When Bad Resumes Happen to Good People

When Bad Resumes Happen to Good People If your 401K has dwindled to a 201K and your real estate has gone soft, it’s possible that  the most important thing you own right now is your resume. But if the flow of e-mails into  my office is any indication, the number of people with bad resumes has reached epidemic  proportions. Worse, they don’t understand why I’m not doing back flips to schedule a  meeting. To stop the spread of this viral vitae, I offer these remedies: Less is more. The sole purpose of a resume is to get you an interview, period. It’s not an autobiography.  If you blurt it all out now, why should anyone want to meet you? Rather, think of it as  wrapping paper that will make its recipient eager to tear open the package and see what’s  inside. Once you’ve accomplished that, take a bow and start working on your interview  skills. Report, don’t editorialize. Resist the urge to tell me that you’re a “highly motivated, results-driven, visionary, worldclass  entrepreneur.” May I decide that for myself, after we’ve met and I’ve had time to  consider your multitude of accomplishments? Save the adjectives for a topic other than  you. This might be hard, I know, but it will be far more meaningful if I conclude that  you’re a “seasoned, savvy professional with a distinguished career” than if you announce it  beforehand and I have to hunt for evidence to support your claim. Give people credit for  having a clue and they may just return the compliment. Control your audience’s eye movements and you control the audience. This ancient wisdom comes from Alfred Hitchcock and I urge you to learn from the master.  Get your reader on a short leash with a choke-chain. Oh, did someone tell you those horrid  little bullets will make it easier to scan your resume? That’s exactly why you don’t want to  use them. Shameless self-promotions, garish buzzwords and inventive graphics are as  image-positive as polyester leisure suits…and about as likely to get you a date. Avoid  gimmicks aimed at luring the window shopper inside. If you want to provide a quick and  dirty overview for that ADD reader in your life, write a brief, dignified paragraph and call  it “Expertise” or “Summary.” Put it at the top of the page and get out of there. Just the facts, ma’am. Write the way Jack Webb spoke on Dragnet. Simple, direct statements in government style,  gray flannel prose. No lying, no embellishing. Say what you were genuinely responsible for and don’t merely feature “highlights” or “achievements.” Again, no bullets  â€" they resemble advertising copy. (Think how your filter kicks in when you see media  hype. Same goes for hiring managers and recruiters.) So let it look and sound like…well,  information. Leave out the poetry (together with any other unnecessary words, including  articles and pronouns) and write in clear, journalist declarations that begin with verbs  (“Woke up. Got out of bed. Dragged a comb…”). The number of pages doesn’t matter;  substance does. Tell your story and be done with it. Be realistic. If you’re a dermatologist in Buffalo who wants a job pitching for the Yankees, you’ll need  a wicked slider because even the best resume won’t help. And no, you can’t break down  10 years of accounting experience into core competencies and demonstrate how qualified  you are to become the next CFO at Google, either. By all means say what you’ve done, but  if the dots between that and what you’d like to do can’t be connected, the resume isn’t to  blame. Putting your fantasy on paper won’t make it come true. Ask yourself honestly, “Can I get there from here?” Keep your cash in your pocket…you’ll need it for gas.  Don’t hire a resume writer. Not for $100 and certainly not for $10,000. It’s a waste of  money, honey. Hire a seventh-grade English teacher to help with your composition, if you  need it, but not a pro. Although often well-intentioned and fiercely proud of their so-called  credentials, very few professional resume writers have significant, direct experience  actually placing executives in corporate functions. While you may be impressed by their  aesthetic standards, they simply do not have skin in the game. Follow the leader. Charles Montgomery Burns (The Simpsons), arguably the most successful executive of  both this century and last, has generously made his opus available to the world. See how  it’s done, and done to perfection, right here. What are my qualifications for making all these sweeping generalizations and decrees?  Judge for yourself… I’ll send you my resume when it’s done. Related: Why Your CV is Boring and Ineffective A 25-year veteran of executive search, Mark Jaffe has a reputation for seeing beyond the package and posture of highly accomplished business leaders. He is uncompromisingly direct and focused on his task â€" finding the perfect match for his client. Mark is one of the most frequently quoted talent brokers of the new economy and was named by BusinessWeek as one of the World’s 100 Most Influential Headhunters.  More information about Wyatt Jaffe can be found at:  www.wyattjaffe.com  

Personal Brands Do Ask. Dont Tell. - Personal Branding Blog - Stand Out In Your Career

Personal Brands Do Ask. Don’t Tell. - Personal Branding Blog - Stand Out In Your Career “When is it appropriate for me to criticize my co-worker?”   I got the question from a young manager in my course: Pitching the Perfect Presentation, on campus at UCLA last week. I felt flooded by the power to disabuse an entire group of people about an entirely inappropriate â€" yet pervasive â€" kind of communication: delivering unasked for criticism. I thought I’d expand on my academic platform and let you in on the etiquette. How do you ask? Have you ever asked for permission before you criticized a colleague, friend, family member, neighbor, or significant other? And not, “Hey, it’s time for me to criticize you: ready?” Nor telling them to brace themselves, “Here’s a heaping cup o’ criticism, coming your way!” The concept of delivering “constructive criticism” is often obfuscation. It masks the intention of unloading a gnarled mess of “perspective” on someone who is (or is not) living out your dream of how their job (or life) should be done. Maybe you don’t think you need to ask. After all, if your personal brand is “boss” or “know-it-all” then: fire away, right? Or, because your personal brand is defined as “role-model for those behind me on the path,” you have a duty to be corrector-in-chief, dontcha? Is it our duty? So, I stood in front of the class and thought about the God given right to criticize. I thought about when God would give it. Other than “back away: the stove is hot!” do we have a duty to admonish someone on something where we know better? Or, think we know better? It is a funny question because I teach. I coach. I talk at people from inside the television and tell strangers what I think they MUST do. My personal brand and my job title invite people to come to me when they want to move further and faster in their careers. When someone signs up for that, I make sure I’ve been deputized to deliver feedback as part of our working relationship. In fact, I make sure that honesty isn’t optional and that I’ll only talk about what I know at a world-class level. Only then can I deliver feedback. Feedback is not criticism What does feedback look like? Direction. Encouragement. And, when necessary: the recommendation to change course, see additional choices or consider that one choice obviates another. You cannot be both an astronaut, and Kate plus 8. So what’s the difference between criticism and feedback? The giver and receiver must think of feedback as a gift. You wouldn’t package poop and hand it to someone as a gift. You wouldn’t accept that as a gift. And, you must have permission. As my friend Bob Gregoire says, simply ask: “Would you like my feedback on that?” Here’s my feedback protocol 1. Share what you see as positive and powerful about what your receiver is doing â€" or wants to do â€" or has made an effort toward doing. 2. Then, share what would strengthen their performance, product or presentation. And, if you are throwing a lateral â€" interacting with a peer, co-worker or friend â€" be as quick to ask for feedback, as you are to give it. That will slow down the urge to share, wont it? Author: Nance Rosen is the author of Speak Up! Succeed. She speaks to business audiences around the world and is a resource for press, including print, broadcast and online journalists and bloggers covering social media and careers. Read more at NanceRosenBlog. Twitter name: nancerosen.

Fan The Flames - Personal Branding Blog - Stand Out In Your Career

Fan The Flames - Personal Branding Blog - Stand Out In Your Career It is an all-too-common sequence of events. We devote a tremendous amount of effort to establishing some networking momentum. No sooner than it appears as if our efforts will be successful, momentum seems to dissipate, often for no apparent reason â€" leaving us in the same state of being networked. Perpetual momentum This is generally deflating and certainly frustrating. The problem is not that we did something wrong in creating momentum â€" the impetus was clearly there. The problem is that we eased our efforts too soon and as such the momentum was not sufficiently established to perpetuate itself. Complacency is (unfortunately) natural The lesson is simple: When things are moving in the right direction and a positive outcome is inevitable, it is a natural tendency to sit back and relax. This is the time, however, when we can realize an extraordinary return on a little extra effort. We can obtain this little extra effort by simply reminding ourselves that when networking momentum begins to swing in our favor to not get complacent and focus on continuing to do the things that created the momentum. Challenge the natural tendency It is these times that we need to challenge ourselves to get out to one more event, make one more call or delve a little deeper into social media. These small extra efforts will yield relatively substantial returns for the us. In closing, consider this, if we set a match to a pile of sticks, there is a strong possibility that the fire may burn itself out before it has an opportunity to spread. If we gently fan the flames, however, we can transform our single match into a raging fire. Author: Frank Agin is the founder and president of AmSpirit Business Connections. In addition, Frank is the author of Foundational Networking: Building Know, Like and Trust To Create A Lifetime of Extraordinary Success and the co-author of LinkedWorking: Generating Success on the World’s Largest Professional Networking Website and The Champion: Finding the Most Valuable Person in Your Network.

Ask for More But How Much More Five financial considerations before asking for a raise

Ask for More â€" But How Much More Five financial considerations before asking for a raise The following is a guest post by Anitra Blue-Francis.  Her bio follows.  Here’s a not-so-fun fact: Women today earn just 83 percent of the salary men receive, according to a 2017 Pew Research study. This means that it would take a woman an additional 44 days to earn what a man makes annually. The reasons for not negotiating a higher salary can be different for every woman. It could be a lack of confidence in initiating the conversation, a fear of rejection or downplaying her own achievements. Whatever the reason, it’s essential for women to feel empowered to ask for more. But, before scheduling a talk with your supervisor, you should consider how a raise could affect your lifestyle, how much additional compensation you feel you deserve (and gather the facts to back up that figure) and what to do if the answer is “no.” The questions below will help equip you with the knowledge you need to have the conversation and feel confident asking for more. Could a raise impact more than my finances? It’s important to consider the potential career and lifestyle implications that could accompany a salary increase. For instance, will a higher salary mean taking on more responsibilities at work? Could this increase the amount of time spent at the office, thus reducing the amount of time available for family, friends and personal interests? If the advantages of earning more outweigh the potential implications, outline proof points that include your professional goals and/or accomplishments, as well as additional projects or responsibilities outside your current job description that you handle or are willing to tackle. These proof points will not only help you to make a stronger case, but can also serve as a confidence booster during the conversation. How will a salary increase directly affect my current financial status? In addition to the career and lifestyle considerations of a raise, knowing the financial impact is also essential. A financial professional is a great resource to better understand how a raise may affect your larger financial picture. For example, depending on the raise amount, could there be limitations or restrictions associated with entering a higher tax bracket, such as disqualification from certain retirement investments like a Roth IRA? A financial professional from Northwestern Mutual can provide you with these insights and reallocate your assets accordingly, if needed. Will my increased income still be protected? According to the U.S. Social Security Administration, one in every four employees will experience a three or more month-long gap in employment due to a variety of factors such as maternity leave, chronic illness, or a sudden event like a car accident or heart attack. This is why it’s essential to have income protections, such as disability and life insurance, in place if the unexpected occurs. But, it’s important to note that a raise could affect how much of your income is actually protected, especially when participating in an employer-sponsored group plan. Learn what effect an increase in salary might have on your current coverage, knowing that incremental insurance might be necessary to ensure everything you’ve earned is covered. How much more should I ask for? With proof points in hand and the right financial knowledge, it’s time to determine how much to ask for. A great first step is to research the average salaries of others in your industry and similar roles, and review how they compare to your salary. This is also when a financial professional can be of assistance. A financial professional from Northwestern Mutual will take into account not only your current financial situation but also your short- and long-term goals to provide an understanding of what salary is needed to achieve those goals. If my boss can’t offer me a raise, what’s my next step? Sometimes your employer can’t offer you a monetary raise. Don’t be discouraged! Come to the table with alternatives.  What benefit could your employer offer you in the here and now? Think of it as a lifestyle raise. It could be assistance in paying off your student loan debt, offsetting costs for continuing education or licensing, more vacation time or a flexible work schedule. Asking for more isn’t easy, but with the above to guide your conversation, you can feel more confident doing so and get one step closer to earning what you deserve. Anitra Blue-Francis   Anitra Blue-Francis is a financial advisor and focus-driven career woman. During her ten years with Northwestern Mutual, she has remained committed to brining financial literacy to established professionals that appreciate the value of a trusted advisor.    

I Was Kicked Out of the Army Because I Didnt Even Send in a Resume

I Was Kicked Out of the Army Because I Didn't Even Send in a ResumeI hope that when you read this article you will please find my resume attached. I wanted to share a few stories about people who have been kicked out of the army for not sending in a resume and some advice on what to do next when you receive this notification. Please read on and find out what I did that worked for me.My husband was one of our friends who was kicked out of the army because he didn't even bother to send in a resume. The reason why he didn't send one was that he knew that he would be fine in the civilian world, and the reason why he decided to join the army was because he wanted to go on a tour of duty in the Middle East. He wasn't sure about going with the first group he joined, so he just went with another group later on in the process. I knew that I had to do something so I called up my recruiter to see if I could have him removed from the military.Okay, so I am just going to straighten out the situat ion so you can understand how I was trying to get him removed. Basically, he was being kicked out for not following the 'do as I say, not as I do' policy. The reason why this is important to follow is because you don't want to offend someone in the military. If you do, then you are done. If you don't agree with them and decide to do something that will upset them, then you don't have a job.What was really a big deal for him was that he had been in the army a little too long, and he used certain words in his cover letter and an interview that upset his superiors. The person at the bottom of his resume said something to the effect of 'I guess you can leave now. 'I told her 'who said that?' She said it was her superior, and she was quite upset.Okay, so the first thing that I did was to explain to her that I was sorry, but I was told by my superiors that they were not going to remove me from the service. So the next thing that I did was to write a letter to my superior explaining what h appened. After she saw that letter, she realized that it wasn't that big of a deal and that I really had nothing to worry about.So my first advice for you is to show a little more class and not to show any disrespect or that you are in the military just to get a different story to tell the superior. There is nothing wrong with that, but your superiors are going to take away your ability to work in the civilian world when they get the impression that you have been disrespectful in the past.The second advice for you is to show your superiors that you care about them by writing a good cover letter that makes them see that you care about them and your career, but also just tell them what you did on your tour of duty in the Middle East. Tell them why you left and how much time you had left. Just say thank you and let them know that you are sorry that you were sent home. If you did something that could make them uncomfortable, then tell them.Finally, if you are kicked out of the military for not telling your superiors that you sent in a resume, then take the time to write one that is totally different and show your superiors that you are willing to do whatever it takes to come back and prove yourself. In the military, you will be required to do several tours of duty. If you have been disloyal to your superiors, then you will be required to go back and finish your tour of duty.

Volunteering as a Career Management Strategy

Volunteering as a Career Management Strategy This week I was awarded the Breiger Award from the Human Resources Association of New York, HR/NY, the countrys largest chapter of the Society for Human Resource Management, SHRM. The award honors exceptional service to the chapter and the HR community and I was recognized for my efforts to help build the chapters membership. And while Im thrilled that the HR community thought enough of my service to recognize my contribution, the benefits to me have been equally valuable and my role as a volunteer has offered me countless opportunities both personally and professionally. Helping out a community or cause that you are passionate about helps you build new skills and visibility that can enhance your professional credibility and open doors that can accelerate a career or a job search. Here are just a few of the fringe benefits that come with volunteer service.Community. Volunteering in a professional organization or other association that you care about brings you together with people wh o share similar interests or values. This common bond helps build relationships and trust. People are much more willing to share information with people who are part of their community because their is already a connection to that person.Leadership. Taking on a leadership role in an organization allows you to showcase your ability to direct others and think strategically about a process or project. If you can successfully lead a team or project in a volunteer environment, people in that community will notice and will act as advocates for you when other opportunities to lead surface.Skill Development.  Through volunteer opportunities you can begin to hone skills that may not be part of you current area of expertise but could be important to your future professional development. Skills acquired through a volunteer opportunity are no less valuable than those acquired through a paid opportunity and the skills you build through a volunteer experience could help position you for a paid op portunity down the road.Networking. Informal conversations about companies and job leads go on all the time in volunteer-based personal and professional organizations and affinity groups. Some of the best assignments are routinely communicated through people, not job boards or search firms.Like any other type of relationship you build, approach volunteer relationships with a give to give rather than a give to get attitude. You will be helping others and generating some good karma, but in the long run you will probably be quite pleased with the return on investment of your volunteer efforts.

How one CEO ended up naked in the office - The Chief Happiness Officer Blog

How one CEO ended up naked in the office - The Chief Happiness Officer Blog Danish CEO Mogens Norgaard was once naked in the workplace. Not by accident but?for a very specific purpose. Find out why in this video. If you want to see the actual event, click here. Warning: It does (for obvious reasons) include nudity. Thanks for visiting my blog. If you're new here, you should check out this list of my 10 most popular articles. And if you want more great tips and ideas you should check out our newsletter about happiness at work. It's great and it's free :-)Share this:LinkedInFacebookTwitterRedditPinterest Related