Tips
You have much freedom when developing your personal resume; however, there are a few tips to remember to ensure your résumé’s success:
• Try not to include anything on the resume that is controversial or could be taken in a negative light
• Put most important information on the first line of a writing block or paragraph
• Use bold caps for your name on page one
• Put your name at the top of page two on a two-page resume
• Spell out numbers under and including 10; use numerical form for numbers over and including 11
• Spell out abbreviations unless they are obvious
Tips for a More Professional Resume
• Use bullets for readability
• Quantify where possible to make it sound like you have done a lot
• Set your margins at 1" sides and 1/2 to 1" top and bottom
• Font size should be between 10-12
• Double space between sections
• Use bold, underline, size, or italics for emphasis
• Have it reviewed by more than one person
• Print on letter quality paper in a neutral color
Common Mistakes
Common mistakes in resumes can often be overlooked. This is why it is important to have your resume reviewed by proper professionals, family, and friends. This will ensure the best quality resume.
DO'S & DON'TS
• Name and/or address is too small / too big (headings and name should be at least font size 14 to 16; address 11 or 12)
• Font size for entire resume is too small / too big / all caps (not counting the headings, text should be no smaller than 11; no larger than 12)
• Needs an Objective or Title Heading (make it clear to the reader what position you are seeking. If you unsure, consider career counseling or purchase/rent a book on career choices)
• Could use a Summary or Profile statement (show your career overview)
• Objective is weak, cliché, unclear, or vague (State what you can do for the employer; not only what you want from them)
• Resume does not support Objective (be sure to make a connection)
• Lacks accomplishments / career achievements (sell it, don't tell it!)
• Lacks industry-specific terminology / Keywords ("speak" the reader's language)
• Jobs are not in the proper order-see below for more on resume tips and formats
• Sentences are too choppy-five words per bullet (expand; make it interesting)
• Wording is weak; statements are too simple (use action verbs and a thesaurus)
• Same information repeated too many times (use a functional/combination format)
• Too many typos and grammatical errors (read it backwards; have a friend proof-read it!)
• Unrelated jobs go back too far in years (keep it to 7-10 years in most cases)
• Includes too much unrelated information (stay on track; keep the position in mind)
• Does not include enough related information (show how well rounded you are)
• Uses pronouns - "I, He, She, His, Her" (not necessary or is understood)
• Style is outdated looking (headings are underlined and followed by colons ":", the word "duties" is used, and uses "responsibilities:" as subheadings)
• Second page is too short - only a third down or less (condense/combine)
• Second page does not include your name (what if the second page is misplaced?)
• Too much or not enough white space (looks empty, inexperienced)
• Uses the full address for employers (list only the town and state)
• Uses full employment dates such as 12/11/01 (list only the month and year)
• Lists reason for leaving or explains situation (if you must, save it for the letter)
• Includes a Professional References Available Upon Request statement at the bottom of the resume (not wrong, but not necessary. Remember, this is not an option. If the employer wants references, they will ask for them)
• Includes a cover letter / salary information on the resume (use separate sheets)
• Includes unrelated personal interests and hobbies such as "enjoy reading, long walks, music, travel, knitting, and puzzles" (include interests ONLY if it is related to your career Objective)
• Includes personal information such as married, homeowner, two children (Leave off. It is unrelated to the position, and risks possible discrimination)
BASIC RESUME FORMATTING RULES
• Bold and enlarge your name at the top.
• Keep the sections lined up and consistent.
• Use an Arial or Times New Roman font (or similar).
• Font size shouldn't be smaller than 11pt or larger than 12pt, except for your Name and Headings.
• Do not include pronouns such as "I," company street addresses, salary, or reasons for leaving.
• Two-page resume: be sure to fill the second page at least halfway down the page.
• Place “Continued” at the bottom of page one, and your name and “Page 2” at the top of page two.
• Use graphics sparingly unless you are in a creative field. It is safe to use a border and shading.
• Leave out personal data, photos, and unrelated hobbies, unless you are an actor/actress or model.
• If you spell out the state in your address, such as New York, spell out the states for your jobs.
• Proof, proof, and proof again!
Tuesday, February 24, 2009
8. Management Traps and How to Avoid Them
Much has been written about the secrets of good management and few will argue that the best managers are inspired, visionary, dedicated, industrious, energetic, energizing and display integrity, leadership, common sense and courage. So where is it that managers commonly fail or falter and lose their precious foothold on the corporation's top rungs? The following, from the career experts at bayt.com, are ten of the most basic management traps and tips to avoid them:
Weak managers set weak goals
As a manager your role is to get specific jobs completed by employees in the most optimal, efficient and innovative manner and in order to do that, you need to set clear objectives. Successful managers set SMART goals - goals that are specific, measurable, achievable, realistic and time-based. They are able to communicate these goals clearly, simply and concisely to their employees so that none are vague or uncertain about expectations. By all means reach for the stars in your objectives but to do so without supplying employees with the training, resources, flexibility and freedom they need to accomplish their goals and a schedule of regular supervision and feedback is to set them (and yourself) up for failure.
Weak managers micro-manage - effective leaders inspire
The days of command and control organizations are long over - today's managers recognize that in order to leverage their skills and maximize their team's output they need to adopt a flexible approach and 'lead' their teams to excellence rather than closely supervise, instruct and control them. The best leaders communicate to their employees a vision and ignite in them the fire, motivation and desire to work towards making this vision a reality. Good leaders unleash their employees to innovate and achieve optimal solutions by communicating top-level goals and objectives and a suggested blueprint for success then leaving the employees to determine how to get there most optimally while ensuring they have the aptitudes, training, resources and work environment necessary to achieve superior results. While a program of regular feedback and supervision is essential, managers should ensure that their management style is not repressive, meddling or overly overbearing. The golden rule is to communicate the 'what' and the 'why' of the work that needs to be done and leave the employees to determine the 'how' without burdening them with strict instruction manuals or prescribed rules and patterns that are largely redundant and inconducive to speed, creativity, progress and innovation.
Weak managers are afraid of hiring/cultivating strong leaders
Strong leaders/managers have the self-confidence to hire the best people, take them to new levels and cultivate in them all the qualities needed to make them in turn effective leaders of the future. Weak leaders replicate themselves in their hiring decisions and hire mediocre players, mistakenly believing that an employee with more skills, acumen or industry knowledge than themselves will ultimately undermine them or make them look bad. The best managers are characterized by an ability to stimulate their employees to superior performance and through coaching, training, feedback as well as by example, inspire in them all the qualities needed to make effective managers. A good manager helps employees achieve their full potential and constantly raises the bar so that employees never stop learning, innovating and growing. Coaching, training, career planning and programs for ongoing growth and development of key staff are high on the priority lists of the best managers.
Weak managers belittle their employees
Bosses who favour the archaic 'tough' management style where employees are singled out for public reprimand and negative feedback is plentiful while recognition and positive reinforcement are scarce will fail to win the loyalty, respect and commitment of their teams over the long run. Without an inspired, fired up, self-confident employee base these managers set themselves and their teams up for failure. Effective leaders by contrast, respect their employees and give them regular feedback with intelligent constructive criticism and loudly laud special accomplishments in both public and private, while communicating any negative feedback ONLY in private and focusing such criticism strictly on the job performance, not the person's character. Strong leaders recognize and reward a job well done. These leaders inspire their teams to perform at their best and are able to elicit from them a high degree of loyalty and a 'hunger' to raise the bar and continuously excel. In such organisations, employees are not afraid to challenge their boss's ideas or upset the status quo in the interest of innovation and excellence and are encouraged to take risks to elevate the business to a new level. The autocrats and bureaucrats on the other hand sap their employees' self-confidence, drive and energy with their overbearing management style and fail to induce in them any motivation to raise the bar or excel.
Weak managers have obsolete skills-strong leaders constantly reinvent themselves
In today's knowledge-driven economies and highly competitive environment, skills, training and education rapidly become obsolete and effective managers know that they must constantly re-educate themselves and update their skills to maintain an edge. While over-confident managers with an inertia to further education fall by the wayside, good managers regularly take an honest inventory of their skills and abilities and upgrade their technical knowledge and soft skills wherever appropriate. They encourage their teams to do likewise with sound career planning and performance appraisal programs and an emphasis on training and self-education.
Weak managers have poor communication skills
Good communication includes cultivating and maintaining open channels of communication with the team and others in the organisation, giving constructive, intelligent feedback, eliciting ideas through brainstorming sessions or otherwise, articulating the company vision and mission in no uncertain terms, setting clear objectives and listening attentively with an open-mind to employees grievances, suggestions and any other issues. Effective leaders have an open-door policy that welcomes input, suggestions and feedback from employees and recognize that good ideas and the next best idea/process/innovation can come from anywhere. Strong leaders listen; weak leaders talk. Strong leaders pay attention to their employees and encourage them to express professional opinions and ask for more responsibility; weak leaders think they are above such open-door policies. Employees who are not listened to and are not made to feel important or respected as professionals or individuals are unlikely to innovate or express any exciting new ideas that can move a company forward.
Weak managers blame
Everybody makes mistakes and strong leaders protect their good people from taking the fall when they err. Good bosses recognize that the occasional slip-ups are inevitable and can be learning opportunities and are ready to take personal responsibility when the team makes a misstep. A good boss realizes that his most promising employees want to succeed, will grow as a result of their mistakes and are unlikely to repeat the same mistakes. They do no set their people up as a negative example for the rest of the organization nor point fingers when the going gets tough. Good bosses are personably accountable for their actions as well as the actions of their subordinates and do not allow a culture of blame to permeate the organisation.
Weak managers take full credit for their team's accomplishments
While weak leaders usurp all the credit for a job well done by their teams, the strongest leaders will give the full credit to the team as a whole or the team member responsible for the project. Strong leaders motivate, energize and inspire by giving credit where credit is due and being generous with reward and recognition wherever appropriate. Strong leaders publicly thank their employees for a job well done and recognize that a motivated, successful, energized team will reflect directly on the boss.
Weak managers thrive on bureaucracy
Weak leaders are fond of, augment and live well with the layers and bureaucratic shackles that tie an organisation down; strong leaders remove them. Today's effective leaders recognize that in order to compete they must operate like a small company with a high level of speed, responsiveness and flexibility. They realize that to maintain their edge in today's marketplace their organization needs to be responsive to changing market conditions and remove the shackles, boundaries, layers, clutter and obsolete policies, procedures and routines that get in the way of the freedom and free flow of people, resources and ideas.
Weak managers are divorced from their teams
Effective managers genuinely care about their employees and take the time to get to know them and to understand their strengths, weaknesses, what makes them tick and their goals and ambitions. They also take the time to learn something about their personal life. While weak managers will maintain an outdated aloofness and a formal distance from their teams, exceptional managers are able to bring out the best in every employee and win their loyalty and respect by understanding their unique needs, motivations and abilities and showing the team that they are important and personally significant. Strong managers are team players and through their constant involvement with their teams communicate to them that they are there for them and supportive of them. Effective managers by building a supportive work environment, build a camaraderie and team spirit that enthuses and excites the team to new levels of performance.
Weak managers set weak goals
As a manager your role is to get specific jobs completed by employees in the most optimal, efficient and innovative manner and in order to do that, you need to set clear objectives. Successful managers set SMART goals - goals that are specific, measurable, achievable, realistic and time-based. They are able to communicate these goals clearly, simply and concisely to their employees so that none are vague or uncertain about expectations. By all means reach for the stars in your objectives but to do so without supplying employees with the training, resources, flexibility and freedom they need to accomplish their goals and a schedule of regular supervision and feedback is to set them (and yourself) up for failure.
Weak managers micro-manage - effective leaders inspire
The days of command and control organizations are long over - today's managers recognize that in order to leverage their skills and maximize their team's output they need to adopt a flexible approach and 'lead' their teams to excellence rather than closely supervise, instruct and control them. The best leaders communicate to their employees a vision and ignite in them the fire, motivation and desire to work towards making this vision a reality. Good leaders unleash their employees to innovate and achieve optimal solutions by communicating top-level goals and objectives and a suggested blueprint for success then leaving the employees to determine how to get there most optimally while ensuring they have the aptitudes, training, resources and work environment necessary to achieve superior results. While a program of regular feedback and supervision is essential, managers should ensure that their management style is not repressive, meddling or overly overbearing. The golden rule is to communicate the 'what' and the 'why' of the work that needs to be done and leave the employees to determine the 'how' without burdening them with strict instruction manuals or prescribed rules and patterns that are largely redundant and inconducive to speed, creativity, progress and innovation.
Weak managers are afraid of hiring/cultivating strong leaders
Strong leaders/managers have the self-confidence to hire the best people, take them to new levels and cultivate in them all the qualities needed to make them in turn effective leaders of the future. Weak leaders replicate themselves in their hiring decisions and hire mediocre players, mistakenly believing that an employee with more skills, acumen or industry knowledge than themselves will ultimately undermine them or make them look bad. The best managers are characterized by an ability to stimulate their employees to superior performance and through coaching, training, feedback as well as by example, inspire in them all the qualities needed to make effective managers. A good manager helps employees achieve their full potential and constantly raises the bar so that employees never stop learning, innovating and growing. Coaching, training, career planning and programs for ongoing growth and development of key staff are high on the priority lists of the best managers.
Weak managers belittle their employees
Bosses who favour the archaic 'tough' management style where employees are singled out for public reprimand and negative feedback is plentiful while recognition and positive reinforcement are scarce will fail to win the loyalty, respect and commitment of their teams over the long run. Without an inspired, fired up, self-confident employee base these managers set themselves and their teams up for failure. Effective leaders by contrast, respect their employees and give them regular feedback with intelligent constructive criticism and loudly laud special accomplishments in both public and private, while communicating any negative feedback ONLY in private and focusing such criticism strictly on the job performance, not the person's character. Strong leaders recognize and reward a job well done. These leaders inspire their teams to perform at their best and are able to elicit from them a high degree of loyalty and a 'hunger' to raise the bar and continuously excel. In such organisations, employees are not afraid to challenge their boss's ideas or upset the status quo in the interest of innovation and excellence and are encouraged to take risks to elevate the business to a new level. The autocrats and bureaucrats on the other hand sap their employees' self-confidence, drive and energy with their overbearing management style and fail to induce in them any motivation to raise the bar or excel.
Weak managers have obsolete skills-strong leaders constantly reinvent themselves
In today's knowledge-driven economies and highly competitive environment, skills, training and education rapidly become obsolete and effective managers know that they must constantly re-educate themselves and update their skills to maintain an edge. While over-confident managers with an inertia to further education fall by the wayside, good managers regularly take an honest inventory of their skills and abilities and upgrade their technical knowledge and soft skills wherever appropriate. They encourage their teams to do likewise with sound career planning and performance appraisal programs and an emphasis on training and self-education.
Weak managers have poor communication skills
Good communication includes cultivating and maintaining open channels of communication with the team and others in the organisation, giving constructive, intelligent feedback, eliciting ideas through brainstorming sessions or otherwise, articulating the company vision and mission in no uncertain terms, setting clear objectives and listening attentively with an open-mind to employees grievances, suggestions and any other issues. Effective leaders have an open-door policy that welcomes input, suggestions and feedback from employees and recognize that good ideas and the next best idea/process/innovation can come from anywhere. Strong leaders listen; weak leaders talk. Strong leaders pay attention to their employees and encourage them to express professional opinions and ask for more responsibility; weak leaders think they are above such open-door policies. Employees who are not listened to and are not made to feel important or respected as professionals or individuals are unlikely to innovate or express any exciting new ideas that can move a company forward.
Weak managers blame
Everybody makes mistakes and strong leaders protect their good people from taking the fall when they err. Good bosses recognize that the occasional slip-ups are inevitable and can be learning opportunities and are ready to take personal responsibility when the team makes a misstep. A good boss realizes that his most promising employees want to succeed, will grow as a result of their mistakes and are unlikely to repeat the same mistakes. They do no set their people up as a negative example for the rest of the organization nor point fingers when the going gets tough. Good bosses are personably accountable for their actions as well as the actions of their subordinates and do not allow a culture of blame to permeate the organisation.
Weak managers take full credit for their team's accomplishments
While weak leaders usurp all the credit for a job well done by their teams, the strongest leaders will give the full credit to the team as a whole or the team member responsible for the project. Strong leaders motivate, energize and inspire by giving credit where credit is due and being generous with reward and recognition wherever appropriate. Strong leaders publicly thank their employees for a job well done and recognize that a motivated, successful, energized team will reflect directly on the boss.
Weak managers thrive on bureaucracy
Weak leaders are fond of, augment and live well with the layers and bureaucratic shackles that tie an organisation down; strong leaders remove them. Today's effective leaders recognize that in order to compete they must operate like a small company with a high level of speed, responsiveness and flexibility. They realize that to maintain their edge in today's marketplace their organization needs to be responsive to changing market conditions and remove the shackles, boundaries, layers, clutter and obsolete policies, procedures and routines that get in the way of the freedom and free flow of people, resources and ideas.
Weak managers are divorced from their teams
Effective managers genuinely care about their employees and take the time to get to know them and to understand their strengths, weaknesses, what makes them tick and their goals and ambitions. They also take the time to learn something about their personal life. While weak managers will maintain an outdated aloofness and a formal distance from their teams, exceptional managers are able to bring out the best in every employee and win their loyalty and respect by understanding their unique needs, motivations and abilities and showing the team that they are important and personally significant. Strong managers are team players and through their constant involvement with their teams communicate to them that they are there for them and supportive of them. Effective managers by building a supportive work environment, build a camaraderie and team spirit that enthuses and excites the team to new levels of performance.
7. Telephone Interview Tips & Techniques
Employers use telephone interviews as a way of identifying and recruiting candidates for employment. Phone interviews are often used to screen candidates in order to narrow the pool of applicants who will be invited for in-person interviews. They are also used as way to minimize the expenses involved in interviewing out-of-town candidates.
While you're actively job searching, it's important to be prepared for a phone interview on a moment's notice. You never know when a recruiter or a networking contact might call and ask if you have a few minutes to talk.
Be Prepared for Interview
Prepare for a phone interview just as you would for a regular interview. Compile a list of your strengths and weaknesses, as well as a list of answers to typical interview questions. In addition, plan on being prepared for a phone conversation about your background and skills.
• Keep your resume in clear view, on the top of your desk, or tape it to the wall near the phone, so it's at your fingertips when you need to answer questions.
• Have a short list of your accomplishments available to review.
• Have a pen and paper handy for note taking.
• Turn call-waiting off so your call isn't interrupted.
• If the time isn't convenient, ask if you could talk at another time and suggest some alternatives.
• Clear the room - evict the kids and the pets. Turn off the stereo and the TV. Close the door.
• Unless you're sure your cell phone service is going to be perfect, consider using a landline rather than your cell phone to avoid a dropped call or static on the line.
Practice Interviewing
Talking on the phone isn't as easy as it seems. I've always found it's helpful to practice. Have a friend or family member conduct a mock interview and tape record it so you can see how you sound over the phone. Any cassette recorder will work. You'll be able to hear your "ums" and "uhs" and "okays" and you can practice reducing them from your conversational speech. Also rehearse answers to those typical questions you'll be asked.
During the Phone Interview
• Don't smoke, chew gum, eat, or drink.
• Do keep a glass of water handy, in case you need to wet your mouth.
• Smile. Smiling will project a positive image to the listener and will change the tone of your voice.
• Speak slowly and enunciate clearly.
• Use the person's title (Mr. or Ms. and their last name.) Only use a first name if they ask you to.
• Don't interrupt the interviewer.
• Take your time - it's perfectly acceptable to take a moment or two to collect your thoughts.
• Give short answers.
• Remember your goal is to set-up a face-to-face interview. After you thank the interviewer ask if it would be possible to meet in person.
After the Interview:
• Take notes about what you were asked and how you answered.
• Remember to say "thank you." Follow with a thank you note which reiterates your interest in the job.
How to Dress for an Interview
An article in U.S.A. Today spoke about candidates for jobs wearing jeans, purple sweat suits, and spike heels or sneakers. Other applicants weren't afraid to show pierced body parts and spiked hair. Still others chewed gum or showed up in rumpled clothes or with their pants falling down. One recruiter even told a candidate with his trousers down below his hips, to "Pull your pants up." According to the article, the outlandish dress costs some candidates the job.
Dress Your Best When Interviewing
Does it really make a difference how you dress for an interview? In many cases, it does. I'll never forget the gentleman I interviewed for an accounting position. He had been out of work for a few months and wanted to show me why.
He took off his jacket, unbuttoned his shirt and started to pull down his pants (this is a true story) to show me the scar from a boat propeller that had injured him. He didn't get the job. Neither did the young lady in a bright red skirt so short and tight that she could hardly sit down!
In the conservative business climate I worked in at the time, appearances did matter. In other environments it isn't as important. However, it does make sense to dress your best for the interview, regardless of the dress code at the organization. If you're in doubt about how to dress for an interview, it is best to err on the side of conservatism. It is much better to be overdressed than underdressed (or undressed).
According to Kim Zoller at Image Dynamics, 55% of another person's perception of you is based on how you look. Her Dressing for Success information gives some tips on how to look your best, without necessarily spending a lot of money. Here's a quick look at the basics:
Women's Interview Attire
• Solid color, conservative suit
• Coordinated blouse
• Moderate shoes
• Limited jewelry
• Neat, professional hairstyle
• Tan or light hosiery
• Sparse make-up & perfume
• Manicured nails
• Portfolio or briefcase
Men's Interview Attire
• Solid color, conservative suit
• White long sleeve shirt
• Conservative tie
• Dark socks, professional shoes
• Very limited jewelry
• Neat, professional hairstyle
• Go easy on the aftershave
• Neatly trimmed nails
• Portfolio or briefcase
While you're actively job searching, it's important to be prepared for a phone interview on a moment's notice. You never know when a recruiter or a networking contact might call and ask if you have a few minutes to talk.
Be Prepared for Interview
Prepare for a phone interview just as you would for a regular interview. Compile a list of your strengths and weaknesses, as well as a list of answers to typical interview questions. In addition, plan on being prepared for a phone conversation about your background and skills.
• Keep your resume in clear view, on the top of your desk, or tape it to the wall near the phone, so it's at your fingertips when you need to answer questions.
• Have a short list of your accomplishments available to review.
• Have a pen and paper handy for note taking.
• Turn call-waiting off so your call isn't interrupted.
• If the time isn't convenient, ask if you could talk at another time and suggest some alternatives.
• Clear the room - evict the kids and the pets. Turn off the stereo and the TV. Close the door.
• Unless you're sure your cell phone service is going to be perfect, consider using a landline rather than your cell phone to avoid a dropped call or static on the line.
Practice Interviewing
Talking on the phone isn't as easy as it seems. I've always found it's helpful to practice. Have a friend or family member conduct a mock interview and tape record it so you can see how you sound over the phone. Any cassette recorder will work. You'll be able to hear your "ums" and "uhs" and "okays" and you can practice reducing them from your conversational speech. Also rehearse answers to those typical questions you'll be asked.
During the Phone Interview
• Don't smoke, chew gum, eat, or drink.
• Do keep a glass of water handy, in case you need to wet your mouth.
• Smile. Smiling will project a positive image to the listener and will change the tone of your voice.
• Speak slowly and enunciate clearly.
• Use the person's title (Mr. or Ms. and their last name.) Only use a first name if they ask you to.
• Don't interrupt the interviewer.
• Take your time - it's perfectly acceptable to take a moment or two to collect your thoughts.
• Give short answers.
• Remember your goal is to set-up a face-to-face interview. After you thank the interviewer ask if it would be possible to meet in person.
After the Interview:
• Take notes about what you were asked and how you answered.
• Remember to say "thank you." Follow with a thank you note which reiterates your interest in the job.
How to Dress for an Interview
An article in U.S.A. Today spoke about candidates for jobs wearing jeans, purple sweat suits, and spike heels or sneakers. Other applicants weren't afraid to show pierced body parts and spiked hair. Still others chewed gum or showed up in rumpled clothes or with their pants falling down. One recruiter even told a candidate with his trousers down below his hips, to "Pull your pants up." According to the article, the outlandish dress costs some candidates the job.
Dress Your Best When Interviewing
Does it really make a difference how you dress for an interview? In many cases, it does. I'll never forget the gentleman I interviewed for an accounting position. He had been out of work for a few months and wanted to show me why.
He took off his jacket, unbuttoned his shirt and started to pull down his pants (this is a true story) to show me the scar from a boat propeller that had injured him. He didn't get the job. Neither did the young lady in a bright red skirt so short and tight that she could hardly sit down!
In the conservative business climate I worked in at the time, appearances did matter. In other environments it isn't as important. However, it does make sense to dress your best for the interview, regardless of the dress code at the organization. If you're in doubt about how to dress for an interview, it is best to err on the side of conservatism. It is much better to be overdressed than underdressed (or undressed).
According to Kim Zoller at Image Dynamics, 55% of another person's perception of you is based on how you look. Her Dressing for Success information gives some tips on how to look your best, without necessarily spending a lot of money. Here's a quick look at the basics:
Women's Interview Attire
• Solid color, conservative suit
• Coordinated blouse
• Moderate shoes
• Limited jewelry
• Neat, professional hairstyle
• Tan or light hosiery
• Sparse make-up & perfume
• Manicured nails
• Portfolio or briefcase
Men's Interview Attire
• Solid color, conservative suit
• White long sleeve shirt
• Conservative tie
• Dark socks, professional shoes
• Very limited jewelry
• Neat, professional hairstyle
• Go easy on the aftershave
• Neatly trimmed nails
• Portfolio or briefcase
6. MANAGEMENT TRAINING FOR TEAM LEADERSHIP
The Secret of Motivation in Team Leadership
We received some interesting results from our recent survey on team
leadership. One of our questions was what people found most challenging about team leadership.
We received many answers about strategic planning, decision making, communications and so forth. But, a challenge that many people expressed is how to motivate their team.
We are going to make this easy for you. To motivate your people you do not have to be “motivational”. You do not have to be charismatic or even a particularly skilled communicator.
Just do one simple (but incredibly powerful!) thing. MAKE THE LIST OF THINGS YOUR PEOPLE ARE DOING MATCH THE TIME THEY HAVE TO DO THEM.
This is a leadership skill that most managers do not have. It is a skill that is rarely, if ever, taught in management training programs. But, it is the most important aspect of team motivation.
People are motivated when they feel like they are making progress. If their task load is always more than they have time to do they will feel like they are spinning their wheels.
As the leader you can fix this and tap into the power of a motivated team.
Leadership and Selflessness
Wow! A growing number of you are sharing some very interesting and insightful perspectives with your comments to several of our recent posts. This is fantastic; as one of our hopes was that we can all continue to learn from each other.
If you have not had the chance yet, check out the comments and enter the discussion!
Our perspective today involves the management training aspect of leadership and selflessness. We were working earlier today with a group of leaders going through a merger. One of them raised the concern of whether or not they would still have a job after the merger was complete. A very human question. However, leadership calls us to a higher level of thinking.
As a leader we are called to think beyond ourselves, beyond our departments, beyond the people that we lead. We must always think and act on what is best for the success of the entire enterprise we are a part of.
The worst leaders fight for their personal gain. The more evolved leader fights for their people or department. More evolved yet again the leader fights for the success of the enterprise.
But, there is an even more enlightened level of leadership that only the very best reach. These leaders are so selfless that they do not first think of the success of their enterprise. Instead, they are always thinking about what is best for their customers.
In all of your management training to develop excellent team leadership keep your customer at the forefront of your mind. They will always lead you in the right direction.
Ignoring Proven Leadership Techniques
Last week we received an email from a reader of our book, “6 Secrets of Successful Leadership” and we thought she brought up a point worth noting to the rest or our reader community. She wrote:
“When I reached Chapter 5 of your book, Facilitate the Success of Others, I thought this would describe me exactly. In this area I’ve always felt that I am an excellent leader. I do my best to make sure that those who report to me get praised, have plenty of opportunity to grow and use their skills to the fullest. Then I got to the part in the chapter about keeping your ego in check with your fellow leaders and helping them to succeed as well. That brought me to a grinding halt. This is not how my organization is structured. I work in a place where everyone is fighting for recognition and superiority. When I first came to work here it took some adjusting because I know that is not how leadership is proven to work. I tend to look at the whole organization as one big team, but my colleagues felt very differently about it. So I changed. I became just like them in order to play the game that I thought was required. Since reading your book I have made several small changes to follow the rules about leadership that I know have been proven to work rather than the standards that have been set here by the people that have created this environment. I’ve been available to those outside my department and have approached collaboration opportunities with a whole new attitude. My boss visited my office this morning to let me know that my efforts have not gone unnoticed. Thank you.”
Obviously we were extremely happy to receive this email from one if the readers of our book, but not at all surprised by the circumstances in this person’s organization. What we thought was most interesting about this email was that she described going against the leadership skills that she knows have been proven to work to fit in with the others she works with.
This story reinforces our belief that while you should have an ambitious nature and a strong drive to succeed to be a great leader, you should not do it at the expense of the proven approaches to leadership.
We received some interesting results from our recent survey on team
leadership. One of our questions was what people found most challenging about team leadership.
We received many answers about strategic planning, decision making, communications and so forth. But, a challenge that many people expressed is how to motivate their team.
We are going to make this easy for you. To motivate your people you do not have to be “motivational”. You do not have to be charismatic or even a particularly skilled communicator.
Just do one simple (but incredibly powerful!) thing. MAKE THE LIST OF THINGS YOUR PEOPLE ARE DOING MATCH THE TIME THEY HAVE TO DO THEM.
This is a leadership skill that most managers do not have. It is a skill that is rarely, if ever, taught in management training programs. But, it is the most important aspect of team motivation.
People are motivated when they feel like they are making progress. If their task load is always more than they have time to do they will feel like they are spinning their wheels.
As the leader you can fix this and tap into the power of a motivated team.
Leadership and Selflessness
Wow! A growing number of you are sharing some very interesting and insightful perspectives with your comments to several of our recent posts. This is fantastic; as one of our hopes was that we can all continue to learn from each other.
If you have not had the chance yet, check out the comments and enter the discussion!
Our perspective today involves the management training aspect of leadership and selflessness. We were working earlier today with a group of leaders going through a merger. One of them raised the concern of whether or not they would still have a job after the merger was complete. A very human question. However, leadership calls us to a higher level of thinking.
As a leader we are called to think beyond ourselves, beyond our departments, beyond the people that we lead. We must always think and act on what is best for the success of the entire enterprise we are a part of.
The worst leaders fight for their personal gain. The more evolved leader fights for their people or department. More evolved yet again the leader fights for the success of the enterprise.
But, there is an even more enlightened level of leadership that only the very best reach. These leaders are so selfless that they do not first think of the success of their enterprise. Instead, they are always thinking about what is best for their customers.
In all of your management training to develop excellent team leadership keep your customer at the forefront of your mind. They will always lead you in the right direction.
Ignoring Proven Leadership Techniques
Last week we received an email from a reader of our book, “6 Secrets of Successful Leadership” and we thought she brought up a point worth noting to the rest or our reader community. She wrote:
“When I reached Chapter 5 of your book, Facilitate the Success of Others, I thought this would describe me exactly. In this area I’ve always felt that I am an excellent leader. I do my best to make sure that those who report to me get praised, have plenty of opportunity to grow and use their skills to the fullest. Then I got to the part in the chapter about keeping your ego in check with your fellow leaders and helping them to succeed as well. That brought me to a grinding halt. This is not how my organization is structured. I work in a place where everyone is fighting for recognition and superiority. When I first came to work here it took some adjusting because I know that is not how leadership is proven to work. I tend to look at the whole organization as one big team, but my colleagues felt very differently about it. So I changed. I became just like them in order to play the game that I thought was required. Since reading your book I have made several small changes to follow the rules about leadership that I know have been proven to work rather than the standards that have been set here by the people that have created this environment. I’ve been available to those outside my department and have approached collaboration opportunities with a whole new attitude. My boss visited my office this morning to let me know that my efforts have not gone unnoticed. Thank you.”
Obviously we were extremely happy to receive this email from one if the readers of our book, but not at all surprised by the circumstances in this person’s organization. What we thought was most interesting about this email was that she described going against the leadership skills that she knows have been proven to work to fit in with the others she works with.
This story reinforces our belief that while you should have an ambitious nature and a strong drive to succeed to be a great leader, you should not do it at the expense of the proven approaches to leadership.
5. Winning Interview Tips
We thought that you might appreciate some advice on passing job interviews. They're a necessary job seeking evil and though there are some that enjoy the challenge most of us find them nerve racking. We've put together some tips that should ensure that you breeze rather than blunder through your next interview.
Be prepared
Make sure you research or mystery shops the company beforehand. For example if your prospective employer is a retailer, try being a customer. It's advisable to visit their website and look up the 'About us' section on their site. You'll learn a lot about the company values from there. You should also check the 'Press Release' or 'News' sections of their site so you can find out what widgets or latest service initiatives they have. This area of their site will also give you an insight into how transparent the organisation is about what they're doing. They may feature employees of the month here or recent promotions too. In an interview situation all of the above will show the interviewer that you are thinking about 'how' you would do the job, which is what they want to hear.
Be punctual
Don't fall at the first hurdle by turning up late. This is the big interview no-no, and could help you to decide your fate before you've even spoken a word. 'Getting lost' does not sit comfortably with interviewers.
Smarten up!
Make sure you dress smart, plain and simple. There are exceptions depending on the industry a full suit and tie combo might be too formal for an interview. Also, go easy on the aftershave or perfume you don't want the interviewer to pass out half way through!
Don't David Brent them
Remember, this is a job interview. You're there to convince the interviewer you're the right person for the job. So don't crack jokes or tell funny anecdotes (they'll almost all be offensive to some one). Remember you want to appear professional.
After the interview
If you're unsuccessful, use it as an opportunity to improve. Seek feedback from the interviewer, you're entitled to it, if you were skills or competency tested asks for the results. This shows initiative and keenness on your part, as well as boosting your future interview success chances; the interviewer may consider you for future vacancies at the company.
Be prepared
Make sure you research or mystery shops the company beforehand. For example if your prospective employer is a retailer, try being a customer. It's advisable to visit their website and look up the 'About us' section on their site. You'll learn a lot about the company values from there. You should also check the 'Press Release' or 'News' sections of their site so you can find out what widgets or latest service initiatives they have. This area of their site will also give you an insight into how transparent the organisation is about what they're doing. They may feature employees of the month here or recent promotions too. In an interview situation all of the above will show the interviewer that you are thinking about 'how' you would do the job, which is what they want to hear.
Be punctual
Don't fall at the first hurdle by turning up late. This is the big interview no-no, and could help you to decide your fate before you've even spoken a word. 'Getting lost' does not sit comfortably with interviewers.
Smarten up!
Make sure you dress smart, plain and simple. There are exceptions depending on the industry a full suit and tie combo might be too formal for an interview. Also, go easy on the aftershave or perfume you don't want the interviewer to pass out half way through!
Don't David Brent them
Remember, this is a job interview. You're there to convince the interviewer you're the right person for the job. So don't crack jokes or tell funny anecdotes (they'll almost all be offensive to some one). Remember you want to appear professional.
After the interview
If you're unsuccessful, use it as an opportunity to improve. Seek feedback from the interviewer, you're entitled to it, if you were skills or competency tested asks for the results. This shows initiative and keenness on your part, as well as boosting your future interview success chances; the interviewer may consider you for future vacancies at the company.
Monday, February 23, 2009
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