Archives for skills

Growing a Company/Team Is Similar to Raising a Human

Parenting – the hardest, most expensive job you’ll ever love. I see Spanx founder (and billionaire) Sarah Blakely advocating to women, “Be the CEO your parents always wanted you to marry!” I love to see women looking within themselves for the financial support that they seek. Because, really, there is no one person or entity who can offer you true financial security. However, asking anyone to be a CEO is a lot like asking people to be a parent – it’s no small feat. In fact, there are a lot of similar challenges.

For both jobs, there are basic level requirements and there are excellence standards. A parent’s basic requirement is to keep the child alive until he or she is 18. Parents provide the basic needs of food, water, clothing, safety, and shelter. However, to do a little bit better than “alive,” and to reach a level of “well,” one would provide nutritious food, clean water and shelter, doctor and dentist exams, medicine when needed, along with love and acceptance. We’ve all learned Maslow’s hierarchy of needs, so you can take this on up to self-actualized. A company also can offer the basic provisions – an income, a workspace, and expectations of what is to be produced by the employee. Even at the basic level, both are very expensive endeavors.

At least with a child you are the primary influence for the first few years. Due to imprinting, you have a bit of control over what the child is exposed to. When you bring full-grown adults into companies, they come in with a variety of experiences, beliefs, agendas, and values. The hiring process may help you identify some that are helpful and some that are harmful, but, as of yet, this only scratches the surface of what can be known. In both situations, you have little control over outside influences they are exposed to when you’re not in charge of their time. You just have to hope that you have guided them well in the time you had. You have to have faith that they’ll make good decisions that represent both them and you well. When they don’t make good decisions, it can be hard to know if mistakes are a one-off due to lack of experience or knowledge, or due to an ingrained belief system. It’s also difficult to know whether there are potential serious impacts to others.

While it seems that it should be easier to teach an adult, I’m sure you’ve heard that little kids are like sponges. Getting anyone to a point where what they learn becomes automatic and applied with little push requires exhaustive repetition, visual prompts, and utilizing new, fun ways to teach the material. In fact, it can be argued that adults are even harder to teach than kids, as the saying goes, “You can’t teach an old dog new tricks.” You’ll also find with both that they will mimic what they see over what they hear, including managing one’s emotions.

I’ve heard that the problems get more complex with teenagers. The same is true of companies that have grown. The problems have deeper impact and greater implications. There might be a bit of rebellion with a larger amount of freedom.

Kids and teenagers will make mistakes. It’s hard to know if you did an overall good job until kids are grown and managing their own lives (or businesses). Does this mean that companies that spawn entrepreneurs have done a great job? I guess it could be argued that if the company was so great the talent would stay, but we don’t expect that if we do a good job parenting our kids will stay. In fact, some may conclude that a full-grown adult child living at home who is not a caretaker has failed to learn how to live independently. They are still alive, though so at least baseline success has been achieved.

When a child grows into a self-actualized adult, they understand that they are loved and valued. With both kids and employees, in order to help them be contributors they have to be held accountable for their own actions. They have to be trusted at some point to make their own decisions. They have to be taught that there are highly desirable long-term gains and benefits to doing what is necessary over what is just pleasurable.

The more I look at this list, the more I’m convinced that women who rise to the challenge of parenting may also rise to the challenge of growing a company, and perhaps vice versa. Though, there are certainly enough differences as well, so I’m not going to conclude that’s true in all cases. Whether someone can be excellent at doing both simultaneously is certainly a different debate for a different day, but I’d certainly say there are enough examples to say it’s true. Time will tell, however.

What other similarities do you see between growing a company and raising a human?

Mister Rogers sings…You’re Growing

Watch Mister Rogers sings…You’re Growing – video dailymotion – Gordon Raisley on dailymotion

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 13-year-old leadership and career development 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, 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 is an Adjunct Professor in Cabrini University’s Communications Department and previously was an Adjunct Professor of Career Management and Professional Development at Drexel University’s LeBow College of Business  She is also an Instructor for the Young Entrepreneurs Academy where some of her students won the 2018 national competition, were named America’s Next Top Young Entrepreneurs, and won the 2019 People’s Choice Award. 

New Questions for Workplaces in 2020

We saw some tough headlines in the last 10 years force companies to do some deep evaluation of their culture and policies. A few companies emerged as trailblazers, applying breakthroughs in research, technology, and science. They spotted trends before the rest, and started their own trends for the rest to follow (or not).

All the things that we can measure have exploded. We are now drowning in so much data that the next big feat looks to be figuring out what is actually meaningful and consequential to sustainable growth.

As much shade and slack that millennials are thrown from the other workforce generations, they certainly drove many changes. We’ve seen a transition to mobile-focused marketing and an intuitive user experience, along with greater focus on employee rewards.

Now that we’re wrapping up this decade and a new generation is entering the workforce, what do we see on the horizon that will prove influential in the evolution of careering, hiring, and leadership?

Without knowing who will become president, it’s hard to predict what will happen with healthcare, student debt, and consumer debt. Certainly, if healthcare becomes universal, many companies will be forced to completely reinvent how they plan on attracting and retaining employees who were working mostly for benefits. In my 20 years working with job seekers and job changers, I have known many who, if it weren’t for the need for medical benefits, would have opted for self-employment.

Employee benefits

Here are some statistics that can help show just how influential benefits have been in recruitment and retention strategies:

  • 49% of the US workforce currently receives healthcare benefits from their employer.
  • 78% of workers would likely remain with their employer because of the benefits it offers, up from 72% in 2016. (WTW)
  • More than 50% of employees said they have left jobs after hearing the siren calls of better benefits elsewhere. (Randstad)
  • 55% of employees would be somewhat likely to accept a job with lower compensation but a more robust benefits package. (Aflac)
  • 56% of U.S. adults with employer-sponsored health benefits said that whether or not they like their health coverage is a key factor in deciding to stay at their current job. (SHRM)
  • 46% said health insurance was either the deciding factor or a positive influence in choosing their current job. (SHRM)

Keep in mind there are many companies with employees dedicated to helping employers manage health care plan enrollment and administration. Will companies let these employees go or retrain them for other roles within the company?

Employee wellness

A Limeade study found that when employees feel their employer cares about their well-being, there is a significant boost in engagement, retention, workplace reviews, and “extra mile” efforts while hostility is reduced by ten times. Larger companies offer more benefits than any other size companies, and yet they have the lowest engagement. So, we can surmise that offering good healthcare benefits is not enough to make employees feel cared for and/or that offering employer-sponsored healthcare does not correlate to engagement at all, though it does correlate to candidate attraction and retention.

Wellness programs have become wildly popular as well. However, as more companies implemented costly wellness programs, most struggled with adoption and recouping the investment. (We’ve covered why in a 2-part article this year.)

We saw some influential leaders emerge as authors, as well, shedding light on issues like gender gaps in pay and opportunity, sexual harassment, workplace bullying, cyber security, engagement, and physical security.

  • Shawn Achor taught us that being happy at work DOES indeed lead to better engagement.
  • Studies on meditation at work increased exponentially, with new benefits emerging all the time. Companies like Google, Aetna and higher learning institutions like Brown, NYU and Harvard are weaving mindfulness and meditation into core cultural and education initiatives.
  • Ariana Huffington highlighted the need for creative minds to rest.
  • Travis Bradberry has been educating Fortune 500 companies on the implications of Emotional Intelligence.
  • Cy Wakeman has smartly asserted and demonstrated that engagement efforts without accountability breed entitlement.
  • Sheryl Sandberg encouraged women to lean in, own their seat at the table and find a sponsor, not another mentor.

With the rise of school and workplace shootings, we remain to see whether gun control becomes a major area of change or not. Mental health is another key issue. While people are shining a light on how mental illness has become an epidemic, sufferers are crying out to end the stigma.

Just a couple weeks ago Philadelphia Eagles offensive linemen Brandon Brooks left the field in the first quarter due to a debilitating anxiety attack that caused extreme nausea. He stated he was not ashamed nor embarrassed about the event. In the last decade, more and more celebrities came clean about their struggles with anxiety and depression. Others lost their battles before we even knew they were suffering. It’s clear no one is impervious to mental illness. The conversation about how to best treat and support those suffering is just starting, let alone how to address it in the workplace.

Being “woke” is going out of vogue as spiritual elitists fail to be influential in inspiring change. Authenticity, accessibility, and being vulnerable are proving to be much more effective.

Keeping all of this in mind, there are new questions we should be asking in the workplace.

In 2020 and beyond, companies should be able to answer these questions:

How do you address mental health in your workplace?

Are clear protocols in place for employees experiencing hardships?

Are there HR policies in place to protect employees who wish to get help for mental illness?

What is the company policy for determining if an employee needs urgent or professional care for mental illness?

What does the company do to support mental wellness?

How aware are employees of these outlets?

What might stop employees from taking advantage of mental health resources?

What misconceptions do they have?

Here is what I hope to see happening in 2020:

Mindfulness everywhere! It’s not only important for sustainable corporate and individual success, it’s imperative to people and the planet, that we develop self-awareness, emotional intelligence and consciousness at a faster pace than technology evolves.

My Epic Careering Personal Branding tools get funded, built, and adopted on a worldwide scale to put the power of career management back in the hands of the workers. This enables more people to have résumé and LinkedIn content that helps them be identified by employer’s AI as having the potential to succeed in their open and upcoming roles. It also easily communicates the cultural viability of a candidate.

Though I’d prefer people be self-aware and empowered to pursue professional opportunities that align with their innate strengths, joy, and best chance at thriving, employers have to play their part, too. Employers need to be more proactive in helping talent grow up, or even out, from a skills standpoint, a maturity standpoint, and a consciousness standpoint. Leaders must be better coaches. Give people more of a chance to be forthright about their aspirations. Don’t try to retain employees that are better off somewhere else, or who have demonstrated an unwillingness to be coachable and accountable. A person’s best chance at making a meaningful contribution and being fulfilled by it is being in the right job at the right company, as Jim Collins shares in Good to Great.

While technology will surely continue to be tried and applied, and the automated branding journey and content builders will certainly bridge the gap between high-quality talent and the companies who need them, job seekers everywhere are crying out for more HUMAN involvement. Certain applications for technology are not allowing exceptions to rules to get the attention of people who can interpret unconventional strengths as major potential. Let’s let humans do what humans do best – connect with each other and perceive potential.

Personally, I’d like to see one-sided video interviews die. I don’t trust facial recognition AI, nor people, to be free from bias. We’re just not there yet. Two-way (or more) video conferences are a great way to have both candidate and employer feel each other out without the cost and time of travel.

I hope that industries in need of disruption are not sustained just because they employ a lot of people and make a lot of money. Someone needs to step in and make sure that when a faster, better way of healing people, feeding people, housing people, shopping, etc. comes along, there are affordable and accessible programs available to retrain people to get even better jobs.

I hope internet connectivity reaches all corners of the planet and new, profitable opportunities are available to poor and oppressed countries, or even parts of our country.

I hope as more heroes emerge with human limits and behavior, we stop vilifying each other for our weaknesses and mistakes. Certainly, serious offenders will need consequences, but we can’t set the bar so high for leaders that they need to be perfect. This only leads to cover-ups and corruption. I hope we value accountability, honesty, and forgiveness more than we value perfection so more worthy leaders can emerge.

If healthcare was universal, it would no longer be a major driving decision of where a person works. This would absolutely force companies who want to compete for talent to pay closer attention to offering what actually engages people: opportunities for learning, growth and expansion. Plus, a salary that not only pays the bills, but funds a desirable lifestyle now and as we age.

What are your hopes for 2020?

https://youtu.be/THnabGK7mPs

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 13-year-old leadership and career development 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, 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 is an Adjunct Professor in Cabrini University’s Communications Department and previously was an Adjunct Professor of Career Management and Professional Development at Drexel University’s LeBow College of Business  She is also an Instructor for the Young Entrepreneurs Academy where some of her students won the 2018 national competition, were named America’s Next Top Young Entrepreneurs, and won the 2019 People’s Choice Award. 

What If Corporate Talent Worked the Same as Athletic or Performance Talent… Is It Time to Consider It?

“I’ll have my people call your people.”

From time to time people tell me that their job search is taken care of because they have recruiters working on it.

Oh, if only.

I’d estimate that the odds of your recruiters actually being out there searching for opportunities for you is 1,000:1.

One out of every 1,000 recruiters will take time away from the 3-6 “hot” job requirements assigned to them at any given moment (positions for which clients are impatiently awaiting a small handful of perfect candidates), to proactively search for job requirements they are NOT working on so that they can find an opportunity for which to present you.

You might be thinking, “but if they place me, that’s money in their pocket, so…” So, you think that they are dividing their time between efforts on your behalf, and phone screening, interviewing, referencing, testing and packaging candidates for the jobs they have a chance at closing right in front of them?

You think that they are searching the jobs other recruiters are working on in hopes maybe that recruiter will offer a split fee to share you?

Or maybe they are looking to gain some new clients by dangling a superstar in front of them?

Or maybe out of the goodness of their heart, or even in consideration of their personal brand, they will take time away from income-producing activities while they are on the job to let other people know just how great you are and how much you deserve consideration?

I’m not saying this doesn’t happen, it just happens a lot less than you’d hope – 1/1000 of the time.

If you are relying on recruiters to make sure you know about opportunities as they arise, you are making a very common mistake of assuming recruiters have time to spare. Recruiters are notorious for failing to follow up. Again, this isn’t a truth for all recruiters, but most models restrict recruiters from spending time outside of producing and presenting qualified, competitively-priced candidates.

They can’t meet their metrics and their income goals if they do this. It’s why I started to resent being a recruiter and considered becoming a coach, and it’s why you see many other recruiters also coaching.

But what if corporate talent management operated more like professional sports and entertainment management?

What if whenever you were ready for your next big blockbuster hit, you had people working on it and trying to find you that next big gig (plus the paycheck to match it)?

Let’s rewind a bit, because in entertainment you’d still need an impressive portfolio and headshot. Much like in the corporate arena, you’d need a distinctive résumé and LinkedIn profile. In sports, it’s your buzz, your stats, and a killer highlight reel that get you the attention of recruiters. An agent will make sure you have all of the above, and they may offer that service in house or refer you to a trusted expert. Either way, that’s a charge that you, the talent, incur. They would spin your story as one of a star-in-the-making, and hype up your value for you. They would consult to you on managing your image and the narrative.

Then, an industry talent agent taps their network of industry players to find out who needs what you offer, what challenges there are, who is making the decision and when, how long you’d be needed, and what it pays. They mediate between the producers and casting agents to coordinate auditions or readings, and sell, sell, sell them on hiring you while you work your magic and do what you do best to earn the part. Then, if your performance matches the hype, your agent does all of the compensation, conditions and terms negotiating to make you as happy as possible.

The agent gets paid, takes 10-20% of your contract, and pays you the rest.

Think about 10% of your current income. Have you invested 10% of your income on things that will increase your career success and income, as most financial stability/freedom gurus recommend?

Now think about how much you’d spare of your income if someone actually helped you increase your income. Let’s say you make $100K annually. That would be a $10K per year investment, but what if investing $10K got you a $25K raise that year to take an opportunity that also elevated your career, impact, and influence.

Why isn’t this model used in corporate talent management?

Let me first say that there are firms who operate as agencies. Some will even postpone payment until you land while others will help you hone all of your marketing tools, like your résumé and LinkedIn profile, and then promote you to their “elite” network full of VIPs and corporate executives.  They may or may not require that you sign with them “exclusively,” meaning even if you land an opportunity not developed by them, they still get their fee. It’s the only way it could make sense for agents.

I would think that would decentivize job seekers to own their own campaign, and leaving your fate solely in someone else’s hands still seems dis-empowering. How can you be sure that the best possible opportunities were identified?

Have you used this kind of service? Please share if this worked for you, because I have my doubts.

It’s hard to believe that an executive in need of talent would entertain the solicitation of an agent representing a talent they don’t know. I know some recruiters and account managers do try to get a shot at filling a prominent placement by presenting a “dummy” profile filled with impressive stats. In those cases, the recruiter is expecting to get paid by the company should they hire someone, but an agent gets paid by… well, they still get paid by the company. This is because their fees would be negotiated into the salary just as a recruiter’s fee would be.

It can work, but I have to believe that this works a lot less often than if the talent were to personally approach that same executive, even digitally, and conveyed stories instead of stats that demonstrate how he or she can help the company achieve what they aim to achieve.

Times are changing, however. This is the first “job seekers” market I’ve ever witnessed. Maybe now, while the people have the power, is the right time for this model to become more prevalent.

It’s true that usually someone else’s endorsement can be more powerful and influential than your own. Does it reduce credibility if that someone is incentivized to endorse you?

Hiring managers and executives – What would it take for you to entertain interviewing a candidate that was represented by an agent?

Will this just turn hiring into a process where the best sales pitch gets the job? Wait a second. How different is that from our current reality? The difference is that the hiring manager would be dealing with a professional pitch master. Would professional pitch masters be trusted? Would it matter if the talent is truly great?

If this started working on a more consistent basis, more often than having someone in your network recommend you and more often than an effectively written cover letter targeting that person/job, how long would this model work for? Would it still be a valid practice if the economy shifted the other way?

Please share your thoughts and concerns as an ambitious talent or as a hiring manager/executive.

What are some other pros and cons to this approach and what the obstacles you perceive to it being adopted?

Does this solve other problems?

How could it be structured for the optimal benefit of all parties?

Fats Domino – I’m Gonna Be a Wheel Someday

Deluxe edition of Fats Domino’s greatest hits including “My Girl Josephine”, “I’m Ready” and more.. ♫ Listen to the full best of on YouTube → http://bit.ly/2BSub7B ⇓ Stream on Spotify / Deezer → http://spoti.fi/2H8nZI5 / http://www.deezer.com/album/5966978

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 13-year-old leadership and career development 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, 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 is an Adjunct Professor in Cabrini University’s Communications Department and previously was an Adjunct Professor of Career Management and Professional Development at Drexel University’s LeBow College of Business  She is also an Instructor for the Young Entrepreneurs Academy where some of her students won the 2018 national competition, were named America’s Next Top Young Entrepreneurs, and won the 2019 People’s Choice Award. 

Why is an Entrepreneurial Mindset a Hot Quality in Talent Today?

When I tell people that the career management course I teach at Cabrini University incorporates lessons on emotional intelligence and entrepreneurialism, people ask me what that means, though most of them recognize the problems when entrepreneurial mindsets are lacking among their teams. In my experience, advanced learning institutions want to promote entrepreneurial mindsets, but may think that promoting actual entrepreneurship is at odds with a liberal studies education.

Back in 2005, I made plans to earn an MBA in Entrepreneurship. I even had tuition reimbursement approved by my firm at the time. My plan was to earn the degree, make sure it paid off for my firm by helping them successfully launch new services and products, as was the trend there at the time, and then start my own coaching business.

Things didn’t work out as planned, but they worked out… for me. The firm, which was over 20 years old, didn’t survive long enough to have been able to leverage my MBA, and I wound up starting my company much, much sooner than if I had earned my MBA first.

Google is quite a trend-setter, as you probably know. Businesses used to be very risk-averse; investing in new ventures isn’t territory companies will enter without extreme due diligence and substantial data. However, if you’re blazing a trail, there’s no one before you to prove which path will lead you to the promise land, and deep due diligence takes time no one can afford at the pace of change today. It’s also risky to avoid innovation, or to have so much structure that it stifles innovation. Today, you’ll be easily surpassed by more agile organizations that aren’t afraid to try and fail. On the other hand, if you jump on a bandwagon that wasn’t built right or headed in the wrong direction, you also risk failure.

To quote Jim Rohn:

“It’s all risky… If you think trying is risky, wait until they hand you the bill for not trying.”

Google has become an interesting case study for various talent strategies, including the kinds of qualities and skills that they seek. It seems that they, along with other Silicon Valley unicorns, have proven that hiring entrepreneurial talent does not make your workforce one big flight risk. In fact, it helps you innovate at a competitive pace, as long as you have the culture to nurture the inclinations of this population.

When I see a job description stating that the company wants an entrepreneurial candidate, or that they have an entrepreneurial culture, I wonder what that actually means to them.

There is a definition for entrepreneurialism, but there are also varying perceptions about the related qualities and conditions that enable companies to fully leverage it.

By some Glassdoor reviews and first person accounts, it seems that entrepreneurial could be synonymous with self-managed. With other data to add context, sometimes you can tell that a company is growing at such a rapid pace that they have little structured training, supervision, and coaching. This scares me, because even effective, successful entrepreneurs need strong mentors.

The benefits of an entrepreneurial mindset can be:

  • Innovation
  • Resourcefulness
  • Accountability
  • Time management
  • Coachability
  • Tenacity/Grit
  • Troubleshooting
  • Multitasking
  • Combination of people and tech skills
  • Opportunity-seeking
  • Problem-solving
  • Experimental
  • Outcome-driven
  • Project management skills

The transferable value of being entrepreneurial to a corporation is a “do what it takes” attitude.

These people don’t complain that they can’t be effective because they don’t have the resources; they go to Plan B, or C, or D, etc.

They don’t sit around while IT fixes technical problems; they go back to the old ways things were done so that progress can continue.

They don’t ask for extensions or offer apologies – they deliver some functional solution on time and promise an even better one in the future.

They don’t wait to be instructed or told; they see what needs to be done and make sure it gets done, even if they have to delegate it to someone they don’t actually have any authority to direct.

They stay on top of almost everything, keeping the customer (and revenue) at the top of the list always.

They put in extra hours when needed, and proactively invest in extra training to acquire skills that are valuable.

They make it work.

If all of this sounds great to you, let’s get clear about what you have to offer talent like this if you don’t want them to jump ship – and they will if their impact or opportunity is limited.

You need to give the room to fail. They will want to try things that have never been tried before, things that have not yet been proven. Be conscious of how often you say no, and make sure that when you say yes, you give them your full support. Back them up when they fail. Take accountability for giving them the leeway, and partner with them to devise their next victory.

Just because they can institute their own structure and deliver on time doesn’t mean that they don’t want to learn from working closely with those who have achieved more than them. Don’t let them hang too long solo without checking in, recognizing progress, and guiding them in overcoming challenges. Entrepreneurial people still want to cut out errors and get to results sooner. If you have wisdom that can prevent trial and error, offer it generously.

Just because these folks manage to do a lot with a little doesn’t mean they will sustain a job where resources are chronically limited. They’ll want to see you making investments in new technology and training. If they don’t, they’ll see the risk for them in falling behind and will seek out new opportunities.

Trust these folks to come in, work smart, honor their natural rhythms and work at their own pace, as long as they deliver. If they fail to deliver, help them understand what actually went wrong as a coach, rather than as someone who enforces punitive controls to course correct.

Give them time to recharge. This population is at great risk of burn out, because they are so driven to solve problems quickly and deliver. Even if you offer unlimited vacation, you may need to make sure that this talent is taking adequate time to manage the important aspects of their personal life – their personal finances and relationships. Make sure that they have ample time to enjoy the things that stimulate their curiosity and creativity outside of work. Help them manage their holistic wellness.

Don’t assume that these people want to climb the corporate ladder into management, though they love having an impact. What makes them great could be what they do with their hands and minds, not what they do with their people. Make sure that there are multiple mobility options for these folks to continue being challenged and growing.

Some may say that not everyone is cut out for entrepreneurial life. While I’d certainly say that not everyone is prepared for this life, everyone can adopt an entrepreneurial mindset and though we all may need to shift into maintenance mode from time to time, true entrepreneurs will not be happy staying there for very long.

Is your company seeking “entrepreneurial talent” or promote an “entrepreneurial culture?” What do they mean by that?

Imagine Dragons – Whatever It Takes

Get Imagine Dragons’ new album Evolve, out now: http://smarturl.it/EvolveID Shop Imagine Dragons: http://smarturl.it/ImagineDragonsShop Catch Imagine Dragons on tour: http://imaginedragonsmusic.com/tour Follow Imagine Dragons: Facebook: https://www.facebook.com/ImagineDragons/ Twitter: https://twitter.com/Imaginedragons Instagram: https://www.instagram.com/imaginedragons Directed by Matt Eastin and Aaron Hymes. Special thanks to the Bellagio Las Vegas and Cirque Du Soleil.

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 13-year-old leadership and career development 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, 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 is an Adjunct Professor in Cabrini University’s Communications Department and previously was an Adjunct Professor of Career Management and Professional Development at Drexel University’s LeBow College of Business  She is also an Instructor for the Young Entrepreneurs Academy where some of her students won the 2018 national competition, were named America’s Next Top Young Entrepreneurs, and won the 2019 People’s Choice Award. 

Dear Soon-To-Be Graduates: 5 of 7 Things You May Not Want to Know, But Need To, Part 2

Respect – Undergrad Graduation by m00by of Flickr

 

It probably sounds a bit condescending, this, “Take it from me; this is how the world works” post. You are probably sick of that, huh?

Well, don’t tune out, because this is just what I wish I knew, and if I had, I might be much further along in my mission, which would actually mean that the fixes to what is broken in careering and hiring would be available and applied already. When I put it that way, can you see the butterfly effect of NOT knowing this?

So, here are two more things that, if I would have known then, I would have been much more prepared and confident to confront the “real world,” instead of wasting time avoiding it. And, yes, there are two more tidbits of advice that I will share next week. (Be sure to read the first part of this series, if you missed it.)

 

  1. At this moment, if you make a humble yet concerted attempt, you will find it easy to get advice, find a mentor, get inside information on the workings of companies that can help you get hired and succeed.

When I was advised that networking was the number one way to get a job, I was very discouraged. I did not come from a well-connected family. I did not perceive my inner circle to be influential, and I also did not feel confident that I was anyone who could make a strong enough impression to impress a stranger. That is what I thought networking was, and it seemed so inauthentic to me – shaking hands, schmoozing, BSing, bragging… I was more content to avoid corporate jobs, politics, and bureaucracy. I thought pursuing a career in radio was a way to do that.

I was NAÏVE.

Here is what I wish I had known – People LOVE helping other people! If I had seen it more as asking for advice and mentorship, I would have found that, whether I asked a stranger or an acquaintance, the percentage of the time I asked for help, I would have received it.

See, I thought most people were getting it all WRONG! I thought they were foolish to play along with this “dog and pony show” (the actual words of one of my former interns) only to get STUCK in corporate servitude for the sake of keeping up with the Joneses. So, I did not bother asking for advice.

I was POMPOUS and STUBBORN.

I just had not known many people who were fulfilled and happy in their corporate jobs, but that did not mean they did not exist. I did not know at the time I would even want that someday, but if I had taken the opportunity to sit down with someone in human resources or recruiting (the corporate kind, not the MLM kind – I did that!) to learn about skills required, the challenges, and the triumphs, it would have altered my past, present, and future.

Though I do feel I am exactly where I am supposed to be and believe that all things happen in their own good time, my curiosity will always lead me to wonder where I would be if…

When you are in college or beginning your career, people see you as very moldable, and will want to help you now more than ever.  As you grow in your career, it’s strange, but not as many people will make the time to help you – some still will, and it is worth asking, but there seems to be a more worthwhile endeavor in helping a young person. Perhaps it seems too hard to change a more experienced person, or perhaps there is an increased perception that you are competition. Either way, obtain as much support and advice as you can right now, and furthermore, FOLLOW UP on that advice. The more you reward people for taking the time by making it pay off, the more people will be willing to help you in the future. Also, pay it forward. In fact, the fastest way to learn is to teach. You do not have to be in a position of power to be in a position to help.

 

  1. No one expects you to know it all, but be prepared to PROVE what you do know.

As I have mentioned before, those that hire a lot tend to be skeptical, if not cynical. If you genuinely do not know an answer, it is best to admit it. There is the famous saying, “fake it till you make it,” and that has paid off for some people, but you should also note that many well-respected leaders do not know the ins and outs of the jobs underneath them, but they know how to hire, trust, nurture and support experts, and can get answers when they are needed. Being resourceful is much more valuable than being all-knowing, and easier to believe, too.

As far as what you do know, that will have to be proven. If you merely state that you have X skill, without a clear demonstration of how you used that skill to add value, you are leaving much to be guessed, and you want them CERTAIN of your skills. So, make sure you explain what you are capable of DOING with that skill to clearly convey your strength.

 

Next week I will share two more wisdom bombs to help graduates accelerate their professional growth. By the time you are 30, the “cool kids” are the ones who are rock stars at their jobs and can afford a great lifestyle.  It is okay to be a late bloomer like I was, but trial and error in your career can have a cost you will NEVER know.

Please share what you want today’s graduates to know.

 

How Have You Grown Since the Last Olympics?

Olympics by Peter Burgess of Flickr

Olympics by Peter Burgess of Flickr

The Olympics are here again.

I can’t believe another four years has passed by so quickly. I revisited the vlog, 8 things that Corporate America can learn from the Olympics, and while those eight things are timeless, I think about everything that has changed since then.

When I made the video my daughters were eight months and two years old. They were both still in diapers and both still napped, which is how I was able to make the vlog. I was still nursing, which meant that every three to five hours I was either attached to my baby or attached to a machine for 45 minutes (my babies were not as efficient eaters as others). I preferred being with the babies, though that meant not having any full day adventures away from home.

My sister-in-law had not yet passed, and I had no idea that we would lose a nephew on his 28th birthday, prompting me to seriously reevaluate the time and the sense of urgency that I give to my most meaningful projects. I also reevaluated the amount of time I feel is acceptable to bring about meaningful changes and momentum for my clients in their job search.

It was another election year, but I knew who was getting my vote. Our financial world was still feeling the effects of the depression, though at least all signs were pointing towards a continuing recovery.

When I was recruiting and an employer wanted a certain number of years of experience, a question I always thought it was important to ask was, “what would someone learn in those extra years of experience that they would not have learned in a lesser number of years?” This is especially true in a world where technology is making everything evolve at such a fast pace. What are the lessons of the past that need to be carried into the future?

I made a shortlist of universal lessons and skills that I have acquired in the last four years. However, I really want to know about you and what you have learned in the last four years that have enabled you to increase your value to make a more meaningful impact in your job.

 

Mine:

I have learned, practiced, and then demonstrated and taught the value of my authentic story. I have learned that I can be more inspiring and reach people on a deeper level if I am real about the darker places in my life. I feel like I am more myself with people now than I had ever felt free enough to be before, and it has made me bolder. I am more willing to experiment and take risks, and more willing to “look bad” if an idea fails.

I have adjusted many of my programs to be much shorter. They are now three-months long instead of six-months, even for my executive clients. I focused on productivity, learning from experts like Tim Ferris and Neen James on how to fold time, work smarter rather than harder, and make things happen faster. I then worked those lessons into my coaching and products.

My paradigm shifted from learning new ways to reach my audience for the purposes of building an empire and a legacy, to challenging myself to serve my audience in the highest ways possible. This means constantly reinvesting in improving the products and services I offer, and innovating new, groundbreaking tools, technologies, and programs, as well as being a lifelong student of personal and professional marketing.

 

What are your learned lessons? What are some significant ways that you have evolved in the past four years? What have you learned that has been a game changer?