The Art of Pitching by Richard Branson



One of the best things about hearing business pitches is that there is always a new idea and a new way of looking at things. I hear a huge number of pitches in a wide variety of places – we even had a pitching session while cycling in South Africa recently. But the most impressive pitches all have a few things in common. Here are five simple similarities shared by all successful pitches:

- They explain how the new business will make a difference to customers and provide a compelling alternative to competitors. This means showing a new way of doing things to shake up the market, and explaining it in short, sharp, entertaining fashion.

- They are grounded in expert knowledge of the industry. If you are going to launch anything - a new social network, a new bank, a new fashion line – you need to demonstrate a solid understanding of the market and how you can disrupt it.

- They have a realistic plan. While high concepts are fine, pitches need to illustrate how a company could work practically. This means legal, financial and operational plans. It’s tough to include details in a short presentation, but the most engaging pitches manage to combine passion with pragmatism.

- They are in it for the long haul. Nothing stays the same, and business changes faster than most things. Pitches latching on to the flavour of the month are all well and good, but they need to communicate how the business could grow sustainably and develop in the future.

- They show their strongest hand. Pitching is all about selling your idea and your business as an exciting place to be. Highlight the strengths – especially the talented people who are working on the project – and don’t be afraid to talk up your prospects.


Virgin Media Pioneers have announced the return of our ‘Pitch to Rich’ competition, giving entrepreneurs from around the UK the chance to pitch their ideas to me and win a start-up investment.

The winning company will get a grand prize worth £5,000 including investment and mentoring plus legal, branding and marketing advice for their business. Runners up will also receive £1,000 worth of investment as well as an opportunity to build their network and raise their profile.

What do you think are the most important things to remember in the art of pitching?

 

Posted by:

Richard Branson (Via Linkedin.com)

 

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17 Ways to Be Happier at Work

17 Ways to Be Happier at Work by Geoffrey James

(For Inc. Magazine, March 5th, 2013)

 

 

 

A reader recently pointed me to some "rules for a happier life" that various folks have posted in various forms. Here's my take on those rules as they apply to the workplace:

1. Don't compare yourself to others.

Everybody, and I mean everybody, starts out in a different place and is headed on their own journey. You have NO idea where someone else's journey might lead them, so drawing comparisons is a complete waste of time.

2. Never obsess over things you cannot control.

While it's often important to know about other things--like the economy, the markets that you sell to, the actions that others might take, your focus should remain on what you actually control, which is 1) your own thoughts and 2) your own actions.

3. Know and keep your personal limits and boundaries.

While your job might sometimes seem like the most important thing in your world, you're killing a part of yourself if you let work situations push you into places that violate your privacy and your integrity.

4. Don't over commit yourself or your team.

It's great to be enthusiastic and willing to go the "extra mile," but making promises that you (or your team) can't reasonably keep is simply a way to create failure and disappointment.

5. Remember you get the same amount of time every day as everyone else.

You may feel you're short on time and that you need more of it, but the simple truth is that when the day started, you got your fair share: 24 hours. Nobody got any more than you did, so stop complaining.

6. Don't take yourself so seriously; nobody else does.

The ability to laugh at your foibles not only makes you happier as a person, it makes you more powerful, more influential and more attractive to others. If you can't laugh at yourself, everyone else will be laughing behind your back.

7. Daydream more rather than less.

The idea that daydreaming and working are mutually exclusive belongs back in the 20th century. It's when you let your thoughts wander that you're more likely to have the insights that will make you both unique and more competitive.

8. Don't bother with hate; it's not worth the effort.

Hate is an emotional parasite that eats away at your energy and health. If something is wrong with the world and you can change it, take action. If you can't take action, you're better off to forgive and forget.

9. Make peace with your past lest it create your future.

Focusing on past mistakes or wrongs inflicted on you is exactly like driving a car while looking in the rear view mirror. You'll keep heading in the same direction until you collide with something solid.

10. Don't try to "win" every argument.

Some battles aren't worth fighting, and many people are easier to handle when they think they've won the argument. What's important isn't "winning," but what you, and the other people involved, plan to do next.

11. Remember that nobody is in charge of your happiness except you.

While some work environments are inherently difficult, if you're consistently miserable it's your fault. You owe it to yourself and your coworkers to either find a job that makes you happy or make the best of the job you've got.

12. Smile and laugh more frequently.

Contrary to popular belief, smiling and laughter are not the RESULT of being happy; they're part of a cycle that both creates and reinforces happiness. Find reasons to smile. Never, ever suppress a laugh.

13. Don't waste precious energy on malice and gossip.

Before you tell a story about anybody else, or listen to such a story, ask yourself four questions: 1) Is it true? 2) Is it kind? 3) Is it necessary? and 4) Would I want somebody telling a similar story about me?

14. Don't worry what others think about you; it's none of your business.

You can't mind read and you don't have everyone else wired into a lie detector. Truly, you really have NO IDEA what anyone is REALLY thinking about you. It's a total waste of time and energy to try.

15. Remember that however bad (or good) a situation is, it will inevitably change.

The nature of the physical universe is change. Nothing remains the same; everything is, as the gurus say, transitory. Whether you're celebrating or mourning or something in between, this, too, will pass.

16. Trash everything in your work area that isn't useful or beautiful.

Think about it: you're going to spend about a third of your waking adult life at work. Why would you want to fill your work environment--and that part of your life--with objects that are useless and ugly?

17. Believe that the best is yet to come, no matter what.

When my grandmother was widowed in her 70s, she went back to college, traveled across Europe in youth hostels, and learned Japanese painting, among many other activities. The last thing she told me was: "You know, Geoffers, life begins at 90."

READERS: What additional rules should be on this list? (Leave a comment!)
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Geoffrey James writes the Sales Source column on Inc.com, the world's most visited sales-oriented blog. His newly published book is Business to Business Selling: Power Words and Strategies From the World's Top Sales Experts. @Sales_Source

Why Beer Marketers Don't Spend Much on Joe Six-Pack Anymore

 

Subpremium Suds Like Busch, Keystone Light Yield 'Fast Nickels,' But Advertising More-Expensive Brews Brings in "Slow Dimes'

By:

E.J. SchultzBio
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RSS feedAlcoholic Beverages/Food (Originally posted on AdAge.com)

Published: March 25, 2013

 

With the beer market inundated by fruity flavored brews, pricey craft brands and Justin Timberlake ads, what ever happened to Joe Six-Pack?

 

He's still there, chugging cheap beers after work, but brewers are dedicating fewer dollars to reach him as the "subpremium" segment declines. Instead, beer marketers, on a quest for fatter profit margins, are encouraging drinkers to trade up to pricier line extensions such as Bud Light Platinum or new concoctions like Redd's Apple Ale.

 

Brewers are advertising economy brands less: Measured-media spending on the five largest low-end brews -- Natural Light, Busch Light, Busch, Miller High Life and Keystone Light -- fell to $6.9 million last year from $22.4 million in 2011, according to Kantar Media. That compares with the $32 million that Anheuser-Busch InBev spent last year launching Bud Light Platinum. Redd's Apple Ale, introduced by MillerCoors this year, is getting a similarly hefty push, while the brewer last week launched the first national TV ads for Leinenkugel's that spotlight its lemonade-flavored Summer Shandy offering, whose sales soared 90% last year, according to the brewer.

 

Add in the fact that the economic downturn hurt blue-collar drinkers the most and the result is that the sub-premium segment has been on a long-term slide, falling to 13.5% in 2012 from 15.7% of beer sales at supermarkets in 2009, according to SymphonyIRI. During the same period, craft-beer sales grew to 11.9% from 8.3%, while so-called superpremium beers, like Blue Moon and Shock Top, jumped to 10.7% from 9.1%.

 

How has beer been able to get consumers to trade up in a sluggish economy? "It comes down to emotional engagement," Trevor Stirling, a beverages analyst at Sanford C. Bernstein, said. "Consumers are much more likely to "brand' themselves by what they drink, be it a quirky, heavily hopped IPA, or a "sophisticated' Stella; whereas Natty Light and Beast Light have, if anything, negative brand badging."

 

New drinkers -- think Joe College -- are a lot more experimental than they used to be, sampling craft beers, cocktails and flavored malt beverages, rather than relying on the same old Keystone or Natural Light. Younger drinkers "grew up with so many different flavors that it's not unusual for them to want to try different things," said Dan Wandel, SymphonyIRI's senior VP-beverage alcohol client insights.

 

Marketers have also spurred the shifts by hiking prices on subpremium brands. A-B InBev for the past few years has been closing price gaps between mainstream beers like Bud Light and its value brands in an effort to rebalance its portfolio -- and the American beer market at large -- toward premium beers. "Our strategic intent is to grow our share of the value segment, but without growing the segment itself," said Edison Yu, VP-value brands at A-B InBev.

 

Still, big brewers cannot risk alienating economy drinkers for fear of losing them to cheap liquor or smaller beer brands like Pabst Brewing Co.'s Pabst and Old Milwaukee, whose locally targeted, quirky Will Ferrell ads have gotten a ton of free media attention.

 

There are signs that A-B InBev and MillerCoors this year are paying a bit more attention to their low-end brands, rolling out new packaging, campaigns and promotions. The goal is to protect share in a segment that still accounts for 18.4% of dollar sales, according to SymphonyIRI. Although declining, the segment is still larger than imports (14.4%) and crafts (5.4%).

 

"When you are a big mega-brewer like [A-B InBev] or MillerCoors, you are looking to be all things to all people," said Benj Steinman, president of Beer Marketer's Insights. "And if subpremiums are 20% of the business, you damn well want to play there." Economy brands are more about "fast nickels" than a "slow dime," said Ashley Selman, marketing director-economy brands at MillerCoors. "We make less per barrel, but we sell a lot of volume."

 

As they narrow their focus, value brands are zeroing in on core drinkers. Keystone Light is replacing its "Keith Stone" ads that targeted younger drinkers with a partnership with tournament-fishing organization FLW. Its mostly in-store campaign targets Walmart-shopping, middle-age drinkers.

Busch is seeking to hook more anglers with a limited-time promo this spring in which 50,000 special "fishing-lure" cans will be randomly inserted into cases. Fans who upload pictures of the cans to the Busch Facebook page can win prizes, including a fishing trip with star angler Kevin VanDam.

Miller High Life is launching a campaign that plugs the beer's role in "everyday celebrations," teaming with Harley Davidson for in-store promotions that tout the fact that both brands are turning 110 years old this year.

 

Despite the competition from crafts, economy brands are not giving up on younger drinkers. A-B InBev's Natural Light, which targets college-age consumers, is seeking to stand out with new "stubby" bottles, dubbed "Fatty Natty," rolling out nationally. MillerCoors is targeting hipsters with its Hamm's brand via grassroots marketing.

 

The brew is part of the marketer's "classic" economy-brand lineup, which is meant to compete with crafts. "These guys are still challenged by the economy," Ms. Selman said. "And they don't have the money to buy crafts all night long." 

Beyond the Product: What We Should Be Teaching Young People

Beyond the Product: What We Should Be Teaching Young People

A viral video of Kelvin Doe, aka DJ Focus, an Innovate Salone 2012 winner, has been viewed more than 4.3 million times on YouTube. This inspirational video captures Kelvin’s three-week trip to visit the MIT Media Lab, where he was the Institute’s youngest ever “visiting practitioner,” at the age of 15. Before this trip, Kelvin had never left his home in Sierra Leone. When people talk about Kelvin’s story, they focus on the products he’s built: a battery, a generator, and an FM radio transmitter. Indeed, it is incredible that Kelvin made a battery and generator to charge phones for his neighbors while enabling other youth to engage civically through his radio station.

However, what is most amazing is not the set of products Kelvin has developed, but rather his daring audacity to ask and act upon questions that young people seldom dream of in his community. Why couldn’t he make his own battery? How could he repurpose electronic components from products that are found in the trash? For the challenges in our communities, how do we develop a robust local solution?

His ingenuity to understand a problem; his resourcefulness to find the materials, tools, and mentors needed to develop a prototype; and his appetite for risk taking are what make him special -- not the products he has built.

The goal of Innovate Salone in simple terms is to ignite creative thinking, to nurture invention, to encourage entrepreneurship, and to build integrity among young people. Why? So that they learn to identify the challenges in their communities, gather the resources available to solve those problems, and implement their own solutions.

At the MIT Media Lab, we focus on “the invention of new media technologies that radically improve the ways people live, learn, work, and play.” At the core of creating these technologies and products is a dense but diverse set of curious students and staff who collaborate to develop solutions that will change the world. Most solutions we develop are by-products of the process, an afterthought.

In a similar way, for Kelvin and the students whose stories I continue to share, the products should never be the focus. Our biggest goal is that we can provide them a platform that encourages creativity and dares them to dream about a future they can create as we build a culture of innovation. It is our job to enable teens to make things that they are passionate about. Kelvin gave an amazing TEDxTeen talk in New York City recently. He describes his life story, which revolves around a kind of persistent experimentation that has led him to develop the products his family and community need.

Innovate Salone (Sierra Leone), Innovate Kenya (Kenya), and Innovate the Cape (Cape Town) represent our own way of promoting this vision. Bill Drayton (founder of Ashoka) says that about 80 percent of Ashoka Fellows started something as a teen. To build a culture of innovation means more teens have to go through that process of making. We can’t leave it to chance. Recent efforts to promote project-based learning among young people are well placed within rigorous learning theories by Jean Piaget, Seymour Papert and Mitch Resnick. For us, “making is learning and that is very different from education,” something my mentor Nicholas Negroponte often points out.

The young people I interact with in Sierra Leone and beyond are ready to make a future different from their parents' present ecosystems. That future starts with a dare to dream, and the use of their creative freedoms to explore solutions to challenges they understand. It is that process of developing prototypes and hacking products that will enable them to learn, become serial inventors, and transformational leaders of their communities. It is part of our task to help smart, but inexperienced youth appreciate the totality of resources at their disposal and to help them aspire ever higher on the basis of real, escalating accomplishments.
Photo Courtesy: Joi Ito/MIT Media Lab

Posted (on Linkedin Page / Authored by  :    David Sengeh

 



The 3 Biggest Resume Mistakes

The 3 Biggest Resume Mistakes



In a typical week I spend on average 10% of my time screening resumes, interviewing or reviewing interview notes and offers for candidates we want to join the team. Talent management is a core pillar of our company strategy and one of my most important responsibilities. I have reviewed thousands of resumes over my career and built a system to categorize them into yes, no and the dreaded maybe buckets. The resumes that go into either the yes or the no piles are usually very easy to identify. But I often think about the maybes. These resumes get saved as a backup but in reality, never get a chance to be in the field of play.


With over 200M resumes on LinkedIn, it will be harder and harder for a maybe to become a yes which is the first step in landing a new job. Great candidates with fantastic backgrounds can get condemned to the maybe pile because the resume didn’t represent them well and didn’t make an impression in the 30 seconds an average hiring manager spends on filtering a resume.


I find there are three big mistakes that usually cause an otherwise great resume to be filtered out in a screening process:


1) Focusing on the wrong thing: I often see candidates explain their responsibilities and list them in great detail, but forget to highlight their results. The unique things they did that their predecessors had not. What were their specific accomplishments and what sets them apart? The more quantitative, the easier for a screener or hiring manager to understand and select them for the next discussion. Numbers and metrics speak louder than words. Vague generalities are the kryptonite of a resume.

2) Writing a thesis when a synopsis is needed: Mark Twain once said, “if only I had more time, I would write thee a shorter letter”. When writing a resume, it is important to heed these words and take the time to really write succinctly and precisely. The longer and more dense a resume, the harder it is for a recruiter to get to the heart of your achievements and contributions. Precise, clear, factual, numbers driven resumes will always get more traction.

3) Leaving unanswered red flags: Candidates will often wait for the interview process to explain any red flags or gaps that may be on their resume, but by that time it may be too late. In most cases, they won’t make it that far if the issues are not explained on the resume, cover letter or LinkedIn profile itself. Candidates should put on the hiring manager’s hat and look at their own resumes with this filter and then proactively address any of these issues in a clear and unambiguous way. A couple of examples of what I mean:

• Let’s say someone has moved around a lot in their career. A screener may see this as inability finish things they start or an indication that they aren’t a committed candidate. It behooves you to explain the reasons for the movement where possible. Was it a corporate change, like an acquisition, that caused the moves? Or is it an indication that you were looking for more of a challenge?
• Let’s say someone is applying for an engineering role but doesn’t have an engineering degree. This should be addressed in the objectives and the resume should reflect any and all skills that do relate to the job you are looking for. Do you have any relevant certifications? Are you self-taught? Can you link to any code you have written?

It is worth the extra effort to make your online profile rock solid. That’s the only way to convert the page views into clicks on your resume.


Oh and one other thing, in this day and age, there is no excuse for typos and grammar mistakes in a resume. Those types of errors demonstrate a lack of detail orientation and commitment, and may result in your resume going into the no bucket.


I’d love to hear if you agree with these, and which other resume mistakes you’d add to the list.

Posted by:

Rajat Taneja

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March Madness: How to Play the Job-hunting Game to Win

March Madness: How to Play the Job-hunting Game to Win (By: Lou Adler)

It’s hard to win a game when the rules are made up after the winner is chosen.

In hiring this is pretty much the state of affairs. While there are some written rules, no one really follows them. If they did, there wouldn’t be many great people being hired. Unfortunately, most active job-seekers play the wrong game, and then become frustrated as their losses pile up. Recruiters make things worse, since they each use their favorite unwritten rules. Hiring managers compound the problem since most don’t even want to play.

So if you’re serious about a getting a better job, or any job for that matter, you first have to figure out which game is being played. Then you must do everything you can to break the rules and use your own instead.
(Special Note: I’ll be describing some game-winning strategies at a special webcast for job-seekers on March 28. )

The Biggest and Dumbest Rule of Them All: Using Skills-Infested Job Descriptions.

Possessing a list of skills, experiences, and academics using some arbitrary metric is the default rule. HR embraces this rule contending it’s the required legal validation (it isn’t) and sets it in stone, or at least in the HR handbook and ATS system.

The problem with this rule is that having the skills and experiences listed is no guarantee of successful on-the-job performance. A bigger problem is that using this rule eliminates the possibility of considering diversity candidates; light, but high-potential candidates; and top performers from other fields as possibilities.
From a practical standpoint, this default rule is broken every day. People promoted into these same jobs internally are hired based on their performance and potential, not their absolute level of skills and experiences. External candidates who are vouched for by current employees because of their exceptional performance form the second biggest group of people hired who don’t possess all of the skills.
So if you’re a job-seeker who is a top performer, but doesn’t meet the default standard, you’ll have to figure out a different way to get into the game.

The Second Biggest Rule: even if you get the interview, there are no rules for how to select the best candidate.

Techies overvalue tech. Senior managers overvalue their intuition. Less-skilled interviewers defer to their superiors. Candidates are assessed largely on their presentation skills, not their ability and motivation to do the work. And everyone is affected by first impressions. These errors are magnified when using a skills-infested job description, since it allows something other than the actual job to be the benchmark. The actual debriefing session is largely based on an up-down voting system where a safer “no” vote carries more weight than a yes, rewarding the weaker interviewer, since they can never be proved wrong. In these same sessions emotions and feelings are more persuasive than evidence. As a result, the person ultimately selected is often the compromise and least offensive candidate, not necessarily the best person.

There are other rules in the hiring game, but these are the big ones. Throughout my search career I attempted to impose some degree of order to this anarchic-like process. This was the genesis of Performance-based Hiring, based on the idea of defining the actual work as the standard of excellence rather than skills, and the use of a structured evidence-based assessment process rather than individual bias. I’ve been called wild ‘n crazy as a result.

We’ll be discussing how to play the game at the March 28 webcast, but to get ready here’s some quick advice:

1. Unless you’re a perfect fit for the job, don’t apply directly. It will be a waste of time. Some machine will spit you out as unqualified long before some recruiter gives your profile the 15-second review.
2. Use the backdoor to apply. First find out who the hiring manager or department head is. Then send this person a letter (yes, letter) and an email with a link to your LinkedIn profile. Make sure the line under your name on your online profile says you've accomplished something remarkable and job-related, like, “just finished training 12 sales reps and all of them made quota the first year!” In the letter, describe your 2-3 biggest accomplishments that roughly compare to the open job. Suggest that you’d like to arrange a 15-minute call to see if your background matches the company’s hiring needs.
3. Ask about the real job during the first five minutes of the phone screen or interview. If the interviewer is a box-checker, you’ll have no chance if your skills and experience are a bit off the mark. In this case, quickly ask something like, “Rather than wasting a lot of time, could you tell me about the big challenges or problems involved in the job? I can then give you a quick summary of some of my related accomplishments. Then if it makes sense to get serious we can arrange a more in-depth discussion."
4. Find someone credible who can personally vouch for your performance. A book could be written on this technique, but the idea here is that's it's better to be referred by someone rather than applying.

Of course, these aren’t all of the rules, but when someone is using flawed rules, or none at all, you might as well create your own. At least this way you’re more likely to be evaluated based on your ability and past performance, rather than on some arbitrary criteria and the quality of your first impression.
______________________________________________________
Lou Adler (@LouA) is the Amazon best-selling author of Hire With Your Head (Wiley, 2007) and the award-winning Nightingale-Conant audio program, Talent Rules! His latest book, The Essential Guide for Hiring & Getting Hired, is now available as an Amazon Kindle eBook. You might want to join Lou's new LinkedIn group to discuss hiring related issues.

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Lou Adler

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Just Got Hired? 100 Days to the Perfect Start

Just Got Hired? 100 Days to the Perfect Start

You’re starting a new job. You’re good at what you do... or at least you were good at what you did at your old job. But now you’re unproven.

Now you need to get off to a great start... and you don’t have a lot of time to make that happen. If you’re a senior executive you probably have three months to stake out your position and take a few major – and visible – steps.

If you’re lower on the corporate ladder you might have even less time.

I haven’t started a new job in forever, so I found someone better to give advice: Jim Whitehurst. He’s gone from a management consultant at Boston Consulting Group to Treasurer and then Chief Operating Officer of Delta Airlines and is now the CEO of Red Hat, the $1.1 billion open source software company.

So yeah, he’s successfully started a few new jobs.

Here’s Jim on how to get off to the perfect start in your new job:

Deeply understand how the business creates value.

Obviously you need to learn how to do your job well, but more than that you need to understand the company’s competitive advantage and underlying value proposition to make sure those things happen.
Don’t assume your predecessor did.

When I reflect on what I do at Red Hat and what I did at Delta it’s absolutely night and day. I didn’t think about it at the time, but when I think back to Delta I realize I was pretty hard on people. An airline is a pennies and nickels kind of business with single-digit margins -- if you’re lucky. So I would challenge and direct and correct… I was extremely focused on execution and spent the majority of my time going through the details.

At Red Hat my focus is on talking to customers, to M & A prospects, to partners, to CIOs to find out where they think the future of tech is going…. We’re outward facing, customer facing, and all about the future, while the airline business is pretty well defined and the goal is to optimize within that box. Strategic long-term planning is a much bigger part of what I do now than it was at Delta.

Don’t assume the way you did your old job, or the way your new job was done before, is the way it should be done now.

If you want to succeed – and move up to higher levels – take the time to figure out how the company truly creates value.

Learn how to serve all of your constituents.

You may have direct reports. You may have external customers. You definitely have internal customers. Often many of your constituents have little to do with what you might think is your job.
In my role, over half of my time is not spent “running the business.” Talking to the press, to board members, investors, analysts, engaging in civic responsibilities (because you can’t be a leader without being a leader in the community where that company lives and works)….

At first I got frustrated by those demands. Then I realized I couldn’t run a full schedule the way I once did. I needed to be on the phone talking to legislators about issues. I needed to be on the phone with the governor-elect when he asked if I would host a session to get input from business leaders. All that "stuff" is really important to our company and our community.

You’ll start a job with certain expectations, but once you understand the needs of all your constituents you must redefine how you see your job and the way you perform it.

Learn about all of your constituents and determine how to serve them while creating value for your company. That might sound contradictory, but when you deeply understand how the company creates value and you deeply understand your constituents, it's not.

Stay focused on what you do best.

You were hired for a reason. Don’t lose sight of that reason as you take on your new duties.
Sometimes a company hires a new employee because they need specific things done and that person has done those things before. Sometimes a company hires a new employee who has the attributes they need instead of the person with the “right” set of skills experiences.

Often it’s a blend of both: You’re hired because of your skills and qualifications… but also because you bring qualities and attributes the company needs.

Never lose sight of what makes you different. You possess qualities and attributes other people don’t. That’s why you were hired.

Use them. But make sure you also...

Show what you will do differently.

Never assume what made you successful at one job will make you successful at your new job. Many executives fail because they try to apply what was successful in the past to a new business.

Understand the company’s competitive advantage, understand the needs of all your constituents, and decide how you can leverage your skills, experiences, and intangibles to stake out a position and take the job to another level.

Work extremely hard to deliver value... and soon the company may decide to take you to another level.

I also write for Inc.com; here are a few related articles:

• How to Spot a Remarkable Employee
• 5 Questions Great Job Candidates Ask
• How Much to Pay Outstanding Employees

(Photo courtesy flickr user Haonavy)

Authored and originally posted on Linkedin.com by:

   Jeff Haden