Dear Sue:

My boss is the type of person who has to be asked for a raise or review every year. I feel if I ask him, he’ll feel obligated and resent it later. I am feeling compelled to look for employment elsewhere. In your honest opinion, is that something that’s worth the effort?

- Rick

Sue Says:

Yes, I think it is worthwhile for you to start looking to see what opportunities you might find. Whether you decide to act on what you find or not, you will at least know what is out there and what your options are. You might find something that suits you better or decide that where you are is where you want to stay.

However, keep in mind that there is no guarantee what your next boss will be like--you could be trading one problem for another. Even when it appears someone else is the cause of our problems, more often than not, part of the problem lies within us. You will benefit by trying to work through the issues you have with your boss.

Be cautious when making assumptions; you don’t know for sure what your boss is thinking or how he will react so why do you assume your boss will resent you for telling him what you need? There’s a good chance he will respect you for asserting yourself. Don’t accuse him of not giving you a review or a raise, just ask him when you can expect these things and tell him it is important for you to know what you can count on.

If you don’t say anything, nothing will change. Why not try to make the changes you are seeking?

-- Sue Morem is a professional speaker, best-selling author and syndicated columnist. Her books include How to Gain the Professional Edge, 101 Tips for Graduates, and the just released How to Get a Job and Keep It, Second Edition. You can contact her by email at asksue@suemorem.com or visit her web site at http://www.suemorem.com.

Send Sue your questions by clicking here: Ask Sue,

Posted by Steven Rothberg, CollegeRecruiter.com on May 29, 2007 at 7:33 AM | Leave a Comment (0)

Dear Sue:

I graduated four years ago and have not been able to stick with one job permanently. I think there is something terribly wrong with me as I have not stayed at any job for longer than six months, yet I am unable to do anything about it.

Currently I am hopping from one temporary job to another which is really detrimental to my career life as well as my personal life. I have lost my self esteem and am worried that I'm spoiling my health due too many sleepless nights.

I can’t find a job I want. I set too many rules for finding a job such as location, transportation, salary, less complex jobs etc.

I am afraid employers are reluctant to hire me. Please tell me what to do.

– Going Crazy

Sue Says:

You’ve told me that you have not lasted at a job more than 6 months and that this is hurting you personally, professionally, and emotionally. You think you are unable to do anything about this, yet you admit you set too many rules for the type of job you will accept.

I am not convinced that hopping from one temporary job to another is as detrimental to your career as you think it is. If you view what has happened as a valuable learning experience instead of a waste of time, you will be able to use it to your advantage, to help you figure out what you are good at and enjoy doing; it can be a plus. The more you learn about yourself, what you are good at and what you enjoy doing, the better off you will be—and once you figure it out, you will be able to communicate this to potential employers.

It is not uncommon for a recent graduate to move around a bit while deciding a career path. I do not think your situation is out of control or hopeless. If you really want to, you can do something about it. You are still young and have your whole life ahead of you. And you have many things going for you.

First, you have a college degree. That is an accomplishment in itself and an important one.

Second, there is nothing wrong with you. You need direction and guidance and you are asking for it—a very wise thing to do. Continue talking to people. Go back to your college and talk with someone in the career center. If you have an idea about what you want to do, start requesting informational interviews with people in the field or industry you are interested in learning more about. Do research to find out what it will take to get a job in an area or field you want.

Third, you’ve realized you place too many restrictions on the type of job you will take. How about letting go of a few of these restrictions? Why not be more open to the things you’ve been resisting? You might open doors that lead to opportunity! Only you are holding yourself back—why not move yourself forward?

Fourth, you say you are afraid employers won’t hire you, yet you’ve had many jobs, so obviously people are hiring you. And, I am not sure it is your performance getting in your way. It sounds as if the biggest complaint is coming from you. You are unhappy with the way you are managing your career and your life.

You can either continue doing more of the same or start doing something differently. You’ve taken an important step by reaching out to me. Now reach out to others. Don’t be afraid to be honest about your struggle. Try to find a job that includes some, not necessarily all, of your requirements and commit to staying with it for a year or more. Consider it an investment in yourself and your future. If you do this, you will build your confidence and your resume. It will be time well spent if you can find something that has at least some of what you are looking for.

Let go of your fear and regret. Give yourself credit for what you have done and what you have learned through this experience. Talk to others and don’t be afraid to ask for help. Stop focusing on what you’ve done wrong in the past and start focusing on what you plan on accomplishing in the future. You can change the path you are on and create anything you want, but you must be committed. I am counting on you — and rooting for you too!

Sue Morem is a professional speaker, trainer and syndicated columnist. She is author of the newly released 101 Tips for Graduates and How to Gain the Professional Edge, Second Edition. You can send questions to her by email at asksue@suemorem.com or visit her web site at http://www.suemorem.com.

Read more of Sue's articles by clicking here: Ask Sue

Posted by Candice Arnold on May 29, 2007 at 5:48 AM | Leave a Comment (0)

Dear Sue:

I am an Academic Advisor. A student of mine recently asked me how to approach and deal with professionals who are older, wiser and more experienced than she is.

I encouraged listening a lot, demonstrating respectful behaviors and monitoring her language. Do you have other ideas to add to my advice?

- Jen

Sue Says:

While it is important to show respect for others, it is important to show respect for yourself, too. You may be younger and less experienced than many of the older and wiser people you encounter, but never diminish the value you bring to others and to an organization.

You have skills and knowledge that others (especially older workers) may lack. Your inexperience, your open mindedness and your naiveté enables you to envision outcomes and a workplace that others no longer see or have given up on. Your energy, enthusiasm and vision can be a welcome relief for those who have stopped dreaming and resigned themselves to the way things are.

Don't fear those older than you; most people enjoy helping others and appreciate being asked for advice. Ask for clarification when you don’t understand something. Ask someone to show you how, to tell you why, and to talk about their journey. Ask someone the most important lessons they’ve learned over the years, what they wish they had one differently. Ask someone to mentor you. Ask for help when you need it.

You show respect for others when you do things their way and conform to their standards. Some young adults resist wearing more conservative and appropriate styled clothing to work. Look and act like those who are already successful and you will be perceived positively; when you resist conforming and fail to meet expectations, others may perceive you negatively.

Respect yourself, value the contribution you make, and be humble. One of the most important aspects of any job, especially when you are starting out, is to listen and to learn. Your education is far from over. You may no longer be in a college classroom, but there is much to learn in the classroom of life. The more burning your desire to listen, learn, and conform, the better off you will be.

<em>-- Sue Morem is a professional speaker, best-selling author and syndicated columnist. Her books include How to Gain the Professional Edge, 101 Tips for Graduates, and the just released How to Get a Job and Keep It, Second Edition. You can send questions to her by email at asksue@suemorem.com or visit her web site at http://www.suemorem.com.

Read more of Sue's articles by clicking here: Ask Sue

Posted by Candice Arnold on May 26, 2007 at 5:03 PM | Leave a Comment (0)

Dear Sue:

I'm a single woman and I had an affair with my boss. Just before our affair ended I told my boss in good faith about an incident with two of my colleagues that had upset me. Up until that time I was on good terms with my colleagues. We all work in an open space and work facing each other the entire day.

I found out that my boss told my two colleagues what I said about them and now they're both angry at me for what I said. They told me not to talk to them ever again and have turned my other colleagues against me. Even my boss, who was my lover, is now cold and distant.

I asked to be transferred to a different department which seems to have upset my boss even more. He is now refusing to talk to me and is encouraging others to bully me even more. What should I do?

- Desperate

Sue Says:

Hang in there. You have taken steps to get out of what has become a difficult situation and hopefully you will soon be on your way. The best you can do now is to learn from what has happened and start anew. Hold your head high and know the difficult situation you must endure is temporary. Don't let your boss or anyone get the best of you. Stay strong--you've lost a lot already. Keep in mind that people who bully you want to get the best of you, but you don't have to allow them to succeed. I wish you the best and I hope you'll let me know how you are doing.

-- Sue Morem is a professional speaker, best-selling author and syndicated columnist. Her books include How to Gain the Professional Edge, 101 Tips for Graduates, and the just released How to Get a Job and Keep It, Second Edition. You can contact her by email at asksue@suemorem.com or visit her web site at http://www.suemorem.com.

Send Sue your questions by clicking here: Ask Sue,

Posted by Steven Rothberg, CollegeRecruiter.com on May 25, 2007 at 7:32 AM | Leave a Comment (0)

As a counselor I am often amazed, and pleased, that clients exhibit remarkable candor in describing to me their fears and hopes, strengths and weaknesses and successes and failures. The importance of client frankness is essential in delivering relevant advice.

Occasionally, I am confronted with a resume that omits important information or a client who believes lying in an interview is a part of the game. Apart from the obvious question of personal values, I point out that firms are far more careful when hiring. Companies check references, monitor email, and follow up even after hiring. Consequently, this type of dishonesty is simply not smart and if that were the end of it, the question of ethics as a career issue would be minor. Unfortunately, it is not.

We all remember recent scandals involving high profile executives at Enron, WorldCom, firms, mutual funds, non-profits, public service and on and on. It is easy to be cynical and simply view these examples as "not my problem."

Unfortunately, too many simply do not connect the issues of ethical conduct with career growth, nor do people understand how corrosive conduct can undermine an organization, generate mistrust, create barriers and eventually bring about unintended consequences for the employee.

So what should someone do when the intense pressure to deliver short term results clash with ethical conduct? For example, what should a salesperson do when one more order is critical to success and the boss insists the employee "make it happen,", without understanding the potential consequences? The salesperson has a customer who will sign a purchase order, only to cancel it later. What should the salesperson do?

Padding expense accounts is another problem. The temptation is always there. While many of these ethical lapses are in themselves relatively minor relative to the cost, over time the accumulation can engender mistrust. After all, if someone can not be trusted with the little things, how can the person be trusted on a larger scale?

Not all ethical lapses involve money or the pressures of "making the numbers."

A buyer evaluates suppliers and favors one who is especially responsive, but has exhibited quality problems. Quality belongs to someone else. His job is getting delivery.

People at all levels occasionally mislead customers regarding delivery or provide false assurances regarding product performance. They may denigrate the competition or quote prices that do not include add-on fees. This conduct is contrary to company policies because it is recognized for the corrosiveness on the long term reputation of the enterprise. Yet they occur.

Or, consider the colleague in the next cubicle who is spreading a rumor about someone in the group? Is it ethical to share the news? And does it make any difference? Expressing concern about products, policies, organization or other components of the work place is perfectly ethical. However, we well recognize the employee who is quick to criticize every weakness and every misstep or colleague miscue as a way to enhance their own relative position.

Some people often have a tendency to say the right things, but do not really engage in the process of formulating solutions or even contributing to solutions. Such people tend to be slick and shallow and are often hard to spot.

These are only a few examples of ethical lapses by employees and I do not presume to preach to anyone on how they should conduct themselves. Nor am I unmindful of the potential personal economic consequences of not going along, or not succumbing to either the pressures or temptations we face in our daily work.

What I do know is unethical conduct can have a negative impact on a career. Over time negative perceptions move from job to job via reference checks, through networking and professional groups, from former colleagues and in other ways.

Highly talented people may one day discover they are no longer considered for promotion, or a promising job offer was not forthcoming. Their careers have stalled out and they do not understand the reasons.

In my career as a career counselor, corporate consultant and coach I have seen and heard headhunters, HR managers and executives express disdain for those whose conduct brings dishonor to themselves and the organization. And this is not a subject about which we spend a lot of time discussing unless something goes wrong. However, it is a constant concern.

At the same time, an employee whose performance is marked with honor and integrity is highly valued. Many do not see themselves on a fast track, but just want a decent career with some respect, security and job satisfaction. Building a positive reputation as one who is honest builds trust, a commodity organizations value.

-- Judit Price, CareerCampaign.com

This article is courtesy of Recruiting Blogswap, a content exchange service sponsored by CollegeRecruiter.com, a leading site for college students looking for internships and recent graduates searching entry level jobs and other career opportunities.

Posted by Steven Rothberg, CollegeRecruiter.com on May 24, 2007 at 6:33 PM | Leave a Comment (0)

Dear Sue:

I just got "written up" at my job for not having proper telephone techniques after answering and talking on the phone for over 10 years. I have a new boss and things are not going well. He has a problem with me when someone calls for him and he's not in the office. I tell them that he's out of the office and ask if the caller would like to leave a message. If they ask when will he be in and I do not know, I tell them that I don't have that information.

Apparently the callers feel I'm not helping them and am being rude. I feel that my boss should be in the office more. Pease answer back soon as the phone will soon be ringing again.

- Going crazy.

Sue Says:

I understanding it is distressing to be hearing complaints about your telephone techniques after 10 years with few if any complaints about your phone skills. However, as long as you are open to changing your ways and truly interested in pleasing your new boss, the solution may be fairly simple.

The first thing you can do, if you haven't yet, is to ask your boss how he would like you to handle his calls. Ask for specifics: What does he want you to say, ask, and do.

If you are being challenged by some of the callers, talk to your boss about it and get his input as to how to handle people who get upset with you because he isn't there and ways in which you can be more helpful.

Remember, you are representing him and it is important to do it well and the way he prefers, regardless of how you've done it in the past.

There is a reason some callers feel you are not helping them: Are you being as helpful and kind as you can be? There's a good chance that the people you are talking with sense your frustration and irritation. Be aware of your tone and manner. Be careful not to transfer your annoyance with your boss to those who call him.

When callers comment about your boss being gone so much, their frustration may be directed at your boss, but since they can't speak with him, you are the one who hears what's on their minds. Try not to personalize it. You can empathize with them: "I understand how you feel." You can reassure them: "I will make sure he gets your message." You can apologize for him: "I am sorry you haven't heard back from him yet." And you can offer to help them: "How can I--or what can I do to-- help you?"

Rather than dreading answering the phone when it rings, view it as a challenge; challenge yourself to make the most of each call and to leave each caller in a better place as a result of talking with you! Try it and see what a difference it makes. After all, the problem may be less about your telephone technique as it is about something less tangible--your attitude!

The most important element of your success lies in your attitude and willingness to not only do your job, but to do it well--in a manner that the callers, and your boss, respond positively to.

-- Sue Morem is a professional speaker, best-selling author and syndicated columnist. Her books include How to Gain the Professional Edge, 101 Tips for Graduates, and the just released How to Get a Job and Keep It, Second Edition. You can contact her by email at asksue@suemorem.com or visit her web site at http://www.suemorem.com.

Send Sue your questions by clicking here: Ask Sue,

Posted by Steven Rothberg, CollegeRecruiter.com on May 24, 2007 at 7:30 AM | Leave a Comment (0)

Time management is a grand idea when dealing with the things in your life. It's all about organization, efficiency and getting things done. As a tool for leading people through change, however, it misses the mark. In fact, when leading change, the last thing you want to do is manage your time. Instead, invest it in the people with potential to become change leaders themselves, and the returns you get may surprise you. Following is an incredible story that illustrates the point.

A few years ago I became upset when a player on the NFL's Carolina Panthers beat up a teammate and subsequently was suspended for one measly game by the team. I felt this punishment was too lax (after all, the attacked teammate ended up in the hospital) and wrote an angry letter to the teams' owner, Jerry Richardson, expressing as much. Mr. Richardson not only acknowledged my letter after I figured it would end up in the trash but he went one giant-step further. He offered to come visit my thirteen-year-old son, who was a big fan of the team's, and me, along with the star player in question, wide receiver Steve Smith.

They made the two-hour drive each way from team headquarters to my home and stayed with us for three hours. I learned that day that Steve Smith is a good man who made a bad mistake and was willing to learn and take responsibility for his actions. I admire him greatly for that. From Mr. Richardson, I learned the power of a leader being personally invested in future leaders who can make a difference.

Jerry Richardson invested time in me that day, but more importantly he invested time and energy in Steve Smith, someone with potential to lead changes on the field of play. I can only imagine the discussions they had as they drove back and forth and the bonds they forged and then carried forward. It's no coincidence that the following season Steve Smith emerged as the team's biggest star and helped lead them to a Super Bowl appearance.

Mr. Richardson identified Steve Smith as someone I call a 'diamond-in-the-rough,' a leader of untapped potential. Then, he personally invested his time and energy to help Steve unleash his potential. You can do much the same for the uncut diamonds in your organization. Here are five tips to help get you started.

1. Hold yourself accountable for people development. Common comfort zones such as crunching numbers and formulating strategy have their place, but both are useless if you don't have leaders in place to execute. Therefore, hold yourself accountable for the people side of the equation too. Recognize more pressing issues will always come up, so do whatever it takes to make finding and developing people a priority. Schedule time for building relationships into your calendar. Make a list or create a spreadsheet to track your progress if you must. Set goals for people development and hold yourself too them.

2. Identify your Steve Smiths, or your "diamonds-in-the-rough." You can't invest in your future change leaders if you don't know who they are. Some 'diamonds' are obvious. Their talent and ability dazzles and stands out, but others may require energy and effort to unearth. This may be especially true if you work in a large organization where talented people lay buried within the bureaucracy. In this case, use Tom Peters' old technique of management by walking around. Get out of your comfort zone. Visit places in your organization where you don't know as many people. Talk to at least one new person a day. Take the new guy or woman to lunch. When you visit remote sites, make it a point to meet people relevant to your line of business, then, follow up with those you meet.

3. Once you find them, don't delegate your 'diamond' development. Certainly Human Resources and your training department have a role to play in polishing future leaders' skills and capabilities. But the savviest leaders take personal responsibility for helping people grow. Once you have identified the people you think could be future change leaders for your organization, get personally involved in their development. Jerry Richardson answered my letter and placed the initial call to me. Jerry Richardson invited Steve Smith to join him on his visit. Jerry Richardson even drove the car himself. He didn't delegate these duties; he owned them as his. Poor time management? Perhaps. But, poor time management often creates the conditions for great change leadership to occur.

4. Polish your gems by asking questions. The best leaders ask questions - lots of them. They don't invest much time in running around telling people what to do. In fact, they don't hire people who have to wait to be told what to do. Instead, they unleash talent by presenting problems and asking for ideas versus offering solutions. They understand their job is to lead, not do. They encourage people to think. They encourage people to act. They remove organizational roadblocks that hold talent back. They ask questions versus bark orders.

5. Explore ideas and build relationships beyond the boundaries of work. Engage people on a variety of topics beyond your common industry issues. Refining someone's leadership often means helping them look beyond the confines of their everyday world for novel solutions and product innovations they can bring back to it. Become emotionally invested too. Spend time getting to know your future leaders. Find out what matters to them, inside and outside of work. Sometimes engaging in small talk can lead to big insights. You may discover a personal situation that is holding someone down or holding him or her back, such as the illness or loss of a loved one. You may not be able to do anything tangible to help, but simply knowing that you care can be reassuring and provide a boost. If you want people to be there for you when the going gets tough, as it inevitably will when things change, you need to personally invest in them first.
   

If investing in people sounds like a 'soft' activity to you, you're right. It is. But rare is the business that can consistently return good, hard results without making soft investments in people first. People determine whether you win or lose, whether the game is football or business or life. To better lead change, stop managing your time and start investing it in people. Then enjoy as the wins pile up.

-- Dr. Gary Bradt is one of today's most popular speakers on the leadership circuit, addressing corporate audiences around the world on the issue of change and success. His clients include IBM, General Motors, American Express, General Electric, eBay, FedEx and NASA. Dr. Bradt's new book, "The Ring In the Rubble: Dig Through Change and Find Your Next Golden Opportunity," will be available from McGraw Hill in June 2007. For more information on Dr. Bradt's book or speaking, please contact: www.GaryBradt.com.

Posted by Steven Rothberg, CollegeRecruiter.com on May 23, 2007 at 2:19 PM | Leave a Comment (0)

Dear Sue:

I recently had a baby boy. One of my senior colleagues sent a gift to my house that I never received. I learned about it when he inquired if I had received it since he hadn’t heard from me.

Upon investigation I learned the gift was addressed to the wrong apartment number in my building, but the person who received it never passed the gift on to me.

Now I am wondering if I should still send a thank you note to my colleague for sending me the gift and if so, what I should say. Please advise me as I am really embarrassed about the whole situation.

- Embarrassed

Sue Says:

The situation you described is unfortunate, but you are not at fault. Now that you found out a gift was sent to you, even though you didn’t receive it, it might make you feel less embarrassed if you acknowledge it. Write a note to your colleague to let him know there was a mix up in the delivery and that you didn’t receive the gift, but that you appreciate his thoughtfulness and generosity.

If you haven’t already, check with the shipping company to see if there is any recourse. In addition, if you think someone else has the gift intended for you, speak with that person, explain the mix up, and maybe you can get the gift back. Good luck.

-- Sue Morem is a professional speaker, best-selling author and syndicated columnist. Her books include How to Gain the Professional Edge, 101 Tips for Graduates, and the just released How to Get a Job and Keep It, Second Edition. You can contact her by email at asksue@suemorem.com or visit her web site at http://www.suemorem.com.

Send Sue your questions by clicking here: Ask Sue

Posted by Steven Rothberg, CollegeRecruiter.com on May 23, 2007 at 1:26 PM | Leave a Comment (0)

Melissa was a stellar agent in a small real estate agency. After years of being the top earner in her company, she moved from that small agency into one of the largest real estate firms in the country. Melissa felt like she was moving up in the world and had high expectations to achieve even more in her new job. Unfortunately, after a few months of lackluster sales, Melissa felt like she wasn't living up to it. She couldn't understand why - she was doing the same kind of prospecting, honing her closing skills and working longer hours. But she didn't know exactly what her objective was. Melissa was missing a goal. She was trying to achieve a vague dream, without a map or action plan to reach it.

There's no big secret to achieving what you want out of life. The way to make your goals a reality is by empowering yourself with intellectual, emotional and practical tools, and converting them into habits. Here are the seven tools you need to achieve your professional or personal goals:

1. Define your dream.

Many of us dream about getting a promotion, earning more money or changing careers. Have you ever asked yourself why it is that once you have the promotion, the additional spending money or the new job, why you still aren't happy? The reason is probably because you haven't defined what your dream really is. It might not be the promotion, but just recognition for a job well done; nor the extra cash but the means to surround your family with comfort; and changing careers, could be because you think that a new career will give you the excitement and enthusiasm you have lost.

It's not until you know what your dream truly is that you will be able to do the work necessary to achieve it and receive the satisfaction and rewards you deserve. Now, without censoring yourself, say out loud: "My dream is…"

2. Convert your dream into a goal.

The difference between a dream and a goal is a written date. Writing down a specific goal and a date forces us to do things we might never have done. It permits us to measure our progress and keep us focused on reaching that dream.

Get a pen and paper and write down your specific dream or goal, along with the date when you are going to achieve it. If you won't commit to paper and pen, you won't be able to commit to the reality of accomplishing the task when faced with challenges. Write it down in your calendar or PDA so that you can keep track of your progress and make the efforts necessary to reach it.

3. Write your goal on post-it notes and put them everywhere.

Each morning and evening before you go to sleep, read your goal. Envision yourself as that successful person. Feel the luxury of that new car. Smell the ocean from your dream vacation. See yourself sitting at the desk of your own company. Make that goal yours in your mind. When you write down your goal, make sure that it is specific and motivates you.

For example: "On April 30, 2008, I, Henry Smith, have been promoted to regional sales manager. I am in charge of a productive sales team, where each member is respectful of my position. My job is fulfilling and challenges me. I have the ability to balance the life I have at work and the life I have at home. I feel confident, secure and free to be myself."

4. Make a list of your assets and resources.

An asset could encompass your education, experience, or personality; it could include the people you know, your bank account, your personal appearance and even your car. If you have a hard time coming up with your assets, ask your friends, colleagues and family about your good qualities.

In Henry's pursuit for a promotion to regional sales manager, he might say he is hard-working, determined, honest, organized and intelligent. He also has a good sense of humor and likes people. All of these qualities would be good for a manager.

Your resources, such as the people you know, your education and experience can help you achieve your goal. Henry knows that his neighbor Sam works in the same industry. He's talked to him about sports, but has never brought up talk about their industry or asked how Sam got to his position as vice president. Perhaps Sam would be willing to help, or knows someone who could.

Your education is another resource - does your school have an alumni association or networking events that you could attend? Do you need additional education to make your goal a reality?

5. Write down the obstacles.

The moment you set a goal, you and others will find a million reasons why you can't or shouldn't go after it. Contrary to a popular book, you will not attract obstacles or the naysayers, just because you are aware of them. In fact, the purpose of preempting barriers will facilitate your recognizing them when they occur and not use them as excuses to desist.

For example, an obstacle list could include:
"I am afraid of failure."
"I am too old for the job and no one will promote me."
"I am too busy with my home life to put the time into getting promoted."
"I am not experienced enough to lead a large staff."

It is obvious that Henry wants something but is sabotaging himself with negative self-talk. Before he begins his action plan, Henry needs to work on his belief system and find out where it comes from.

6. Write down why you want this goal.

Do you deserve to be happy and have what you want? What are you willing to sacrifice to achieve it? Do you want this more than anything else and are you willing to face anything to achieve it? If your "why" isn't strong enough, you will not achieve your goal and will be able to blame the perceived obstacles.

Your why should look something like this: "I want to become regional vice president because I want to proud of my accomplishments. I want my family and friends to feel happy about my achievements. I want to do more for myself and my family, and by accomplishing this goal, I can provide them with the lifestyle they deserve."

7. Write your action plan.

A book is read from the first page to the last, but goals are set from the end and work up to the beginning. Where do you want to be in twenty years, ten, three, one year, a month from now?

Most of us spend our time on putting out fires, helping others and dealing with life's daily activities, many of which have nothing to do with our dreams. From now on I want you to focus, focus, focus. Everything you do should lead you to achieving your goal. Notice how you spend your money and what percent goes towards achieving that goal.

Now you know what your goal really is, you have written down the exact date and possess a strong action plan. Who do you have to call? What do you have to read? What do you have to buy? Who do you have to be so that you can take back your power? Guess what? It's no secret - you are already that person…it's just a matter of time!

-- Linda Nacif, author of "Jump and the Joy Will Follow: How to Live in Conscious Joy and Health in Every Stage of Life," is a bilingual author and speaker with a Master's degree in clinical psychology. Through Linda's breakthrough techniques and passionate communication, she encourages clients to dare to go beyond their comfort zone by being adventurous, fit and enthusiastic. For information on her keynotes and seminars, visit:
www.lindanacif.com or call: 619-733-2071.

Posted by Steven Rothberg, CollegeRecruiter.com on May 23, 2007 at 1:12 PM | Leave a Comment (0)

A systems project manager with 30 years experience at a Fortune 500 company is suddenly downsized. A college student is trying to find summer employment related to her major. The parent of a high school student is helping students set up job shadow experiences. These are perfect situations where a network can be useful.

Learning how to build and engage your network effectively is a vital Career Literacy™ skill. Often misunderstood, networking and its value are underestimated. Once learned, however, it becomes a way of life, improving access to information and resources that can make everyone's life easier - whether seeking a job, industry information, a reliable babysitter or a plumber in your neighborhood!

Productive networking is the process of continually meeting new people in order to establish mutually reciprocal, long-term relationships. Together, we help each other accomplish personal, professional or business goals. Through networking, we can extend our reach to get things done, share our knowledge and capabilities, and connect people to one another.

1. Pick organizations where you can become involved in meaningful activities.

Are you seeking an opportunity to contribute to your professional development, community issues, or business development? Access to other people in a network is a by-product of getting involved. You earn access to others by giving your time and talents to a group. Networking is a two-way street. Join a group or organization because you have a genuine interest in the purpose of that group. People learn to trust and remember an individual who builds a reputation for being helpful to others.

An important benefit of these relationships is being able to ask members of your network for specific information. Are you looking for information about a company or a hiring manager? Are you looking for ideas and information that will help you solve a problem you're experiencing in your current work? Are you looking for a job? Are you curious about a new technology or technique in your field, and want to learn more about it? Are you looking for people and companies that would be in a position to purchase products or services from you? Are you also looking to increase your professional visibility so others are aware of your expertise when they need assistance?

Parents and students can benefit from networking contacts who help them learn more about a career path or work environment, or provide an opportunity for an internship or summer job. Even mid-career adults looking to change careers or find volunteer work can use networking and informational interviews to test the water before taking the plunge.

2. Determine where to find the people who can help you accomplish your purpose.

Time is one of the most precious commodities we have. As you consider investing time in building your network, keep in mind the mission of the organization is generally not solely networking. Here are some ideas:

• Professional organizations allow you to meet other individuals in your industry or line of work. People involved in professional organizations typically enjoy what they do and are approachable. Students are often invited to attend meetings. These are prime places to connect with people for informational interviews or to arrange for a job shadowing day with someone. If you can't attend a meeting, the websites for these groups will have officers and committee chairs listed with their contact information, so a contact is only a call or email away.
  
• Alumni networks are great if you are looking to support your school, establish long-term social relationships and develop business leads. You have the opportunity to network with contacts in certain jobs, companies or living in different areas of the world. While these networks are usually established for college alumni, some large corporations maintain alumni networks of former employees, like Deloitte Touche, IBM, KPMG and Sun Microsystems.
  
• Online social and professional networks are a growing phenomenon. While students are flocking to myspace.com or facebook.com, professionals are joining LinkedIn.com. We recommend caution when using these online networking sites. Why? Because any personal information or opinions you share are recorded and may be seen by a future employer at any time.
  
• Leads groups are professional networks whose mission is to help your fellow members develop business leads and increase sales. Many Chambers of Commerce support this type of development while supporting the local community.
  
• Job Search groups are excellent for new ideas and support while you are looking for a new position. Check out our list of local job search groups. Each group is a little different from the next; so visit a number of them to see what they offer. Many have speakers, some share job leads, and all offer a community for support when the going is tough and for celebration when activities yield success.
  

3. Once you meet a person, consider how you will grow the relationship and how you can be a resource to them.

Be the first to offer something of value, for example, a lead or an emailed article related to their industry. Find out how you can help the other person achieve their goals. Growing a relationship is similar to investing small deposits in a savings account, knowing that at some time in the future, you may need to make a withdrawal, calling on your relationship for something you may need from the other person.

Successful people have integrated their networking into their everyday activities. How frequently you keep in touch depends on the size of your network. Some people call or email a few people every week, while others may strive for several quick contacts per day. You may invite someone to a breakfast or lunch meeting to ask their advice. You won't have to do all the work though; people in your network will take the initiative to contact you as well.

We have all heard the expression, "It's not what you know, but who you know that's important." As you build and maintain relationships, you will find that when you need to find the best source for information or help, your network contacts will be the "who you know" who can point you to what you need to know - fast.

-- By: Peg Hendershot, Director of Career Vision. © Copyright 2006, Career Vision / Ball Foundation. Article may be reprinted with permission.

Posted by Steven Rothberg, CollegeRecruiter.com on May 22, 2007 at 2:05 PM | Leave a Comment (0)

Savvy employees know that they need to go beyond just working hard and hoping someone recognizes them for new opportunities or promotions. It is critical that individuals, young and old, learn to market themselves to be successful in today's workplace. Even students who seek internships and first jobs can begin with the basics of marketing themselves and benefit from being in the right place at the right time with the right people. A famous quote supports this: "Luck is where preparation meets opportunity." Marketing yourself creates "luck."

What does "marketing yourself" really mean? What are the benefits of marketing yourself as a competent resource both inside and outside your organization? And what steps do you take to market yourself?

When marketing yourself, think of yourself as the "product" and what you can do as the "service." It's your responsibility to identify what expertise you can offer to your "customer." For employees, your customer is your manager and company, and for those in job search, your customer is a potential hiring manager in another company. The challenge is that the workplace and its players keep changing, so the activities needed to build the relationships needed for marketing yourself must be consistent and ongoing.

Sometimes when people hear the words "marketing yourself," they say it makes them feel queasy in the pit of their stomachs. Often, it is because they think of marketing as pushing yourself on other people, empty socializing, and superficial small talk. On the contrary, effective marketing creates a pull for your expertise. You establish yourself as an expert in your area and people recognize you for your talents.

Developing the skills for marketing oneself has become increasingly important as the complexity and change in the workplace has accelerated. Even for talented, competent people, it's a buyer's market. Individuals always benefit by making themselves more attractive candidates, whether inside or outside their organizations. Workers are more mobile, changing jobs, managers, employers, and geographic locations frequently, so they constantly have to educate others on their capabilities and experience. Jobs disappear due to advances in technology, outsourcing, or off-shoring options, so individuals are in the job market more often. On the other hand, people skilled at marketing themselves are first to hear news of emerging opportunities in their company or field, like working on virtual international teams or learning a new technology.

There is also a positive personal impact that results from marketing yourself. You can accomplish your personal and professional goals more easily and often faster. In addition, you can find opportunities to contribute your expertise more quickly and, in fact, have the opportunities find you. You will reap benefits of increased visibility, employability, and career resiliency. The process of marketing yourself creates options and choices for you as well, because you hear about them sooner.

Among the steps that Career Vision suggests to help people stand apart from the crowd when applying for jobs:

• Define your mission and the benefits you offer. Start with self-knowledge: natural talents (aptitudes), interests, personality and values. Ask yourself, “What do I have to offer?”
  
• Set your marketing objective. What exactly do you want to achieve? Be specific, make it measurable, make it realistic, and build in a timeline with deadlines.
  
• Identify your target markets. Who needs to know you, your capabilities, and professional goals? This may mean that you focus your efforts on key managers, mentors or human resources staff solely within your organization, or that you broaden your outreach through membership in professional organizations, depending on your goal.
  
• Define implementation strategies. What will you do, when, what resources will you need, and what might be obstacles to overcome?
  

Perhaps the late Johnny Carson, comedian and long-time host of "The Tonight Show," sums up the benefits of marketing yourself: "Talent alone won't make you a success. Neither will being in the right place at the right time - unless you are ready. The most important question is - are you ready?"

-- By Peg Hendershot, Director of Career Vision. © Copyright 2007, Career Vision / Ball Foundation. Article may be reprinted with permission.

Posted by Steven Rothberg, CollegeRecruiter.com on May 21, 2007 at 2:02 PM | Leave a Comment (0)

You've typed up your resume and bought a nice suit. You follow the job listings online every day. What else can you do to launch your career? Try the "hidden job market."

The hidden job market consists of jobs that aren't listed anywhere, and in some cases don't even exist yet. People find out about these jobs with the help of friends, family, professors, and colleagues.

The great thing about the hidden job market is that it starts with you: your dreams, goals, aspirations. Instead of first asking yourself whether you qualify for a job described in a “help wanted” posting, you can ask yourself: What do I want to do? What sort of job might get me started on the path to my dreams?

Once you’ve identified your career interests, start talking to everyone in your social, academic, and professional network. Ask if they know someone you could talk to.

Your English professor may introduce you to a newspaper editor who could help you get work in a newsroom. The couple you used to baby-sit for may be able to help you land an office assistant job at an architectural firm.

Even if a contact doesn’t lead directly to a job, you might be able to land what’s called an informational interview, a chance to talk to professionals about your desired field and what you could contribute to it. You’ll get perspective on how your skills may fit, including skills you may never have thought would be applicable. You’ll also get insight into what skills you’ll need to develop to be qualified for your dream job.

Here are some tips for tapping into the hidden job market:

• Attend an industry show in your field of interest and meet at least ten new people.
  
• Join job forums on online job sites and pick up tips from other job seekers to help you be a smarter job seeker.
  
• Be able to articulate your interests and desires. For example, “I want to find a job that uses my science skills,” is less compelling than “My dream is to work for an aerospace company designing rocket engines.”
  
• Tell friends, family members, professors, and colleagues about your goals. Ask if they know someone you could talk, and would be willing to pass along that person’s contact information, or even make the introduction.
  
• Ask each contact you collect from this process if s/he can spare even 30 minutes for an informational interview.
  
• At the informational interview, have thoughtful, prepared questions, keep your meeting short, and follow up with a thank-you note.
  
• Ask him/her: What’s it like to work in your field? How did you get started? What advice would you have for someone starting out today? What skills or experience will I need for the job? Is there anyone you suggest I contact to find a job?
  

Here are some additional suggestions for what to investigate during an informational interview:

• Culture: What’s it like to work for this company? What is the management style? What’s expected of you? The workplace culture is almost impossible to determine unless you walk through the company’s doors and talk to people.
  
• Image: How does the company look? Is the building well maintained? Are workspaces neat or trashed? Is the website up to date and professional?
  
• Diversification: What products or services does the company offer? To how many markets? The more markets served and products offered, the more diverse the company. Diversified companies tend to offer you more flexibility and less job risk. If you aren’t happy in one division, you could request a transfer to another.
  

-- Nicholas Aretakis is a life skills and career coach and the author of No More Ramen: The 20-Something’s Real World Survival Guide (Next Stage Press). He hosts an online community for college kids and recent grads at www.NoMoreRamenOnline.com.

Posted by Steven Rothberg, CollegeRecruiter.com on May 21, 2007 at 10:14 AM | Leave a Comment (0)

If you’re one of the many business professionals today trying to do more in less time, you know that delegation is a must. Unfortunately, the majority of business people reveal that they dislike delegating. Either they believe the delegated task will “fall through the cracks” and never get done, or that it will get done, but not to their liking. As such, they refuse to delegate anything to anyone unless it’s absolutely necessary, and even then they often opt to work longer hours rather than turn the task over to someone else.

Realize, though, that not delegating causes more stress to you and leads others to believe that you don’t trust them or don’t want them to take on new responsibilities. That’s when people view you as a “control freak” who refuses to let anything go.

The good news is that effective delegation follows a simple process that anyone can learn. And whether you’re a manager overwhelmed with deadlines and meetings or a business owner trying to stay on time with multiple projects and travel schedules, the following five tips will enable you to delegate effectively and be more productive.

1. Be committed to the full delegation cycle.

Proper delegation is actually a cycle. Think of it like the links of a chain, where each link interacts with others. Every link has four points, just as the delegation cycle does.

• The top of the link intertwines and comes away from the link above it. This represents the task coming to you from some other source, such as a supervisor or customer.
  
• The link then circles around and interacts with the links next to it and below it. One side of the interaction represents you delegating portions of the assignment to others.
  
• The other side of the interaction represents you following up to get a report from the people you delegated to.
  
• Finally, the link completes the cycle and returns to its point of origin. This represents you forwarding the report, decision, or findings to the source that originally gave you the task.
  

2. Delegate in writing.

Often the delegation process breaks down because the person being delegated to is unclear on the details of the assignment. And rather than ask you for clarification (and possibly appear incompetent) the person sits on the assignment hoping you’ll give some additional clues about what you really want. That’s why you need to put every delegated task in writing.

The written document can be a simple e-mail or it can be something more formal, such as a detailed process sheet. The purpose of writing the task out is that it causes you to slow down enough and include all the details someone needs to complete the task successfully. Additionally, your written note provides clarification for the person who receives it. He or she can refer back to your written instructions while doing the task to make sure the work is being done right.

Yes, written delegation takes more time then verbal delegation. However, remember that for every minute you spend writing out the details, you save one hour in execution.

3. Train your team members to report back on time.

In your written instructions, be sure to tell people when you want them to report back to you, both with progress updates and the final product. Be specific. For example, rather than say, “Please give me regular updates on your progress,” say, “Please provide me a status update every Friday at 2 p.m. for the next two months, or until the project is completed.” And instead of saying, “Finish this by Wednesday,” say, “Please complete this task by noon on Wednesday.” Being specific removes any guesswork and enables your team to live up to your expectations.

When team members report back on time, make a big deal about it. Thank them for completing the assignment and congratulate them for reporting back within the timeframe outlined. Likewise, when they fail to report back on time, make an even bigger deal about it. Even if they completed the task but didn’t report back to you with the final product, help them realize that reporting back is every bit as important as getting the task done. With every delegated assignment, you need to reinforce the importance of reporting back in a timely manner.

4. Use a reminder system to ensure proper follow up.

Never delegate an assignment and completely leave it up to the other person to make sure it gets done. Just as the person you delegate to needs to be accountable for reporting in, you need to be accountable for following up.

Your reminder system can be your daily planner, a tickler file system, or any other system that works for you. Place a note in your reminder system to follow up with a team member if you have not received the report, update, or task as requested. So if you give the team member the deadline of Friday at 2:00 p.m. for a progress update, then you enter into your own reminder system to follow up with the person at 4:00 p.m. if he or she does not meet that deadline. Give the team member the full opportunity to report to you before you track the individual down for follow up.

Important: Only follow up when the person misses a requested update or deadline. You don’t want to train people that you will be following up with them on a regular basis, as that leaves the task’s responsibility with you. Rather, you want to train them that they are expected to report back to you, making them responsible for the delegated item. That’s why you set the progress updates and deadlines in writing. If they don’t report as scheduled, you must follow up. If they don’t report and you don’t follow up, the delegation cycle is broken and the process fails.

5. Report back to the person you received the assignment from.

Just because you receive the delegated task back completed (and to your satisfaction) doesn’t mean you’re done. Always remember to complete the cycle by reporting back to the person who initially gave you the task. Tell your boss the findings; give the customer the information he or she needed; share your report with the Board. Keep the communication chain in tact so others learn that they can trust you as well.

Delegate to Win

If you want to free up some of your time so you can focus on your core duties or income producing activities, you need to delegate effectively. So examine those tasks that are repetitive in nature and decide which ones someone else can do. Then delegate effectively by writing out your task, training people to report on time, doing proper follow up, and finally completing the cycle and reporting your results. Taking the time to get the delegation process right pays great dividends, in the form of increased productivity, on-track company objectives, and reduced work-related stress.

-- Christi Youd is a speaker, trainer and organizer who helps companies and individuals increase productivity with her company, Organize Enterprise, LLC. She is also the author of "Organize Your Office for Success" and "Organize Your Home in 10 Minutes a Day." A free download of her "25 Quick Tips to Finally Get Control of Your Messy Environment" is available at www.OrganizeEnterprise.com/25quicktips. To contact her about keynotes or training, visit www.OrganizeEnterprise.com or call 801-756-3382.

Posted by Steven Rothberg, CollegeRecruiter.com on May 21, 2007 at 7:57 AM | Leave a Comment (0)

What you do as a leader is extremely important. Why?

Because you are contagious! Leaders have an attitude that other want to catch. Leaders have a charisma that others want to catch. They have skills that others want to have rub off on them and on and on and on and on. So what you do, more so than what you say, rubs off on those that follow your leadership abilities. And since the one critical thing one has to have in order to be a leader is ... well, you guessed it, FOLLOWERS, then let's keep the focus on those folks and make sure that as leaders we are doing what makes the most difference to them. After all, leadership is all about the followers!

Just think, what would you be if you had a great many leadership skills that made you tremendously effective, but no followers? Well, if I am thinking straight here, you would be incredibly skilled standing out there all by your lonesome. Not exactly how we picture a leader. A Contagious Leader is the guide on the side, not the sage on the stage and that is what any number of these steps will help you to achieve!

1. Call employees "those that work WITH you".
2. Stop calling employees "my employees," "my people."
3. Set goals with others.
4. Teach others to write his (or her) own goals down.
5. Ensure goals are measurable.
6. Create goals that are both realistic and unrealistic.
7. Hire the right people for the right jobs.
8. Encourage mentors at all levels.
9. Provide value to someone before you need value from them.
10. Be genuinely interested in the needs of others.
11. Have sincere desire, authenticity, and integrity in what you do or you
will fail.
12. Know that all endeavors will not be easy and will not happen the way you
wish.
13. Recognize that all followers will not agree with or "be on board" with
what you want.
14. Allow for the opinions and ideas of others in all matters.
15. Find the leaders on the team you lead that have no leadership title.
16. Cultivate the natural gifts, skills, and abilities of those individuals.
17. Infuse a need to grow by teaching, rather than giving, the answers.
18. Allow for errors and missteps and mistakes at many levels.
19. Inspire persistence even after the first, second, and third rejection of
an attempt.
20. Keep a cool head even in times when the world is falling apart.
21. Avoid engaging emotions until all angles have been examined.
22. Communicate assertively, but not in an overpowering fashion when issues
are heated.
23. Remember that your body continues talking long after your lips stop
moving.
24. Adhere to the ratio that you have two ears and a mouth and use them
proportionately.
25. Seek input from those closer to a problem than you are.
26. Be interested in the growth of others even more so than the others are
at times.
27. Listen to the grapevine often and regularly.
28. Build rapport with someone by finding overlapping frames and reference.
29. Fuss over others' events, achievements, families, and friends.
30. Be entertaining, humorous, or at the very least, fun to be around.
31. Engage serious behavior on serious subjects when warranted.
32. Communicate with others in a language that they understand.
33. Avoid assuming that your communication or personality style is the one
everyone else has.
34. Inspire creativity.
35. Promote impromptu brainstorming sessions with the leader present.
36. Engage in active learning every day.
37. Encourage all those you lead to have and or get a LIFE!
38. Reinforce the idea that work and life must be balanced or both will be
out of whack.
39. Share you expectations clearly and consistently and early.
40. Give yourself permission to leave things undone.
41. Let go of needing to be perfect.
42. Let go of needing everyone else to be perfect.
43. Relinquish the need to always have others like you.
44. Recognize those who perform their job consistently day in and day out.
45. Learn the different types of recognition: public, private, tangible, and
intangible.
46. Avoid giving a public person private recognition; they will see little
or no value in it.
47. Share kudos and praise in public, yet discipline and reprimand in
private.
48. Give tangible people stuff they can feel, hold, and hang on to.
49. Be spontaneous, as well as scheduled in your recognition efforts.
50. Spend most of your time with those who are performing the way you have
asked.
51. Observe what people do for others to learn what they would like done for
them.
52. Focus on the end result: Motivation for performance.
53. Remember that money does not motivate for the long term and becomes
expected.
54. Address only areas of behavior and performance when being critical.
55. Maintain clarity on the fact that attitudes are not taught or changed
without the owner's consent.
56. Criticize someone's attitude at your own risk.
57. Micro-manage only those who need it and only until they prove that they
do not.
58. Believe that people do what they get paid attention for.
59. Recognize that managers have to have a title and leaders do not.
60. You become what you think about.

-- Monica Wofford brings more than 17 years of experience as a business consultant, trainer, and speaker to Monica Wofford International, Inc. A sought-after trainer, Wofford leverages scientific research and data to design curricula and presentations that positively impact both behavior and performance. She is the author of "Contagious Leadership", "Contagious Confidence," and "Contagious Customer Service". She can be reached at www.monicawofford.com or (866) 382-0121.

Posted by Steven Rothberg, CollegeRecruiter.com on May 9, 2007 at 8:47 AM | Leave a Comment (0)

By: Morty Lefkoe

Jeff has a hard time looking directly at the faces staring intently at him. His hands start to perspire, his mouth feels as if it's filled with cotton, his heart pounds wildly against his chest, and his mind is consumed with a single thought: "Oh God, I'm going to die!"

Is he about to face a firing squad? No. Jeff is just getting ready to give a speech.

This is the terrifying experience that over 200 million people have when they have to speak in public. When ranked, the fear of speaking in public is the number one fear, surpassing even the fear of death. As Jerry Seinfeld once put it: "Most people at a funeral would rather be in the coffin than delivering the eulogy."

Sufferers have tried everything from picturing the audience in their underwear, to hypnosis, to various forms of psychotherapy. Most of these approaches don't permanently eliminate the fear and they may take many months and cost many hundreds of dollars.

What is it that causes two out of every three Americans to recoil in terror when told they will have to address a group of people? And even more importantly, what, if anything, can be done to get rid of this terror?

It is possible to be one of those select few who seem to be at ease in front of a large crowd, who seem to be at their peak when giving a presentation. Here are four steps to help you become one of those people and get rid of your fear of speaking in front of crowds:

1. Identify the beliefs that cause the fear.

Standing up to speak in front of a group of people is not inherently scary.
If it were, everyone would have a fear of public speaking, which they don't.
What really causes the fear are a series of beliefs that many people hold.
You need to identify which of these beliefs causes your fear of public speaking. Only then can you really go to work on the next step. Some of these beliefs include:

• Mistakes are bad and if I make a mistake, I'll be rejected. These two beliefs often make a person nervous that they will make some type of mistake, which will then cause them to be rejected.
  
• People aren't interested in what I have to say. These beliefs cause presenters to doubt their own credibility and assume that they are not qualified to be speaking on a particular topic.
  
• I'm not capable, I'm not competent, I'm not important and I'm not good enough. People with these beliefs are terrified that the audience will discover these things about them as a result of a less than perfect presentation.
  

Most people find out that the beliefs that cause their fear of speaking in public stem from childhood experiences with their parents. Here are a couple of examples to make this clear.

When you were a child and your parents got upset when you didn't do what they wanted you to do, you may have concluded that "Mistakes are bad."

When you were a child and mom and dad didn't spend much time with you, you may have concluded "I'm not important."

3. Find alternative interpretations for your beliefs.

To get rid these beliefs, you need to take a different look at what actually happened. See it from other perspectives. Realize that the events of your childhood could have several different meanings.

For example, if mom and dad were frequently critical and usually didn't acknowledge you for things you were proud of, you would likely conclude: "I'm not good enough." That is one possible interpretation. But it is not the only one.

Alternate explanations could be: "My parents just wanted me to reach my full potential, it isn't that I'm not good enough." "My parents just had unreasonable expectations of me." "Maybe I wasn't good at a few specific things, but that doesn't mean that as a person I'm not good enough."

In other words, what we think is "a fact" as a child is merely one interpretation out of many possibilities.

4. Recognize that you never really "saw" your belief in the world and what happened has no meaning until we gave it a meaning.

Here's what I mean.

When you were a child and your parents got upset when you didn't do what they wanted you to do, you may have concluded that "Mistakes are bad." It seemed like "Mistakes are bad" was a fact that you saw in the world. But you didn't really see this belief, you only saw that your parents were upset at you when you didn't do what they wanted. Your belief-the meaning you gave to their upset-exists only in your mind.

When you were a child and mom and dad didn't spend much time with you, you may have concluded "I'm not important." But, of course, you didn't see this belief either. You only saw that mom and dad weren't around very much. The meaning of their behavior exists only in your mind.

Your parent's behavior had no inherent meaning until you give it a meaning.

When you realize that your belief-the meaning you assign to the events-exists only in your mind, it will no longer be "the truth" for you.

And when all of the beliefs that cause the fear of public speaking-or any other fear or negative emotion for that matter-are gone, the negative emotions are gone too. Permanently.

Many people have resigned themselves to believing that they just weren't meant to be a speaker. Instead of shying away from opportunities to contribute and lead discussions, learn how to overcome your fears. Don't let a fear of public speaking hold you back from achieving success.

-- Morty Lefkoe is President of the Lefkoe Institute. During the past 22 years he and his colleagues have helped over 12,000 people around the world quickly and permanently eliminate their fear of public speaking and other performance anxieties, along with many other emotional and behavioral problems. They use a scientifically proven method called The Lefkoe Method.
For more information about how to eliminate the beliefs that cause fear of public speaking visit www.undoityourself.tv.

Posted by Steven Rothberg, CollegeRecruiter.com on May 8, 2007 at 9:07 AM | Leave a Comment (0)

How Millenials Can Overcome Negative Stereotypes in the Job Market

College students graduating this spring have green job pastures over the horizon, with college hiring increasing as much as 17.4 percent this year, according to the National Association of Colleges and Employers. However, it’s not the lack of green pastures that plague this new generation of workers. It’s their grazing habits.

This year’s graduates are part of the Millennial Generation, which is often termed the “Entitlement Generation” by Gen Xers who view Millennials as demanding, narcissistic and impatient. So, as college students trade in shorts and t-shirts for a new suit this Spring, how can they combat employers’ preconceptions and prove their worth?

Tom Gimbel, CEO of The LaSalle Network, has placed more than 8,000 employees at 800 different companies, and offers the following tips to help Millennials become an undeniable asset to employers rather than just a necessity.

Use Your “Technability”: Young employees tend to be more conversant on the newest technology, so put your technability to use! Look for new ways to add value to your employer and be willing to help others with technical issues.

Find a Hero: Whether it was Rainbow Bright or Spiderman, chances are you had a hero as a kid. As a rookie employee, you should also have a hero. Find someone within the company you connect with and from whom you can learn.

Don’t Be a Mama’s Boy or Girl: You’re no longer in grade school, so your parents should not be calling your employer requesting a raise or a lighter workload for you. Employers want employees who can think for themselves and handle their own situations without running to mommy.

Bust Out the Megaphone: As a recent grad, you bring a fresh perspective into a company. So, if you see areas on which the company can improve, speak up! Offer to tackle the problems head on and prove you can add value to the company.

You’re Good Enough, You’re Smart Enough, But You’re Not That Special: The biggest concern about Millennials is their work ethic. You are an entry-level employee, not the CEO, so expect to do some menial work. Come in early, leave late and volunteer to go beyond your job responsibilities to prove to employers you’re willing to work your way up.

“Starting work, like starting college, is a natural transition in life,” Gimbel says. “You should approach the first days, weeks and months in your first job as you would a date with the most beautiful person in the world – dress to impress, be polite and let your talent shine.”

About The LaSalle Network
Built on the principle that, “Our People Make the Difference,” The LaSalle Network is the fastest growing staffing, recruiting and executive search firm in Chicago with an average annual growth of 30% since 2001. The LaSalle Network delivers comprehensive staffing and employment solutions through a series of programs designed to engage, qualify, and onboard temporary and permanent employees. For more information, visit www.thelasallenetwork.com.

Posted by Shawn Augustson, CollegeRecruiter.com on May 4, 2007 at 8:56 AM | Leave a Comment (0)

If you’ve ever looked for a job before, tried to land a new client, or simply attempted any endeavor on your own, chances are that you didn’t strike gold on your first try. Or second…or third. After all, to err is human, right?

Sure, we all get rejected, make mistakes, and just mess up occasionally. But if you’ve been striking out on a regular basis when it comes to accomplishing your job search goals, it may be time to rethink your strategy. If you’re wondering why nobody is calling you back, read on for answers:

Mistake #1: You confused them.

Let’s imagine a typical job-search scenario: You’ve read about an interesting job online, so you whip up a cover letter, dash off your resume, and you wait by the phone (or computer) for some kind of acknowledgement or reply from a recruiter about what’s to come. Unfortunately, the phone doesn’t ring and you’re left wondering what you did wrong.

Consider this possibility: You were confusing. Maybe you applied for a sales position, but you also mentioned that “you’d be open to a position in marketing or finance” in your cover letter. Or perhaps you have job experience in everything from teaching English to baking pastries –and it’s all on your resume.

The solution? Clarity.

When you give too much information about you, your professional history, your future career goals, or anything else for that matter, you run the risk of confusing people. As much as we’d like to think people read what we write (she writes, hopefully) and listen to what we say, chances are, they aren’t. People are busy, time is limited, and recruiters are inundated with phone calls and emails all the time. Your job is to be direct, clear, and get to the point – fast.

Before you send out a resume or pick up the phone, ask yourself this question: “Above everything else, what is the one thing I want the reader of this email/resume/cover letter to know about me?” Think about how you can edit – or even remove – everything on paper that doesn’t fit your ‘one thing’ requirement. For instance, if you’re dying for a position in investment banking, do you really need five bullet points on your resume about your work as an English teacher? The more information you throw at somebody, the less likely it will be read and really remembered.

Mistake #2: You bored them.

Have you seen the movie, “Jerry Maguire”? If you have, you’ll remember a scene where Tom Cruise is professing his love to actress Renee Zellweger. As he begins to share his feelings, she stops him and says, “You had me at hello.”

When it comes to writing a resume or handling yourself during an interview, you’ve got to ‘have them at hello.’ Think about what we said earlier: Busy professionals – including recruiters and hiring managers – are inundated with emails, resumes, and other materials on a daily basis. The result? Long emails, boring letters, and unprofessional resumes get discarded, deleted, and ignored.

The solution: Meaningful information that matters to the reader. If you want your resume and cover letter to stand out above the noise and competition, your written materials must be concise, clear, and deliver meaningful messages that grab the reader. Leave out the clichés like, “I’m a team player,” “I think outside the box,” or “I’m a hard worker.” Even if these things are true about you, everybody writes this stuff, and these kinds of descriptors are just too broad and sweeping to really deliver any meaning, anyway. Plus, do you really believe it when someone else tells you that they are a ‘hard worker’? If you’re like most people, you’ll believe it when you see it.

Recruiters are the same way. If you really are a hard worker and you want to say so, then you also need to prove it. Don’t write it unless you’re also prepared to offer a clear, concise example about a time when you really put the pedal to the metal. In fact, whenever you write anything about yourself, always be ready to offer up a story, an example, or some other evidence that truly demonstrates you are who you say you are.

Elizabeth Freedman is the author of Work 101: Learning the Ropes of the Workplace without Hanging Yourself and is a 2005 Finalist for College Speaker of the Year, awarded by the Association for the Promotion of Campus Activities. She runs a Boston-based communications and career development firm where she partners with corporations to help their new professionals look smart, sound sharp and succeed on the job. Clients include PricewaterhouseCoopers, The Gillette Company/Procter & Gamble and The Thomson Corporation. For more information, please visit http://www.elizabethfreedman.com or email info@elizabethfreedman.com.

Posted by Shawn Augustson, CollegeRecruiter.com on May 3, 2007 at 6:18 AM | Leave a Comment (0)

Got a fever? Take some aspirin. Sore throat? Perhaps some bed rest will help.

Looking for a job but still haven’t found one? The remedy for this one is considerably trickier.

I’ll tell you one remedy that doesn’t work: Panic and beat yourself up for not getting millions (or even one) job offer. And the remedy where you spend a lot of time hoping, wishing, thinking, and praying that you’ll just somehow, magically land a job without having to network or make phone calls? That doesn’t work too well, either.

If you’re looking for a remedy to unemployment, the answer isn’t always as simple as taking a couple of aspirin. In fact, one of the reasons why it’s so hard to figure out our individual job search challenges is because we haven’t always diagnosed the problem correctly.

In other words, if your job search isn’t going along as smashingly as you would have liked, stop for a minute and take your job search temperature. Give yourself a moment to slow down, get honest with yourself, and really figure out what isn’t working for you. When you assess and diagnose your situation accurately, you can pinpoint the specific job search areas you need to work on, and better identify solutions for doing so.

How do you take your job search temperature? Review the past six months (or year) of your job search life and consider where you’ve most often stumbled.

If you’re like most other job seekers, your temperature reading probably revealed one of the following diagnoses:

Diagnosis #1: Time

More often than not, students or professionals in transition will diagnose ‘time’ as the problem to their job search situation. Quite simply, these folks simply haven’t put in enough of their time on a regular basis to make any real progress.

This could be because they put all of their time into schoolwork, their current jobs, or other extracurricular activities. It could also be because they dread the job search and have procrastinated and put off the necessary tasks of working on a resume, networking, practicing interviewing skills, and so on.

In some cases, job seekers underestimate how long a job search can actually take, particularly those who are transitioning from one career into another, or for those who seek professional opportunities outside of their home countries.

Consider the remedy:

Unfortunately, time management isn’t one of those issues that we can slap a band aid on to fix. We each have 168 hours in a week to spend however we choose. Do you choose to spend a chunk of that time on your job search and career…or not? The choice is yours, and nobody can make the job search a priority – a top priority – but you.

For students who are struggling with managing classes, team projects, activities, and a job search, I will add this: Don’t get sucked in to caring so much about getting straight A’s that you neglect the real reason you came to school – to get a great job.

Obviously, we’re not knocking the importance of learning and studying and academic achievement while you’re in school. But if you’re finding that everything else comes before the job search, or that you’re so busy doing schoolwork that you can’t spare a few measly hours a week for your job search, take a deep breath and remind yourself why you are spending $(insert six figures here) to get that degree.

Diagnosis #2: Interviews

While time management is an issue we all struggle with, your temperature reading may reveal something different. If you’re like a lot of job seekers, you might discover that you are putting in the time, but you simply aren’t getting selected for a lot of interviews. We all run into this issue on occasion, but if you haven’t landed a job interview since Bill Clinton was in office, this could be your temperature talking.

Consider the remedy:

First, I’m going to guess that your resume needs some work. After all, it is your resume’s job to get you the interview. Your resume has to blaze – it’s got to be sharp. Use strong language to sell your accomplishments, use numbers to quantify those accomplishments, and don’t be afraid to be bold in that cover letter.

What if you’ve got the perfect resume and you still aren’t getting interviews?

Consider your channels of distribution. For example, are you only applying for jobs on campus or online? If so, you’re making things tough on yourself, because when you only apply for jobs through these passive channels you’re competing against lots and lots of people for a single opportunity. Those are tough odds, where a fantastic resume may get buried or lost in the clutter.

The solution? Get out from behind the computer screen and start networking. When you network in a way where you are focusing on giving (not taking) and building long-term relationships (not one-time meetings or phone calls), you’ll begin to meet people who can put your resume in the right hands. (For more on relationship-building, see our article, “Down with Networking.”)

What if you have the perfect resume and you are networking day and night – and you are STILL not getting interviews?

If this is you, I want you to consider the types of jobs for which you are applying. Are you applying for everything and anything out there– even if you really don’t have the background or experience? Or, consider the fact that you may be overshooting, applying for jobs for which you really aren’t qualified. For instance, you may be seeking opportunities with top tier consulting firms (who typically consider everything about your academic, professional history) despite the fact that you’ve got low GMAT scores. If this is you, ask yourself if you applying for jobs for which you are legitimately qualified and where you really have an honest shot.

Diagnosis #3: Offers

As many of us have experienced, it is one thing to get the job interview, but it’s entirely another to land an offer. This is the trickiest job search diagnosis, because for each of us reading this article, there’s probably a different reason why we may have not received a job offer after interviewing for a position. Still, let’s take a shot at it.

Consider the remedy:

First, you and I know that you’ve got to really, really show your enthusiasm, expertise, and confidence during the interview. To do this, you MUST practice interviewing. Do this often – especially if you’re interviewing for jobs in a language or culture different from your own.

Whether you’re a student or professional in transition, it’s easy to videotape your mock interview and then review it with a professional. Get feedback on your responses, on your outfit, on your mannerisms. Some of us do this once or twice, but I’m going to suggest you do this a few times. You will be amazed at how much you can improve.

What if you’ve practiced and practiced and you’re still not getting offers?

Make sure you’re really able to talk someone through your resume in a way that doesn’t just give a timeline or facts but sells who you are. Have your answers to key interview questions rehearsed (questions like, “Take me through your resume” or “tell me why you’re interested in our company and this position”) so that you are constantly showcasing your expertise and enthusiasm throughout your responses.

But what if you are a very, very strong interviewer and you’re STILL not getting offers?

If you think this is you, you’ve got to ask for feedback from the recruiters or hiring managers that interviewed you but did not offer you jobs. Not everyone will share this with you, but you’ll be surprised at how many candid answers you will receive.

While I was getting my MBA, I was turned down by GE for a job opportunity. Naturally, I was convinced I was sheer perfection in the interview and couldn’t fathom why I didn’t get a job offer. So, I contacted the hiring manager who interviewed me and was told that I had “poor eye contact.” Ouch….but if I hadn’t asked, I wouldn’t have known, and I worked on the eye contact. Do yourself a favor and ask, so that you aren’t making the same interview mistakes over and over.

Taking your Job Search Temperature isn’t always easy, but it is necessary. After all, if you don’t know what’s wrong, how can you fix it? Figure out what you need to fix, and get better soon.

Elizabeth Freedman is the author of Work 101: Learning the Ropes of the Workplace without Hanging Yourself and is a 2005 Finalist for College Speaker of the Year, awarded by the Association for the Promotion of Campus Activities. She runs a Boston-based communications and career development firm where she partners with corporations to help their new professionals look smart, sound sharp and succeed on the job. Clients include PricewaterhouseCoopers, The Gillette Company/Procter & Gamble and The Thomson Corporation. For more information, please visit http://www.elizabethfreedman.com or email info@elizabethfreedman.com.

Posted by Shawn Augustson, CollegeRecruiter.com on May 2, 2007 at 7:04 AM | Leave a Comment (0)

Trying to find employment within the non-profit sector or in social or human services can be very challenging. One way to make your job search process more effective is to think like a consumer.

As job seekers, we tend to be rather meek and timid. When attempting to find out about job opportunities, we might contact a human resources director and with quivering voice ask, "Are there any openings at your organization?" As consumers, however, we are much more confident. For example, if you were looking for a youth organization to send your little sister for after school homework assistance, you would likely talk with friends and colleagues to ask for referrals. You might also explore various referral networks, such as the local United Way. If you were unfamiliar with the area and did not know very many people, you might even contact the local school district or community centers to find out where they refer children who are seeking after school homework assistance. After collecting a list of potential sites, you would likely jump onto organizational websites to learn about the services and programs offered by each site. Then, you'd take time to call each organization and ask to speak with a director or manager. During that conversation, you would likely ask questions regarding the background and training of current staff. You might even ask for clarification about some of the programs and services that you'd read about online. Afterall, this is your little sister (or child, or cousin, or nephew, etc.) and you want the safest and absolute best possible service for her. As a consumer, you ask the right questions and you do so with complete confidence.

Now imagine that you were looking for employment with a youth service organization. All the steps mentioned above, that you wouldn't hesitate to perform as a consumer, would be equally as valuable to you in your job search. Rather than only looking online for job postings in youth organizations, if you contacted friends, family or local referral networks (such as the school district or the United Way), you could quickly develop a list of potential employers that are trusted organizations. By gathering research about the organizations prior to contacting them, you are in a better position to understand the ways in which your specific skills and abilities could be utilized by their programs and services. And if you take the time to contact a director or manager at the organization, (rather than a human resources professional), and speak with them about the services they offer, you position yourself as a colleague who is familiar with the field.

So the next time you're looking for a job, especially within the nonprofit sector or within social/human services, shake off your job seeker meekness and put on the confidence of a consumer.

Posted by Grace Kutney on May 1, 2007 at 9:48 AM | Leave a Comment (0)

Whether you were a liberal arts student or a business major, chances are the degree you got in college did little to prepare you for the new situations you’ll face at your first “real” job after graduation. The first day at work can easily feel like the first day of kindergarten. Someone directs you to your assigned seat, and you don’t know most of your co-workers.

I’ve interviewed more than 200 young people facing the post-graduation work force for the first time. Many of them have told me, “I’m not prepared for a real job,” even if they’ve done well in school and have a great track record at the internships and part-time jobs they had during college. The good news is that most employers take the time to train you. But the training manual and orientation sessions probably won’t tell you the best ways to make the most out of those first nervous days.

10 Tips for Getting Settled in a New Job

1. Organize your workspace. You’ll be more effective if you feel at home in your surroundings.
2. Meet everyone you can. It’s as easy as saying, “I don’t believe we’ve met yet…”
3. Ask lots of questions. Be a sponge and try to soak up as much as you can.
4. Start a reading pile. Gather up everything you can about the products, the company, the industry, etc.
5. Meet with your boss. Get your game plan together for the day, the week, the month, or longer.
6. Observe your surroundings. Take it all in and you’ll gather clues to how it all works.
7. Listen and learn before you present all the answers. Your simple solutions probably are neither simple nor solutions.
8. Establish a routine for your work week. Prioritize, look for patterns, and make your routine compatible with your boss and co-workers’ schedules.
9. Follow through on everything you promise. Be realistic and true to your word.
10. Realize things take time. It’s good to be eager, but have patience.

Another suggestion I share with young people about getting started in a new job is to learn “cube etiquette.” The office cubicle, like it or not, is the most common office workspace situation for college graduates.

“Cube etiquette” boils down to common decency.
• Control the volume of your voice.
• Keep personal phone calls brief, or make the calls from your cell phone away from where others are working.
• Keep your cell phone ring tone low or on vibrate.
• Don’t eavesdrop. If you can’t help it, don’t join in conversations you’re not a part of.
• Dispose of food containers in the cafeteria or break room. No one wants to smell your leftover Kung Pao chicken.
• Use discretion with your cubicle décor.

Many young people, though, get a little too caught up in “keeping the volume down” in the workplace when they start a new job. They think it’s best to always agree with the boss or go along with what all their co-workers seem to want. In meetings, they listen and rarely speak out.

I’ll confess, I wasn’t so humble. When I started a marketing job many years ago, I always spoke out, looking to demonstrate my leadership skills. I soon got promoted to a management position, but I didn’t have many friends. I had a lot of relationship repairs to make to do my new job effectively.

So, is it better to be bold or humble? Outspoken or silent? I think it is okay to speak out. Most companies want employees with critical thinking skills. The key to speaking out is to do it diplomatically.

7 Ways to Get Noticed in Your New Job—Without Stepping on Any Toes

1. Don’t be a know it all (especially if you don’t know it all). You want to prove how smart you are, but no one likes a person who thinks he knows everything and obviously doesn’t. Ask questions and do research to learn as much about the situation as possible before proposing a solution.

2. Propose your ideas in question form. Instead of saying, “We need to call the company directly to tell them they need to pay right now,” say, “Would it make sense to call the company directly to request payment?” Questions start discussions and don’t sound bossy.

3. Watch your tone. Sarcasm may fly in English class, and your mom may let you get away with a demanding attitude, but neither tone will leave a good impression in the workplace. Beware of sounding impatient, frustrated, short, or rude. The right approach is to be gracious and inquiring.

4. If you see a problem, offer a solution. It’s easy to point out all the reasons why something doesn’t work. It’s also easy to annoy your boss and coworkers with nay saying. If you see a problem, offer your thoughts in the form of a solution. Instead of, “That won’t work, there’s no one here who can design that,” suggest, “We might be able to overcome the design issue by hiring an expert.”

5. Don’t get defensive. If someone attacks you, the first thing you’ll want to do is attack back, but you can’t. Let your attacker look the fool by responding with respect and genuine grace, and you have a better chance of coming out of the barrage looking good.

6. Don’t get personal. Business isn’t personal, it’s business. Be passionate about what you do, but don’t let personal emotions get in the way in a work situation. Stay rational.

7. Don’t wait. When you have a real problem with a co-worker or the way something is being done, speak up early. Recognize the conflict probably won’t go away. If you can talk about the problem before it becomes a big deal, you’ll find it easier to be cool and rational.

Speaking up, if you do it right, can be a critical part of your overall game plan for making a good impression at work. But if you’ve followed these tips and you’re still not getting the results you’d like, you may need to allow more time to prove yourself in other ways. Make sure your work in those first weeks is consistently above par.
Demonstrate that you understand the company you’re working for and the industry you’re in. Make connections with co-workers who can help you learn, grow, and advance. Once you’ve proven yourself as a hard-working, high-quality employee, there’s a good chance that you’ll be heard the next time you speak up in the conference room.

***
Nicholas Aretakis is a life skills and career coach and the author of No More Ramen: The 20-Something’s Real World Survival Guide (Next Stage Press). He hosts an online community for college kids and recent grads at www.NoMoreRamenOnline.com.

Posted by Shawn Augustson, CollegeRecruiter.com on May 1, 2007 at 8:10 AM | Leave a Comment (0)

A term first used by Peter Drucker in his book, Landmarks of Tomorrow: A Report on the New Post-Modern World, (1996): “A knowledge worker is anyone who works for a living at the tasks of developing or using knowledge. For example, a Knowledge Worker might be someone who works at any of the tasks of planning, acquiring, searching, analyzing, organizing, storing, programming, distributing, marketing, or otherwise contributing to the transformation and commerce of information and those (often the same people) who work at using the knowledge so produced”.

More directly, a knowledge worker is understood to be:
• a problem solver versus a production worker;
• an individual who uses intellectual rather than manual skills to deliver a job function;
• an individual who requires a high level of autonomy;
• an individual who is a manipulator of symbols; someone compensated for quality of judgment rather than speed of work;
• an individual who uses unique processes as part of their job function;
• an individual who possesses un-codified knowledge which is difficult to duplicate;
• a worker who sources concepts, ideas and intelligence; and
• someone who uses knowledge and information to add to deeper knowledge information.

The term Knowledge Worker includes those in the information technology fields, such as programmers, systems analysts, technical writers, academic professionals, researchers, and so forth. The term is also frequently used to include people outside of information technology, such as executives, lawyers, doctors and teachers, as well as scientists and students of all kinds.

Article by David E. Perry Managing Partner of Perry-Martel International Inc., co-author Guerrilla Marketing for Job Hunters and Career Guide for the High Tech Professional. Readers may download 3 free chapters at www.gm4jh.com

Posted by Shawn Augustson, CollegeRecruiter.com on May 1, 2007 at 7:13 AM | Leave a Comment (0)

Getting Along with the Boss: Build the Relationship at Work that Matters Most to Your Career

Find me someone who has ever held a job, and I’ll find you someone who’s hated his boss. Call it karma, feng shui, or just the way of the world, but everyone seems to have had a boss they’ve disliked. Really disliked. Even bosses have hated their bosses.

Why the hate? For starters, as you’ve read thus far, the little things can get in the way of love. I, for one, find it hard to love the boss who clips his toenails in his office, as was the case with boss #3. Call me crazy, but I still harbor the slightest bit of ill will for the supervisor who returned a draft of a memo I had been working on with “I don’t get this” written in large, red letters across the top.

Despite these cruel injustices, it doesn’t serve me – or you, dear reader – very well to sit around, be cranky, and stew in our own juices. Hopefully, you’re working with a manager or supervisor who is enlightened and a joy to be around, or maybe your boss is less than perfect. Perhaps you don’t have a boss yet, but want to make sure you start off on the right foot when you do. Whatever the case, this is going to be one of the most important work relationships you’ll have, and you’ll want to do everything you can to make this relationship work. It doesn’t mean you two have to be best friends, but like it or not, your boss holds the keys to your career, at least for the time being. Unless you want to ride shotgun for the rest of the ride, you’re going to want to figure out how to love the one you’re with.

The Micromanager

How to Spot Him: It’s not tough. He’s the guy breathing down your neck, looking over your shoulder, and calling you every three minutes to check on how things are progressing with the report you’re working on. Micromanagers have a hard time giving up control and have you on a very short leash. Plus, they drive you completely nuts.

How to Manage the Micromanager: Consider his perspective – as your manager, his butt is on the line with everything you do. When you screw up, it’s more work for him, and he isn’t sure he can trust you to get things right. Perhaps he was burned in the past by a former employee and just isn’t willing to take chances on letting you work solo. Or, maybe he’s a control freak who won’t let go, or thinks nobody can do the job but him.

Try this: Think of your micromanager as a strict, overprotective mom who worries about everything, and who feels much better when she knows exactly what is going on at all times. Send daily updates, weekly reports, detailed voice mails – whatever it takes to keep her very, very informed. If you smell the faintest whiff of a problem in the air, let your micromanager know immediately. As Equity Methods CEO David Roberts (who is certainly not a micromanager) puts it: “Never let a bump in the road become a pothole. Keep me informed.”

If you want your micromanager to give you more independence, start with something small to test the waters. Show the micromanager the benefits of giving you some space and managing you less – for instance, they save time, gain productivity, and strengthen your skills and abilities in the process. And remember, trust is earned. Don’t expect your boss to let you handle the presentation or the proposal on your own for a while. No boss, no matter how relaxed, is handing over the keys to the Porsche until he’s darn sure that you can really drive.

The Absentee Boss

How to Spot Her: Good luck. If you happen to catch a glimpse of her in the office, she’s either running out the door, to a meeting, or is buried in a conference call. You see her so seldom, you hardly remember what she looks like. Often, the Absentee Boss leaves you wondering what you’re supposed to do and how you’re supposed to get it done.

Manage the Absentee Boss: Why are some bosses so hard to get a hold of? For the absentee boss, her disappearing act might be explained by the fact that she’s being pulled in too many directions and doesn’t have time for you right now. Or, let’s face it, some managers simply don’t want the job or responsibilities that come with managing someone, and it could be that she prefers handling the tasks of her job rather than managing you. Whatever the reason, that’s little comfort to those of us who would actually like to see our boss once in a while, if only so they can see all of the great work we’re actually doing.

Try this: First, try like heck to get your boss to agree to a weekly meeting. Even he’ll only give you five minutes, force him to put something on his calendar each and every week (or more) that is exclusively time for you. Don’t let him off the hook here –make sure you get a regular standing ‘date’ with him, so that even if he’s pulling a disappearing act the rest of the week, you know you’ll have your regularly scheduled meeting to ask questions, get him to sign off on stuff, etc. Once you’ve got your meeting, run it like a tight ship – be extremely prepared, keep your points short, sweet, and concise. If you aren’t prepared or waste time, it will be that much harder for you to get his attention the next time you need it.

The Slave Driver

How to Spot Him: Easy – he’s the boss who likes to schedule meetings on a Saturday afternoon, who wants to review your memo at 7:00 am on a Monday morning, and doesn’t seem to bat an eye about calling you on your vacation to discuss an upcoming project. Hard working?
Sure, but the Slave Driver takes it to a scary new level, where it seems there is little else that matters more to him than work – and you’re expected to follow suit.

Manage the Slave Driver: Managing the Slave Driver is tricky – after all, if he is your boss, you can’t very well say no to the early meetings, the Saturday work sessions, or anything else for that matter, can you? The answer is… maybe.

How to know? Start by taking a look around the office: Do you work in a company that celebrates a ‘work hard/Type A personality’ type of culture? Have you noticed that many of your colleagues work weekends, come in early, or stay late? If that’s the case, accept the fact that you’re part of a company or industry where working long hours is par for the course and your Slave Driver boss is simply one of many around the office. On the other hand, if you and your boss usually the only ones burning the midnight oil, you may have some room to negotiate.

Try this: If you’ve truly got a Slave Driver on your hands, your owe it to yourself to take a stand. Numerous studies of workplace life and stress management show how working around the clock results in less productivity, higher rates of absenteeism and illness, and, ultimately, burnout on the job. The bottom line: Your mind, body, and spirit need breaks from time to time. Don’t feel guilty about taking them.

Still, tread very, very carefully when telling your boss ‘no’ in any way, shape, or form. Even if your boss is being unreasonable, you’re still the new kid on the block, and the last thing you want to do is gain the reputation of being unreliable, lazy, or not holding up your end of things.

In the Final Analysis

If there’s one thing to remember when it comes to your boss, it’s that it’s up to you to make the most of your situation, even if your boss is Cruella DeVille in disguise. No matter how lousy your boss is (and I sincerely hope this isn’t the case), it isn’t an excuse for being lousy on the job. Instead, remember that bosses come and go throughout a career, and this is simply a small bump in the road. When the boss chips are down, resolve to focus more than ever on results and deliverables, and do the good work you were hired to do. And if it doesn’t work out perfectly – or at all – don’t worry too much. You’ve probably learned a few things along the way (even if it’s what not to do as a boss!) and you’re better armed, better prepared, and better able to handle the next one that comes along.

Elizabeth Freedman is the author of Work 101: Learning the Ropes of the Workplace without Hanging Yourself and is a 2005 Finalist for College Speaker of the Year, awarded by the Association for the Promotion of Campus Activities. She runs a Boston-based communications and career development firm where she partners with corporations to help their new professionals look smart, sound sharp and succeed on the job. Clients include PricewaterhouseCoopers, The Gillette Company/Procter & Gamble and The Thomson Corporation. For more information, please visit http://www.elizabethfreedman.com or email info@elizabethfreedman.com.

Posted by Shawn Augustson, CollegeRecruiter.com on May 1, 2007 at 7:08 AM | Leave a Comment (0)