the term “working interview,” but experiential recruiting can go far beyond a working interview (which, by law, do pay.) Hackathons are experiential recruiting. Any event a company has to which candidates would be invited can be considered experiential recruiting.

I held experiential events in 2008-2009. They were called Helping Hands Job Fairs. I paired recruiters up with candidates to do a half-day of community service and then break bread together. At one event, attendees sorted donations at a Habitat for Humanity Re-Store on a Saturday. At another, we had two teams winterizing homes in the community. At yet another, we had a few teams assigned to various projects through United Way’s Day of Caring, including mucking horse stalls, planting flowers, weeding, painting, etc.

For whatever reason, it was challenging at the time getting the employers committed, even though I was offering to recruit, identify, and pre-qualify the candidates. I stopped because I was pregnant; I had one baby, and then another. Organizing events is time-consuming and complex.

And here I am now with two kids in school all day. I’m ready to advise, strategize, plan and organize more events like this, as well as events that are less service-oriented and even more about fun, culture, and adventure – all depending on what you want your company to be to your current and future employees.

There’s a key to success – the events have to attract the talent with the hard skills, soft skills, and values that you want. The great thing about them is that, while events like hackathons can help you determine technical skills, these events help companies better assess someone’s soft skills and values. Also, hackathons sometimes attract top talent, but that talent doesn’t necessarily want to be employed by you or at all.

At the HireOne Task Force meeting I attended last month, the employers in the room all echoed the same complaint – not enough of the candidates with the hard skills they need have the soft skills that they want. So, they have to narrow their pool down in a pool that for some skills is already too small.

Part of the problem is that not everyone can put their best foot forward out of the gate; some people, like many introverts, need time to warm up. An interview, which can seem like a barrage of questions, doesn’t allow these people the time they need to let their true personalities show. They may come off as competent, but not likeable.

Another problem is that soft skills development isn’t taught in school (few do – it was something I taught as part of the Career Management and Professional Development course I taught at Drexel University to business students.) The county that sponsors HireOne offered an 8-week course for struggling job seekers that did also teach people how to shake hands, make eye contact, be courteous, follow etiquette, etc. They reported that still some participants could not put what they learned into practice

Remember when you learned how to drive, though? How much there was to pay attention to – the mirrors, the signals, pedestrians, pedals, steering, etc. It took time for those skills to become automatic, especially when you’re nervous.

Experiential recruiting events offers candidates who have the potential to become strong team members the opportunity to spend a little more quality time with recruiters and more time to come out of their shells and show who they really are.

Soft skills, which at their best can be considered high emotional intelligence, ARE teachable, and I have tricks to accelerate the application and adoption (mindfulness training and hypnosis.) Otherwise, people just need a lot more time and practice.

Time – ah. We have hit upon the major objection of doing these events.

If you have them during work hours, you are excluding those candidates who are working and find it challenging already to sneak away for an hour-long face-to-face interview. Some companies, like Vanguard, are combining community service initiatives with graduate recruitment, which eliminates the problem of time of day. While attracting and recruiting the best new graduates for your company can definitely be aided by events like this, many more companies are in need of better methods of attracting experienced talent. This is where most of a company’s ROI on talent gets generated.

If you have them at night, you are asking your staff to sacrifice their personal time.

This is all the more reason why these events really need to be designed to be time well spent – something you, your staff, and your candidates would want to do anyway.

Back in 2012 when I last spoke at the Greater Valley Forge Human Resources Association HR Summit (I speak there again next month on executive branding), I deconstructed why talent communities haven’t effectively helped companies build talent pipelines. Talent communities were a trend back then proposed as a way for companies to line up people with skill sets that they’ll need on a recurring basis or in the future. Some job boards were trying to transform themselves and take advantage of this. They never took off because job seekers don’t want to be in a community of competitors for jobs they want.

Companies like Google, Apple, Amazon, etc. build talent communities simply because they are who they are. Everyone else would like to think that they’re employment brand game is so strong, but let’s be clear what candidates really want – a fair shot, quality time, and to be recognized as special. They don’t want to wait in line or mingle with people who might get the job over them – that’s like The Bachelor/Bachelorette of recruiting, without the mansion, cocktails, and breathtakingly romantic trips.

Another time constraint is built into recruiting models that don’t allow for recruiters to even have that extra time. When my firm experimented with different reporting models and metrics, we had a certain number of calls and in-person interview we needed to complete each week. This meant the work-hard/play-hard culture I loved became a work-hard/work-long environment. I became disengaged pretty quickly. My wedding was a great distraction. The last thing I wanted to do was spend MORE time at work. In fact, I needed a long break; thank goodness for my honeymoon.

Job fairs do not count as experiential, even though they are face-to-face, and for the reasons stated above about the limited time and nature of an interview. Job fairs barely allow someone to get an impression past the initial first impression, which are NOT always accurate. In fact, recruiters have been evolving in their awareness of biases and ability to dismiss them. They occur automatically – it’s how our brain works. Our conscious mind matches experiences with experiences from the past. So we don’t expect that people can rid themselves of biases, just become more adept at recognizing and dismissing them. However, at a job fair, there is very little time to do this before the next person steps up. Again, like driving a car, you can become faster at this until it becomes more automatic. In the meantime, job fairs offer only a few stand out candidates with charisma to make a lasting impression.

A couple of things along my professional path inspired my interest in these events.

My former boss invited the team to spend a day at his Jersey shore house where he fed us and took us to the beach to play games. We knew he was a 3x Ironman and that he worked out. We could see how the other runner in the office gained his favor. I didn’t realize that beating him at horseshoes would impress him, but it did. He shared that with me. (I’m glad I didn’t know that beforehand or I might have choked.) He appreciated competitiveness as a quality. Then I remembered how me playing on a softball team was one of the things the company shared about me when I was hired. Apparently, that meant that I fit the culture.

However, so many times these things don’t come up in the interview process. They did a good job of uncovering that. Then I thought, what can companies do to identify these types of cultural qualities better? How about a game night?

When my youngest child finally started pre-school and I had mornings all to myself, I started Job Seeker Hikes. I invited job seekers to hike a moderately challenging trail with me while I asked them questions and gave them advice, not dissimilar to my free consultations, only I got to hike, one my favorite things in the world to do. I could coach multiple job seekers simultaneously, allowing them to learn from each other, build trust and rapport, and increase my chances of converting one of those job seekers into a paying client.

I called this experiential business development. And I loved it, and I’ll probably do it again now that both of my kids are in school, pending I can see that fitting into everything else I am excited to do with a full workday.

As I pondered my clients’ and contacts’ recruiting and hiring pains, I often came back to this model as a great replacement for job fairs, which, by everyone’s account, suck. I thought I coined the term “experiential recruiting,” but I looked it up and it was a thing already.

In fact, I identified a company in Milwaukee that was using events like this not only to help employers brand themselves and better assess the soft skills and values of their candidates, but they were also using the events to promote the cultural richness that the city has to offer. It’s called Newaukee. Why isn’t this in every city??? Talk about triple bottom line!

Another potential objection is cost, but the truth is, depending on what you do it may not cost you much more than a job fair. However, you can get more in-depth with a smaller, more targeted candidate pool.

To get ROI you first want to make sure you understand the kinds of candidates that YOU want who ALSO want to work for you. You (or we) build a candidate profile, much like a buyer profile. Find out what segments exist and what they like to do.

You might need two or three different kinds of events. For instance, you might want to have a game night or block party, a community service event, and an art gallery trip.

Need people who can be creative problem solvers? How about an escape room?

What do you think about having family-friendly recruiting events? Does that blow your mind?

Then you also need to get those people there AND use the events to tell a compelling story about your company and its people straight from its people, which may take a bit of training. The other key is LISTENING. Use the events to learn about your prospective candidates, improve candidate experience,  and create even better events.

Word of mouth spreads fast about these events. People will get very interested in attending, even if they aren’t very interested in working for you, so you (or we) have to vet them. However, even candidates who may not have thought they wanted a change may find themselves swayed and a bit more invested and enthusiastic about a company after a great event. If they really aren’t going to budge now, they may some day, and they can refer some talent in the meantime. So, the vetting is more about skills, value, and culture fit. A lot of the times the nature of the event and who is interested in it helps assess value and culture right off the bat.

So, in my Epic Careering version of these events we combine employer branding, target candidate identification and buzz-worthy experiences to keep a pipeline of high-quality potential hires pumping in, while the recruiting teams and hiring managers also have worthwhile experiences. I am all about productive play!

Contact me today to learn how your recruitment teams can use events like these to better compete for top talent.

Phish- Waste

great version great song

Karen Huller, author of Laser-sharp Career Focus: Pinpoint your Purpose and Passion in 30 Days (bit.ly/GetFocusIn30), is founder of Epic Careering, a corporate consulting and career management firm specializing in executive branding and conscious culture, as well as JoMo Rising, LLC, a workflow gamification company that turns work into productive play. 

While the bulk of her 20 years of professional experience has been within the recruiting and employment industry, her publications, presentations, and coaching also draw from experience in personal development, performance, broadcasting, marketing, and sales. 

Karen was one of the first LinkedIn trainers and is known widely for her ability to identify and develop new trends in hiring and careering. She is a Certified Professional Résumé Writer and Certified Career Transition Consultant and Certified Clinical Hypnotherapist with a Bachelor of Art in Communication Studies and Theater from Ursinus College and a minor in Creative Writing. Her blog was recognized as a top 100 career blog worldwide by Feedspot. 

She was an Adjunct Professor of Career Management and Professional Development at Drexel University’s LeBow College of Business and recently instructed for the Young Entrepreneurs Academy at Cabrini College, where her students won the national competition and were named America’s Top Young Entrepreneurs.

 

The Most Prominent Employment Issues of 2018

What's Next?

What’s Next?

I attended a task force meeting Friday and there was a lot of inspiration for future blog posts on topics that have and will directly impact both those looking for jobs as well as companies needing talent.

Parties in attendance represented employment news, concerns, and trends from the perspectives of the (Chester) county economic development council, the state (PA) unemployment office, non-profit community outreach, employers, human resources, recruiters, and career and leadership coaching.

Here are a list of the topics discussed that I plan on covering in the coming weeks:

  1. Experiential Recruiting: Evaluating Candidates on a New Level for Better Hires
  2. Emotional Intelligence Training: Solving the Soft Skills Shortage
  3. Don’t Layoff Talent with Obsolete Skills; Train them on the State’s Dime
  4. What Requirements for Years of Experience Really Mean
  5. What Really Increases Employee Engagement; It’s Not Benefits
  6. How Outreach Efforts to Economically Depressed Areas Can Be Augmented
  7. Average Housing Costs Exceed Average Income – Can Employers Solve This Crisis?
  8. The Online Application Process Sucks For Everyone

I would love your input on which of these topics interest you most. Please comment with the number(s) you most want to read about sooner rather than later and follow me if you have not yet already so that you know when it posts.

Also, I know that LinkedIn doesn’t make it easy to search through someone’s previous posts; there’s no effective search feature, and the shelf life of a post is very short, unless engagement somehow spikes after the fact. So, know that you can also subscribe to my blog where you can search by keyword and month and easily see the most previous topics: www.epiccareering.com/blog.

Also, these blogs are shared on Facebook at www.facebook.com/UnveilYourBrilliance. If you prefer using that, like the page so you can be alerted to new posts and videos.

If you are seeking a speaker on any of these or related topics, contact me.

Zoom Beatles – 11 – Do You Want To Know a Secret

Edição comemorativa dos 50 anos do lançamento do primeiro disco dos Beatles – Please Please Me – Faixa nº 11.

5 Real Reasons Your Network Hasn’t Stepped Up To Help You

This term “ghosting” spells out a new level of pain to the concept of putting yourself out there and getting nothing back. Being in limbo with your career already comes with feelings of uncertainty and vulnerability. So much can happen in a job transition that can make you believe there’s something wrong with you, or that what you want isn’t viable or available. But, feeling good about yourself and your prospects is so critical to getting a successful outcome from all your efforts.

I want you to understand better what is really happening when you think you’ve been ghosted by your network so that you don’t take it personally, and keep your spirits up for the adventure and challenge that big change is.

#1

You aren’t getting a flurry of leads from your network because you’ve only asked them to be on the lookout for open positions with your particular title. This means that your network is not going to be able to uncover the hidden job market for you.

I realize this hidden job market might seem like an enigma, but it really does exist. It just means that there are people out there who you need you, but who have not gone through the formal process of creating a job requirement and getting it approved by HR or Finance. In the meantime, they are most likely experiencing some kind of pain, and they may confide in some people about their pain to their network. That is what you want your network trained to detect, report, and respond to.

This is why your network needs to understand what your future boss could be experiencing that would be a clue that he or she might need you. Once they have this information, not only can they pass along news of a job opening for your role, which happens (rarely), but they can also generate leads through their social activities, which is when a lot more useful information gets shared through closer relationships that are easier to leverage.

#2

The person or people you ask either don’t have strong persuasion skills or generally feel like their opinions don’t matter. Ineffective influencers range from in behavior from not even trying to assert their opinions to overly asserting their opinions. You would be surprised how many unlikely people are included in this group, and who would not readily admit this about themselves, if they’re even aware. It would be much easier to avoid you than to admit that they weren’t able to make something happen for you.

Especially in a large company, people may not feel like they have influence. They may want very much to help you, but don’t feel as though a recommendation from them would carry much weight. This can be a painful realization. It may make them feel bad, and they may not want to confront you because of how they feel, especially if they get ghosted. Oof, right?!

What if you are one of those people? My advice – get a coach!

#3

They are unhappy where you are aspiring to work. They may not tell you that for multiple reasons. It could be because they don’t want to say something disparaging. They may not want to explain why they will stay there unhappy, but could have their reasons – benefits, vacation time, golden handcuffs, change is scary, feeling there may not be something better, etc.. They don’t necessarily want you to share in their misery, but they won’t necessarily be forthright about it. So they will avoid having to answer any more questions. Before you ask someone for help getting into their company, do a mini-informational interview. Ask people what they do and don’t like about working there. You may find out you don’t even want to work there.

#4

They feel bad for you, but don’t have faith in you. This is what we fear, so I know this one hurts. Sometimes we relate to people as we once knew them and it’s hard to envision them as anything else. They do that to us, too.  If someone knew you since you were young, they might still see you as the kid who dropped the ball in the playoff game, or who played a prank on the principal. It doesn’t mean we can’t outgrow images. It isn’t always an easy thing to do, and sometimes it’s not worth the effort, but we have to take ownership if that person has never really been able to see anything else but that person in us. It could be just a matter of you showing that person how grown-up you are now, or this person was just meant to be a part of your past and you might want to leave them there. The person you ask has to have some faith that the introduction is going to make them look good, and not make them look bad. Reintroduce yourself.

#5

You know there are things that you don’t get around to doing. It’s a noisy, busy world. Just think about it – we have cars, houses, bills, pets, children, parents, siblings, nieces, nephews, classes, paperwork, taxes, not to mention bodies that need our attention. Take ownership of follow up and practice patient persistence and forgiveness. People genuinely want to help, but very few of us have our sh*t together so much that we never let things fall through the cracks. Some people are certainly better than others. I can’t count how many times my patient persistence led to people thanking me. Firstly, you should aim to understand what method of communication people prefer. So many people prefer texting nowadays for reminders and to confirm plans. Some people who are active on social media can be easier to reach through messengers. Of course, there’s something about hearing the sincerity in your voice, too. Try each of these up to 5 times before you give up on someone or judge them as inconsiderate or undependable.

Look, unless we know for sure what is going on with someone on their end, all we can do is guess, which means we’re assuming. You know what ASS-U-ME means, right? Having someone sponsor you for a job is a great plan A, but there’s a whole alphabet. The less you let people let you down, the faster you can pick yourself up and continue to take action, the more you can generate momentum, and the more empowered you’ll be to make a choice that is in your highest good.

Don’t let other people’s lack of response discourage you. Focus on making so many things happen that you barely notice the things that don’t. Work on developing your ability to influence and inspire others. You don’t have to give everyone else power of your fate.

4 Non Blondes – What’s Up

Listen to the Best Of 4 Non Blondes here: http://playlists.udiscovermusic.com/playlist/4-non-blondes-best-of Stream more from 4 Non Blondes: https://4NonBlondes.lnk.to/Essentials Follow 4 Non Blondes & Linda Perry https://www.facebook.com/4nonblondes/ https://twitter.com/reallindaperry Music video by 4 Non Blondes performing What’s Up. (C) 1992 Interscope Records

Karen Huller, author of Laser-sharp Career Focus: Pinpoint your Purpose and Passion in 30 Days (bit.ly/GetFocusIn30), is founder of Epic Careering, a corporate consulting and career management firm specializing in executive branding and conscious culture, as well as JoMo Rising, LLC, a workflow gamification company that turns work into productive play. 

While the bulk of her 20 years of professional experience has been within the recruiting and employment industry, her publications, presentations, and coaching also draw from experience in personal development, performance, broadcasting, marketing, and sales. 

Karen was one of the first LinkedIn trainers and is known widely for her ability to identify and develop new trends in hiring and careering. She is a Certified Professional Résumé Writer and Certified Career Transition Consultant and Certified Clinical Hypnotherapist with a Bachelor of Art in Communication Studies and Theater from Ursinus College and a minor in Creative Writing. Her blog was recognized as a top 100 career blog worldwide by Feedspot. 

She was an Adjunct Professor of Career Management and Professional Development at Drexel University’s LeBow College of Business and recently instructed for the Young Entrepreneurs Academy at Cabrini College, where her students won the national competition and were named America’s Top Young Entrepreneurs.

Debunking Networking Myths That Keep People From Optimal Careers

When I speak about job search, I ask people, “Who has heard before that networking is the #1 way to find a job,” or I’ll ask people to “Fill in the blank… what is the #1 way to find a job?” Without fail most, if not all, of the attendees will correctly state the answer. (Networking is the #1 way to find a job.)

Then I ask them to tell me what they spend most of their time doing, and the answers don’t match up. So, do I just shake my finger at them? That’s not my style. I know that the solutions only reveal themselves when we really know the root cause. I seek to understand and empathize.

So, when I ask job seekers why they spend most of their transition time scouring job boards and filling out online applications when they know logically that the chances of getting a job that way are ~7%, I hear one of the following:

  1. Networking isn’t my thing
  2. I don’t have a network
  3. I’ve exhausted my network

#1 is not a truth; it’s a limiting belief either about yourself, about the expectation of receiving help, or about networking.

If someone sold you the idea that there is something dirty, immoral, inauthentic, or selfish about promoting yourself, networking will make you feel icky. You might have been taught from a young age to be seen and not heard, or that you need to yield to someone else’s needs or agenda. For that reason, you might prefer to let others get the glory while you stay meek and humble in the background.

Here’s the truth about #2, too – if you are on a first name basis with people outside your family, networking is your thing. It doesn’t have to look like making superficial connections with people you wouldn’t otherwise want to associate and using people. Even if you are an introvert, even if your network is small comparatively to other people, there is still a way to engage in meaningful connection with others and produce employment leads as a byproduct.

Here’s an opinion, albeit a much more empowering and relevant opinion – You were born with unique gifts and values, and you were gifted unique experiences and influences. Not only do you owe it to yourself to take every opportunity to expand your ability to use those gifts, but other people depend on this as well.

Whatever rules you were given that restricted your permission to own your own light and brilliance, I release you from those rules and give you full permission to love yourself unabashedly. We can only love others to the capacity we love ourselves.

The internet attributes this idea to Bréne Brown, but Matthew 22:39 states, “Love your neighbor as yourself.” So many focus on the neighbor part, but if you read this a bit deeper, you’ll notice that you are supposed to love yourself, and love your neighbor as much.

Take it from someone who believed that I had to be meek and humble, but found myself being victimized by people who sought to abuse me to gain artificial power, even though they were supposed to be aligned to the same principals as me. I found that I don’t need to steal other people’s light, and in fact doing so dulls mine. But I must not let others steal my light, or there will be others living in darkness.

First, you have to learn to love and appreciate your own light, and then you have to let it shine. That’s a high-level look at networking at its finest. Consider it to be an activity that enables you to find those who can show you where your light is needed most.

Beyond your immediate circle of influence are many people who will “get” you, who will like you exactly the way you are, and who want to help you, because it makes them feel valuable.

#3 comes from people who are from one of two categories:

  1. You are a people pleaser, and you can’t stand the thought of someone not liking you or feeling annoyed by you. You, therefore, will only seek to be helpful and not a burden. You figure people will help if they want to and like you, so you’ll ask, but you’ll make it seem nonchalant. You’ll tell people, when they have time, if it’s not too much trouble, they can help you by letting you know about jobs open or by introducing you to people. Then, people do little to help you and you worry that you’ve been too forward, too demanding, or too annoying. You wonder if these people even really like you. The lack of action or response is painful and re-opens old wounds from when you wanted desperately to be accepted, maybe even popular. You are immediately discouraged and you give up, figuring that people don’t want to help and they don’t like you. You’ll assume you have better chances applying online cold to new people who are more likely to give you a chance.
  2. You literally spoke with anyone and everyone was willing to listen. You asked humbly for help. However, if you didn’t generate momentum by doing so, you most likely didn’t apply the best practices or properly train your network how to identify a good lead for you. You may have presented it too much as a favor to you, and didn’t get across exactly what value you have to offer. You may have only asked them to let you know if they hear about and opening for your title. You also may have thought that by being very general and broad about what you want, that your network would produce more leads.

It seems counter-intuitive, but you will produce more high-quality leads by being specific about the kinds of problems you solve, the kinds of initiatives that you make successful and the kinds of challenges you know well how to overcome, and then being clear about who would be experiencing these problems, challenges and initiatives and asking for introductions to these people.

Even beyond not adequately inspiring or educating your network, there are still other reasons why you might find efforts to network in order to land a new job fail, and I’ll cover more of them next week: Real Reasons Your Network Hasn’t Stepped Up To Help You

So Lonely – The Police w/ Lyrics

Single from the Album: Outlandos d’Amour Writer: Sting Released: November 1978 Re-released: February 1980 Length: 3:10 (7″ single edit), 4:52 (Full-length album version) Label: A&M Records Producer(s): Stewart Copeland, Sting, Andy Summers Personnel: Sting (Gordon Matthew Thomas Sumner CBE) born: October 2, 1951 Bass guitar, lead and backing vocals, harmonica Andy Summers (Andrew James “Andy” Summers) born: December 31, 1942 Guitar, spoken word and piano Stewart Copeland (Stewart Armstrong Copeland) born: July 16, 1952 Drums, percussion, backing vocals

Karen Huller, author of Laser-sharp Career Focus: Pinpoint your Purpose and Passion in 30 Days (bit.ly/GetFocusIn30), is founder of Epic Careering, a corporate consulting and career management firm specializing in executive branding and conscious culture, as well as JoMo Rising, LLC, a workflow gamification company that turns work into productive play. 

While the bulk of her 20 years of professional experience has been within the recruiting and employment industry, her publications, presentations, and coaching also draw from experience in personal development, performance, broadcasting, marketing, and sales. 

Karen was one of the first LinkedIn trainers and is known widely for her ability to identify and develop new trends in hiring and careering. She is a Certified Professional Résumé Writer and Certified Career Transition Consultant and Certified Clinical Hypnotherapist with a Bachelor of Art in Communication Studies and Theater from Ursinus College and a minor in Creative Writing. Her blog was recognized as a top 100 career blog worldwide by Feedspot. 

She was an Adjunct Professor of Career Management and Professional Development at Drexel University’s LeBow College of Business and recently instructed for the Young Entrepreneurs Academy at Cabrini College, where her students won the national competition and were named America’s Top Young Entrepreneurs.

7 Signs Your Company Is A Sinking Ship

When I speak with leaders who are ready to jump ship, I can’t help but think about those who will be left behind.

Morally, these leaders would love to warn everyone, to tell them to see the writing on the wall. Ethically, that would hinder, if not destroy, any efforts a company may make to stay afloat, even if sinking is inevitable.

The writing on the wall isn’t always obvious, and unless you’re looking for it, you could completely miss it. You may prefer to stay ignorant and oblivious, because it is bliss after all. However, if the writing is on the wall, it would behoove you, for the sake of all who depend on you, to prepare yourself to jump ship.

Take a look at a map and identify potential next destinations, locate your life preserver and lifeboat, jettison extra weight, and stock up on supplies for a journey. If you’re getting the analogy, I’m advising you to start thinking about what an ideal next step would be (if you really want to go for paradise, get Laser-sharp Career Focus: Pinpoint Your Purpose and Passion in 30 Days), update your résumé and LinkedIn profile (or, if it’s not your area of strength, delegate it to an expert), start selling extra things around your house, and have at least 8-10 months of savings (though we can help you land much faster if you let us guide you in strategic planning and execution of your campaign).

If the boat is arockin’, here are some signs that you may want to risk a solo journey or else risk going down with the ship and everyone else on it.

  1. An exodus of tenured and/or senior leaders

It seems obvious, right? Leaders have the inside scoop and if they are leaving, they know something you don’t. However, even workforce reductions that shed tenured folks or layers of middle management can leave a company vulnerable.

It’s been my experience, as someone who was blessed to go overboard of a sinking ship well before the voyage got scary, when our company let go of many of its tenured folks, it lost keystone pieces of its identity. If a company cannot reinvent itself to be stronger than before, it remains unstable. Layoffs at my old company were hard-hitting, even though it was an opportunity for me. I rode that opportunity as far as it would take me, but saw it was losing steam. With the help of a coach (hired by my company,) I devised and executed a 6-month plan to start this business. That was 12 years ago. Even though I was out in the middle of the ocean in a dingy, I felt safer there, and watched sadly as the ship sank. Everyone made it to shore and we keep in touch in a Facebook Group called “Remembering Devon Consulting.” True story!

Similarly, if someone in a critical role leaves, whether by choice or by force, and this person is not replaced, conditions will surely only get worse.

  1. Rampant scapegoating

When seas are rough, it may be easy to blame the weather. I can recall a couple of news stories in recent years of cruise ships that wound up heading into rough seas. Was the weather blamed? No – the cruise lines, their executives (for unsafe or unclear policies), and the captains were blamed. Unless these parties take accountability for bad decisions made with information that was available, these mistakes will be repeated. So, if your company is undergoing slow sales or worse, like a PR crisis, and no one is taking accountability, or the even if the only one willing to take accountability is merely dismissed and the company changes nothing, get ready for rough seas ahead.

  1. Hiring and budget freezes

Let’s say you know that an investment is necessary to deliver to customers with the quality and speed that they expect, but the focus of leadership has been cost-cutting, so investments will have to “wait.” Another scenario is that you know that you are short-staffed and overextended as it is, but no new people will be added, whether contract or permanent. No matter how good it was in the past, you need to get a contingency plan in place. It will take everything that you have, since you most likely come home exhausted and completely spent.

Trust me when I tell you that it if you just take 6 hours over a 2-3 week period on the front end to let us help you sharpen your tools (90-minutes for a branding consultation, 90 minutes to gather and compile all the substantiating evidence of your value using our formula, 30 minutes to scrutinize your résumé draft, 60 minutes to share your feedback with me, 30 minutes to scrutinize your LinkedIn profile content, 60 minutes to share your feedback), we can then show you how to spend any amount of time you can spare, even if it’s just 1-2 hours, to build momentum each week and generate 4-5 highly desirable opportunities in 6 weeks.

The alternative is experiencing the trauma of being on the sinking boat and then floating adrift without certainty that you’ll be saved.

  1. Payroll bounces or gets delayed

Do I need to say more about this? I think I do, because I have spoken with far too many people who have tolerated this. I’m not talking about a couple of days. I’m talking about people who go weeks without getting paid, and then are offered no remuneration for essentially lending the company cash flow. Icky, all around.

  1. Annual pay raises or bonuses cut

I recall during the recessions of post 9-11 and the housing crisis many companies having to cut bonuses, pay raises or even moving people backward in salary in order to keep them employed. In a bad economy, where perhaps the weather can be blamed because navigating to quieter, calmer seas just isn’t an option, I can see how this is acceptable. In dying industries, this may become the norm. Sometimes the ship is an industry. Sometimes the weather is literally to blame, such as a natural disaster. These are some conditions where it may just be necessary and acceptable to keep people where they are instead of allowing them to grow. If none of these conditions apply, you are on a sinking ship with a wayward captain.

  1. Closed doors

This is a norm in many companies. If it weren’t, we wouldn’t even call it an open-door policy. We’d just call it normal. Transparent leadership is really now only gaining traction as an attractive cultural quality, so it will take companies much longer to catch on. Closed doors breeds distrust, which has far-reaching trickle-down impacts. If it’s new, however, it may or may not be dangerous, but it certainly means changing tides.

If you trust your leadership, you may be inclined to ride it out. If you trust your leadership, go ahead and ask them what’s up. Let them know that it’s noticed and, if they are in tune, they will find a way to communicate something sooner rather than later. So often there are restrictions on what can be communicated and leadership will make themselves scarce instead of reassuring. Again, it doesn’t always mean the ship is sinking. Sometimes it means an acquisition is pending. Sometimes it means a hostile takeover. Either way, brace yourself for rough seas. It could mean a great opportunity to be an employee of a larger, more nameworthy employer. If this could be a good change, at a minimum, your boss should be able to tell you this. If he or she can’t, it may be time to jump ship.

  1. Your boss hints that it would be smart to start looking

I have worked with both with the boss, who felt a moral obligation to give people a compassionate heads up, and I have worked with the employee who would rather stay with such a great boss, but has to heed this warning because they trust it. Either way, get on it. There’s a high probability your boss was holding out a while with hope that things may turn for the better and waited until the last minute when things are dire to give you this warning.

If this headline jumped out at you, you most likely are seeing some of the writing on the wall. Whether you notice any or all 7 of these things, isn’t it wise to prepare yourself?

We help corporate professionals identify, pursue, and land ideally fulfilling and well-paying opportunities so that they can feel alive, look forward to going to work (YES – it’s REALLY possible) and secure a lifestyle that they love.

If you are on a sinking ship, let us help you land the closest thing to paradise that’s possible so you can turn what could have been a tragedy into a triumph.

DEEP PURPLE – Black Night (1970 UK TV Performance) ~ HIGH QUALITY HQ ~

top of the pops old grey whistle test 1965 1966 1967 1968 1969 1970 1971 1972 1973 1974 1975 1976 1977 1978 1979 1980 1981 1982 1983 1984 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 funkyboymark rock roll and funk punk new wave blues guitarist riffs riff slide guitar heroes at the bbc

Karen Huller, author of Laser-sharp Career Focus: Pinpoint your Purpose and Passion in 30 Days (bit.ly/GetFocusIn30), is founder of Epic Careering, a corporate consulting and career management firm specializing in executive branding and conscious culture, as well as JoMo Rising, LLC, a workflow gamification company that turns work into productive play.

While the bulk of her 20 years of professional experience has been within the recruiting and employment industry, her publications, presentations, and coaching also draw from experience in personal development, performance, broadcasting, marketing, and sales.

Karen was one of the first LinkedIn trainers and is known widely for her ability to identify and develop new trends in hiring and careering. She is a Certified Professional Résumé Writer and Certified Career Transition Consultant and Certified Clinical Hypnotherapist with a Bachelor of Art in Communication Studies and Theater from Ursinus College and a minor in Creative Writing. Her blog was recognized as a top 100 career blog worldwide by Feedspot.

She was an Adjunct Professor of Career Management and Professional Development at Drexel University’s LeBow College of Business and recently instructed for the Young Entrepreneurs Academy at Cabrini College, where her students won the national competition and were named America’s Top Young Entrepreneurs.

How to Custom-design Your Next Role or Get on the Executive Fast-Track

Can Lead A Horse To Water But T Make Him Drink

How to Custom-design your Next Role or Get on the Executive Fast-Track

If you’re not networking internally within your company (as explained in the last post) then you are minimizing your opportunities to grow in an organization. A record-breaking number of people are now just deciding to jump ship for better opportunities and pay. In a way, this is working for them if their career path stays linear and conventional. However, if you want to jump on the executive-fast-track or need to move laterally in order to get on an executive fast-track, then networking internally is a must-do.

Last week we talked about the process of laying the groundwork and building the reputation that will enable you to establish yourself as an influential change agent. This week, we will focus on how to actually enact the change, which will help you propel your career forward, or over, depending on what you want to do.

Here are 4 questions to ask your internal network that will enable you to identify gaps and propose solutions:

  1. What are the biggest challenges to delivering quality on time
  2. What do you see as being potential solutions?
  3. Have you already shared both the challenges and solutions and, if so, what occurred as a result?
  4. What are the potential costs, logistics, and objections of the solutions? (Validate with other stakeholders)

Instead of identifying problems that are solvable in your internal networking efforts, you may be discouraged by what you learn and determine that your company is a sinking ship (subscribe and watch for my future post: Signs Your Company Is A Sinking Ship).

So, you have a decision to make: do you abandon ship at the first possible opportunity or do you try to save the passengers still onboard, some of whom are completely oblivious?

I have to warn you that after you spend some time getting to know the people who will be impacted far after you find a new role, you may feel a sense of obligation to help them in some way. This could be by stepping up as a change agent, which means sticking your neck out and risking your own job, but enabling you to go down in a blaze of glory, or you could just vow to help other people land into something new, perhaps your new company. Either way, understand all the risks – you face resistance, and the level of resistance you face is commensurate with the strength of the system that wants to maintain the status quo. Also, companies have reacted negatively, and sometimes litigiously, to talent poaching.

You may or may not find an outspoken internal sponsor, which is always preferred. This process is applicable whether you do or do not.

The problems that seem insurmountable are usually people-related, not process, systems or resources related. Unless you have training and experience as a transformative coach or therapist, you probably don’t want to touch the people problems. Also, when you are impacted directly by those people problems, it can be that much more challenging to be an objective solution provider. If you find that the organization has people problems, you can anonymously nominate them for an engagement audit to a transformational coach.

If, however, you find that the issues are related to systems, processes, technologies, culture, communication, or policies, and you are inspired and prepared to assume ownership, below is the way to make a business case. Owning the issue doesn’t mean being solely responsible for execution, but it does mean being accountable for results. You have to know in these cases what your strengths are and to understand how you can compensate where you are not strong and delegate. You also need to understand all of the costs associated with additional resources, whether internal or external. If other people want to be a part of the solution, they also have to be able to complete their primary responsibilities with the same quality and would need buy-in from their immediate supervisors. Some of these supervisors you would have wanted to also meet with, because if you knew first hand about their struggles to deliver with limited resources, you will understand that they will object to sacrificing any of their resources.

If there are any potential objections NOT addressed yet, ask the people most impacted by a lack of change to help determine if there is a way to address the objection, either in a work-around or in a way that makes the potential benefit worth the potential risks.

Let’s assume you have worked out a solution that accommodates the needs of many and resolves potential objections to adoption of the solution.

Schedule a meeting and make sure you get as many stakeholders in attendance at the same time. Make the invitation sizzle by making it relevant and critical to everyone. Make sure that you are as judicious with the time as possible so that you can minimize the time it takes to make your case, but allow for ample time to discuss adoption. The subject could be, “I need 15-20 minutes of your time to reveal an issue I discovered that stands to cost us $500K, but if resolved will earn us an increased market share.”

Every won argument starts with first presenting what all parties agree is true, whether these are facts or stories (e.g. of a story – Employees are lazy; vs facts – Projects are delivered 3 months late 85% of the time.) Establish from the get go that you are on the same side. “We all agree that we want our company to be known for its premium products and world-class customer service. Right?” State a few more, and then ask them to confirm their agreement.

Instead of saying, “Kathy from Accounts Payable doesn’t understand why we are paying premium prices for subpar vendor performance, but that’s procurement’s department, so she feels powerless,” share new insights in as measurable, concrete terms as possible without divulging the identity of your sources.

Let each one sink in before you move on to the next.

For example –

“Did you know…

  • The #1 customer complaint is failure to deliver on time.
  • In fact, 65% of the customer service issues tracked are related to this issue.
  • 95% of the people I met with over the past 3 months attribute bugs in 3rd party software to the inability to deliver on time.
  • There were 2,000 bugs over the past 3 months, which took an average of 1 hour to resolve each, for a total of 2,000 hours of lost productivity.
  • 35% of these people are actively seeking a new position right now, because no one has pulled the trigger on a new vendor nor has anyone held the vendor accountable, and they don’t feel they can properly meet their performance metrics and often have to stay extra hours to complete their deliverable.
  • If we lose even only 25% of those people, our current project portfolio will be stalled by 6 months or more, and we will lose $35K on service-level agreement shortcomings, $300K in lost revenue, and can anticipate losing $75K on lost productivity while we stretch the remaining staff, and $25K-50K on higher salaries for new hires who will demand more, and also risk further turnover, which will bump these numbers up even higher.”

Then propose solutions in as straightforward terms as possible.

For example –

  • “Immediate actions that will prevent these losses:
    • 1st level – Assign a new point of contact for the vendor and partner with legal to evaluate the service-level agreement and determine if there is a breach of contract.
    • 2nd level- Liaise with business, technology and users to determine software requirements and evaluate additional vendors
    • etc.”

Put all known objections on the table, so that you can outline how you already thought of a way to work around the objection, or why the cost-benefit of the solution outweighs potential losses.

Connect the dots back to what you all agree on and why the solutions proposed are the best (cheapest, fastest, etc.) way to achieve what you want.

Specify YOUR role and what for what results you will be accountable. Make it look like a job description. You will have to address if you plan on taking this on a special project above and beyond your current duties, or if you plan on fully exiting your role and if/how you will backfill your own position.

My former client success assistant, MJ, called this a roleposal. I knew I wanted to hire her, and knew her personality and networking efforts had potential value to my brand, but I was too in the midst of business development and client delivery to put the dots together. She knew she wanted to work for me, too, and took on the task of outlining what she would do to take some business development and client delivery and follow-up off my hands, the timeline and volume of delivery success, and how she would be compensated based on what I explained to her about my budget. She even outlined how she would get on-boarded with minimal hands-on training. It was an easy yet.

Yes, this outline does put simply what can be a huge, complex investment of time. It’s true – the executive fast-track is not an overnight success method. If you really read the stories of “overnight successes,” you’ll find that one big break may have launched that person into the spotlight, but it was years of effort that helped them be in the right place at the right time.

If you aren’t willing to do this work, you may want to rethink an executive career.

If you are excited by the prospect of making a large contribution to your company, its people and its customers/clients, but you want a partner, mentor, and coach for the long-haul, book a free consultation with me so that we can determine if we are a match to work together. Not only can we coach you through the challenges (even people challenges) that occur, but we can also set you up with a mentor who has already achieved what you hope to in a relevant industry/business.

Gavin DeGraw – Everything Will Change (Audio)

Music video by Gavin DeGraw performing Everything Will Change. (C) 2013 RCA Records, a division of Sony Music Entertainment

Karen Huller, author of Laser-sharp Career Focus: Pinpoint your Purpose and Passion in 30 Days (bit.ly/GetFocusIn30), is founder of Epic Careering, a corporate consulting and career management firm specializing in executive branding and conscious culture, as well as JoMo Rising, LLC, a workflow gamification company that turns work into productive play. 

While the bulk of her 20 years of professional experience has been within the recruiting and employment industry, her publications, presentations, and coaching also draw from experience in personal development, performance, broadcasting, marketing, and sales. 

Karen was one of the first LinkedIn trainers and is known widely for her ability to identify and develop new trends in hiring and careering. She is a Certified Professional Résumé Writer and Certified Career Transition Consultant and Certified Clinical Hypnotherapist with a Bachelor of Art in Communication Studies and Theater from Ursinus College and a minor in Creative Writing. Her blog was recognized as a top 100 career blog worldwide by Feedspot. 

She was an Adjunct Professor of Career Management and Professional Development at Drexel University’s LeBow College of Business and recently instructed for the Young Entrepreneurs Academy at Cabrini College, where her students won the national competition and were named America’s Top Young Entrepreneurs.

Another Key Habit to Turbo Boost Your Career Growth

 

Last week I shared how you can make a habit of taking regular, strategic action to build and sustain accelerated momentum in your career growth, and I did a live FB broadcast in which I shared how often to evaluate your desired and actual career growth if you want to stay in control of your career.

I would be remiss if I didn’t also share this key habit that my most successful change agent clients attribute to their ability to catapult their careers and influence.

The book Never Eat Alone by Keith Ferrazzi was released in 2005, just when I was developing my chops in networking. Honestly, I haven’t read the book. My boss at the time did, and he reinforced the primary message of the book, which is inherent in its title.

While I didn’t necessarily follow the advice of never eating alone, since I worked through many lunches and, as an ambivert who doesn’t like to talk when I eat, nor do I enjoy watching or hearing other people eat, it would sap my energy. I did start inviting more people to sit down for meals (or drinks), and it was transformative.

The clients who have been able to realize the greatest transformations in their organizations attribute their success to the time that they invested getting to know people in the organization and the efforts that they made to learn from others’ perspectives.

A Harvard Business Review IdeaCast with Julia Kirby from 2010 stated that women are over mentored and under sponsored. Sheryl Sandberg’s top-seller, Lean In, promoted mentorship and sponsorship, but let’s focus on sponsorship because it is a relationship with so much more potential to elevate you and your influence.

Much like finding a mentor, you have to let the relationship lead. Inspiring someone to sponsor you may be an objective, and it doesn’t hurt to have a wish list of people in your organization or a target organization that you’d like to have as a sponsor. However, the outcome you want is more achievable when you approach it relationally vs. transactionally > nurture the relationship to evolve to that level.

Thinking transactionally vs. relationally is a mistake many people make when it comes to networking. People on the job may limit their internal networking to their department, thinking these are the only people who are relevant to job performance. Job seekers sometimes only want to talk with you if you have a job to offer, and it fits XYZ criteria. Recruiters and employers sometimes only want to talk with you if you fit an open job requirement. Deciding that a job isn’t a match doesn’t have to be the end of a relationship, however. It can be the start of something completely new and unexpected.

The key word here, however, is growth! Expansion. Think openness. I’m not just talking about engaging one person as a sponsor who can influence your career, but to engage people across the organization as supporters and advocates by being their champion.

I get that we all have constraints on time. I also see being judicious with your time is a wise practice. We can’t possibly meet with everyone we’d like to, or who would like to meet with us.

Let me propose a structure that is amenable for the busy and/or introverted professional that still enables you to expand your network and influence, learn what can be leveraged, and discover magical synergy with unexpected people.

The first step is always to make a list. Start with those you know are impacted by your role and vice versa. Eventually, you may need to use a company directory, organizational chart, or LinkedIn. Consider other divisions, and, of course, higher ups. Work in a small company? Just think a bit outside the box. Consider meeting with vendors and customers/clients. You just may need to get the okay and authorization from the points of contact, and have met with them first.

Prioritize the list

  1. First meet with centers of influence. These may be leaders, but they also may not be visible leaders, as in executives. Sometimes they are appointed to lead special projects or to liaise on critical or failing initiatives. These are people whose opinions matter to others. They most likely achieved this station by doing exactly what is outlined here. You’ll greatly accelerate your own path to this station by learning first what they know. By meeting with these individuals, you can also better develop a list of questions to ask the next audience about why things are the way they are, even if a center of influence clued you in. Get right to the source. Put yourself on their radar and check in with them on what they are working on. Ask them what they need to move things forward faster, and then do some leg work to source possible resources or solutions.
  2. Meet with the higher-ups to better understand their vision. Yes, ideally, leadership would be doing a great job of relaying the vision to each and every employee. You and I both know there are too many companies in which there is a huge gap here. When you take control of your own career, you own your understanding of the company’s vision, too. Now, when you ask why things are done the way that they are done, you are doing so with the critical context of their desired outcomes.
  3. Intentionally diversify your list to meet with people at all levels and across departments, including those whose efforts may not get their fair share of accolades or visibility. Of course, your intelligence will have that much more integrity if you are also mindful of ethnic, age, and gender diversity as well.

If you are working full-time, allocate two hours each week for 1-on-1 networking. One meeting will be an hour, so break bread, even if, like me, you prefer eating alone.

The next hour of time you can break up into four 15-minute follow up conversations, similar to a scrum meeting, where you check in on challenges, problems or initiatives you learned about in a prior conversation to see what progress was made or how a resource you offered worked out.

You can also break it up into three 20-minute tele-coffees. These are discovery meetings. You’re getting to know someone and their perspective on a less superficial level. You may determine through these discoveries that more time is necessary and schedule a follow-up meal.

Make sure at least one of these meetings each week is with someone with whom you wouldn’t normally interface.

If you are unemployed, allocate five hours per week for 1-on-1 networking. Three of those hours will be 1-hour meetings. Then you can use one hour for 15-minute follow-ups and another for 20-minute tele-coffees. If you are just starting, then use the first week for just tele-coffees or setting up meetings/tele-coffees for the next week.

Keep in mind that it will take an additional 30-60 minutes each week to send invitations and that you’ll need to send about 10x more invitations than you can accept to make sure that your networking card is full. Over time, you will get better at sending invitations that get accepted, and your momentum will compound, so it won’t take quite as much time to fill your networking card.

What do I mean by networking card? Well, you can take it figuratively, like a dance card. At one time there was such a thing as a physical dance card, but now it’s really just meant to imply that there is so much time for dancing, so many songs played, and so many chances to have a different dance partner. You can also make it literal, and this is recommended. Allocate time on your calendar every week for this activity.

How exactly does this practice lead to growth? Put simply:

Perspective > Root Cause Identification > Solution Development

Relationships > Trust > Influence > Buy-in

Consider everything you wish other people (leaders, people in other departments, or customers) understood about the challenges of your job that would enable smarter, better solutions to emerge.

Now, think of the corporate ladder as a physical ladder. The higher up you go, the more you can see the bigger picture. The pieces may look smaller, but you can see better how they all interconnect or fail to interconnect.

The higher up you go in an organization, the more you see the bigger picture, understand the overall vision of what the organization is intended to achieve and make decisions that leverage and orchestrate the smaller pieces to work toward the vision.

By meeting with and learning from people at all levels, you can better assess what gaps need filling, what needs to be done first before an initiative can move forward successfully, and what are leaderships’ blind spots that stand to sabotage the realization of the organization’s ultimate vision. You don’t necessarily have to come up with an end-to-end solution. This is more about learning and sharing insight.

In regards to relationships, there’s a saying I quote often: People don’t care how much you know until they know how much you care.

Even though in the traditional office place, emotions were considered taboo to express, they still existed. Some emotions, such as fear and anger, were actually leveraged. Good thing we are evolving, because history and science have proven that is not the way to garner the best performance from your workforce. Now we can make clear, fact-based cases for acknowledging in the workplace that people are human, have emotions, and that if more positive emotions are leveraged, more positive performances will present.

People like to be heard, as I shared in a previous video. Many companies recognize and attempt to fill communication gaps, but still fall short on listening. Rather, not so much listening, but listening AND taking action. If you choose to be a champion for the workforce and solutions that help them, you will earn respect, admiration and loyalty.

Words of warning: Be mindful of how you present your own challenges and how you share what you learn about others’ challenges. Someone may tell you something in confidence that they don’t want to be revealed. You will only build trust that leads to future buy-in if you only share what you have permission to share.

Next week I will share how you can use internal intelligence to create your own ideal role in the organization with minimized risk for you and those who confided in you.

If you want a partner who can contribute strategy, guidance, tools, and accountability in your sponsorship initiatives, let’s talk.

U2 – Elevation

U2’s new album, “Songs of Experience” out now. Listen to the album: https://lnk.to/ZaQRe Explore more music from U2: https://lnk.to/oVysR Follow U2: http://www.u2.com/ Facebook: https://U2.lnk.to/FBID Twitter: https://U2.lnk.to/TWID Instagram: https://U2.lnk.to/ISID Music video by U2 performing Elevation. (C) 2006 Universal-Island Records Ltd.

Karen Huller, author of Laser-sharp Career Focus: Pinpoint your Purpose and Passion in 30 Days (bit.ly/GetFocusIn30), is founder of Epic Careering, a corporate consulting and career management firm specializing in executive branding and conscious culture, as well as JoMo Rising, LLC, a workflow gamification company that turns work into productive play. 

While the bulk of her 20 years of professional experience has been within the recruiting and employment industry, her publications, presentations, and coaching also draw from experience in personal development, performance, broadcasting, marketing, and sales. 

Karen was one of the first LinkedIn trainers and is known widely for her ability to identify and develop new trends in hiring and careering. She is a Certified Professional Résumé Writer and Certified Career Transition Consultant and Certified Clinical Hypnotherapist with a Bachelor of Art in Communication Studies and Theater from Ursinus College and a minor in Creative Writing. Her blog was recognized as a top 100 career blog worldwide by Feedspot. 

She was an Adjunct Professor of Career Management and Professional Development at Drexel University’s LeBow College of Business and recently instructed for the Young Entrepreneurs Academy at Cabrini College, where her students won the national competition and were named America’s Top Young Entrepreneurs.