The Exclusive Career Coach

Hey – I have extended the Rate, Review, and Subscribe contest through 10/14 at 5:00 p.m. Eastern – so you still have a few days to enter if you are listening to then when it comes out. To participate: Rate (1 entry); Subscribe (2 entries); Review (4 entries) Winner will receive $250 Visa gift card Participants should notify me of their participation and what they did via lesa@exclusivecareercoaching.com  I recently answered a question in a group I am a VIP in about 30/60/90-day plans, so I thought I would convey this information to you. These plans are fairly common at the director level and above. There are two possible scenarios for such a plan: When you are in the interviewing phase, and when you are new in the position. The purpose for a plan when you are in the interviewing phase is to show the hiring manager and other key decision-makers that you understand the priorities and have given considerable thought to how you will approach them. It also shows them how you will assimilate yourself into the company culture. You can’t know all the details about things like budget, staffing challenges, etc. before you’ve been hired, so the goal isn’t perfection. Rather, it is showing that you understand the broad-brush strokes and have a plan of attack. The purpose of a plan when you are new in the position is to make sure you and your boss are on the same page. This is an opportunity to lay out a plan and have your boss shoot holes in it, ask question, add content, etc. In either scenario, I recommend creating a PowerPoint presentation for your plan. Here is a suggestion of how to organize your PP: 1: Intro page with your contact information and possibly a quote or philosophy you operate by. Adjust this accordingly whether you are a candidate or the incumbent. 2: Your leadership philosophy with examples. 3: Your vision for your role in the company and your specific position. 4: High-level overview of your 30/60/90, such as: 30 - LearnMeet with partners, peers, internal stakeholders to learn the business and HR systems. The goal will be to accelerate my learning process to make an effective and expedient contribution. To have a seamless transition in the HR Role, from existing HR Manager to incumbent HR Manager, is to plan, stay on course while remaining agile! 60 - AssessAnalyze the existing key processes to understand the performance of core, short- and long-term initiatives by HR for operations. Identify opportunities for short term and long-term improvement, based on feedback from HR Director. 90 - OptimizeIdentify opportunities for improvement, potential process or program improvements. Use existing or begin building HR Scorecards to measure strategic alignment with business operations.5: Details of 30-day, with specific bullet points 6: Details of 60-day, with specific bullet points 7: Details of 90-day, with specific bullet points 8: Measurements of success at 30, 60, 90 days, such as: 30 Days - Learn -Begin relationship-building w/HR Dir., HR Staff, Executive, Line, & Union Leadership-Learn HRIS systems, Employee Handbook and Union Contract-Knowledge transfer, pending ER issues & actions-Benefits and Payroll learning-Understanding of ongoing HR projects, KP/Metric & Financial Analytic Knowledge-Talent Acquisition Process Review-Training and Development Process Review 9: Closing page, with a repeat of contact information if you are in the interview phase  You might also want one more page if you are in the interview phase. Here are some possibilities: -2-3 recommendations (could be pulled from LI profile or performance evals) -An embedded video you have created with appropriate text on the page -Links to publications and presentations; appropriate text on the page -Case study, with either actual pictures or stock artwork as appropriate -Something else you believe would be useful -A side-by-side comparison of what company stands for/is looking for and what you bring to the table One final note: If you are in the interviewing phase, you can create a template for your plans to keep from having to start from scratch each time. Are you in the wrong job that chips away at you every day? The CareerSpring document and coaching program will help you find a job that uses your zone of genius, recognizes your value, and pays you what you’re worth.  If you’re ready to take your job search to the next level by working with a highly experienced professional with a track record of client success, schedule a complimentary consult to learn more:  https://calendly.com/lesaedwards/zoom-meetings2  

Hey – I have extended the Rate, Review, and Subscribe contest through 10/14 at 5:00 p.m. Eastern – so what are you waiting for? To participate: Rate (1 entry); Subscribe (2 entries); Review (4 entries) Winner will receive a $250 Visa gift card Participants should notify me of their participation and what they did via lesa@exclusivecareercoaching.com  Today, we’re talking about the basics of networking. This is especially for those of you who a) avoid networking like a root canal, b) describe your networking skills as “terrible;” and c) those of you who think networking is not necessary to land your dream job or advance your career. Here’s a quote I used on a previous podcast: “The opposite of networking is NOT working.” Keep in mind that your network doesn’t just consist of people you know…it consists of people who know you. Think about it…you may “know” Tom Cruise or Joe Biden…but do they know you? If they don’t, then they aren’t in your network. Through this podcast, I am networked to hundreds of people I’ve never met, but they are in my network. They reach out to me when they need the services and expertise I provide. They aren’t yet in my network until I meet them and get to know them. Here are some of the reasons networking is so important throughout your career: Internal networking: 1.    To advance within your current organization 2.    To get tapped for high-profile projects within your current organization 3.    To receive recognition for the work you are doing 4.    To become well known for your brand throughout your organization  External networking: 1.    To find out about, and get promoted for, job opportunities 2.    To collaborate and partner with people in your community, your profession, or your industry on mutually beneficial projects/opportunities 3.    To be selected for leadership roles within your community, your profession, or your industry 4.    To help others! Networking should never be a one-way street…all take and no give.  Now let’s talk about the ABC’s of networking. Remember, this is a primer…having said that, anyone would benefit from this refresher. Here we go, taking a reporter’s Who, What, When, Where, and Why approach:  Who.  I get a lot of questions about who people should be networking with, and that question tells me they don’t have a networking strategy. You develop a networking strategy by knowing where you want to work. You identify 10-12 companies that are a perfect match for your skills, the culture you work best in, your preferred work environment and geographic location, etc. Once you have identified your dream employers, work backwards using LinkedIn to figure out who you know relative to that employer. -Do you know someone who works there, or has worked there recently? -Do you know someone who knows the person who can make the decision to hire you? -If you can’t think of anyone for the previous prompts, who do you know who is well connected and might be able to point you in the right direction? You have to know how to use LinkedIn’s Advanced Search function to pull this off, so if you aren’t familiar with this functionality – listen to last week’s episode #244 for a step-by-step process.  Note: This is the more strategic approach to networking, but you can also start with what I call “low-hanging fruit,” the people you know well who you feel the most comfortable starting with. This gives you an opportunity to work the kinks out of your networking approach…and who knows where it might lead.  What.  We’re talking about networking here – meaning, as I define it, an exchange among equals. I make a clear distinction between networking and informational interviewing, which is you asking a series of questions of someone about their job, their employer, their career trajectory, etc. It is much more one-sided than networking.  When.  So many people mistakenly think networking is just for when you are looking for a job, and nothing is further from the truth. When done correctly, networking should be a career-long process. If you aren’t looking for a job, build a modest amount of time into your regular schedule for networking activities. For example: -15 minutes, 2X/week on LinkedIn to connect with people, comment on posts, and cultivate relationships with your connections -Attend 1 networking event every week, either 1:1 or a group event. -Connect on LinkedIn with everyone you meet at the networking events or otherwise. If you are looking for a job, here’s the formula I use for how to parse out your job search time: -If you are entry-level: at least 25% of your job search time should be spent on networking-based activities -If you are beyond entry level or at mid-career: at least 50% of your job search time should be spent on networking-based activities -If you are at a more senior level: at least 75% of your job search time should be spent on networking-based activities -If you are at the executive level: 100% of your job search time should be spent on networking-based activities Activities for job seekers might include: -1 hour, 5 days a week on LinkedIn – connecting, cultivating relationships, commenting on posts -2-3 networking events every week, with a combination of 1:1 and group events -Connecting on LinkedIn with everyone you meet at the networking events or otherwise.  Where.  I talked a lot about this in episode #179 of the podcast; I encourage you to listen to that episode for a more in-depth discussion of where to network. The suggestions I made in that episode include: -Meetup -Service clubs (i.e. Rotary, Kiwanis) -Chamber of Commerce -Facebook/community events -Your place of worship -Your university alumni association -Create your own networking group In addition to meeting in person, you can network via Zoom and Skype – so geography should not be a deterrent.  Why. Hopefully, I answered this question at the outset.  Let’s add one more: How. Here are eight tips for the logistics of 1:1 networking: -Don’t be too aggressive when you first reach out.-Don’t assume they will participate. -Make it 80% about them; 20% about you. -Be able to clearly articulate what you are looking for and what you bring to the table. -Have an ask planned – AND be open to other ideas your networking partner might have. -Follow-up and follow through is essential. -This should not be a one-time thing – have a plan for on-going communication. -Keep records!  If you are attending a networking event, here are eight tips: -Have a plan ahead of time. Is there someone specific you want to meet, or do you want to meet a certain number of people? This allows you to have a measure for success. -Stand near the beverage or food station – avoid the corners. -Be interested first, then interesting. -Don’t hesitate to leave a conversation and move on – it’s the nature of the beast. -Be able to clearly articulate what you are looking for and what you bring to the table. -Follow-up and follow through is essential. -Keep notes. -Periodically review the networking circles you are in and make changes as needed to maximize your effectiveness.   Are you in the wrong job that chips away at you every day? The CareerSpring document and coaching program will help you find a job that uses your zone of genius, recognizes your value, and pays you what you’re worth.  If you’re ready to take your job search to the next level by working with a highly experienced professional with a track record of client success, schedule a complimentary consult to learn more:  https://calendly.com/lesaedwards/zoom-meetings2  

RATE, REVIEW, SUBSCRIBE CONTEST IN SEPTEMBER To participate: Rate (1 entry); Subscribe (2 entries); Review (4 entries) Winner will receive $250 Visa gift card Participants should notify me of their participation and what they did via lesa@exclusivecareercoaching.com Winner will be selected on Friday, September 30th, at 5:00 p.m. Eastern  Recently, I was showing a client how to leverage her connections’ connections on LinkedIn, and she was blown away. She felt like she had found the holy grail, so I thought I would share this technique with you.  What we’re talking about.  Let’s begin with what I’m talking about. You have connections on LinkedIn – LinkedIn calls these 1st-level connections. The people you are already connected with. Each of your connections has connections – LinkedIn calls these 2nd-level connections. Think of them as one-offs. You have the ability to see all of your 2nd-level connections. Why would you want to do this? Because it significantly expands your network. And, because these people are connected to someone you may know, you can reach out to your mutual connection and ask them to introduce you. Conversely, because you are a 2nd-level connection, someone who may want to interview you for a position can reach out to your mutual connection to get the down low on you before they reach out to you. I have had multiple clients leverage my connections – their 2nd-level connections, to obtain jobs. Either they’ve asked me to introduce them or they’ve made the connection themselves. I have about 6,000 connections, so leveraging my connections significantly expanded those clients’ networking reach.  How to do it.  Hopefully, I’ve made a compelling case for leveraging your connections’ connections…now let’s talk about how to do it. You really need to master the Advanced Search function for this. As of this recording date in September of 2022, here are the steps to access your connections’ connections: 1.    Type “People” in the search bar. You’ll then get a series of options that pop up under the search bar. 2.    Click on “All Filters.” 3.    Let’s say you are trying to mine my connections. You would click “2nd connections” and put my name in the “Connections of” space. You’ll want to add additional filters; otherwise, you will get about 6,000 results. For example, maybe you aren’t connected to anyone who works at Amazon, so you choose “2nd connections” of Lesa Edwards, and in the “Current Company” box, you select Amazon. You will then see all my connections who currently work at Amazon. If this doesn’t yield results, you could then try 2nd connections of someone else you are connected to, or you could include people who previously worked at Amazon. You can also use the geographic filter – who works at Amazon in a particular city? Or maybe you are moving to Dallas and want to see who I’m connected to who lives there no matter the company they work for. See how this works?  What to do next.  Once you’ve identified some target people, you can either reach out to them directly for a connection or ask the mutual connection to introduce you. If you reach out directly, I recommend starting with something like this: “I see we’re both connected to Lesa Edwards – let’s connect!” Notice I am not trying to sell myself or ask for information up front; this can be a deterrent for many people if they think you are being too “salesy.” Once they have accepted your invitation to connect, I recommend thanking them with a message like this: “Thanks so much for connecting! Lesa said you really love working at ___ and she suggested I reach out to you with my questions about ___. Would you have a few minutes to jump on Zoom with me?” From here, your goal is to have specific questions to ask that should only take about 15 minutes of their time. Before you end the conversation, ask “Who else should I talk to about ___?” and ask them to introduce you to those people. -Follow up with a thank you email  Are you in the wrong job that chips away at you every day? The CareerSpring document and coaching program will help you find a job that uses your zone of genius, recognizes your value, and pays you what you’re worth.  If you’re ready to take your job search to the next level by working with a highly experienced professional with a track record of client success, schedule a complimentary consult to learn more:  https://calendly.com/lesaedwards/zoom-meetings2 

RATE, REVIEW, SUBSCRIBE CONTEST IN SEPTEMBER To participate: Rate (1 entry); Subscribe (2 entries); Review (4 entries) Winner will receive $250 Visa gift card Participants should notify me of their participation and what they did via lesa@exclusivecareercoaching.com Winner will be selected on Friday, September 30th, at 5:00 p.m. Eastern  I came across this concept of Ikigai recently – the Japanese answer to a life of purpose. In practice, this concept of Ikigai is a lifestyle, which the Japanese live somewhat instinctively. To quote the ikigailiving.com website, “Your Ikigai wakes you up in the morning and leads you away from a mundane, status-quo lifestyle. It empowers you and drives your actions and purpose.”   Ikigai is the intersection of: -What I love -What the world needs -What I can be paid for -What I am good at  Let’s drill down on this a bit further. I recommend journaling your answers to these questions if you are seeking your professional purpose…thinking about a significant career shift but you aren’t sure to what…looking for your Ikigai.  What I love As you journal your responses to this prompt, I recommend avoiding the universal responses such as your significant other, family members, or children. Here are five responses for me: -Helping people navigate their careers -Coaching -Making presentations (including podcasting) -Writing resumes -Writing I recommend you fill up an entire page of paper, listing the things you love.  What the world needs Obviously, the world needs a lot of things, so I recommend you focus your responses on the things in your wheelhouse. For example, if I give the response of “cheaper gas prices,” I have responded with a need I have no control over. Here are five things I think the world needs, within my sphere of influence: -More people who love, and are fully engaged, with their jobs -A more effective way to connect employers with quality employees-Affordable coaching for people wanting help in navigating their careers -Job seekers need support and encouragement from other job seekers -Help for people needing to manage their minds around their job search, their careers, their marketability Fill up as much of a full page as you can on this prompt, remembering to keep your responses in your wheelhouse.  What I can be paid for Most of us need to make money following our purpose – unless we are trust fund babies who can go around being altruistic all day, every day. Take your previous list of “what the world needs,” and think about the job titles and opportunities you might have to get paid for delivering what the world needs. Here’s my list: -More people who love, and are fully engaged, with their jobs – I can use my writing talents and presentation skills to deliver this information to job seekers via newsletters, speaking engagements, podcasts, and coaching  -A more effective way to connect employers with quality employees – Not sure what this might look like, but I want to create something that is easy for employers to use AND more friendly for employees – while also being highly effective -Affordable coaching for people wanting help in navigating their careers – Offer group programs that keep the cost more affordable without sacrificing any of the quality -Job seekers need support and encouragement from other job seekers – This can be baked into the group programs I offer. I could also create a FB group and a LI group for job seekers.  -Help for people needing to manage their minds around their job search, their careers, their marketability – Whether I’m leading a group or working with a client 1:1, I can use the Thought Model and other tools to help my clients manage their thoughts during their job search.   What I am good at This should be specific skills you bring to the table. Here are five of mine: -Establishing rapport with prospective clients and others I come in contact with -Asking incisive questions that give me the information I need to work effectively with clients -Writing – whether resumes, LI profiles, newsletters, or podcast show notes, I am a great writer -Using humor in the coaching process to lighten the intensity while also getting the point across -Influencing others – whether I am selling them on a package of my services or selling them on a strategy I want them to try out, I am very influential  Bringing it all together  Remember, Ikigai is the intersection of: -What I love -What the world needs -What I can be paid for -What I am good atAgain – journaling really helps here. Bring your answers to these four prompts into a single focus and come up with a page full of possibilities. Initially, don’t edit your responses – just come up with as many as possible, even if they sound crazy to you, impractical, or if you find yourself coming up with ways it wouldn’t work. Once you’ve created your initial list, begin to cross out ideas for legitimate reasons. In other words, don’t shy away from the impractical or crazy, but rather discriminate based on what really appeals and excites you. You may want the help of a trusted friend or even a career coach for this phase – to help you see what you may be too enmeshed in to see for yourself. There are many possible steps after this, which will vary depending on the paths you’re considering. But hopefully, Ikigai has gotten you thinking about what you were put on this earth to do. Your answer to living a life of purpose.  Are you in the wrong job that chips away at you every day? The CareerSpring document and coaching program will help you find a job that uses your zone of genius, recognizes your value, and pays you what you’re worth.  If you’re ready to take your job search to the next level by working with a highly experienced professional with a track record of client success, schedule a complimentary consult to learn more:  https://calendly.com/lesaedwards/zoom-meetings2

Happy September! Happy college football season! Happy almost fall!  RATE, REVIEW, SUBSCRIBE CONTEST IN SEPTEMBER To participate: Rate (1 entry); Subscribe (2 entries); Review (4 entries) Winner will receive $250 Visa gift card Participants should notify me of their participation and what they did via lesa@exclusivecareercoaching.com Winner will be selected on Friday, September 30th, at 5:00 p.m. Eastern Today’s episode is on how to ask for interview feedback, and I sourced this information from the Harvard Business Review article from Marlo Lyons. I hear from you about your frustration in not getting feedback from your job interviews. Without concrete information, you are left to make assumptions – and for some of you, that means you beat yourself up for your “failure.” The message I intend for you to hear in this episode is this: Waiting until after you’ve been eliminated as a candidate is too late to ask for feedback. You want to engage with your interviewers throughout the process – not only so you can make mid-course corrections in how you are approaching the interviews with that company, but also so you can improve your approach for future companies you interview with. To be clear, not all recruiters and hiring managers will provide you with feedback – often because they are fearful of saying something that could be construed as discriminatory or non-inclusive. Others won’t provide feedback because of time constraints. It doesn’t hurt to ask, however, and these are three touchpoints at which you might want to give it a try.  At the end of the recruiter screening interview These initial interviews are often short screening events – meant to screen out as many candidates as possible so the recruiter can go more in-depth with the remaining candidates. At the end of this conversation, ask the recruiter, “Based on our conversation, how do you think my experience matches the requirements for this role?” If the recruiter has already told you that you are through to the next round, ask “Is there anything specific I should highlight in upcoming interviews, based on the job description or any intangibles that aren’t listed?” This type of question can surface valuable information that may not have come up in the initial conversation. It will also give the recruiter an opportunity to reveal the hiring manager’s perspective on the job.If the recruiter is noncommittal about next steps, with comments such as “we’re just starting the interview process” or “we have more candidates to talk to,” you most likely aren’t a top candidate. In this case, ask, “What additional information can I provide you with for you to feel comfortable championing my candidacy for this role?” If the recruiter engages, you may have a few minutes to provide more information, or you may receive feedback that can help you when interviewing with the next company.  Ask for feedback after every roundOnce you make it past the recruiter screen, you’ll likely interview with the hiring manager and then potentially numerous people on panel interviews. At the end of your interview with the hiring manager, ask, “How do you think my skills can be leveraged to bring value to your team and the company?” The answer will reveal whether your message was clear - or whether you need to hone it further.After each interview, write thank-you emails, not just to the people you interviewed with, but also to the recruiter, whom you can ask for time to discuss subsequent interviews. During that conversation, ask, “Is there any feedback, specific focus areas, or anything I can do to improve my interviewing technique?” You’ll receive more feedback when you’re in the middle of the interview process than after you’re eliminated from it. Recruiters want to keep you fully engaged and interested in the job and they want you to be successful in every round of interviews until they’re informed you’re no longer a viable candidate or you receive an offer.  Ask culture-fit questions at the end of the processCulture fit is about your demeanor, energy, presence, and how you approach your work. If you didn’t get the job, ask the recruiter, “Do you think, based on the feedback, I would be a culture fit for future opportunities? I wouldn’t want to waste my time or yours if it’s not a match.” You may not receive a transparent answer, but it’s worth a try.If you receive any feedback, do the following three things to put what you learn into practice.  Listen with curiosity.Take notes and deeply understand the context behind the feedback. This isn’t a time to argue, refute what’s being said, or try to explain your experience further. This is the time to take away some insights to use for future interviews.But keep in mind that the feedback you get is one person’s or group’s perspective. Some feedback may not be applicable to future jobs — for example, “We really needed someone who is more hands-on.” Another company may love that you focus more on strategy. Use every answer you get to fuel questions for future recruiters — for example, “Are you seeking someone more hands-on, someone who can provide higher-level strategy, or both?” or “What percentage would you say is hands-on and what percentage of the work is strategy development?” Analyze feedback holistically.Recruiters don’t know how you will receive feedback, so expect it to be sanitized to not hurt your feelings. Take it at face value, and don’t overanalyze one sentence or one phrase as the reason you didn’t receive an offer. Review the feedback holistically to either pivot if you’re still in the interview process, or to change your interview strategy and approach with the next company if you’ve been rejected from continuing in the process. Adjust your approach, not yourself. Feedback is not personal — no one is asking you to change your personality, and you wouldn’t want to anyway. You can pivot where doing so is comfortable and makes sense, but not where you would be compromising your authenticity. If you’re putting on a show and not being your true self, then you won’t know if you’ll be a culture fit for the team, function, or company. Therefore, use the feedback to develop your interviewing skills and executive presence for future roles. In the end, if you’re rejected from a role and no one will give you feedback, don’t take it personally. Many times, it’s not about you! There could be internal politics, a management change, or the need for someone with different skills than you have at play, or the job posting could’ve been cancelled and no one told you…the list goes on.The most important thing to remember is you will get the right role at the right time. Are you in the wrong job that chips away at you every day? The CareerSpring document and coaching program will help you find a job that uses your zone of genius, recognizes your value, and pays you what you’re worth.  If you’re ready to take your job search to the next level by working with a highly experienced professional with a track record of client success, schedule a complimentary consult to learn more:  https://calendly.com/lesaedwards/zoom-meetings2

Let’s face it: we’re navigating uncharted waters when it comes to the job search these days. So much has changed, and I am seeing clients struggle to be successful in their job search. I thought I would present this information in a Problem/Solution format – what’s tripping job seekers up and my recommendations for how to address.  The Interview Process Problem: Candidates are faced with video interviews, virtual interviews, phone interviews, and in-person interviews. I have clients who’ve gone through as many as 10 rounds of interviews – only to be passed over for an internal candidate. Solution: Preparation! It is so important to practice your responses to questions like “tell me about yourself” and behavioral interview questions. Not with a friend or family member, but rather a professional such as an interview coach (of which I am one). Also – practice with the technology you’ll be using ahead of time if possible. Ask the interviewer what the platform will be if you aren’t sure. Nothing detracts from your professionalism right off the bat like futzing with your tech or not being able to conduct the interview at all. Finally – Ask! What type of interview will this be, who can I expect to be in the interview, what else should I know? KNOWLEDGE IS POWER.  Is this Job Remote, In-House, or Virtual?  Problem: Some job announcements will tell you this; others don’t. For my clients who have a specific requirement (for most, it is to work remotely), they don’t always know whether the job they are applying for is a fit in this regard. Solution: Apply anyway, if it is a job you are extremely excited about and feel well qualified (notice I didn’t say 100% qualified – my rule of thumb is at least 75%-80%). It is quite possible that there is room for negotiation with this once they are excited about hiring you. If you DO end up needing to negotiate this aspect, plan out three reasons why you want to work remotely or in a hybrid arrangement. Make sure the reasons you state speak to the benefit to the organization, rather than your personal reasons (they don’t care that Fido gets separation anxiety).  Why is it Taking So Long?  Problem: Job searches in general are taking longer than candidates expect – and the timeline from application to receiving a job offer is taking longer, as well. Solution: The answer here is a mindset shift because you have arbitrarily decided how long this process should take…and it’s taking longer than that. You can’t compare your job search or hiring timeline to anyone else’s – so patience is key. Make sure you aren’t making the delays and protracted timelines mean anything about you, your marketability, or the job market.  Job Boards are STILL Broken Problem: Clients are coming to me because the way they’ve always gotten jobs in the past – via job boards – isn’t yielding the results they were expecting. They need to do things differently…they just don’t know how. Solution: Networking, of course, is the solution to job boards. I’ve talked about this extensively on the podcast, including my +1 approach. Step 1: Identify 10-12 companies that are ideal matches with your non-negotiables Step 2: Identify people you know who work in those companies and/or know the decision maker Step 3: Meet with those people, either virtually or in person – and have a specific ask Step 4: Provide as much value as you give Step 5: Follow-up and follow-through Step 6: Lather, rinse, repeat For the +1 Approach: Step 1: Apply only to jobs online that you are extremely interested in and at least 75% qualified for Step 2: Leverage your network to have someone put in a good word for you, make an introduction, or otherwise advocate on your behalf Step 3: If step 2 fails, PROFESSIONAL STALKING  Is My Resume Even Making It Through the Company’s System?  Problem: If you haven’t had your resume written by a qualified resume professional, you may be submitting a document that can’t be properly read by the Applicant Tracking System (ATS). Solution: I provide my clients with two versions of their resume: one I call the “pretty” version that is fully formatted, and one for ATS upload. In addition to the ATS not being able to read things like bullets (unless they are found on your computer keyboard), tables, text boxes, and underlining, the ATS needs to be able to find certain information in certain places. -Use standard resume headings, such as Education and Professional Experience -Spell out words and use the acronyms, such as Bachelor of Science and BS -Review the job description for keywords that aren’t already present in your resume, and include them if applicable -Don’t keyword stuff -Don’t stack jobs -Translate your job titles, if needed Finally, reach out to the employer whenever possible to verify they have received your materials. It’s easy to experience a glitch, forget to hit the send button, or otherwise cancel out your application.  Are you in the wrong job that chips away at you every day? The CareerSpring document and coaching program will help you find a job that uses your zone of genius, recognizes your value, and pays you what you’re worth.  If you’re ready to take your job search to the next level by working with a highly experienced professional with a track record of client success, schedule a complimentary consult to learn more:  https://calendly.com/lesaedwards/zoom-meetings2   

The information for this week’s podcast comes from an online article by businessnewsdaily.com. Step 1: Identify your leadership style. Each leadership style has its strengths, although some are seen as more desirable. It’s important to understand and harness the strengths of your leadership style so you can communicate effectively and motivate your team. The 9 most common types of leadership: Autocratic leadership: This is one of the strictest types. Autocratic leaders tend to have complete control over the decision-making process. This leadership style can be effective when decision-making is urgent, or workmanship is routine. Bureaucratic leadership: Although not as strict as autocratic leaders, bureaucratic leaders also tend to strictly enforce regulations and statuses in the hierarchy. This leadership style can be effective in healthcare and safety environments. Charismatic leadership: Charismatic leaders have an infectious presence that motivates their team to follow their lead. Their likability helps them and their teams achieve success in business. This leadership style can be effective in high-energy work environments that need a lot of positive morale.  Democratic leadership: Unlike autocratic or bureaucratic leaders, a democratic leader often welcomes subordinate participation in decision-making. This leadership style is often admired and can be effective in creative work environments that don’t require quick decisions. Laissez-faire leadership: Laissez-faire leaders have a hands-off approach and let their employees assume responsibility in the decision-making process, although they must still set employee expectations and monitor performance. This leadership style can be effective when working with highly experienced and confident employees. Servant leadership: Servant leaders share power and decision-making with their subordinates and often direct the organization based on the team’s interests. This leadership style can be effective for humanitarian organizations, nonprofits, and teams that need to create diversity, inclusion, and morale. Situational leadership: Situational leaders implement a range of leadership types and modify their style based on the needs of their employees and the environment. Because of its versatility, this type of leadership is effective in most organizations.  Transactional leadership: A transactional leader uses a reward/consequence system to motivate employees toward success and discourage them from failure. This leadership style can be effective for teams that are motivated by rewards. Transformational leadership: Like charismatic leaders, transformational leaders use their inspiring energy and personality to create an engaged workplace. This style is often more effective than charismatic leadership, as it also motivates teams to build confidence and accountability. It can be effective in organizations with intellectual team members who thrive in interactive environments.How to identify your leadership style Let’s figure out which leadership style feels most authentic to you. Here are some questions: To do this, ask yourself these questions:  What do I value more – goals or relationships?Do I believe in structure or freedom of choice?Would I rather make decisions on my own or collectively?Do I focus on short- or long-term goals?Does motivation come from empowerment or direction?What does a healthy team dynamic look like to me?There is no right or wrong answer to these questions; many individuals find their leadership style through trial and error. Experiment with different approaches to see which one works best for you and your team. You can also seek a leadership mentor who can offer advice on how they developed their style. Solicit feedback from people you trust as well. Most importantly, be authentic. Try to pick a leadership style that feels natural to use and is aligned with your strengths.  Why it is important to understand your leadership styleSelf-awareness is the foundation of a good leader. When you understand what leadership style works best for you and your team, it’s easier to be an effective leader.“It’s important to know what type of leader you are (or are not) in order to show up effectively in an organization. Knowing your leadership style also helps you decide which organizations might be a better cultural fit.”It’s important that you maintain transparency about what you’re focused on as a leader, and to help create alignment around your vision and objectives. It’s also important to create a culture where people understand the strengths they collectively bring to the team.Effective leaders are able to set a vision, align people with that perspective, and show them how they can achieve that intent together. However, you must play to the strengths of your leadership style to achieve that goal. “If you can better understand your leadership strengths and harness them, you will continue to grow and succeed.” Daily leadership behaviors that motivate employeesRegardless of your leadership style, there are leadership behaviors you can exhibit to inspire employee motivation and success. A prime example is to be a positive role model for your team. Showing your people that you are constantly focusing on improving your own skill set – leadership, industry knowledge, technical skills – is critical to good leadership. You can encourage them to explore new skills to make sure they know you’re committed to their growth.When you set a good example for your employees and show interest in their success, they are more likely to follow your lead and respect your authority. You can also display daily acts of authenticity, compassion, and inclusion to inspire employees. You can build trust in your employees if you exhibit genuine actions and are willing to work alongside your team when necessary.The Leading with Courage Academy has a leadership self-assessment tool you can find at this URL: https://lwca116.typeform.com/to/Oj2zpq?typeform-source=lee116.typeform.com Are you in the wrong job that chips away at you every day? The CareerSpring document and coaching program will help you find a job that uses your zone of genius, recognizes your value, and pays you what you’re worth.  If you’re ready to take your job search to the next level by working with a highly experienced professional with a track record of client success, schedule a complimentary consult to learn more:  https://calendly.com/lesaedwards/zoom-meetings2 

The usual cadence of hiring is this: The biggest push of the year occurs mid-January through March; the second-biggest push occurs after Labor Day until early- to mid-November. Of course, COVID and the current job market has affected the hiring practices of many employers, but let’s go with there being one more chance to get hired in 2022.  If You’ve Already Been Searching.  If you’ve been looking for a few months with no results, it’s time to up your game – especially if all you have been doing is looking at job boards (which, as I’ve said many times before on this podcast, isn’t really a job search, in my opinion). It’s time to add 1-2 active job search strategies to your arsenal, which I’m going to talk about in a few minutes. One more thing: how’s your mindset? You haven’t had the success you were hoping for yet – what are you making that mean? It’s so important to do the “mental hygiene” at this point so you can get different results than you’ve gotten so far.  If You’re Just Getting Started.  If your resume isn’t prepared and your LI profile updated – get on that immediately. Also – give some thought to your non-negotiables in an employer and job. After all, if you don’t know what you are looking for, how will you know if you’ve found it? This process also helps with avoiding “shiny object syndrome” – going after a job for the wrong reasons. One more suggestion – do a Google search on yourself. Is there anything there that would cause a potential employer to skip over you? In addition to the absence of negative, is positive content related to you out there? Whether you’ve been looking for some time or are just getting started, here are some active job search strategies you can consider adding to the passive activities of looking at job boards and company websites. Pick 1 or 2 – don’t try to do them all. Here are some options: -Begin (or increase) connecting and cultivating relationships via LinkedIn -Set up 1-2, 1:1 networking meetings, either via technology or in person each week -Check out virtual or live career fairs in your area – either sponsored by the city, a local university, an industry (such as healthcare), or an individual employer -Attend a virtual or in-person event for your professional association -Attend in-person networking events, such as those put on by your local Chamber of Commerce, BNI, etc. -Attend in-person events where networking can occur (the music isn’t too loud and the people aren’t too drunk) -Check out Meet-Up and the Events tab on Facebook for affinity groups you could join – and network with the participants -Look into your university alumni association -Let people at your place of worship know you are looking for a job  Happy job searching!  Are you in the wrong job that chips away at you every day? The CareerSpring document and coaching program will help you find a job that uses your zone of genius, recognizes your value, and pays you what you’re worth.  If you’re ready to take your job search to the next level by working with a highly experienced professional with a track record of client success, schedule a complimentary consult to learn more:  https://calendly.com/lesaedwards/zoom-meetings2    

This week, I’m talking about the stages of group development – what is necessary (and inevitable) for a team to grow, face up to challenges, tackle problems, find solutions, plan work, and deliver results. This work is based on the research of Bruce Tuckman from 1965, who hypothesized that, along with these factors, interpersonal relationships would create an effective group function. The four stages Tuckman identified in his research are forming, storming, norming, and performing.  FormingIn this phase, the team meets and learns about the opportunities and challenges, and then agrees on goals and begins to tackle the tasks. Team members tend to behave quite independently. They may be motivated but are usually relatively uninformed of the issues and objectives of the team. Team members are usually on their best behavior, but very focused on themselves. Mature team members begin to model appropriate behavior even at this early phase.  The meeting environment also plays an important role. Members attempt to become oriented to the tasks as well as to one another. This is also the stage in which group members test boundaries, create ground rules, and define organizational standards.  Discussion centers on defining the scope of the task, how to approach it, and similar concerns. To grow from this stage to the next, each member must relinquish the comfort of non-threatening topics and risk the possibility of conflict. StormingThis is the second stage of team development, where the group starts to gain each other’s trust. This stage often starts when they voice their opinions; conflict may arise between team members as power and status are assigned. When group members start to work with each other they start to learn about individual working styles and what it is like to work with each other as a team; it also identifies the hierarchy of positions in the group.  At this stage there is often a positive and polite atmosphere, people are pleasant to each other, and they may have feelings of excitement, eagerness, and positivity. Others may have feelings of suspicion, fear, and anxiety. The leader of the team will then describe the tasks to the group, describe the different behaviors to the group, and how to deal and handle complaints.  In this stage "...participants form opinions about the character and integrity of the other participants and feel compelled to voice these opinions if they find someone shirking responsibility or attempting to dominate. Sometimes participants question the actions or decision of the leader as the process grows harder..."  Disagreements and personality clashes must be resolved before the team can progress out of this stage, and so some teams may never emerge from "storming" or re-enter that phase if new challenges or disputes arise.  In Tuckman's 1965 paper, only 50% of the studies identified a stage of intragroup conflict, and some of the remaining studies jumped directly from stage 1 to stage 3. Some groups may avoid this phase altogether, but for those who do not, the duration, intensity, and destructiveness of the "storms" can be varied.  Tolerance of each team member and their differences must be emphasized in this phase; without tolerance and patience the team will fail. This phase can become destructive to the team and will lower motivation if allowed to get out of control.  Some teams will never develop past this stage; however, disagreements within the team can make members stronger, more versatile, and able to work more effectively together. Supervisors during this phase may be more accessible but tend to remain directive in their guidance of decision-making and professional behavior.  The team members will ideally resolve their differences and members will be able to participate with one another more comfortably. The ideal is that they will not feel that they are being judged and will therefore share their opinions and views. Normally tension, struggle, and sometimes arguments occur.  Norming"Resolved disagreements and personality clashes result in greater intimacy, and a spirit of cooperation emerges." This happens when the team is aware of competition and they share a common goal. In this stage, all team members take responsibility and have the ambition to work for the success of the team's goals.  They start tolerating the whims of the other team members. They accept others as they are and make an effort to move on. The danger here is that members may be so focused on preventing conflict that they are reluctant to share controversial ideas. Performing"With group norms and roles established, group members focus on achieving common goals, often reaching an unexpectedly high level of success." By this time, they are motivated and knowledgeable. The team members are now competent, autonomous, and able to handle the decision-making process without supervision. Dissent is expected and allowed as long as it is channeled through means acceptable to the team. Supervisors of the team during this phase are almost always participating. The team will make most of the necessary decisions. Even the most high-performing teams will revert to earlier stages in certain circumstances. Many long-standing teams go through these cycles many times as they react to changing circumstances. For example, a change in leadership may cause the team to revert to storming as the new people challenge the existing norms and dynamics of the team. In 1977, Tuckman added a fifth stage: adjourning. Adjourning This stage involves completing the task and breaking up the team (also sometimes referred to as mourning). Tuckman’s research concluded that an important step in the small group lifecycle was the ultimate separation at the end of this cycle.   As a leader of small groups, how can you facilitate this lifecycle?  In the forming phase, a leader should engage their coordinating behaviors, which include:  -Purposefully picking the team -Facilitating goal identification -Ensuring a shared mental model – a cohesive approach to thinking about the problem or task at hand  In the storming phase, a leader should engage their coaching behaviors, which include:  -Serving as a resource person for the team -Developing mutual trust -Calming the work environment  In the norming and performing phases, a leader should engage their empowering behaviors, which include:  -Getting feedback from team members -Facilitating the transfer of leadership to the group -Setting aside time for planning and engaging the team  In the adjourning phase, a leader should engage their supporting behaviors, which may include:  -Redefining roles -Creating future leadership opportunities  You’re probably thinking that leaders in these various phases need to have a wide range of competencies – and you’re right. I wanted to take a few minutes to outline three leadership strategies to help with these groups:  Group diversity is everything…if you can manage it.  From a personality perspective, research has shown that, while homogeneous groups get along better with less conflict, heterogeneous groups achieve better results…IF they learn to work together.  Understanding personality type, and subsequently bringing together a diverse group in terms of the way they take in information, make decisions, structure themselves, and orient themselves to the outer world will ultimately help you get the best possible result.   Striking a balance between decisiveness and inclusivity.  Your team will run you over if you aren’t decisive enough…but if you are dictatorial, they will rebel like teenagers. Your challenge, then, is to find the ideal balance between getting input so all members feel heard and their opinions valued - AND making the necessary decisions that move the group forward.  Personality type plays a role here, as well – make sure your introverts are heard. Giving them the agenda ahead of time, with specific questions or issues you’ll be bringing up during the next meeting, will help get the best out of your quieter members.  If a lack of decisiveness is one of your weaknesses, establish a timeframe for decision-making. For example, set a timer in the meeting for discussion, then when the alarm goes off, DECIDE. Then move on to the next decision…no second-guessing or re-evaluating.   Continue to step back, gradually. As the team becomes more cohesive, roles and responsibilities clearly defined, and forward progress accelerates, your leadership role will change. An important skill set is to know when to step back to more of a facilitation/support role.  Ego can sometimes get in the way here, so keep in mind that this isn’t about you. You have an amazing opportunity to develop emerging leaders, help group members develop skills, and watch synergy between people who perhaps didn’t even know one another a short time ago.   Here’s a bonus: Evaluate your leadership.  This is a growth opportunity for you as a leader, so it is important that you assess your leadership strengths at each phase. Where could you have handled situations better? Where were you too slow/too fast to address a problem? Internally, where did you find yourself resisting a change that would require a different set of skills from you?  Make sure you do this evaluation from a place of curiosity and personal development – not judgment and condemnation. Remember, there is a learning curve here for you, as well – even if you have led other groups, you haven’t led this group with this purpose before. Be kind to yourself!   Are you in the wrong job that chips away at you every day? The CareerSpring document and coaching program will help you find a job that uses your zone of genius, recognizes your value, and pays you what you’re worth.  If you’re ready to take your job search to the next level by working with a highly experienced professional with a track record of client success, schedule a complimentary consult to learn more:  https://calendly.com/lesaedwards/zoom-meetings2            

Today, I’m talking about how to manage difficult employees. My sources for this episode include Northeastern University Graduate Programs blog, lumapps.com, and indeed.com  Let’s start with the definition of a difficult employee: A difficult employee is a term used to describe a person who acts in a careless, unprofessional, or irresponsible manner in the workplace. Difficult employees may challenge the authority of their leaders, create a negative or disruptive work environment for their peers, or struggle to meet personal performance expectations.  Specific characteristics of a difficult employee may include: Attendance issuesFailure to meet expectationsDistracting others from their workLack of motivation, energy, enthusiasm, or pride in their own workDifficulty accepting accountability for their actionsArgumentative, rude, violent, or disruptive behaviorBehavior that intimidates, threatens, or humiliates othersLack of respect or tolerance for the opinions, skills, or talents of othersDifficulty building positive work relationships or working on a teamTaking part in workplace gossipIgnoring established rules or procedures What are some of the causes? -Professional relationships -Jealousy of the success of others-Issues within their home or family-Physical or mental health concerns-Stress resulting from a heavy workload-Poor work-life balance Difficult employees often have the potential to be valuable contributors to an organization. The actions and behaviors of these employees also impact the culture and morale of the overall workplace. It is important to understand that difficult employees often are not intentionally being difficult, but instead are responding to challenges in their personal or professional lives that are impacting their ability to perform or behave appropriately. I think it is easy to get into a victim/villain mode with a difficult employee – thinking that they are intentionally doing the things they are doing to “get you” as the boss. This type of thinking puts you as the supervisor in a helpless, disempowering position with the difficult employee having power over you.  So, how do we manage difficult employees?  1.    Acknowledge and identify the problemThe first step is an acknowledgment that there is a problem - and identifying exactly what the problem is. Documentation helps here, along with specific examples of each issue.  2.    Find the positivesAlthough sometimes we may find this difficult, it is important to identify the employee’s positive characteristics. By identifying several positive traits or achievements to discuss with the employee along with your concerns, you minimize the risk that the meeting will become confrontational and unproductive. The employee will likely respond better when they feel their value is being recognized.  3.    Ask for the employee’s feedbackGet the employee’s feedback about their performance, behavior, and concerns. Begin by asking the employee if they are aware of how their performance or behavior is impacting the company. Then ask them if there are any concerns they have or if there is anything they want to discuss. Listen closely to what the employee has to say. Your primary goal for the meeting is to discover the root causes of the issues with your employee’s performance or behavior, and to find solutions you can work on together.  4.    Create an action plan and document itThe next step is to work with the employee to create an action plan to address the concerns. Make sure your expectations, the process for measuring progress, and the consequences for failing to meet expectations are clearly laid out. Identify the specific actions they need to take to help them achieve their goals and identify any tools or resources they will need for success. Establish appropriate time frames for completing each section of the action plan. Finally, be sure to document everything in writing and provide the employee with a copy.  5.    Follow up consistentlyMonitor the employee’s progress throughout the given timeframe. Establish a schedule for check-ins with the employee to discuss progress and provide additional progress. Recognize progress of goal achievement and address any areas in which they are struggling.  With these steps, you can maximize the chances of turning around the difficult employee so they can:-Understand how their behavior or performance impacts the organization-Overcome the personal or professional circumstances that are affecting their behavior or contributing to their performance issues-Build positive work relationships with their managers and colleagues-Make adjustments to their behavior that helps create a positive work environment-Improve their work performance and achieve their maximum potential and greater job satisfaction  Are you in the wrong job that chips away at you every day? The CareerSpring document and coaching program will help you find a job that uses your zone of genius, recognizes your value, and pays you what you’re worth.  If you’re ready to take your job search to the next level by working with a highly experienced professional with a track record of client success, schedule a complimentary consult to learn more:  https://calendly.com/lesaedwards/zoom-meetings2