The Exclusive Career Coach

I have been re-reading the book “Quiet Leadership: Six Steps to Transforming Performance at Work,” by David Rock. One of his concepts jumped out at me, and I wanted to share it with you. Brain science tells us that, when we focus on a behavior we wish to change, we are actually cementing the neural pathway that was created when we began repeating that behavior in the first place. Once a neural pathway is created in our brain, it will always be there. The challenge is not to remove that pathway – we can’t – but rather create a new neural pathway through our thinking and beliefs. Let’s look at an example. Let’s say you are a newly minted manager, managing two entry-level employees in the marketing department of your company. You’ve never managed people before, and you haven’t been given any training to do so. You feel as though you have been thrown into the deep end, but you really want to succeed. One area you are struggling with is one of your employees consistently coming to work 30 minutes late – we’ll call her Jane. Because all of this is new to you, you sit Jane down and ask her why she is late every morning. She tells you she is a new mom and says she finds it hard to leave her son at daycare every morning. Because this is unacceptable behavior, you tell Jane she has to come to work on time. End of conversation. How does Jane receive this feedback? She is likely frustrated, anxious, and begins fixating on how late she is every morning. But the behavior doesn’t change. The only change has been additional stress on Jane because now she’s afraid you’re going to fire her. Rewind: Let’s have the conversation with Jane again. You ask her why she is late every morning. She tells you she is a new mom and says she finds it hard to leave her son at daycare every morning. You then ask her why she finds it so hard to leave her son every morning. She says it’s because he starts crying, which makes her cry, and she can’t bear to hand him off to the daycare worker. She admits that she has even started going to the daycare later and later because she knows what is coming. You let Jane know you can see how hard this would be. You then ask Jane what are three possible solutions to this problem – solutions that would get her to work on time AND help with the daycare handoff. Jane at first says she doesn’t know what to do, but you gently persist to help Jane solve her problem – and you resist the urge to solve it for her. Jane finally comes up with three possible solutions: One, her husband could drop the baby off and see if that goes more smoothly; two, she could get up earlier so she could spend more time at the daycare with her baby and still get to work on time; three, she could ask for ideas from her online mom group. You give Jane some paper so she can write her options out. Then you ask her how she wants to proceed with these three options. Jane says she will ask her husband to drop the baby off for one week, and during that time she will reach out to her online group. After one week, she and her husband will evaluate how him dropping the baby off is working and possibly she will start getting up 30 minutes earlier every morning for the next week. You and Jane then agree that the goal is for Jane to consistently get to work on time because a) Jane is a valued member of your small team, and b) Jane will be a better employee and mom with less stressful mornings.  Now Jane feels a measure of relief because she has possible solutions to her problem, and a plan to try those solutions out. She also feels valued to you – like you want to help her and not punish her. She wants to solve this problem for you as much as for her. How might this look with one of your own behaviors? Let’s say you tend not to speak up during meetings. You have thoughts and ideas, but in the moment you tell yourself your ideas aren’t good enough to share and people will think you’re dumb if you offer those ideas up. This has become a habit for you, to the point where the dialogue in your head during meetings is “people don’t want to hear what I have to say.” You decide to focus on the behavior you do want – very specifically. You decide you will begin contributing one thing during each meeting – and you will do it during the first half of the meeting rather than waiting until everyone is ready to get out of there. If you know what will be discussed in the meeting, you can think about what contribution you might want to make. If you don’t know what will be discussed, you decide to stay present in the room, listen intently to what others are saying, and look for an opportunity to make your contribution. After a month of focusing on the behavior of making one contribution each meeting, you next focus on specific ways you can make your contribution more confidently and competently. Perhaps you focus on how to modulate your voice, specific power words you want to use (and not use), or how to make eye contact while you are speaking.  I encourage you to think of a behavior you would like to change in yourself and how, specifically, you can make that change. If you supervise people, use this tool to help employees find their own solutions to behaviors they need to change. This strategy also works when employees want to learn a new behavior, such as improving a specific aspect of their communication skills or learning how to be a better presenter.  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

In episode #175, I talked about articulating your brand on your resume. Here’s the link to that episode: https://www.exclusivecareercoaching.com/posts/2021-04-28-175-how-to-articulate-your-brand-on-your-resume Today, I want to delve into the three biggest mistakes I see people making in their attempts to brand themselves – as well as the solution. First, let’s talk about why personal branding is important – not just when you are looking for a new job, but throughout your career as you look to get promoted, get selected for key assignments, or look for opportunities to leverage your strengths through volunteer and/or Board positions. Personal branding is important because: -It differentiates you – you avoid being seen as “generic” (interchangeable) -When people know what you’re about, they come to you with tony opportunities -It helps you make strategic career decisions – your brand becomes a lens through which you view the opportunities and choices available to you.  Mistake #1: You haven’t articulated your brand. At all.  Many of the resumes I review have no branding at all. The client just launches into their work experience, without any framework to help the reader understand and contextualize that experience. It’s safe to say that most of these same people can’t articulate their brand verbally, either. Either they don’t understand the importance of having a personal brand, or they have no idea how to go about identifying their brand.Let’s go back to those reasons for having a personal brand: When you don’t have one, you risk being viewed as generic (a low-cost substitute for the real thing), you miss out on the best opportunities because the decision-makers don’t know you would be good at that thing - or interested in doing it, and you may make impulsive or inauthentic career decisions without the guideposts of a personal brand.  Mistake #2: Your brand is non-differentiating.  Here’s the kind of thing I see most often on resumes of people who have attempted to identify their brand: “Hard working team player” (as opposed to all the slacker anti-social people out there) “Good with numbers” (on an accountant’s resume) “Experienced professional looking for a position that leverages skills in BLANK, BLANK, and BLANK (a thinly veiled objective statement) Here are the things a brand ISN’T: -A description of skills and experience that are required of EVERY. SINGLE. CANDIDATE. (Math skills for an accountant, a teacher who says she is good with classroom management, a PR associate who is a good writer.) This is the equivalent of Nike marketing their athletic shoes as “they stay on your feet and you can walk in them.” Duh. -What YOU want. Think about Nike – you don’t see them advertising their athletic shoes as something they need you to buy so they can spend more money on R&D or give huge bonuses to their senior executives. So sorry to be the one to break the news to you, but employers don’t care what YOU want – not really. They want to know what you can do for them.  Mistake #3: Your brand is words on paper that haven’t been translated to your actions and decisions.  We all know of companies who have their mission statement written on the walls of the company. Everyone can recite it by heart. It’s in the marketing materials. BUT – they don’t walk the talk. They don’t make decisions with their brand in mind. In fact, they often do things directly opposed to their supposed brand. How does this translate to you? Once you have done the work to identify a truly unique, differentiating brand for yourself, that brand should inform your decisions about which assignments to take on, which promotions to go after, how you treat people, which companies you seek employment with, and so much more. For example, let’s say your brand is that you have consistently high retention rates for the employees you manage because you have an open-door policy, make an effort to spend 1:1 time outside of work with each team member at least once a quarter, and believe in on-the-spot praise when you see an employee doing good. On a day when you aren’t at your best, you may be tempted to close (and lock) that office door. You may be in a hurry and be tempted to not take a moment to thank one of your employees for how he just handled a difficult customer. You may think you have too much on your plate to meet 1:1 with every employee this quarter. No can do – your brand is your brand. You make decisions based on your brand.  The solution.  I have a saying, “You can’t read the label of the bottle you are in.” This applies especially to determining your personal brand – if you can get professional help from someone like me, I highly recommend it. In lieu of that – speak to people who know you well, and in different capacities. What are you hearing consistently from them?Here are some questions you can ask them: -What do you think I do especially well? -Is there something I have done that has especially impressed you, and why? -What do you see in me that you don’t typically see in someone of my age/profession/seniority level (whichever is most appropriate)?  Here are the components of a great personal brand: -It summarizes who you are, what you do, and why you do it. -It communicates your value and expertise to others. -It showcases your unique value proposition. -It is succinct and to-the-point.  Here are some examples: “I am an HR manager with experience in industry, consumer product goods, and finance. I have led efforts to improve retention by as much as 40%, reduce time-to-hire by as much as 75%, and built a best-in-class HR function that serves as true business partners.” “As an operations professional, I have been able to save my employers as much as $1.4M by introducing lean methodology, conducting employee movement analysis, and helping employees do their jobs more efficiently.” This is mine:“I help high-achieving, mid-career professionals land their dream job with best-in-class marketing materials, a job search strategy that optimizes their chance for success, and the interview skills to nail even the toughest job interview.” One final word: How you present your brand will vary slightly depending on the medium. For example, you wouldn’t use the wording I just gave you in your resume, because there are personal pronouns. You also might vary your words slightly depending on your audience – a networking event with people in your same profession versus a networking event within your employer, for example. 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 me start by saying there are good reasons to accept a counteroffer from your current employer. However, if the ONLY reason you are even considering the counteroffer is because it pays more than the outside offer you’ve received, it’s probably the wrong move for you. What is a counteroffer? There are two possibilities: When you receive an offer from a potential new employer, you may choose to submit a counteroffer. This is essentially an acceptance of parts of the initial offer, while proposing changes to other parts of the initial offer. The second kind of counteroffer comes from your current employer, who wants to keep you when you tell them you have a new job offer.  Tools for evaluating an initial job offer -Look at the total compensation. This includes salary and benefits, possible bonuses or equity in the company. This is an area that may people will counteroffer on – more base salary. -Does the position put you on a track for advancement? This may or may not be important to you…just make sure you take it into consideration. -Are there additional perks, such as WFH or flexible hours? Just remember – a state-of-the-art rec facility that you never use isn’t a valuable perk TO YOU. Watch out for “shiny object syndrome.”  Counteroffer strategies Now let’s talk about the counteroffer you may receive from your current employer. Here are some strategies: -Know why you were searching in the first place. Maybe you were approached by a recruiter…there was likely a reason you took her call. Can the issues at your current employer be resolved if you chose to stay? If your only real concern was your current compensation, then a higher offer may entice you to stay. If, however, you are having issues with your boss and the corporate culture, no amount of extra money will address these kinds of issues. -Determine why your employer made the counteroffer. Is it because of your value to the organization – or so they can have someone in the role until they find a replacement? Do some digging. -Pay attention to the details. There will likely be a higher salary offer from your current employer, and possibly a new job title. What else will change – and do those changes excite you or cause you concern? Will you have some new growth opportunities that leverage your strengths or develop weaker areas? -Weigh the pros and cons. You have an offer from another employer, and a counteroffer from your current employer. What are the benefits of taking the new role? Of staying at your current employer until an even better outside offer comes in? Of accepting a new, higher paying role with your current employer?  Accepting the Counteroffer If you decide to decline the outside employer and accept the counteroffer from your current employer, your next steps with your current employer should include: -Thanking your boss/others immediately – tell them you accept. Show gratitude for identifying you as a valuable employee. -Set up a meeting with your boss (or new boss) to establish a plan for meeting your new goals and fulfilling your new responsibilities. -Sign your contract to make it official. One of the cons of accepting a counteroffer from your current employer is that you may be marked as a “short timer,” someone who may soon jump ship. This may mean you will be passed over for the best opportunities or watched more closely than before.   To decline the outside company’s offer -Send them written communication, thanking them for their time and interest in you. -Briefly explain why you decided not to accept the offer. -Keep the door open – let them know you would like to maintain professional ties. Having said that, there is a chance that declining this offer may mean the door will be closed to future employment conversations.  If you decide to accept the outside offer -Stay professional with your current employer – don’t burn bridges -Thank your boss/others for the counteroffer. -Give a brief reason why you said no – you don’t have to give the real reason if you prefer not to. -Send an exit email to your team, thanking them for their support and asking them to stay in touch. 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

Consistently, the episodes I do on interviewing are among the most-downloaded. Today, I want to give you a five-step process for answering behavioral interview questions. Behavioral interviewing operates on the principle that the best predictor of future behavior is past behavior. Behavioral interview questions require you to respond with a specific story, rather than talking in hypotheticals. Behavioral interviewing is difficult to “wing,” because it is highly unlikely that you’ll come up with a great story AND lay it out in an organized and compelling manner on the fly. So, preparation is key. You may have hear of the CAR (Challenge-Action-Result) method, the PAR (Problem-Action-Result) method, or the STAR (Situation-Task-Action-Result) method. I teach my clients the CARL method: Challenge – Action – Result – Lessons Learned. Here are the steps to prepping for a behavioral interview: 1.    Come up with a “toolkit” of 10 stories.You can do this in one of two ways: The front door method, or the back door method. The front door method requires you to think about the competencies needed for the job – the job description is your roadmap here. Based on the competencies either written in the job description or implied, you come up with 10 stories to address what that company and that job will require. For the back door method, come up with 10 meaningful stories – mostly from your work experience – and then retrofit them to the competencies you think the job requires. Any story you come up with will likely be applicable to 3-4 questions you might get asked, so 10 stories gives you ammunition for as many as 40 interview questions. 2.    Write your stories out.Not necessarily verbatim, but the major points you want to hit for each story. Use the CARL method: Challenge – Action – Result – Lessons Learned.  3.    Find the balance.You want your stories to be factually correct and sequential. You also want your stories to be interesting – keep in mind that your interviewer may be interviewing several people for this position, and you want your responses to stand out in a positive way. Give enough detail to support your point – if the story is about how you turned around an underperforming team, you want the interviewer to know that you did, how you did it, and the results. You also want to give enough color to your story to make it interesting – pepper in some specifics to make the interviewer feel your story. Just remember not to throw anyone under the bus.  4.    Pepper in the “L” (lessons learned).Not every behavioral story needs a lessons learned, but they can be extremely helpful. The “L” can be lessons learned OR benefits. Here’s how that might sound: For the “L”: “What I learned from this situation is the importance of making sure my entire team fully understands the project and has their questions answered and concerns addressed at the outset. For the benefits: “What this situation illustrates is my ability to make mid-course corrections – to have a plan AND flexibility.”  5.    Practice.Ideally, practice with an interview coach such as myself. In lieu of that, who do you know who has experience interviewing job candidates? Ask them for help. The biggest benefit of working with an interview coach like me is that you have a professional who knows their stuff AND will shoot straight with you. Also, a professional may make you more nervous than a friend or family member – and that’s a good thing. Now go forth and ace that behavioral interview!  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, we’re talking about what might be holding back your career development. I leaned heavily on a December 21, 2022 article in the Harvard Business Review by Helen Tupper and Sarah Ellis for this episode. Here’s a fact: for most of us, and the companies in which we work, career development is rarely a priority. There are too many urgent matters to attend to every day…and career planning takes a back seat. One challenge is when…when we have time for career development. This essentially separates our career development from our job, rather than viewing the two as integrated. The solution: Chunk down your career development into short, manageable 5- to 10-minute time blocks where you can coach yourself to increase your self-awareness and identify new opportunities for action. I recommend journaling your responses. Here are some possible questions: What do I want to build a reputation for?  If I were to leave my current position tomorrow, what tasks would I want to bring with me, and why? What tasks would I want to leave behind, and why? What is something I’ve always wanted to learn – or learn more – about, and why? How might this interest play into my professional life?  What do I really like about my current employer/industry? What do I dislike?  Who is someone I admire professionally, and what do I admire about them? How might this admiration play into my career?  If money were no object, what have a long been attracted to, and why? How might I incorporate this interest into the career field I am in (or want to be in)?  As you uncover your responses to these prompts, come up with a game plan to answer the “now what?” question. Perhaps you want to meet with your boss, sign up for a class or program, or find a mentor to address a specific issue.  Another challenge is who…who can help you with career development. This puts your career progression in the hands of other people. Sometimes, it isn’t possible for your direct supervisor to be your most valuable source of support, so consider peer-to-peer learning. These could be colleagues in your current organization or outside, with which you can share challenges, generate ideas, and learn together. To get started, use a tool like Slack or WhatsApp and share the purpose of the group with about five people who share the same interest. You can then grow the group by giving everyone the option to invite one person. Ask everyone to share something they have read, watched, or listened to that they’ve found helpful in their current role.  Yet another challenge is what…if you aren’t sure what area, or even what field, you want to develop in, you might never get started. The first step here is what the article calls a “learning navigator” – a way to prioritize what you learn; to distinguish between what you need to know from what’s nice to know – as well as what’s relevant to your current role, versus what might be relevant for future roles. Here’s a quadrant map: Need to Know                    Nice to Know  Important for Today         Important for the Future This process also helps you to spot common skills, which can help you determine where to start.  The final challenge is where…if there are no perceived career development opportunities where you currently work, you may become frustrated and lose motivation. The response: Write down one internal opportunity you would like to make happen. Answer the prompt: This opportunity is important to me because…Next, identify 2-3 ways you could get the result you are looking for. Here’s an example: -I would like to become known as a SME for change management -This is important to me because I am passionate about helping people and organizations navigate change, I’m a strong communicator, and I enjoy helping others. -Ways to achieve this: 1.    Talk to my boss about getting on a change management team 2.    Seek out a change management certification program and ask my boss if the company will pay 3.    Ask the head of change management in my area if he would be willing to mentor me The bottom line is this: Not every organization offers structured career development, and even fewer do it well. Ultimately, it is your responsibility – and your obligation to yourself – to think strategically about where you want to get to and how to get there. 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  

I get a lot of questions about following up after a job interview. Today, I want to give the ABC’s of interview follow-up, as well as some creative options for staying in touch throughout the decision-making process. First, the basics for thanking the interviewer(s) and others who had a hand in your interview: 1.    Follow up within 24 hours (preferably sooner). 2.    Consider the audience.Generally, email thank-you messages are best because they can get to the recipient more quickly. If however, you’ve been interacting with someone for whom email doesn’t appear to be their native tongue, consider a snail mail thank you note. 3.    When in doubt, thank.Consider thank you messages to the secretary who scheduled your interview, the person you met impromptu who spent time speaking with you, etc. What’s the harm? 4.    Collect business cards or contact info.To send thank you’s, you need names (spelled correctly) and email addresses – make sure you get them during your interview so you don’t have to call afterward. 5.    Remind them of what they seemed to really like about you.Here’s an example: Diane, Thank you so much for the onsite interview yesterday - I was particularly impressed by ABC’s obvious commitment to the health and wellness of its employees. No wonder your turnover is so low! It seems like my experience at XYZ in digital marketing makes me a strong candidate for the role of marketing director – and I welcome the opportunity to leverage my knowledge in building brand reputation via a wide range of social media sites. As I mentioned in the interview, I will reach out at the end of next week to see where you’re at with the hiring process. In the meantime, let me know if you have any follow-up questions for me! With gratitude, Lesa Edwards  Now that we have covered immediate follow-up, what about continuing to stay in touch between your interview(s) and the hiring decision? 1.    Make a plan – and schedule it in.The cadence of your plan is largely determined by what the interviewer told you at the close of your interview (make sure you ask about the next step(s) in the hiring process). If the hiring decision is expected to happen fairly quickly, you might want to have weekly check-ins; otherwise, every two weeks might be preferable. You might also have an informal interview with someone who doesn’t have an immediate opening, but wants to stay in contact for future opportunities. In this situation, perhaps a monthly or every other month follow-up is appropriate.  2.    Look for opportunities to add value.Rather than always just sending an “I’m still here” message, seek ways to provide value to your contact person. This could be a positive article you read recently about the company, something positive you read about your contact person (such as an award or commendation), or something about that industry you think your contact would find interesting. Your message could read something like this: Diane, Greetings! I just saw this article about ABCs award for its employee health and wellness program – kudos! I can certainly see why you were recognized for your initiatives around weight loss and smoking cessation – great job! As an update, I have had interviews recently with three great organizations and second interviews with two other companies. I hope to hear that I have moved on to the second round of interviews with ABC soon!  3.    Let them know of other offers (or close-to offers).Here’s an example: Diane, Greetings! I just received a written offer for a marketing director position at a CPG company. I have until DATE to let them know my decision. I’m still extremely interested in the opportunity with ABC and wanted to know where things stand? I look forward to hearing from you! The trick here is to give them enough information so they know there actually is another job (in this case, the job title and industry), but not enough information to be able to check the other offer out through back channels (no company name or salary, etc.). Also – notice I said I was extremely interested in ABC’s opportunity – not that ABC was my first choice (even if it is). I would lose negotiation power if I let them know ABC is my first choice. 4.    Notify them if you accept another offer.It’s just good business etiquette, even if they’ve been ghosting you.  Now for the creative follow-ups. What you do here is really dependent on a) the role you are applying for, b) the industry, and c) your personality. Any creative follow-up should be on-brand. For example, I was recently working with a client who was applying for marketing jobs. She was following up with a box of delicious chocolates and a marketing-style message. Here are some other ideas: -For an accountant: You’re probably pretty serious, and the company you are following up with is probably pretty serious, too – so gimmicks aren’t the right approach. -For a salesperson: What can you create that further “sells” you to the company? How can you demonstrate your persistence and ambition? -For an operations director: What could you develop for the company that addresses one of the operations-related concerns you learned about during the interview? You don’t want to give them the entire solution, but how about a piece of it to engage their imagination? -If the job you have applied for involves presentations, how about a YouTube video where you are teaching them something specific to their company? -For many positions, a gift basket of chocolates or fruit that the office can share may be appropriate. The trick is to present it as a thank you, rather than a thinly veiled bribe. Hopefully, I’ve gotten your creative juices flowing, so what ideas can you come up with that are on-brand for you and the industry you want to work in?  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, a return guest – and one of my favorites! Previously, Katrina McGhee was on the podcast to talk about taking a career break; here’s the link to that episode: http://exclusivecareercoaching.com/posts/2022-10-19-247-are-you-ready-for-a-career-break-with-katrina-mcghee Today, we talk about leveraging a sabbatical before taking on a bigger role. Whether with your current employer or accepting a position with another company, you may need a break before taking on even more responsibility and challenges. Katrina talks about the signs that this break may be more of a need than a want and how to ask for the break. We also talk about re-entry strategies after the break is over.  You can find Katrina McGhee at www.kmcgheecoaching.com She is offering a 3-part video series on her website to help you conquer your fear and stop waiting for “someday.” She walks you through the basics of taking a career break and just how possible it can be. Find this FREE series at www.kmcgheecoaching.com/career-break-training  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 me start by saying there are good reasons to accept a counteroffer from your current employer. However, if the ONLY reason you are even considering the counteroffer is because it pays more than the outside offer you’ve received, it’s probably the wrong move for you. What is a counteroffer? There are two possibilities: When you receive an offer from a potential new employer, you may choose to submit a counteroffer. This is essentially an acceptance of parts of the initial offer, while proposing changes to other parts of the initial offer.  The second kind of counteroffer comes from your current employer, who wants to keep you when you tell them you have a new job offer.   Tools for evaluating an initial job offer -Look at the total compensation. This includes salary and benefits, possible bonuses or equity in the company. This is an area that may people will counteroffer on – more base salary.  -Does the position put you on a track for advancement? This may or may not be important to you…just make sure you take it into consideration.  -Are there additional perks, such as WFH or flexible hours? Just remember – a state-of-the-art rec facility that you never use isn’t a valuable perk TO YOU. Watch out for “shiny object syndrome.”   Counteroffer strategies Now let’s talk about the counteroffer you may receive from your current employer. Here are some strategies: -Know why you were searching in the first place. Maybe you were approached by a recruiter…there was likely a reason you took her call. Can the issues at your current employer be resolved if you chose to stay?  If your only real concern was your current compensation, then a higher offer may entice you to stay. If, however, you are having issues with your boss and the corporate culture, no amount of extra money will address these kinds of issues.  -Determine why your employer made the counteroffer. Is it because of your value to the organization – or so they can have someone in the role until they find a replacement? Do some digging.  -Pay attention to the details. There will likely be a higher salary offer from your current employer, and possibly a new job title. What else will change – and do those changes excite you or cause you concern? Will you have some new growth opportunities that leverage your strengths or develop weaker areas?  -Weigh the pros and cons. You have an offer from another employer, and a counteroffer from your current employer. What are the benefits of taking the new role? Of staying at your current employer until an even better outside offer comes in? Of accepting a new, higher paying role with your current employer?   Accepting the Counteroffer If you decide to decline the outside employer and accept the counteroffer from your current employer, your next steps with your current employer should include: -Thanking your boss/others immediately – tell them you accept. Show gratitude for identifying you as a valuable employee. -Set up a meeting with your boss (or new boss) to establish a plan for meeting your new goals and fulfilling your new responsibilities.  -Sign your contract to make it official.  One of the cons of accepting a counteroffer from your current employer is that you may be marked as a “short timer,” someone who may soon jump ship. This may mean you will be passed over for the best opportunities or watched more closely than before.   To decline the outside company’s offer -Send them written communication, thanking them for their time and interest in you. -Briefly explain why you decided not to accept the offer. -Keep the door open – let them know you would like to maintain professional ties. Having said that, there is a chance that declining this offer may mean the door will be closed to future employment conversations.   If you decide to accept the outside offer -Stay professional with your current employer – don’t burn bridges -Thank your boss/others for the counteroffer.  -Give a brief reason why you said no – you don’t have to give the real reason if you prefer not to. -Send an exit email to your team, thanking them for their support and asking them to stay in touch.  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, we’re talking about organizing your job search. For some of you, this may be a foreign concept – why would I need organization to look at job boards? I just look at them and apply to as many jobs as I possibly can – right? Wrong. I’m not going to go into detail with specific job search strategies – I covered that in multiple other episodes. In particular, I recommend episode #30 – Active vs. Passive Job Search Strategies: https://www.exclusivecareercoaching.com/posts/2019-01-16-030-active-vs-passive-job-search-strategies And #251 – What Type of Job Search Should You Launch? http://exclusivecareercoaching.com/posts/2022-11-16-251-what-type-of-job-search-should-you-launch Rather, what I want to cover today is the structure of your job search…dedicating time for your job search and using that time to your best advantage. Here are five tips for structuring your job search: 1.    Calendar in time for your job search.As I cover in episode #251, I encourage employed job seekers to dedicate 5 hours per week to their job search, and unemployed job seekers to dedicate 30 hours per week to their job search. Begin by deciding the blocks of time you can consistently devote to job search. For example:Employed job search           Tuesday and Thursday evenings from 7:00-8:00 p.m. Wednesdays – lunch will be devoted to attending my professional association meetings one week, then scheduling lunch meetings with people in my network on the other Wednesdays. (May need to be another weekday, before work, or after work instead)           Sunday evenings from 7:00-8:00 p.m. Unemployed job search           Monday-Friday, 9:00 a.m. noon; 1:00 – 4:00 p.m.  2.    Calendar in how you will spend your job search time. As a reminder, here’s how I recommend your job search time be divided, depending on your level of experience: If right out of college: 75% passive; 25% activeIf mid-career: 50% passive; 50% activeIf senior level: 75%-100% active Passive strategies are job board-focused; active strategies are networking-focused. For example:  Employed job search (for mid-career professional) This person’s job search strategies are (I recommend four-five total job search strategies): Passive: job boards, target employer websites Active: LinkedIn networking, in-person networking, professional association meetings Tuesdays from 7:00-8:00 p.m.: Reach out to five people from my existing LinkedIn network to connect/reconnect. Ask at least one of those people to meet with me next week (either virtually or in person). Thursdays from 7:00-8:00 p.m.: Apply to jobs I found online since last Thursday (pay attention to application deadlines and apply sooner if necessary). Look at the websites of my target employers to see if there are opportunities there.+1 approach for any jobs I apply to. Wednesdays: Attend my professional meeting on the third Wednesday of the month; try to schedule networking lunches on the other Wednesdays but be flexible when needed. Sundays: Apply to jobs that can’t wait until next Thursday; include +1 approach. Plan upcoming week’s job search. The unemployed job search could look much the same – just with more time spent on each of the activities. In other words, you don’t need to necessarily go broader with your job search – just deeper.  3.    Reward yourself for achieving that day’s job search goals. When we only reward ourselves for either a job interview or a job offer, we are setting ourselves up for a lot of days of “failure.” Rather, I want you to reward yourself for doing the things you decided ahead of time were important for your job search that day. This might look like a trip to the dog park, down time to read a book or watch a movie, or a glass of wine. You could also set up something a little more elaborate, such as a week of doing everything you set out to do = $X in guilt-free, no-strings-attached spending money. But also do the daily reward!  4.    Periodically evaluate and adjust. At least once a month, check in with your activities and the results you’re getting. Is there something you need to do more of, less of, start doing, or stop doing? Tell yourself the truth here – is the strategy not working because you aren’t working the strategy, or at least not with the proper energy? Do you need professional help to address an issue you are having around networking, or cultivating relationships on LI, or sticking with your plan? 5.    Finally – find the balance between staying the course and giving yourself a break. You might get sick. If you are working, you might have a huge deadline coming up. You might have family issues to attend to. It’s up to you to decide: Do I reschedule this job search time for another day? Do I genuinely need to take a week off? Do I forego today’s job search plan and pick it back up tomorrow? Your answers to the above should be informed in part by how quickly you want to land a new job. Happy job searching in 2023! 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  

Last week, I did an episode on setting a goal in your professional life – and how to make sure you achieve that goal. For some of you, you may want help with that goal. For others of you, you may want to make a job or even a career change this year. For still others, you may want to position yourself for success in your current role. These are all great reasons to hire a coach, so I wanted to dedicate an episode to helping you find the right coach for you.  Coaching vs. Therapy Let’s start with the difference between a coach and a therapist. Here’s a definition I really like:  A therapist is needed when you are performing below par for you. It is backward-facing, focusing on trauma in your past that is negatively affecting your present. A coach is for when you are performing at par and want to perform above par. It is present- and forward-facing, focusing on the thoughts, feelings, and actions that will get you where you want to go. I know people who started with therapy, then moved to coaching. I know others who started with coaching, but realized they needed to deal with past trauma to move forward. I know of at least one person who has a therapist and a coach presently.  What Kind of Coach?  As I’ve mentioned on this podcast before, I was successful in finding the perfect coach for me because I knew EXACTLY what I was looking for – and was able to articulate it as I spoke with potential coaches or people who knew coaches. If you are specifically looking for help in your career, what exactly do you want help with? For example, you might want to: -Improve your leadership skills-Learn how to step into your power and have greater influence-Become a more efficient decision-maker-Improve your interpersonal/communication/delegation skills-How to be more strategic in what you agree to do – and how to say no when you need to Notice that none of these goals are job search related. As I tell people, my primary coaching business is for those in job transition; the second rung of my coaching is career coaching for people who want to stay within their current employer and move up or perform at their optimal capacity.  Here are some of the reasons people come to me for job search-related coaching: -Improve their interview skills-Plan and execute a more strategic and effective job search-Learn how to be a better networker (also useful if you aren’t job searching)-Learn how to negotiate salary and benefits-They are thinking of a career pivot or reinvention but don’t know how to accomplish this on their own  Within the coaching world, as with many types of professionals, there are generalists and there are specialists. For example, you might hire a general life coach who can help you with your self-confidence, taking the necessary steps to finish your degree or get an advanced degree, or improve your marriage. Specialists should be clearly articulating their specialty in their marketing materials. There are interview coaches, salary negation coaches, coaches to help female executives step into their power, and coaches to help you take a strategic sabbatical. Identify exactly what kind of help you need and be able to articulate it to others. FYI – I would consider myself a semi-specialist. I operate primarily in the job search realm, which is an area of specialization. However, I don’t just coach on interviewing or job search strategy or salary negotiations, so I’m less specialized than some.  Which Format?  With a lot of nuances, there are basically three types of formats for coaching: 1:1GroupContinuity 1:1 offers the most individual attention, with virtually no one-size-fits-all solutions. The downside will be the cost: This is typically the most expensive option. Group coaching offers the community of the others in the program and the synergy that comes from working together towards the same goal; it can also be a more affordable option than 1:1. The downside can be the lack of individualized and customized attention and solutions. Continuity (or monthly) programs typically offer a low-cost option, either as a monthly pay-as-you-go or an annual subscription rate. You benefit from the community – and there may be hundreds, if not thousands, in that community. The downside is also the lack of individualized and customized attention and solutions, as well as the lack of accountability. It’s easy to scoot by unnoticed in a continuity program.  Now What?  Now that you have determined your goal for coaching and have an idea as to which format would best meet your needs, now it’s time to meet with potential coaches to get a feel for what it would be like to work with them and to see if there is chemistry there. Note that you likely won’t meet individually with someone for a continuity program – and possibly not for a group program, either. There may be a video for you to watch or a group introduction to attend. Here are some considerations as you interact with the coach, someone from his/her team, and/or materials you receive about the program: -Do I believe in this person’s ability to help me?-Is there anything about this person that would inhibit my ability to be helped by them?-Does the format they use work for me? What about dates and times?-Have they helped people like me, with a problem similar to mine? As for finding coaches, there are many “collectives” on the internet that have many coaches working for them – often with a wide range of specialties. You can also ask friends, post the question on social media, or do a LI search. I’m not a stickler about whether a coach has a coaching credential, although I prefer them to because then I know they understand what coaching is (and isn’t). Some people want ICF-certified coaches; I’m not one of them. My main concern is: Do I believe this person can help me?  A Word About Price Price shouldn’t be the driving factor in choosing a coach or coaching program. It is, however, a consideration. -Brand-new coaches may charge as little as $50/hour for a 1:1 coaching session, whereas more experienced and specialized coaches may charge over $1,000/hour. -Group programs MAY be less expensive than 1:1…but not always. -Continuity programs are generally the least-expensive option; I know of a great one that charges $297/month and another one that charges $597/year. Especially with continuity programs, make sure you understand the time commitment you are making, how payments will be made, and what, if any, consequences there are to leaving the program.  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