Careers

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.

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.

A Power Mantra for Next-level Professionals

So What by Paolo Mazzoleni on Flickr

So What by Paolo Mazzoleni on Flickr

Two weeks ago I was going through my brother’s senior yearbook. Underneath the seniors’ pictures were captions, including favorite phrases. My niece had some trouble properly pronouncing one of my brother’s choices: “Buuuudy.” This was a quote from one of the 80s most unlikely phenomenons, Pauley Shore. It occurred to me that if he knew nearly 30 years later these phrases would be immortalized and read by his kids, he might have chosen other words, but he was 17.

I took a look at my own senior year caption. It was definitely not what my 40-year-old self would have wanted to immortalize.

So, what would I immortalize now?

I might choose something timeless. There was a phrase that I learned when I had a door-to-door sales job, which became my mantra, “Some will; some won’t; so what? NEXT!”

I still find this completely valid. That door-to-door job I worked one summer was brutal in many ways – hours of walking alone in a suit, even when it was hot and humid, even in sketchy neighborhoods with high crime and incidences of drive-by shootings. It certainly made me more street smart and thick-skinned.

Even though being successful in that job depended upon people (business owners) liking and trusting me, I learned that I didn’t need EVERYONE to like and trust me. Some people just won’t, and the faster I moved on and let go, the faster I could get to the person who would say yes.

With that realization came a level of freedom I hadn’t yet known, and so many of my past pains around not being accepted started to dissolve. Thinking about it now, this was most likely the first taste of personal development that became a hunger, and at times an obsession. I needed that to get to the next level in my profession after that job, and this mantra helped me make better choices. I remind myself of it each time I want to get to the next level, which usually comes with increased visibility…and vulnerability.

I’ve been striving ever since that realization to master being my best self by my OWN standards, and to enjoy freedom in accepting myself, while reconciling how to be the cause of transformation at the scale that I feel is necessary to really make the impact on corporate careering, hiring and engagement that I am driven to make.

So, while it can be fun and freeing to throw caution to the wind when it comes to social media, the consequences of doing that may not align with what you want for the long-term – your BIGGER why.

I’m not advising you to be anyone different for anyone’s sake. Lisa Sasevich, offer communication coach, shared a lesson her father, a famous ventriloquist, taught her, “Don’t change your act, change your audience.”

I finally got around to watching The Greatest Showman last night. If you haven’t seen it, I won’t spoil it for you. I will tell you that while it was inspiring, it was also a warning to not let your desire for acceptance compromise what really matters in life.

My hypnotherapy hero, Marisa Peer, has worked with royalty and rock stars, and shares just how common it is for highly successful people to suffer from not feeling like enough. In fact, it’s what drives them to achieve. Barnum was no different in the movie’s portrayal. The drive to build something extravagant was fed by his need to be accepted. So, sometimes the need for approval can be purposeful and can fuel some big dreams. However, it was also almost the demise of all he held dear.

When being intentional about your brand (you have one whether your conscious of it or not,) remember to honor who you are and what is most important to you in the grand scheme of your life.

Besides, what kind of happiness do you think you can obtain by becoming someone else? How long can that last?

You can be successful and authentic.

What I want people to get about their brand is that it doesn’t mean just mean putting something out into the world to increase your visibility or engagement. A brand AT ITS BEST is an intentional outreach designed to resonate with and attract people who enrich your network and life experience.

If your boss enriches your life, say with a paycheck, and you want to keep that paycheck, then put things out into the world that your boss would appreciate. This implies that you would take time to understand what he or she appreciates and allows before you create and put it out there. However, if you’d rather have a different boss who lets you do you, make sure what you put out in the world reaches that kind of boss, resonates with him or her or them, and inspires them to take action.

Be willing to let go of people, like your current boss, who just don’t get you. And, be willing to give up the paycheck, too. And if you’re not, make an empowered choice to play by your boss’s rules until you gain the freedom to do you.

“Are you picking up what I’m putting down?”

That’s my favorite, more modern version of the mantra, which was the most valuable part of my door-to-door sales experience.

The freedom in this mantra comes from unapologetically and without attachment to the outcome declaring, “This is what I’m doing whether you’re with me or not. If you’re not, I’ll find somebody else who will. If you are, let’s get to work.”

If people aren’t picking up what you’re putting down, consider changing the audience, not the act.

They may not resonate with you at the moment. They may have their own set of blinders, or other priorities. It’s not personal. Move on.

P!nk – So What

P!nk’s official music video for ‘So What’. Click to listen to P!nk on Spotify: http://smarturl.it/PSpot?IQid=PSW As featured on Greatest Hits…So Far!!!.

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 career management firm specializing in the income-optimizing power of social media and personal branding, 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 new trends in hiring and personal marketing. 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 Stay on the Same Side when Negotiating Salary

Everyone’s only out for themselves.  It’s a dog-eat-dog world. Maybe that’s what you have been taught. And if you bought it, you will see evidence reinforcing it everywhere. You believe it, and so it is your reality.

If so, the techniques I share in this blog are not for you. If you struggle to give people the benefit of the doubt, you will use negotiation tactics that are defensive. And, if you feel like you are struggling for power and losing, your approach may even border on adversarial.

If you struggle to trust a company even though it seems to be on the up and up, you will assume they are hiding something, and it will reveal itself in due time. In the meantime, you cover all your bases and feel compelled to constantly cover your … butt. In your professional work, if you feel the need to be competitive with others for attention, credit, prominence, and pay, you will assume others go to great lengths to win and that justifies you doing the same.

You are the last person my clients want work with, work for, or hire.

Why? You will most likely insist on being the last one to reveal your ask, even when pressed. You will try to circumvent the people in the company who are expected to ensure policy is followed for fairness and consistency. You may not even realize your bias against human resources.

You won’t believe what I am about to advise, so you might as well stop reading here.

If you consider yourself to be a moral, ethical person who believes that people are generally good and fair, you have found yourself disgusted by some things you have experienced in cut-throat corporate America. Even if you know there are good people out there, you may not have a lot of faith they can stay good in a system that promotes gaining profit (corporate and personal) over all else.

That being said, you want and deserve to be paid fairly. And there are so many great things you want to do with excess income that would enhance your life, help your family, and perhaps serve many others.

I have a deep compulsion to help you earn as much as possible within your market value range.  The truth is everyone wants a fair deal. I want that for you. You want that for you. And I want that for your employer, too. Why? Because when a company gets ROI on its talent, and it is a conscious corporation, it will reinvest profits in its people. And that is what we are all about.

A lot of companies say their people are their number one asset, but how many of them demonstrate it consistently? Finding out if a company really means it is getting easier (and we are working in making it even easier). And these companies will do the right thing by their people – and that’s when everyone wins.

If you want to stay on the same side with your employer during compensation negotiations, the first thing to do is due diligence: qualify that employer as a conscious company. Glassdoor, Top Places To Work lists, and the tenure and growth of its people historically (information you may be able to assess on LinkedIn) are resources you can use to do this. Then, of course, reach out directly to people on the inside to see if what you gather is substantiated.

The second thing you must do is understand what the market pays for your skills, experiences and talents. You can do this through online research on bls.gov, the salary estimates on Indeed (in the left column), reports on salary.com, and Glassdoor data. I recommend that you always ask a local recruiter who niches in your field to validate what you find. Make sure your data is based on local positions, or you adjust them based on your local cost of living.

Next, determine how you uniquely add value to this. In the nearly 12 years I have been a career coach, I have always been able to identify unique qualifiers for my clients, which is the essence of branding. Often there are monetary values attributed to those unique qualifiers, which can be qualities or hard skills. These can either push you into the upper ranges of market value, or move you above market value. Either way, you must be prepared to justify these clearly in a business case for your employer.

Whether you want to make a fair ask that enables the company to get ROI on you, or you are a top performer and the company knows how to leverage and develop you, they will aim to make 1.75x your salary. You may have a role traditionally considered to be in a “cost center” for a company, such as customer or technical support, but make no mistake – each and every role in a company was designed to contribute to the balance sheet in some way. If you’re not directly generating revenue directly, you are making it more possible, or you are helping to reduce costs or avoid shut-down/fines.  When you understand how your role contributes in this way, you can ensure that your ask is fair and that your reasons for believing this can be clearly articulated.

If your research indicates that the market value for your current position won’t meet your quality of life standards, it’s time to re-evaluate your career. And if you are unsure if the market value will support your needed standard quality of life and also provide a retirement you desire with the future quality of life you want, it’s time to get with a financial advisor. I am happy to make a referral. Just private message me.

Notice I haven’t said anything about your prior compensation. In spite of some companies’ and recruiting firms’ practices of determining your future value by your current value, your past or current compensation is not an accurate determination of your future value at all. It may be a reflection, however, of your self-worth. The branding journey we take our clients on helps them feel in alignment with their true market value and overcome the mental mindset that can develop from being underpaid and undervalued.

Lastly, what do you ask for and how do you come to an agreement with your employer while still keeping things friendly? After all, this is the first big decision you will make together. How you come to an agreement sets the tone for the commencement of the partnership, and it will influence your impression of each other from that point forward. Don’t you want to feel like you’re on the same team?  You each have an agenda, but the negotiation is really about finding the overlap and understanding the other party.

I am not one to advise people to refuse to answer questions about desired or expected salary.  Some of my peers, and even mentors, would.  If you feel like you might be taken advantage of by divulging your ask too soon, then you don’t trust this company. Maybe you wouldn’t trust any company? Or perhaps you didn’t qualify them as a company worthy of your trust? If you are the former, you probably should have stopped reading very early on. If you are the latter, do NOT enter into negotiations until you learn that the company is trustworthy, conscious, and invests in its people.

Instead of “holding your cards close to your chest,” I recommend boldly coming out with a reasonable range, data to back it up, and a business case to explain if you are asking for more than what the position usually pays. Keep in mind, ethical or not, when a person hears a range, they focus on what they are inclined to focus on in order to achieve their agenda. An unconscious company will want to get talent for as little money as possible. And a conscious company will not want to overpay for talent, because it hurts the company and inhibits their ability to re-invest in their talent.

Both examples will hear the low end of your range. So right after giving the range, discuss what conditions would have to be met in order for you to accept the low end, then swiftly explain how the company will benefit from investing in you on the high end.  Your low end must still support your current standard of living. Don’t give a low end that will leave you feeling slighted if offered, even though a conscious corporation would offer you good reasons for doing so.

Collegial negotiations are not just dependent what you say, though. It’s really more about how you are being – are you expecting the company will find your ask reasonable and do what they can to bring about the best possible outcome for both parties? If not, you probably should have stopped reading much earlier. This method will not work if you are suspicious. Authenticity is key here.

Lastly, leave the door open for them to ask questions and counter-offer. If a counter-offer seems way off your ask, ask them to help you understand, while giving them the benefit of the doubt that they have their reasons.

True story: I was trained in negotiating with candidates and employers as a recruiter. In my annual review shortly after that I was expecting a raise since I had been promoted in title. As trained, I did my research. In this annual review situation, it’s not customary to make an ask, as you’ve probably experienced. I anticipated my raise to be 50% above what I was making and instead it was a 10% raise. I had been underpaid my whole career prior to that, and armed with this new training, I was ready to earn fair compensation.  My boss, the VP of Sales – a master negotiator, had trained us to engage clients and candidates in further discussion when agendas didn’t align with the request, “Help me understand.” It became an inside joke, but in all fairness, it works, and it worked on him, too. I don’t have a poker face and I’m sure my disappointment in the offer was all over my face, so I took a deep breath and earnestly said, “Help me understand. I did research and based on the data, my compensation should be X.” I pointed to recent successes and things I had done outside of the scope of my role. He wanted to take a closer look at the data himself, and discuss it with the finance department and CEO.  They came back with a raise that was in my range, and a bit above the median. I, thankfully, had a conscious boss and CEO who wanted to pay talent fairly. 

The training I had was not the same as what I see other negotiation coaches promoting. It was designed to help three parties get on the same page, the employer, the candidate and the recruiting firm.  Our agenda was to keep strong relations with the employer to supply future talent needs, and to help our candidates earn as much as possible so that they stick and so that our share increased.  I used this training to increase my own salary by 50% and finally earn market value, and now I’m sharing it with you so that you can earn your fair share too.

 

If you would like to have guidance and support in qualifying conscious employers, understanding your unique market value, formulating and making your ask at the right time, reverse-engineering your career to align with your desired quality of life, and/or crafting counter-offers, e-mail Karen@epiccareering.com with the subject line: Make My Career Epic.

 

The Searchers – Take Me For What I’m Worth 1965

The Searchers – Take Me For What I’m Worth 1965

Is the Dominant Emotion of Your Company’s Culture Fear? Here’s a Simple Quiz to Find Out.

Photo courtesy of Lesley Van Damme (https://bit.ly/2H9l9Wd). Some rights reserved.

Marketing psychology has taught me that people are motivated to make a change or a purchase in order to either move toward something desirable or away from something undesirable. And the latter tends to be a more powerful motivator for most. I predict in coming years this will shift as a natural evolutionary byproduct of the technological revolution, provided we use technology as a tool for solving our major problems.

It certainly has the potential to, yet it remains unclear how this will translate to effectively solving our people-based problems. For now, a companies’ major tools to address people-based problems are training, standard operating procedures, coaching, and culture.

Some companies manage this better than others. It appears to me, based on job seeker targeting, public stock prices and other evidence of growth, that companies focused on proactively moving in a positive direction culturally are doing better than companies merely trying to avoid major crises. One is driven by desire, while the other is driven by fear. You can liken it to playing offense versus defense.

A very powerful verse from Living the Wisdom of the Tao by Wayne Dyer [captured below and mentioned here] helped me realize that when you are focused on the highest good and being the best version of yourself, you no longer have a need to regulate bad behavior.

So, when a company is operating with integrity and effectively nurturing a culture of inclusion, empathy, mutual respect, optimized personal and professional development and acceptance, it rarely needs to focus on problems like harassment, bias, discrimination, disengagement, bullying, ethical violations, and high turnover.

Perhaps you feel I am oversimplifying this, and admittedly, there are other factors that need to be considered as well, such as employee compensation structures and hiring practices. If you follow me, you have certainly heard me stress the importance of self-awareness and how all transformations begin with that. Here again, it is definitely important to have the ability to recognize if this is a systemic issue in your organization.

If your company is adequately able to do this, at least you’re on the front end of what could be a positive evolutionary turn for your company. A company, just like a team, needs both a good offense and defense to win.

What stage of transformation has your company achieved? Are they instituting new policies, practices, procedures or tools based on avoiding problems? Or are they moving toward a more ideal corporate well-being?

As the technical evolution accelerates exponentially, I predict the latter companies are going to survive and the former companies will eventually die. And so, you too must go from playing defense to playing offense. I advise you to plan and manage your career accordingly.

Here is a quiz that will let you know which category your company falls into. If your company falls into the defense category, assess your company’s leadership. Do you feel it has the talent and support to transition into a company that plays offense? If not, that either has to be you, or it’s time to plan your exit.

Tally up how many answers are offense versus defense to see which is dominant.

  1. Does your company provide coaching on emotional intelligence or merely sexual harassment awareness training?

Emotional Intelligence training = Offense

Sexual Harassment training = Defense

Neither = Apathetic = RUN!

  1. Does your company have strict attendance policies or do they operate on an honor system?

Strict clocking in/out = Defense

Honor system = Offense

Nobody tracks attendance and everyone abuses it = The company is probably bleeding money – RUN!

  1. Do performance reviews incorporate goals you identify with or solely those of your boss/department?

Boss goals = Defense

Individual goals = Offense

We don’t have performance reviews = Who still does this? RUN!

  1. If there are conflicts between co-workers, is the focus of the resolution aimed at identifying and punishing the “offending” party, or is there a benefit of the doubt extended to all parties with an aim to arrive at a mutual understanding and compromise?

Punishment-oriented = Defense

Empathy-oriented = Offense

We fight it out and the loudest, bossiest person wins = RUN!

We experience no conflicts = Reflects either an authoritarian culture dominated by orders and compliance, possibly stifling creativity and originality RUN!

OR everyone is hired based on their agreeable nature = Be wary, as innovation most likely lags far behind.

  1. When it comes to social media policies, does your company forbid or restrict social media or do they encourage you and train you to leverage it as a promotional tool? (Exclude yourself from this question if your whole industry is regulated.)

Browsers block social media = Defense

Social media savvy is promoted = Offense

Most of my co-workers waste the majority of their day messing around on social media = Your company may be a front for illicit activities, because companies can’t survive like this RUN!

You may find that if your company is more defensive than offensive, much of the day feels tense and the moments of triumph are few and far between. If you would like to become an agent of transformation to coach your company to be more on the offensive, Epic Careering offers one-on-one leadership coaching as well as workshops. Or, if you now realize you would rather work for a company that is further down the evolutionary road, we can help you land there too.

On the other hand, if your answers indicate that your company is playing offense and doing it well, I anticipate you will be growing and hiring, and I would love to help more quality talent pursue your company as an employer. We should connect!

If any of the above apply to you, private message me or e-mail me at Karen@epiccareering.com.

Freddie Mercury – In My Defence (Official Video)

Freddie Mercury – In My Defence (1992) Click here to subscribe – http://smarturl.it/sub2FreddieMercuryYT Click here to buy Freddie Mercury – Messenger Of The Gods – The Singles: https://MessengerOfTheGods.lnk.to/FreddieStore Freddie Mercury was a man of many talents and many different sides.

10 Steps to Being the ONE Who Gets the Offer: Avoid “Bland Brand”

Day 102/365 by markgranitz on Flickr

Most people don’t get the job. Only one. How do you set yourself up to be that one from the get-go?

It’s your brand. This isn’t just a buzzword, and it’s not something created out of thin air. In fact, you have one whether you are intentional about it or not. Only, if you haven’t been intentional (which is the “I” in EPIC,) it may not be a brand that positions you for what you want, and it might not be noticed by people in a position to give it to you.

Getting it noticed is a step ahead, step 3, though. Let’s just focus now on what you need to ask in order to assess your current brand, which is really how people think of you. Then you can bridge the gaps to include what people really need to understand in order to see that you are special, deserving, and ready for the next step.

[To go back a bit, Step 1 is Focus – I covered that in a video I shared recently, but it’s no longer available.]

Step 2 to landing your dream job is Branding. For job seekers, this means taking that focus on what you want to do most and who you want to do it for, and understanding what your ideal employer needs to know about you to help them quickly determine that you are a person of extreme interest and unique value.

A powerful brand creates a sense of urgency, because if a hiring manager sees your value, so will someone else, and that means that you could be an asset to the competition any day now. That’s a double loss to a company!

The average résumé and LinkedIn profile describe functional duties – what you were responsible for or in charge of doing and what your day-to-day, weekly and monthly duties were.

Do you think presenting yourself as average will attract the attention of your dream employer?

For that matter, will you attract the attention of any employer? Only if that employer is okay with average employees. What kind of job security can a company with average employees offer you? Will you be satisfied working with average people who produce average results? You may, and to each his or her own. My clients would not be, but that’s why they choose to work with Epic Careering. If you aren’t striving for Epic, you aren’t a potential client. This post could still help you, because even if you want an average job, you still need to land it, and you still need to be slightly better than average – otherwise, how is an employer to choose? I can just see them doing eenie meenie minie moe with résumés now.

(By the way, and this may seem obvious, so forgive me, but in order to be seen as an attractive candidate, you first have to be seen. Don’t depend on online applications for this, but again, that’s step 3.)

A. In order to assess your current brand, it’s best to ask others who know you well: What kind of reputation do you think I have?

When people give you generic answers, such as, “You’re a team player,” or “you are results-focused,” get them to be more specific. For example, when it comes to results, ask them to define the kinds of results that you generate, or how they can tell you are focused on results. If they praise you on your ability to work with a team, ask them what they think makes you good at working with a team. These are a couple examples of where and how to dig deeper, but the kinds of responses you might get are limitless. The key is to keep honing in on your UNIQUE way of being valuable in ways that many, many people are valuable. Don’t settle for answers that most people give, or you will wind up sounding like everyone else. That’s a kind of brand, but not the kind that gets the offer – that’s a bland brand.

B. Now you have to take a look at the kind of people that your ideal company wants to hire. Find a company that meets 80% of your criteria (which were developed in Step 1 – Focus.) How? Pick the most critical of those criteria and determine where companies who meet that criteria can be found.

For instance, if you want your company to offer excellent health benefits, Google “companies that pay 100% health benefits.” This worked for me. You may want to put in your state or city, but even if a company is headquartered in a different location, they still may have subsidiaries or locations near you, or they could have remote positions.

C. Visit their employer page to see what they say about the kinds of talent they attract. The better ones will have employee testimonial videos. You’ll still want to rely on other sources. Go to LinkedIn, search for the company, opt to see the employees on LinkedIn. You can sort by titles that resemble the ones you would want. Check out various profiles to see where else people worked, where they went to school, and what they have achieved at work and in their community. You may even see if those same people are on other social media, like Facebook or Twitter where they may share more candidly and you can find out more about the kinds of personalities the company attracts.

D. Look for trends. Write down what you find. What are the common backgrounds, personalities, and achievements that have enticed this company to hire in the past? Do you feel like you fit in?

That’s a loaded question, since most of us suffer from “imposter syndrome.” Let’s assume that these are people that you think you would like to work with, and therefore you would fit in. It’s generally true that traits we admire in other people are those we possess or strive to possess, and therefore are authentically us. We just need some evidence.

E. Take the list of common backgrounds, personality traits, and achievements and put them in a T-table so you can compare with what you possess. Keep in mind that you may have to look outside your previous work experience to find evidence, since we don’t always get the chance to express or apply our innate strengths on the job, or we do and it’s not appreciated. If we’re going for EPIC, we’re assuming that your strengths, talents, and personality will be embraced and leveraged. That’s what makes you feel ALIVE at work. [Let’s also assume that you’re well compensated for them.]

F. Here is where we get more specific and start to build your brand case. The achievements, education, and skills are the more tactile to compare. However, when it comes to personality traits, it may be more challenging. Asking for assistance from those who know you well can really help speed this process along, as vulnerable as it might make you feel. You need to discern what your unique way of demonstrating these qualities has been.

G. Once you have all of the data, synthesize it, and distill it into 4-6 branding points – no more/no less. You need a solid foundation on which to build your content, and you want to make sure you can be clear and consistent across your résumé, LinkedIn profile, biography or any other media you might use to share your brand.

H. Put them into priority based on for what you want to be appreciated most.

I. Each branding point needs a story to prove it. The higher priority branding points need to be proven more frequently, and more recently.

J. Use the following formula to flesh out all the details of your story

> Situation (the conditions that existed that necessitated a change)

> Challenge(s)

> People impacted and the impact (pre-solution)

> Decision made

> Action taken

> Skills, talents applied

> tools used

> people involved

> results (in measurable terms whenever possible)

> impact (how that trickled down to other people)

K. Take the most impressive components of each story and build a bullet, starting with an action verb, that highlights them for your résumé. You may not accommodate each part of the story for résumé bullets, but you can save that back-story for your LinkedIn profile, helping you create a completely complimentary brand story between the media.

If these steps have already overwhelmed you, and you feel that in the time that you would take to complete all of these steps you could have made good money, do what highly successful people do and leverage other people’s expertise and time.

Engage us and we will:

  • Ask all the pertinent questions
  • Understand your target employer’s hiring criteria
  • Ensure that your new brand resonates with them and creates a sense of urgency
  • Get granular and specific about which makes you unique
  • Synthesize and distill all of your qualities and experience into 4-6 branding points
  • Write your summary to distinguish you among any other equally or more qualified candidates
  • Compose branded bullets that PROVE you are a MUST-CALL candidate
  • Craft complimentary content that presents a clear, consistent and compelling story that inspires action

 

If you like these steps, consider yourself a talented writer, and love the do-it-yourself model, I recommend investing in our very fun bullet builder, summary builder, LinkedIn profile builder and our proven template: http://epiccareering.com/diy-content-builder/. These put all the creation in your hands without the guesswork that can lead to costly (time and $$) trial and error.

The Smiths How Soon Is Now?

Album: Hatful of Hollow / Year: 1984 / Written by Morrisey and Johnny Marr / Produced by John Porter Lyrics: I am the son and the heir Of a shyness that is criminally vulgar I am the son and heir Of nothing in particular You shut your mouth How can you say I go about things the wrong way?