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Showing posts with label William Thompson. Show all posts
Showing posts with label William Thompson. Show all posts

Tuesday, May 28, 2013

Don't Waste Your Life... Test Your Career Goals

Don't Waste Your Life... Test Your Career Goals
(Article written by Bruce Kasanoff originally for Linkedin.com - can be found here)


If I told you that the first person to discover a pink manatee would become an instant millionaire, you probably wouldn't drop everything and start searching. You are smart enough not to believe in pink manatees, and you realize there are much more sensible ways for you to succeed.

In other words, you did a quick reality check and avoided running off on a ridiculous quest for success.
Are you being as logical with your own career? There's one way to find out.

Test your goals.

The way to separate possible goals from impossible ones is to test them, in a modest way, and see what happens.

If you want to be a standup comedian, write a routine and test it in front of your friends. If that works, perform at an open mic night. If you want to write songs, write songs... then see if you can get people to stay in the room when you sing them.

If you want to go to grad school, take a graduate level course and see how well you like it.
You may be an extraordinarily gifted designer, but if you have no business sense whatsoever you will likely fail without a business partner. If this description fits you, your first test should be to see if you can convince a smart business person to collaborate with you.

If you think you can handle a much bigger job, privately test your ability to handle the job's biggest challenges. For example, write a strategic plan - masking any confidential details - and show it to a few people (outside the company) whose opinion you trust.

If you want to be an entrepreneur, build a prototype and see if anyone wants to buy it. Even better, get feedback from potential customers, then use that feedback to refine your product. When customers actually buy your product, then - and only then - will you know you are on the right track.

Slow down!

It can be easy to move too fast. You may hate your current job, or be incredibly excited by the potential of your dream. You could be tempted to quit your job before designing a product or selling it to anyone. You might want to raise money before talking to potential customers. Maybe you want to act first, and think later.
In other words, you'd like to skip the boring stuff like thinking, planning, and testing.

If you pursue your dreams without testing them, you risk wasting years of your life. Don't chase pink manatees; always test the waters before jumping in.
_____________________________________________________
More from Bruce Kasanoff: Bruce has three free ebooks available for download at Kasanoff.com. He is the author with Michael Hinshaw of Smart Customers, Stupid Companies; you can read the Introduction and first chapter for free.

 

To see more of Bruce's articles on LinkedIn, click the "follow" button below, or follow@NowPossible on Twitter.

Image credit: Manatee sketch by Tamara Fuchinsky.


Friday, May 10, 2013

The Eight Splendid Truths of Happiness

The Eight Splendid Truths of Happiness
(Article written by Gretchen Rubin / Original article can be found here)


In my study of happiness, I’ve labored to identify its fundamental principles. Because I get a tremendous kick out of the numbered lists that pop up throughout Buddhism (the Triple Refuge, the Noble Eightfold Path, the Four Noble Truths, the eight auspicious symbols), I decided to dub these fundamental principles as my Eight Splendid Truths.

Each one of these truths sounds fairly obvious and straightforward, but each was the product of tremendous thought. Take the Second Splendid Truth—it’s hard to exaggerate the clarity I gained when I finally managed to put it into words. Here they are:

First Splendid Truth
To be happier, you have to think about feeling good, feeling bad, and feeling right, in an atmosphere of growth.

Second Splendid Truth
One of the best ways to make yourself happy is to make other people happy;
One of the best ways to make other people happy is to be happy yourself.

Third Splendid Truth
The days are long, but the years are short. (Click here to see my one-minute movie; of everything I’ve written about happiness, I think this video resonates most with people.)

Fourth Splendid Truth
You’re not happy unless you think you’re happy.
(Many argue the opposite case. John Stuart Mill, for example, wrote, “Ask yourself whether you are happy, and you cease to be so.” I disagree.)

Fifth Splendid Truth
I can build a happy life only on the foundation of my own nature.

Sixth Splendid Truth
The only person I can change is myself.

Seventh Splendid Truth
Happy people make people happy, but
I can’t make someone be happy, and
No one else can make me happy.

Eighth Splendid Truth
Now is now. (For more on this truth, read the last chapter of Happier at Home. I love writing endings, and if I may say so, endings are my forte, and this is the best ending I've ever written.)
What did I miss? What Splendid Truth is missing from that list?

Now I’m trying to come up with my personal eight auspicious symbols for happiness. Let’s see—bluebird, ruby slippers, dice, blood, bird house, treasure box, roses…hmmm. I will have to keep thinking about that.

(Photo: groundswell, Flickr)


Wednesday, May 8, 2013

What's in a Name? Letters. Each Additional One Costing You $3,700 Annually!

(Click the above link to view the original article written by Daniel Cronyn is the director of consumer marketing)

Happy Mother’s Day! (Sorta). In celebration of all the hard-working mothers out there, we recently conducted a study to see if the names they choose for their children could have possibly dictated their future success in the workplace. First, we analyzed data around first names from TheLadders’ nearly 6 million members against variables such as industry, salary level, and location. We wanted to prove the null hypothesis that what your mother names you makes a difference.

Second, we populated a few lists, hoping they would generate some additional questions. We started by aggregating and sorting names that were at the top of each list:

Top five C-level names, by gender, in ratio to their overall frequency:



Top five highest-paid names:


Both lists are normalized for frequency (not just absolute counts) giving a ratio of [C-level first names]/[all first names]. Here are a few quick takeaways:
  • Christine was the only name that showed up on both the top five C-level and highest paid lists
  • The top 10, highest-paid, C-level executive names earn, on average, 10% more than other names
  • The top 25 most-popular names make about $7,000 more, on average, than the rest of the list
  • Females make, on average, 22% less than their male counterparts in all comparisons
One point we noticed was that shorter names seemed to be higher ranked across all categories and metrics, so we investigated further. It turns out we were right, and there is a correlation between the number of letters in your name and the average salary:


Doing a simple linear regression, it looks like every additional letter added to your name accounts for a $3,600 drop in annual salary. One exception is names with seven letters, like Stephen, but closer inspection showed that seven-letter names lend themselves to males over females, so it’s higher paid males over-indexing and inflating the seven-letter bucket.

This surprising trend of shorter names led us to look at nicknames, and test whether Williams truly make less money than Bills. We looked at every abbreviation and nickname we could identify; here is a summary of results in the “Nickname versus Proper Name” head-to-head death match (gold stars for the winners):


All the shorter names earn more. Our test included 24 pairings, and in only one case (Lawrence vs. Larry) did the longer name win. Still not convinced? The definitive proof for this theory can be seen in Sara vs. Sarah, Michele vs. Michelle, or Philip vs. Phillip –  one letter less positively correlates with increased salary.


In conclusion, it DOES make a difference what your mother named you. So, to all prospective mothers, our advice is to keep Baby’s name short and sweet – your child will thank you when they’re raking in the money one day.

Friday, April 26, 2013

The Strongest Careers Are Non-Linear

The Strongest Careers Are Non-Linear
(Article written by Penelope Trunk, Brazen Careerist for and originally posted on Linkedin.com and can be read in it's original format here.) 


 (Note by Will: I wasn't raised this way (Hence my doctorate), having been taught that getting as much education as you can stand was the correct path to go. So, I cannot fully agree with this article. However, she has a very strong point and her logic is sound. I personally now owe $546,000 in interest on $120,000 in Federally subsidized loans... $100,000 of which I did not need for degrees I really could have done without. Moreover, these loans, which were and are my only form of debt, went into default for a year as I couldn't get employed out of school to make the money that I needed to pay them off. With all that being said, I made no wrong moves or bad choices. Such was simply the path that had to occur, which, is inadequate.)


For years we have been talking about the education bubble and the problem that colleges charge tons of money and then graduates are unemployable and in debt. Colleges are responding by becoming job preparation centers. And Frank Bruni, opinion editor for the New York Times, says this is a waste of time and resources. Here’s what’s better:

1. Skipping college.
The real issue we have with admitting that college is not a path to the work world is then we have to ask ourselves why we send our kids to high school. There is plenty of data to show that teens are able to manage their lives without the constraints of school. The book Escaping the Endless Adolescence is chock full of data, and a recent article by my favorite journalist, Jennifer Senior, shows that high school is not just unnecessary, but actually damaging to teens who need much more freedom to grow than high school affords.

2. Focus on internships instead of school.
Kids should be working in internships in high school. Because the best path to a good job is a bunch of great internships. But great internships don’t go to people who need money. They are mostly for young people. Yes, this is probably illegal and classist and bad for a fluid society. But we will not debate that here. Instead we will debate why kids need to go to college if the internships are what make them employable? Kids should do internships in high school and by their college years, they are capable of real jobs where they are doing work that people value, with cash.

You cannot take this route if you’re saddled with huge student loans. You can’t take this route if you’re inundated by homework in required subjects you don’t care about. You can’t take this route if you have no work experience when you graduate college. It’s too late. (Don’t tell me you need to go to school to learn, okay? People just do not believe this anymore.)

I was reading the Fortune list of 40 under 40 and I was struck by the career history of Kevin Feige (number 11 on the list). He’s president of Marvel Studios at age 39. He wrote that he interned with the Superman movie director as a film student and that was the last job application he filled out. That’s because if you get an internship with someone great, and your performance is great, your network will cover your employment needs for a very long time.

3. Start a company instead of writing a resume.

I’m struck by Marissa Mayer (number 3 on Fortune’s list) whose announced acquisition strategy is buying small, cheap companies. Which is, in effect, buying the team. Silicon Valley calls these acqui-hires. She is looking at young people who start companies that are not necessarily successful in terms of product or sales but successfully market the founders as visionaries, self-starters, and hard workers. You can’t show those traits in school, so if you have those traits, you slow yourself down by going to school where you cannot exhibit your best, marketable traits.

4. Refuse to present yourself in a linear way.

Do any workaround that lets you forgo the linear obsession the standard resume format. Because linear presentations favor people who have long, rule-following careers – which don’t necessarily make you look good anyway. I could write a post ten thousand paragraphs long of all the new things people with nonlinear work histories are doing to get jobs.

People use twitter as a resume, according to the Wall Street Journal, which requires only that you publish ideas, not any sort of academic experience.

Young people are selling stock in themselves - paying out dividends for decades at a time.
Agents represent workers who pick and choose projects that match them rather than signing on for indefinite amounts of time. The Harvard Business Review calls this supertemping. Business Week calls it going Hollywood.

But here’s the big takeaway. A fundamental shift is taking place, where the path to getting a job is massively circumventing college credentials. And, at the same time, the American public is fed up with the insane debt that college are expecting new grads to take on in order to graduate. (Good essay: How College Ruined My Life.)

If you are not going to school in order to “fit” into the adult world, then why are you going to school? The love of learning, presumably. But school reform pundits are 100% sure that kids will choose to learn if you put no constraints on them. They will just learn what they want. Best example: The MIT program that gave iPads to illiterate kids in Ethiopia, and they taught themselves to use it, program it, and read it in English. No teacher. No curriculum.

The biggest barrier to accepting the radical new nature of the job hunt is the reverberations throughout the rest of life. If you don’t need school for work, and you don’t need school for learning, then all you need school for is so parents can go to work and not worry about taking care of their kids.

It takes bravery to go against the grain. It’s difficult to say that the great learning and the great jobs come from leaning out, doing things in a nonlinear, non standard way, and playing only by the rules that fit your own style for personal learning and growth.

Monday, April 22, 2013

5 Ways to 'Up' Your Profile

5 Ways to 'Up' Your Profile

(This Article originally written and posted by Linda Descano on Linkedin.com here)

At one point in your career, you’ve likely been told to “be more visible” if you want to advance your career. I have been on the receiving end of that very advice — and have delivered that advice to more than a few of my team members over the years. But what exactly should we be doing?
I asked three of my go-to gurus on all things work-related — Diane Baranello of Coaching for Distinction, Stacy Lauren Musi of Chadick Ellig Executive Search, and Raleigh Mayer of Raleigh Mayer Consulting — for their suggestions on practical, actionable steps to raise your visibility, which I’ve consolidated into the following 5 tips:
  1. Brush Up: Achieve a level of mastery whether you provide a service, sell a product, build buildings, or groom pets. How do you achieve mastery? Request mentorship from a seasoned professional in your field. Share interesting articles with your network. Do research and then publish. Interview experts. Write a white paper. Start a blog. Go back to school for an advanced degree or certification. Any of these will help elevate your expertise and build your credentials.
  2. Step Up: Take on rotational or lateral assignments to broaden your exposure, joining task forces and other cross-functional groups to expand your network, and spearheading high visibility (perhaps even higher risk) business or corporate initiatives with firm-wide impact to showcase your business acumen. When stepping up, don’t be casual with how you share information on progress and achievements. Even on a regular update call, create a slide that shares some data. While one should take every opportunity to recognize the progress made by the team and to put others in the spotlight, don’t relinquish your clear role as a leader.
  3. Speak Up: Develop relationships across the organization at all levels to expand your network, promote your area, and build your social reputation. Ask to be present at meetings where more senior leaders are in attendance – and, when you present, use language that shows you “own” the work. Hone your ability to deliver a clear, impactful message at meetings and present a point of view whenever the opportunity presents itself.
  4. Stand Up: Seek and accept opportunities to present and speak publicly internally and externally to gain visibility and increase your influence, which will give you access to distinguished connections, build your reputation, and gain publicity, perhaps in a journal, on the internet, or in an industry publication. If you don't hold membership in an organization in your field, the time to join is now. Also consider getting involved community and other charitable organizations — and not just as a volunteer but also as a board member.
  5. Dress Up: Make every day a “photo opportunity” with a polished appearance including perfect posture, strong body language, and a personal style statement (color, jewelry, or accessory).
What’s been the most effective way you’ve raised your profile?

Friday, April 12, 2013

Need a Good-Looking, UNIQUE Resume Revamp? Only have 15 Minutes? Don't Pay for It; Click This Here Button.

Need a Good-Looking, UNIQUE Resume Revamp? Only have 15 Minutes? Don't Pay for It; Check Out Linkedin Labs!



If, by chance, you were about to pay one of those random companies $500 to redo/revamp your resume (And let's be honest here: What were you thinking? That's 500 Wendy's Double-Bacon Cheeseburgers you're losing on some format changes) THEN DON'T DO IT. Here is your solution. (But feel free to send me a donation of $100 for the assistance!)
 
Stumbled across this the other day... I must say, one heck of a find. Highly suggested for those passive candidates who want to keep in touch with recruiters but don't have the time to stop working/attending to the family long enough to spend 10 hours on updating and redoing their resume (FYI: If a recruiter asks for your resume, it means they know you will fit a role that tends to come across their desk in just a matter of time so send it to them.)
 
Anyhow, this was actually featured on Linkedin.com's professional blog for a day, but then disappeared into the night for some reason... It's an additional app add on that complies you a resume from your current Linkedin Profile that looks great, can be altered as needed, and comes with unique and varying templates.
 
Basically, it's awesome. (Link below)

Monday, April 8, 2013

Radioactive conversations: how to avoid them by Joel Peterson

Radioactive conversations: how to avoid them
(Original Article Authored by Joel Peterson, Chairman, JetBlue Airways. Stanford Business Professor and posted on Linkedin.com page here.)


If there’s a ticking bomb in your personal or professional life, you already know it’s better to defuse it than to let it explode. If you don't face it head on, you risk fallout that can last months, years—or even a lifetime.

Is it a conversation with your partner about where you should live, or with your child about how she’s doing in school, or who his friends are? Perhaps at work you’ve locked horns with your boss over your own vision and priorities – and you sense it's beginning to affect your career trajectory. In any of these cases, the odds are that you don’t want to deal with it; and they don’t either.

But the longer you put it off, the fewer ticks are left before the bomb goes off. When it does, a lot heat gets released, and things get said that can’t be unsaid. Bad goes to worse. And sometimes, worse goes to radioactive.

Why hazard that kind of damage when some thoughtful preparation, and cool-headed discussion, can disarm many confrontations before they happen? Here are a few strategies that can turn tension into progress:

1. Atmospherics matter. Pick a good moment, and a good place. Make things as easy as possible on the other party. Try to catch them in an even mood. People don’t respond well when they’re hungry or exhausted, or in a location where they feel vulnerable. And have the talk in private, without eavesdroppers or referees.

2. Don’t bury the lede. Resist the temptation to start the conversation by asking how the other person is feeling. Vague overtures may seem like a good way to “test of the waters,” but may only make you seem hesitant or ill at ease. If it’s a colleague, launch the conversation with a straightforward, “I’ve been wanting to talk with you for a while about something that’s getting in the way of our working well together. I want to discuss how we might fix what’s causing it.”

3. Listen (first), listen (well), listen (generously). After opening the conversation with a clear statement of your intentions, offer to let the other party share his or her perspective before you do. It’s a gesture of goodwill and respect – and getting off to a good, unselfish start means a better chance of a good, unselfish outcome.

Then, listen like it’s your job. Have the discipline to repeat what you’ve heard (“What I hear you saying is…”). Your work isn’t done until the other person feels that you’ve understood her perspective. Beware: You may feel the explosion coming on before you get to this point. That’s normal, and in fact it’s likely why the conflict exists in the first place. But stay cool, and don’t interrupt except for clarification, or to gently ask your counterpart not to wander too far into ancient history. Good listening alone can go a long way toward solving a conflict.

4. Your turn: Be clear. Be calm. When it comes time to give critical feedback, express it in the form of concern. If you want to talk to your teenager about his behavior, try something like, “You know how much I care about you. My own experience with how the world works makes me feel that I owe you some guardrails. I’m going to ask you to trust me on this.” Granted, teens aren’t likely to jump into your corner, even with this approach. But it sets the tone for your longer-term goal -- to nourish a trust relationship where you still have some influence over an increasingly free agent.
The same goes for charged conversations with a supervisor or employee. If you’re giving negative feedback, do it in a spirit of growth and forward movement, discuss a fair plan for addressing the issue, and set up a time to reconnect and check in.

5. Don’t be the on to pull the pin. If things get heated, you may hear things like “I’ll see you in court,” “You’re such a jerk,” or “That’s it! I’m outta here!” But don’t let it be you who goes there.

The jujitsu of high-stress conversations means you want to move toward the other party if the rhetoric turns hostile. The louder, more aggressive, more threatening he becomes, the lower your volume must be, and the more you must absorb. This doesn't mean capitulating or accepting abuse; it means being the bigger person. Instead of answering a legal threat with, “I hope you’ve got a good lawyer, then,” try something like, “I’m sad you feel that way. I’d hate for that to be where we end up. Let’s explore a less destructive course of action.”

Stressful conversations are worth having sooner than later. Conducted with care, they can release pressure before it builds to the breaking point, and even make relationships stronger. Don’t put off what’s difficult now in favor of what will be impossible down the road.
---
Joel's recent posts:
To-do #1: Kill your to-do list
The 10 most common firing mistakes
Be the Michelangelo of Goal-Setting

Follow Joel at @JoelCPeterson

Thursday, April 4, 2013

Gordon Ramsay's ultimate recipe for business

Gordon Ramsay's ultimate recipe for business
Written by Chris Seper for Linkedin.com


I'd never watched Gordon Ramsay's shows until three weeks ago. But I'm suddenly addicted to early-run, British versions of his infamous "Kitchen Nightmares" series. All these episodes essentially feature entrepreneurs in peril. Amid the bad food, slow service and angry customers, there's a universal lesson Ramsay is sharing. Entrepreneurs, business leaders and ambitious employees need to heed the underlying advice.

The nightmarish restaurants all have their own unique problems. But one thing typically vexes them all: things are just way too complicated. Often it's a menu with too many entrees. Other times, it's recipes with too many ingredients. The complexity of these restaurants keep owners and employees from fulfilling their core mission: to create great food efficiently enough to feed a lot of people which, in turn, lets them feed themselves with the with money they make.

In one episode, Ramsay challenges a stubborn chef to a competition to make broccoli soup (6:44). The chef pours 16 ingredients into his version, it takes forever to make, has a sewage color and, worst of all, you can barely taste the broccoli.

Ramsay's version? Broccoli, water and salt. It was a lush forest green. The other chef admitted it tasted much better. Best of all, it was quick and inexpensive. It is a dish that can be done better, faster and cheaper.

So much of what we do in business is broccoli soup. Once the company has identified the need and built its plan, it's time to make the soup. But so many of us are well educated, ambitious, academically curious and eager to show it. So we wind up tossing all of our mental ingredients into every broccoli soup we make. It's the ultimate trap. We recreate the wheel instead of relying on our systems. We wind up feeding fewer customers and, as a result, struggle to feed ourselves.

There's another downside, too. When it does come time to make your company's version of a soufflé, you can't pull it off because you've spent so much energy complicating the simpler products.
Some are turned off at the simplicity. But there is also a magnificence in executing a plan with such focus and efficiency and "feeding" so many people.


Call it the KISS principle. Call it good systems. But in the end, we're making broccoli soup. Find the need, create a recipe, and keep serving.




To-do #1: Kill your to-do list!

To-do #1: Kill your to-do list


Most executives sit atop a mountain of to-do’s that never seems to get any smaller, no matter how furiously they work to cross things off. One young entrepreneur I work with was struggling with a list that contained 25 “pressing issues.” She wanted to improve her web site, craft a workable budget, reorganize the sales force, update pricing, replace the head of IT, prepare board documents, start employee reviews and a dozen other vital tasks.

That many giant projects stacked on top of one another can be a fearsome thing to behold. So I suggested she put the list aside for a minute, take a deep breath, and pull out a clean sheet of paper. Next I told her to try this exercise:
  • Fit every item on the Big List into one of three columns -- tasks that benefit Employees, Shareholders, or Customers.
  • If any of the tasks doesn't fit in one of the columns -- cross it off. Be ruthless.
  • Rank the remaining tasks by order of importance, and assign all but the top one in each column to your team members.
  • The three remaining tasks -- one in each group – are your new priorities.
As hard as this can be to do, the idea is a simple one: To-do’s aren’t goals – they’re tasks. If you’re a CEO (or a team leader), your job is to figure out what winning looks like. In the above example, balancing the needs, wants and expectations of all three core constituencies became the guiding principle for this young leader as she found her bearings. Not ticking off to-do's.

Your most important job as a leader is to keep your team focused on a clear, compelling and limited set of big goals – no more than three. Yesterday I shared a few ways to make your goals exciting, unselfish, and memorable. You’re the guardian and evangelist of your organization’s priorities – it’s up to you to keep them high up and in neon letters so all employees can see, from C-level to the street level.

At Microsoft, that meant putting “a computer on every desk and in every home.” At Amazon.com, their Kindle seeks to offer "every book, ever printed, in any language, all available in less than 60 seconds.” Pepsi famously wanted to “Beat Coke.” At jetBlue, we strive to be “America's favorite airline by bringing humanity back to air travel.”

If you’re splaying 25 to-do’s across 10 columns like my young friend did, no one will know your priorities – because you won’t have any! You’ll end each week exhausted, wondering if you made any progress. And your team will lose steam.

It's clarity and boldness you want: when employees can actually believe in what they’re spending so much of their lives doing, they’ll feel energized and excited, because they know what they’re doing matters. If you can give them a “line of sight” from their jobs to the big goal, you’ll find invigorated employees accomplishing remarkable things.

Clear, inspiring goals to empower your people and connect them to your business -- that should be #1 on a your (very short) list.

---
Joel's recent posts:
"The 10 most common firing mistakes"
"Be the Michelangelo of Goal-Setting"
Follow Joel at @JoelCPeterson
(Photo: romanlily / Flickr)


Thursday, March 28, 2013

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)

Wednesday, March 27, 2013

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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Monday, March 25, 2013

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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Monday, March 11, 2013

Four Requirements for a Job That Makes A Great Work Day, Everyday


If your company doesn't provide these 4 key elements every day, then it is time for a career move. Most indivudals tend to forget that vertical movement to another company is not "hard" or "unobtainable", it just requires the assitance of an executive recruitment consultant. Are you provided these four essential elements at your job, everyday? ~ William Thompson, J.D.

Article authored by Naomi Simson, Founder, RedBalloon and published via Linkedin.com on March 10th, 2013. All rights belong to the associated parties. This site claims no authorship.

Four things we need to have a 'good' day at work

Iregularly conducts surveys asking more than 3000 Australian and New Zealand employees what they desire to see in their workplace. Do you agree with what people are telling us about four simple things to ensure you have a 'good' day at work. One thing we do know is that for people to be highly productive - that is do his or her best work - they need to be in flow. And often 'management' or perceived bureaucracy get in the way.

What get's in the way of you doing 'your best work?'

Desire number one - More praise

One in five employees do not receive any praise or say, at best, it happens once per year. We want our managers to praise us more often, and more specifically. Although some bosses argue that employees only work for the money, it is far more than that. Do you feel more motivated when your efforts are noticed?

Desire number two - Better managers

52% of employees say they would leave a role because of their direct manager, and two thirds are convinced their managers don’t know what motivates them to be more productive. Everyone wants to work with a motivating, supportive manager. Have you ever left a job because of your manager?

Desire number three – More time with friends and family

Laptops, iPhones, Blackberries – it is too easy to work nowadays. The boundaries blur and employers need to recognise this. Business owners have a responsibility to shore people against burn out, and more time with friends and family plays a vital role in this. Have you ever worked somewhere that was all work and no play?

Desire number four – Greater trust

At RedBalloon, we call it ‘treating people like grown ups.’ Trust should be a given, not something that is earned. You trust that you have been given a role to do your best, and your boss trusts he has chosen the best person for the role. This ought to happen right from the start because it’s empowering starting from a place of trust. What’s been your experience of trust at work?

What does it take for you to have a great day at work?