Blog - Page 2 of 28 - Leadership Coaching and Executive Branding

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.

 

The Best Habits To Start Today To Turbo Boost Your Career Growth

When I was teaching business students career management and professional development at Drexel University, a 1-credit course that they were required to pass in order to graduate, there were questions as to the relevance of the class by certain students who had jobs already or planned to start their own businesses. They were not just learning how to land a job, however. The course also taught emotional intelligence, how to brand themselves as professionals, how to collaborate with a multi-generational workforce, and how to make professional development a habit so that they can continue to grow and expand in their career.

I understood that they had heavy workloads; Drexel’s 10-week all-year-round terms were very demanding. Many of them were in co-ops and Division 1 sports. I’m not sure how I would have done with a schedule like that, in spite of the fact that I worked multiple jobs and played rugby during college.

But what they don’t see from their vantage point is how many people enter the workforce, get on the wheel, and go wherever it takes them, and then look up one day wondering how they got there, and wondering if it’s too late to take control, change courses, and wind up somewhere better without sacrificing the quality of life that their current job supports.

There was tremendous value to that course, but the biggest value these students received was the habit of making time for professional development. Even when a company offers professional development, it’s often steered by them, and limited to what that company can offer in terms of growth.

The people in their 30s and 40s who have achieved executive status have gotten there by being thoughtful and intentional about their next steps.

So what are the best habits to accelerate your professional development?

One of my previous coaches, Bill Walsh, advised me to make a list every night of the 10 things that I can do the next morning that would take me the farthest the fastest and to aim to get them done before 10 AM, and then take the rest of the day off if I want, or take meetings the rest of the day. He called it the “10 before 10.” The idea of being done at 10 AM sounded great, and I tried it. I tried getting up at 6 AM every morning. I was not very with it. I didn’t get into a groove until 7. I couldn’t get my list done by 10, because I had to get my kids to preschool from 8:30 to 9:15, and I found I needed a nap by 2. I couldn’t take a nap, because I had my kids home then. I had very little energy to do anything with them.

I tried it for 30 days. It just didn’t work for me. Besides the fact that I am a late night person by nature, being a mom was not compatible with that schedule. I would rather work while the kids are at school.

Other coaches, such as Tim Ferriss and Lisa Nichols have said, “Just focus on 1-3 things.” I believe the distinction is to do 3 strategic things in the midst of all the tactical things you have to do. In a Facebook group I run with Kareen Walsh, we just focus on one big strategic action each week. I call these massive action items. They are sometimes a bit out of your comfort zone, but stand to propel you quickly from where you are to where you want to be.

Personally, I think you have to try different systems out and see what works best, but you also have to give it 30 days – a good 30 days. Whatever new system you try, it will take time to adjust your life with your new rhythm.

Which system you try really depends on your needs and your goals. How fast do you want to grow? In what direction? What are the other demands on your time?

If you’re working full-time and not actively searching for something new, choosing one massive action item to accomplish each week, along with all the supporting things that need to be done, like research, follow-up, and networking, is a good habit to start. You can use Monday to evaluate your goal, prioritize, and get organized. You can use Tuesday to do whatever research is needed, Wednesday to take massive action, Thursday to add value/follow up/send thank yous, and Friday to celebrate. Perhaps your massive action will be setting up a meeting with a different department, writing and submitting an article to an industry publication, or volunteering to speak for a professional organization.

If you are in full-time transition, aim to do the 5 categories of categories outlined above every day: Admin, Research, Massive Action, Network Nurturing and Self Care/Celebration. You could also accomplish 5 administrative tasks Monday, research 5 target companies/employers Tuesday, complete massive action items Wednesday, help 5 people in your network Thursday, and then treat yourself for a week of smart work (notice I didn’t say hard.)

If you’re working full time and actively searching, 3 massive action items to accomplish each week is a good goal, and keep in mind that applying online to a job is not a massive action, and you should not expect a massive response. Massive action is reaching out to a hiring manager directly with a well-crafted, customized, enticing introduction letter, or inspiring someone in your network to be an internal sponsor for an open opportunity. Massive action could be attending a networking event, and preparing by evaluating the attendee or speaker lists and doing some homework so that you know who you will try to speak with and what to say.

If you’re bootstrapping a business, you’re not quite at a place yet where you can delegate everything; certain things just have to get done and they have to get done by you and your skeleton crew, if you have one. You may need to try the 10 before 10, or 10 before noon if you find early mornings aren’t your best time to make things happen. And then you may not be able to take the rest of the day off, but you will have taken the time to focus on developing your business, not just running your business.

Whichever system you try for 30 days, the point is to start now taking the time to focus on how you want to move forward and make it a habit. I also advise that you rate your momentum regularly so that you can be more aware of when adjustments need to be made.

If the system is working, you will feel that momentum is in your favor by the middle of the 3rd week. You’ll probably rate it a 7 or higher on a 10 scale. That’s when you will be taking more meetings and/or having more interviews. Continue to maintain your habit, regardless of how great the momentum is. You may choose to scale it back so that you can handle the bandwidth, but continue it at some level.

Remember, too, that if you struggle with forming habits, hypnotherapy is a very powerful tool that can shift the habit from a push to a pull, accelerating how fast you can expect to gain the benefits of your new habit. You can schedule a free consultation here.

Also, if you have found yourself finally looking ahead, wondering how you got here and where the best place to go is from here, get Laser-sharp Career Focus: Pinpoint your Purpose and Passion in 30 Days.

 

Junkie XL, Elvis Presley – A Little Less Conversation (Elvis vs JXL)

Elvis Presley vs. JLX’s official music video for ‘A Little Less Conversation’. Click to listen to Elvis Presley on Spotify: http://smarturl.it/ElvisSpotify?IQid=ElvisPLLC As featured on Elvis: 30 #1 Hits.

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.

Evaluating Your Workforce for Potential Troublemakers

Office SpaceReverse Engineering Internal Sabotage for Prevention [Part 3 of 3; Click for Part 1 and Part 2]

Remember Milton from Office Space? That poor guy. All he wanted was his red stapler to stop getting taken. AND, they kept moving him to the basement, AND, he stopped receiving his paycheck. I hate to spoil this movie for you, even though I’d have to imagine everyone has seen it, but let’s just say, neglect is a primary ingredient for sabotage.

(Fun fact: That Swingline red stapler didn’t exist until the movie and now it’s a best seller!)

Once you know that your hiring process allowed a saboteur to get through the screening process, how do you make sure that the rest of your workforce is on the up and up without insulting those of higher values and morals?

I suspect strongly that the majority of employees will also want to make sure that there are no additional internal saboteurs. After all, the mission they hopefully feel so aligned with is at stake, and so is their job, essentially.

But at a larger organization, there are, statistically speaking, going to be those who feel like they have earned trust and may feel as though measures to test trust are for other people who have not yet proven themselves trustworthy. Another objection will be any time it may take, especially in organizations like Elon Musk‘s that are already stretching their workforce very thin.

You have to be able to make the argument that everyone is subject to same evaluations, including the top level. As with everything else these days, transparency is the key to earning buy in from your talent.

What kind of evaluation could you use that would be fair and accurate in finding clues to values and behaviors that could lead to sabotage without making people feel like they’re not allowed to be human and make mistakes? There are several

I mean, someone who has an inherent bias isn’t necessarily somebody who will commit corporate espionage, and bias itself is human. It’s when bias is used to make decisions that it becomes a problem.

How many people could you really afford to lose all at once if your evaluations determine that the screening process let in multiple people? How much do you really want to know? Some people will leave before ish hits the fan, because every day will feel like a witchhunt, and even if they have done everything up to snuff, they might still wonder if a standardized test, which many have good reasons to be skeptical of, will pick up something anomalous.

According to Tesla’s Glassdoor reviews, it seems to employees perceive that people get let go on the spur of the moment, for no known reason [known to them.] So, you can imagine how pervasive this fear would become if suddenly the company wanted to dig deeper. [I’ll put a post on how fear for your job inhibits an organization’s growth on the “on deck” list.]

The evaluation for this situation is a core value assessment, but it’s usually given during the interview process, not after your workforce is onboarded, let alone tenured for any significant amount of time. As for which are the best for weeding out potential troublemakers in your workforce?

As I mentioned in part one, all humans have the potential for altruistic punishment. So, if you’re really going to weed out people with the potential to act on desire for justice, you’re going to lose your whole workforce

Are engagement surveys going to identify how unfairly employees feel policies and leadership are? They are designed to, but there are problems with engagement surveys, though – especially if people already fear for their jobs, they are not likely to be very honest, these are traditionally done annually, and there’s the issue of time that it takes to complete vs. how long a company actually executes on data gathered. [Contact us to identify the best employee engagement survey for you for help implementing a plan that will lead to optimal engagement improvements.]

Plus, do you even need an assessment or survey when your Glassdoor profile clearly expresses employee concerns?

Even if your Glassdoor profile isn’t accurately reflecting employee concerns, what would it take to be properly alerted to fringe behavior, but still maintain a culture that keeps talent engaged?

It comes down to resetting your culture.

In a radio interview on Executive Leaders Radio that I was invited to observe, Shal Jacobovitz, CEO of CiVi BIopharma, put it simply – talent issues are either based on will, skill, or values. As a leader he can develop skills and inspire will, but when issues were due to a mismatch of values, they had to part ways.

In my professional opinion and based on logic, you can’t expect that your whole workforce will comply with a values evaluation without diminishing your culture and trust at a critical time when trust really needs to be rebuilt.

The best way to lessen the chances that any individuals within your workforce inclined toward altruistic punishment are more inclined to leave peacefully, be rehabilitated, or identified and fairly eliminated without incident is to reset the culture to be based on commitment to the mission, shared values, and mutual trust and respect.

Core Value Assessments don’t do this, though they can help you hire people more in alignment, but engagement surveys might, as long as data remains anonymous and transparent action is taken to address workforce complaints and suggestions.

If suspicious activity is identified by employees, there needs to be a TRULY anonymous channel people can use and a thorough due diligence process to validate any claims.

Altruistic punishment can also be carried out between employees, not just from employee to employer. People will take matters into their own hands if they don’t feel they will be properly and adequately addressed.

All people make mistakes. Good people make poor judgments sometimes. Don’t expect to rid your workforce of mistakes or poor judgments, or even bias; you can simply raise awareness around them and ensure that bias doesn’t drive decisions.

Don’t punish employees for having opinions about how things could be better or feelings about how things are.

Instead aim to cultivate a culture where people can be authentic and imperfect, where it’s safe to bring problems out into the open so that they can be resolved, and then make all reasonable efforts to resolve them.

Be transparent about expectations and give people room to live up to them. Give them a reason to be their best, and show them faith that you know they will be. This isn’t fluffy hippie love I’m selling here – it’s science. In 1964, Harvard professor Robert Rosenthal conducted an experiment that proved that teachers’ expectations influence how students perform.

It does no good to label an employee as a potential troublemaker. Consider them human, first, because if they really are a threat, they can still be threat to you externally, and how handle their opinions and feelings will determine just how much of a threat they stay, inside or outside. Acknowledge effort over intelligence, and you will get your best efforts from your workforce.

Troublemaker- Weezer

1st song off of Weezer’s Red Album! Now I decided “Whoa, this need lyrics” so I drank some coffee, broke five pencils, and let the copy and paste process do the talking. God, that was a lot of work! (No, I’m just being easy. lol) Here’s the lyrics!

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.

Engaging The Ones Who Didn’t Get The Promotion

Reverse Engineering Internal Sabotage for Prevention [Part 2 of 3]

How can you choose the right person for promotion, but still make sure that those who didn’t receive a promotion stay engaged and working in the company‘s best interests?

There are three branches to this answer:

#1 – Make sure that the decision to promote someone was based on criteria that everyone would consider fair. You learned last week that the perception that a company or person has been unfair is what can trigger altruistic punishment.

#2 – Keep the talent engaged in alternative possibilities for growth.

#3 – Be mindful of the place from which you communicate.

So let’s just take a look at a fair process, and I’ll give you the benefit of the doubt that you already know that bias has no place in selecting talent.

It can be stressful to be the one who has to choose between highly qualified and valuable talents for a promotion. Ultimately, two factors have to be taken into consideration – A) Is this talent going to perform the best in this role, and in order for A to be a yes, you have to also consider B) Is this position the best next step in this talent’s career.

This implies that a manager would have to be familiar with the career aspirations of his or her team members. As a best practice, this would be part of the annual review process. Unfortunately, if a company has minimal resources and growth is at a critical point, the prospect of exploring potential future opportunities within an organization with the talent seems like an exercise in imagination, so it will be avoided until performance, profit, and plans can accommodate growth. Seems logical, but it neglects to address the driving force of engagement among top talent – growth.

Referring back to my post on the success science of optimism, it’s not only okay to operate with optimism, it’s critical to success. While the nature of business does require planning for contingencies, the more you operate within the realm of optimism, the more motivated, engaged, and productive talent will be. It doesn’t require a lot of time to talk about your talents’ aspirations, but it does require trust. Sometimes, having a third party (like Epic Careering) come in for career development is necessary. People may fear for their job security if they suspect their aspirations will be a reason to be overlooked for positions, or even worse, let go. No one likes being put in a box, and sometimes the best opportunities are the ones that don’t look as expected. This is another reason why many companies neglect to incorporate professional development into their talent management practices, or why the focus is always on potentially limited growth opportunities within the company. When the process policies are based more on fear than on the best interests of the talent, fears become reality and top talent leaves for greater growth opportunities anyway.

Whether the manager or a 3rd party go through this process, give talent reasons to believe that opportunities will exist in alignment with their aspirations. Then, follow through. Work strategically among other leaders in the organization to bridge the present conditions with future aspirations. Even if it’s giving the employee an opportunity to attend a conference outside the industry, and then assigning them to come back with 1-3 ideas that could be applicable to the business. This also implies that they already know where the business is going.

This brings us to #2. When telling an employee that he or she was not selected for a promotion, keep focusing on the path ahead. Connecting the dots between where employees are and where they want to be can be challenging from within the organization. Again, a third party (like Epic Careering) may be able to propose ideas based on greater depth with the client and high-level perspective on the business/industry. Often the stretch an organization makes to make growth opportunities available for its talent is what opens up a new competitive edge. Engage employees in future possibilities. Like R&D, some things may not pan out, but your commitment to finding a way to best leverage their talents and aspirations will earn trust, engagement, and loyalty.

Don’t make it all about the company, but do share how particular skills (hard or soft) or experiences were perceived as integral for moving the company forward. Stick to explaining the assets you and other stakeholders weighed. Make sure the employee knows the reasons he or she was being considered in the first place.

#3 – Frank feedback is very tricky business.

Before you sit down with an employee that was not granted a promotion, check where your communication is coming from. Communication was my major in college, and that included learning broadcasting, journalism, public speaking, and advertising, but it also included interpersonal communication. It seems like this would be something you pick up during the course of your life, but consider all that can go wrong in communication. Yes, I learned a lot about communication, but I had the most breakthroughs in communication in my own life in Landmark Education’s Communication Curriculum. The most significant revelation that had the most impact in my life was when I realized that what we can control in communication is the most critical part of sending communications that land – the emotions behind them.

Take a few moments to be centered and mindful. Notice and let go of any feelings of pity, regret, defensiveness, judgments of the person’s mistakes or shortcomings, and fears. Visualize delivering the messages in the highest interests of the employee. Be intentional for the overall experience. What impression do you want the person to walk away from the meeting with?

When you intentionally choose the emotion from which you communicate, you naturally choose words in alignment with that emotion. Effective communication is so much more about where you are coming from when you communicate rather than what you say. Epic Careering offers training in this, and it’s transformative for individuals and organizations. It’s not something that comes naturally. Naturally, we have emotions, and we react in accordance with them. In fast-paced environments, this is the M.O. Thankfully, the techniques for achieving consciousness in communication take only a few minutes and eliminate hardships that stifle progress and innovation.

Of course, everything advised above is focused on keeping the talent you didn’t promote engaged so that the company doesn’t suffer from sabotage, at worst, but also losses in productivity or talent. Consider applying #3 to external candidates who didn’t get the job, as well. You may not have wanted them for this role, and you have decided they’re not even a fit for your culture at all. However, if you see them a potential new node in your network who may refer talent, resources, clients/customers, etc. you expand your employer brand visibility by that person’s network.

I wish I had completed the Landmark Communication curriculum while I was a recruiter. I was very well-intentioned in giving feedback to candidates but found that at times, it induced a defensive reaction. Though most people received feedback very well, the people who didn’t discouraged me from making it a practice. I wish I had known how to communicate more consciously then. It might not have made the difference in all circumstances, but I know it would have made a difference for many of the candidates I intended to help, and maybe they would have been clients.

Just as Brené Brown says that we won’t do empathy perfectly, there’s hardly a thing as perfect communication. There certainly is optimal communication, however.

Fairness in process and consciousness in communication are the best preventions for sabotage, but also the best conductors of highly engaged talent.

CANDLEBOX – “Far Behind” (official video)

New album DISAPPEARING IN AIRPORTS out April 22, 2016 Pre-Order now @Itunes ► http://apple.co/204LvqO @Amazon ► http://amzn.to/1Q9pzWm @Pledge http://bit.ly/1Pb152u Video created by Rob Neilson ( http://www.WiredWebDev.com ) Tour Dates ► http://www.CandleboxRocks.com/ Official Store ►http://bit.ly/1PLirPM Website ► http://www.CandleboxRocks.com/ Facebook ►http://www.facebook.com/candlebox Twitter ► http://www.twitter.com/candlebox Instagram ► https://www.instagram.com/candlebox_official Official YouTube ►https://www.youtube.com/user/CBoxRockers Management ►https://www.PrimaryWave.com

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.