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Real Job Talk
43 minutes | 11 days ago
Episode 61: Managing up with Mary Abbajay
Welcome to Real Job Talk, Mary Abbajay! Mary is a speaker, consultant, and trainer who works with managers and teams to create productive workplaces. She also teaches at the university and post-graduate level, speaks at numerous conferences, and is an active volunteer. Mary is the CEO of the Careerstone Group, and the author of Managing Up: How to Move Up, Win at Work, and Succeed with Any Type of Boss. Mary wants to make the world a better place by making the workplace a better place. We asked Mary what the biggest challenge has been in the workplace over the last year, and she talks about how teams, managers, and companies weren’t prepared for remote work. Many people figured out how to manage up when they were in the office, but were lost when everything went remote. Bosses changed their approaches and life became complicated. In the beginning of the pandemic, Mary taught managers some skills about remote work such as learning how to manage with results and staying connected. She saw that managers didn’t know how to juggle everything and also manage remotely, and she reminds us to have empathy for our managers too. Managing up isn’t about sucking up and licking boots. It’s about managing that relationship and making sure it’s working well for you, your boss, and your organization. Keys to managing up: understanding the manager has influence over our career, and we can’t change them. People who manage up well understand that adapting how we react to others is an empowering skill. You know The Golden Rule - treat others how you want to be treated. For managing up, try The Platinum Rule -- learn how others like to be treated and then do that. When you give others what they need, it builds trust. Read your boss and how they communicate in order to figure out what will work best for them. Things to look for in your boss: are they focused on tasks or the big picture, do they have a fast-paced or slower work style, and do they like sharing a lot of info or just the highlights. Once you’ve assessed their style, you need to decide how you can and want to adjust. Mary has a conversational template for preferences, priorities and pet peeves….it’s your job to have it with them to build a shared framework for how the relationship will work. LCLD Manage Up HO_2020 You can have a check-in with them using this doc individually or as a team. Learning about them will change the dynamic of how you work together. How do you get better at managing up? First, have the conversation. Train yourself. See who is successful with the boss, and observe them ask them what works. A little of self-awareness, responsibility, and be willing to share new things grows this skill like any other. Mary tells a great story about a micromanager boss and how she changed their dynamic by reading her and how to best work with her Never assume that your boss knows what you’ve accomplished, are working on, or how valuable you are. It’s on YOU to show them how fabulous you are. Keep them in the loop and stay on their radar. Give until they tell you they don’t want it. Big rule: use that cc unless your boss doesn’t like it. The power of the cc is to have your boss know what you’re up to, but also to keep them in the loop so they aren’t caught unaware. Talk about work boundaries, your environment, and if and how you need help with flexibility. There are different types of bosses with keys to each: The “Normal” Boss. This category covers most poeple, whether they are introverts or extroverts, and across different management styles, like advancers, harmonizers, and energizers. The keys to an normal but introverted boss are to be proactive, stay on their calendar, tell them what you want to talk about, and give them time to speak. Manage your chatting….it drives them nuts! The key to an normal "evaluator" boss: they love details and accuracy. Learn to love the details and have the facts when you meet with them. “Difficult” bosses come in different styles, like micromanagers, impulsive boss, seagull boss, ghost-boss, work-a-holic, and “friend boss.” The key to micromanagers is to over-communicate and show them that you will do things the way they want you to. They need to get what they need. “Toxic” basses are those who humiliate, debase, abuse, bully, or are narcissists. Bad people who create toxic work environments. The main key to a toxic boss is to: 1. Get out! You can’t change an asshole, a narcissist, or a bully. Get out. If you find yourself working for a narcissist, you do need to be a kiss ass until you get out, but you have to determine how long you can do that and you protect your professional image. Remember they will raise themselves by pulling you down. In general, managing up is about finding the right strategy that will work with “this boss.” Mary has a great talk on YouTube about successfully working remotely. She advises to stay on the radar, invite your boss for a virtual, meaningful coffee. Ask your boss their preferred communication channel, and USE IT. Ask for feedback on what’s working well and not well, and ask if they’d like to see you change something, and tell them what you think would help. Stay positive and show some concern for your boss. Stay away from negativity and complaints without actions or suggestions Being a complainer is a drain and will do nothing for your career. We asked about working with someone who is fundamentally different from us (e.g., an extrovert working with an introvert). Mary's advice: bring your best authentic self that the situation calls for and build the muscles that will push you to work with others. As always, you need to manage yourself first before you manage others You are the CEO of your career. The book: Managing Up: How to Move up, Win at Work, and Succeed with Any Type of Boss LinkedIn Course: Managing Up as an Employee Twitter: https://twitter.com/maryabbajay Linkedin: https://www.linkedin.com/in/mary-abbajay-managingup/ Instagram: https://www.instagram.com/maryabbajay/ Facebook: https://www.facebook.com/maryabbajay Company: Careerstone Group
54 minutes | a month ago
Episode 60: Communicating Globally with Raúl Sánchez and Dan Bullock
Welcome to Real Job Talk to NYU Professors Raúl Sánchez and Dan Bullock. Raúl and Dan teach a the Center for International Studies and write for the Wall Street Journey while also conducting training on international communication for organizations such as The UN and International Student group. Dan and Raúl wrote the book How to Communicate Effectively with Anyone, Anywhere to help people communicate better across geographical, language, and cultural boundaries. How did the book come up? Well, one night over Arby’s, Raúl, Dan, and Raúl’s twin (and book artist) Rod were talking about astronomy, stories, and the overview effect looking at communication when thinking of the planet as a whole vs. as separate places and cultures. Many people are working in global teams, and this book came about from the need for Global English, which takes out idioms, slang, and anything that doesn’t translate. Dan and Raúl encourage us to think about how we use language, and how hard it would be to understand something like “it blew my mind” to a second language learner. Classically, there are 3 ways to make an argument: appeal to logic, to emotion, and to credibility. These are important to include in a presentation designed to persuide a spectrum of different audiences. You have to think about culture too; 70% of the world operates in a "high-context" culture, one which is more collectivist , where people in a group are assumed to understand implicit information and context shared by the culture. On a global stage, appealing to people in these kinds of cultures, respect is important, as are knowing how to build trust and to disagree. You have to balance your implicit and explicit audiences and lead your audience on a journey through storytelling that will make the audience the hero of the story. We have schemata, or blueprints, for certain words, but our experiences and preferences shape how we experience words and stories. When we help people connect our words to our frameworks, our messages are clearer throughout. Speaking is done to persuade, entertain, or inform. Diction is important, as is making sure you’re connecting with your whole audience. You have to 1. Know your audience 2. Know your purpose 3. Know your message and 4. Know the value of your message. Carrying the value throughout will keep people engaged. In their book, Dan and Raúl talk about mirroring, and we ask about mirroring without losing yourself. It’s really about building natural rapport and connection. It’s about creating a spark that will move ideas and collaboration forwared, as well as fulfillment and service to each other. We move on to networking globally. We talk about building a network in your space, seeking out people across the globe, and then building ideas as you build out your network one person at a time. Carry out networking for discovery more than results. This helps build richer ideas and a truly global outlook. When you network for discovery, it leads to opportunities. What about when you screw up? Take the blame! Say things like, “I wasn’t clear.” Ask questions, look at body language, and know that the responsibility is on the communicator. Being direct, fact-based, and looking for connection are key to global communication. Other tips are to be explicity, not to imply; and to be aware in all communication around what we are implying. The goal is to clarify and make sure it’s a win-win for everyone in the conversation. This is an important book because it teaches us basic conversation skills that help us communicate globally and build relationships. Raúl's and Dan's book: How to Communicate Effectively With Anyone, Anywhere: Your Passport to Connecting Globally Twitter: https://twitter.com/GlobalCommNYC Instagram: https://www.instagram.com/connecting_globally/ Website: www.globallycommunicate.com Raúl Sánchez (co-author): https://www.linkedin.com/in/raul-h-sanchez/ Dan Bullock (co-author): https://www.linkedin.com/in/danielbullock1/ Rod Sánchez (illustrator): https://www.linkedin.com/in/rodasanchez/
52 minutes | a month ago
Episode 59: Follow Your Energy with Chris Gaither
Welcome back, Chris Gaither! Chris is a leadership coach, writer, and "career pivoter extraordinaire." Chis is somebody who listens to his own energy to make career decisions. Chris has tailored his coaching practice to work with sustainability leaders, an area where he is knowledgable, passionate, and impactful. We are talking with Chris about listening to and following our personal energy in both career decisions and life. Welcome, Chris! Since visiting us over a year ago, Chris feels like he took the craziness of 2020 to reflect and build a coaching/leadership practice that he loves. He has divorced, re-partnered, embraced single parenting, written, meditated, exercised, and processed all that the pandemic brought. We asked about Chris’s definition of personal energy. He realized that people would talk about wanting to follow a passion, but didn’t know what their passion was. In studying people, Chris realized that energy was a better gauge to follow. Early in his coaching career, someone asked Chris what makes a successful coaching session. He came up with an answer, although one he now recognizes was BS. She came back with advice for him to listen to his inner reaction to the session. If he ended the conversation with extra energy, it probably meant his client was jazzed as well. In order to follow the energy, we need to tune into it and connect our energy levels to our activities. Chris has clients do an energy audit of their calendar, printing out a calendar and drawing either up, neutral, or down arrows around each activity to see which activities bring energy and which are depleting. We all have to do some draining activities because we’re adults, but the goal is to do more that fills our energy and less that drains it. The funny thing is that what drains my energy might fill yours, so surround yourself with people who have complementary skills to keep everyone’s energies high. We asked Chris what he says to people who are depleted just by the nature of what's going on in their lives. Chris distinguishes managing energy vs following it in terms of managing and preventing burnout. Paying attention to the signals from your body; that's important to taking care of yourself. Taking things off your plate, outsourcing, asking for help, and seeing what is going well are also key. Reflecting on energy is helpful in identifying patterns, but how do you make changes once you see what gives you energy? Look at your ratios and add one thing that gives you energy. Try to get to parity and take small steps. We are wired to pick up on other people’s energy or moods. We carry it with us. Leaders’ energy affects their entire organization. Chris noticed that when he was working with sustainability leaders who felt frustrated, he started feeling the same way. When we show up with negative energy, others feel it and push back against it. To give your best, how are you showing up? Are you curious? Empathetic? Passionate? If you come in with positive energy, others will pick up on it and feel connected to you and your mission. We ask Chris what he tells people who are chronically frustrated. His response is to listen and ask what they are missing, what values they want to honor, and dig into what is making them unhappy. If you can structure your day so that you can reward yourself with the “good stuff,”,you can help bring in positivity. How do you assess a new role to see if the position will be fulfilling? Step 1: be clear on what you’re looking for. Step 2: look for roles that allow you to bring your strengths forward in terms of your goals. When people follow their energy, it’s contagious and they bring it with them wherever they go. (See [https://www.greenbiz.com/article/we-recognize-our-purpose-our-thousand-watt-grins](Chris’s article on the "thousand-watt grin" from GreenBiz)). Chris tells us about his coaching journey and building his practice to focus on sustainability leaders. When he started coaching, he found himself helping people to deal with toxic cultures; this was hard because he couldn’t have an impact on actually improving those cultures. Chris followed the energy to work on his clients’ overall organizational health, working with teams on building healthier environments. Chris also looked at which of the people in his coaching brought him the most energy and saw that they all had sustainability in common. He enjoys working with people whose “why” is tied to the overall health of our world. In his journey, Chris was told that “purpose isn’t an exact address, it’s a neighborhood.” You don’t need to name it, you just need to work towards a moving target that changes with our knowledge and experience. Lastly, we tap into "values discovery." Brene Brown’s list of values is a great place to start exploring what is most important to us. It’s good to know who we are, and then to explore a company’s written and unwritten values, and how they hold themselves accountable to their values. If their values prevent you from living your values, it’s just not a fit. Make sure you can show up as your authentic self.
53 minutes | 2 months ago
Episode 58: Look out for your career as you get started with Bob and Nick Slater
Welcome to our first podcast guests who are a father-son duo, Bob and Nick Slater, authors of the new book _Look Out Above!_This book is aimed at helping people enter the job market, pivot in their careers, and make the most out of the first few years of their careers. Bob is a professor from UNC & Duke, and his son, Nick, is an entrepreneur. We ask Bob and Nick about critical workplace skills that they teach; these are actually soft skills, not something that you’re taught in school. The book is aimed at teaching you how to contribute and stand out in the workforce, and Bob and Nick talk about the importance of the soft skills of writing, public speaking, leading, advocating, and presenting; and how these soft skills are the key to professional success. We talk about contributing as a key to showing and adding value at an organization. You want to produce and do well in any job you do, even the first jobs in your career path. We talk about the importance of listening and learning, but also contributing when you can add value. We debate learning vs contributing right away, and agree that when you can add a unique contribution, you should do so to show your value to the organization. Ask your boss about their preferences to help you understand the unwritten rules around contribution. If you’re quiet in a meeting, you can always follow up with your manager and tell them what you are learning and ask what their expectations are. Put the burden on yourself to know what is expected of you so that you can meet those expectations. Ask questions, show you were listening, talk about where you could contribute, and reiterate your excitement to be there. Where can people practice the five key workforce skills? The first place is in summer jobs, internships and non-conventional jobs where you can figure things out. Look for places where you can practice practical business writing; even taking online courses. Join a group like Toastmasters for public speaking, and participate in sports and organizations to acquire leadership skills in addition to taking classes. But classes are also useful. If you can, take classes in public speaking, communication, and writing. With any major, if you can find classes on personal finance, pitching ideas, and practical business skills, they will help no matter what your major is. Bob and Nick talk about the ability to pitch ideas, which seems a little “early” for new grads. Young professionals are being asked to do more sooner and junior people are expected to interact with clients and other employees, so being able to comfortably speak to groups and pitch ideas are huge differentiators. Demonstrating leadership skills are critical if you want to advance. When you’re the CEO of your own career, you find ways to differentiate, and soft leadership skills are the way to do it. Career change and growth during Covid has changed a bit. Nick says that Covid shows us that work can change in an instant. It’s critical to be ready for any change or to have the transferable skills to get a new job. He recommends using extra time for networking or building skills through online learning. We talk about the humanness of working from home, and helping to use communication skills in the WFH environment. Bob gave some really good advice around long term fit and paying attention to make sure you’re at a company where you want to spend time and can add value. He talks about unwritten rules of a company, observing who gets respect and why, and what differentiates people who are succeeding in the environment from those who aren’t. If you aren’t aligned with the attributes that make people at your company successful, it’s time to find a place where you are aligned. When you’re looking at a job, don’t forget that you are interviewing the company as much as they are interviewing you. After school, pick a job that sounds interesting to you and try it out. If it doesn’t work for you, you can pivot and start over. Don’t get stuck in the first few years of your career; instead, intentionally make a change! Have the courage to explore. Bob and Nick Slater The Book: (Look Out Above!)[https://bobandnickslater.com] Twitter: (@look_out_above)[https://twitter.com/look_out_above] Instagram (@lookoutabove.book)[https://www.instagram.com/lookoutabove.book] Facebook: (@lookoutabovebook)[https://www.facebook.com/lookoutabovebook]
30 minutes | 2 months ago
Recruiters: understanding the different types
Today we’re talking about the world of recruiters: who they are and what you can expect from them. We’re deep diving into types of talent professionals to help you navigate your job search in a more educated way. Types of Recruiters Retained. Given money up front to start a search (fees are 25-40% of 1st year compensation). Usually very connected, know their industry, and able to deliver good results. Paid a retainer, some in the middle and some at the end. It’s about quality over quantity and expertise. They have exclusive relationships with their hiring managers and should be able to answer a lot of your questions. Contingent. Paid when they fill a job, and some employees are 100% commission. It’s a speed game because they only get paid if they get the final candidate in to the client first. Rewards to contingent recruiters don’t come from candidate experience, it comes from results. Often bad recruiter experiences comes from contingent searches because they are focused on fills only. RPO/Hourly Outside. Can be hourly or completely outsourced on a monthly basis (retainer/month). How close they are to the internal team depends on the relationship. The benefit of an RPO (Recruitment Process Outsourcing) is that the client can dial it up or back depending on need; this is a long term relationship based on success and knowing each other. For example, Liz’s company acts as an extension of the recruiting team with internal emails and following/making internal processes. Internal Recruiters. These are the people who work only for one company. They build employer brand, build and follow internal processes, and have deep relationships with hiring managers. These people can answer all of your questions -- they know the benefits, culture and hiring team. They will probably work with you once you’re hired, so be nice! How do you know who you’re talking to? ASK! Ask their role, their relationship to the company, and what they know and don’t know. Other recruiting roles: Recruiting managers and leads. Coordinators who do the scheduling. There may be sourcers who are all about finding the right talent for the job. There are also diversity professionals trying to bring more diversity to the company. The lead recruiter is usually your touch person -- they know where things are and it’s ok to check in with them. The more you tell them about where your search is, the more they can help push things along.
46 minutes | 3 months ago
Episode 56: Real Leadership with Jennifer Mackin
LIZ AND KAT ARE OFFERING CAREER COACHING!!! Our intro rate is $100/hr for BOTH of us! Email email@example.com to schedule a 1:1 unrecorded session. Welcome Jennifer Mackin, author of the book Leaders Deserve Better, and a trainer who helps managers become better leaders. Jennifer considers herself a change agent dedicated to helping businesses and leaders be change agents for the greater good. 2020 forced leaders to reflect and change, which became a tough opportunity for Jennifer. She had to pivot from face-to-face to virtual, and has had to embrace change. We asked Jennifer what leadership means to her. She thinks of leaders whose job is to develop and lead others. She refers to people who others listen to as influencers, but in her work, she is working with people who have direct management responsibilities over other employees. Jennifer found that most people are put into leadership roles without any leadership training, and then they struggle to lead effectively. What causes people to struggle? They don’t know how to coach, manage performance and do regular work with their team. BUT, the issue is also in the c-suite where leaders aren’t tying activities like people management and growth into business goals. Not only are they not training their leaders to lead, they’re not helping their people grow or tying their entire team into the success of the business. Leaders of leaders need to drive an environment of learning, practice and reinforcement within our organizations. Leaders tend to delegate and be task oriented, but not think about overall succession, people and skill growth. Sharing new knowledge and skills, especially in a virtual environment, is the key to showing how effective employees are in the growth in the company. Before raising your hand for an official leadership role, take a look at who you are, what drives you, and understand the requirements of the role within your organization. After knowing what roles are possible, create a development plan for yourself to get yourself to where you need to be. Talk with your current leaders to ask them what to do to get to where you want to go- drive your career! Look at others who have grown into leadership roles before you- what did they do? Talk to people, get feedback on what you need to do as well as get an understanding of what you will need to do to move where you want to go. What does Jennifer see in the best teams she works with? What competencies go across organizations? Besides being strategic and ethical, the best leaders know how to drive strategy through and across their teams. They care about their people and understand how to tie business needs with people needs and people growth. It’s complex, and that’s why people like Jennifer are so important for leaders to learn from. Caring about the people and business and tying them together, and fitting all of the pieces together, celebrating differences, is what the strongest leaders do. In interviews, when looking for good leadership at a company, see how you’re treated, how they talk about the team, and ask: what skills are valued in each role and each group at the company? Do they care about your questions and do they want to learn about you? Intentionality is key - we’re all learning, but if someone’s intentions are good and they admit what they’re working on, they have leadership potential. Being present in conversations is so important, as is asking how someone is doing, or mentioning something they talked about before. Being seen by your leadership is a big key in happiness and engagement at work. As a leader, thinking about the combination of wellness, productivity and outcomes is key. When you’re trying to move in your organization, you don’t want to be a suck up, and it’s important to document your successes, celebrate others, and make sure your leader knows what you’ve contributed and where you want to go. Getting a mentor is important to driving your career and can help you understand what the next stage may look like. A mentor can be outside of your company or inside. It’s not automatic - it’s a relationship that gets built over time based on trust. When the mentee has the intention to get the most out of the relationship possible, the relationship can really bloom. Being a proactive mentee allows you to learn the most from your mentor. During the pandemic, the strongest leaders have increased communication, asking people 1:1 what they need, talking with the team about the business and growth, and constantly taking new information and asking how that will affect their people. Getting people involved in the changes involving business direction and encouraging transparency and how changes effect everyone is important to long term success. Website: jennifermackin.com Twitter: @jmackin70 Linkedin: www.linkedin.com/in/jenniferolivermackin/ Instagram: www.instagram.com/jennifer.mackin.18/ Facebook: www.facebook.com/TheOliverGroup
35 minutes | 3 months ago
Episode 55: The Art of Quitting
Quitting is an art- there’s a right way (leave with your head high and relationships strong) and a wrong way (think bull in a china shop or loud ranting with everyone breathing a sigh of relief when you’re gone) to quit your job. In this episode, Liz and Kat walk you through the delicate process of quitting, how to deal with a counter offer, and how to handle your final days at a job. This episode was inspired by a friend of Kat’s who was quitting his job and was ready to give his almost-ex irrefutable. Have your “quitting notice” written. Set the goal of staying professiinonal and go out with respect. To break it down: You don’t want your boss to hear that you’re leaving through the rumor mill. Make sure to tell them first. It may be hard to keep the news from your work bestie, especially if everyone’s talking about leaving. The “I’m quitting, these are my last 2 weeks” conversation should be with you and your boss first. Set up the meeting with your boss asap after signing your offer. Give your 2 week notice as soon as you can meet with your boss. Tell them you need to talk for a few minutes, and you can even tell them it’s urgent. If it can’t happen, you can go up the chain, but give every opportunity to quit to your direct manager. Try to do it in person, but if they force you to email it, you can do that, but don’t prolong the quitting moment. We role play the conversation to make sure it stays professional and make sure to remove the emotion. Remember, you never know when you’re going to run into these people again in your career, so you want to make a professional lasting impression. Counter offers: we’re anti 99% of the time. Why can you only get things on your way out vs when you ask as an active employee? Usually underlying issues won’t be fixed with a counter offer. Once you’ve given notice once, an employer can question your loyalty, and employees are shown to leave within 1-2 years anyway. Trust issues and resentment build up on both sides, and you can potentially burn bridges. If you go looking for another offer to get a pay raise, DO NOT accept the other offer if you’re really looking for a counter. See this article for more. Fact vs emotional reason for quitting. For example, “the commute is 2 hours less/day”- fact vs “you’ve been a bad manager and blown off our meetings”- emotional. “Our processes are backwards” is subjective. Stick to facts that can’t be refuted since you’re trying not to ruffle feathers on your way out. Keep those bridges intact. If your HR team does an exit interview, if you sense they are open, that is the place where you can share in a constructive way to help make change. Let them guide the interview and answer the questions you’re asked. While it’s confidential, remember that what you share can be shared with your almost-past boss etc, so make sure you’re fact based and constructive knowing it could be repeated. Your resignation letter: short, factual, “my last day is”, and thank you. That’s it. After you quit….the longest last 2 weeks ever. Work with your boss on the announcement and transition plan, but be clear that you want to let people know and hand off work asap. Keep reminding yourself to stay classy and not leave dead bodies on your way out. Talk with your boss about the “party line” whether the decision was theirs or yours. Do a good job transitioning. Clean out your desk. Clear your computer. Make yourself available to the people taking over your work- tell them to call or email you with questions. Building that bridge brings comfort to the team members you’re leaving. Another note- no poaching! It may breach a non-compete, but also goes along with the go out classy rule. Unless your company is going bankrupt, don’t reach out to poach people. Follow our guidance, and reach out for coaching, but remember to walk out on your last day proud of how you ended things and ensuring that doors are open for future opportunities. Good luck!
55 minutes | 4 months ago
Episode 54: Envisioning 2021 with L’areal Lipkins
Welcome to L’areal Lipkins, a sales trainer and expert in goal setting, vision boards, and how to make your goals a reality by adopting the right plan and mindset. L’areal does NOT believe in SMART goals (specific, measurable, attainable, relevant and timebound) , and we get right into it asking about her approach to goal setting. L’areal is a “recovering SMART goals user,” and she pivoted to her CLARITY method when she saw clients coming back year after year with the same goals. CLARITY stands for: C- crystal clear L- linked to a bigger goal (like your company’s or your boss’ or a step towards a bigger personal goal) A- actionable R- realistic I- important T- time bound Y- tied to your core “why” “Your why is irrelevant unless you know WHY your why is important.” You have to go deep to figure out why something is important to you to find your emotional connection to your goal in order to make the sacrifices needed to make it happen. If you don’t have the vision of where you are going, you don’t have enough oomph behind your why. We talk about flexibility, and how you need to adjust goals and not have a 30 year plan. Where do I want to be 1-2 years from now vs 30 years from now. For L’areal, she knew she wanted to own her own business, but she didn’t know what form that would take. We talk about how important it is for leaders to bring in their people to co-create goals and make sure everyone’s goals feed into the company goals to bring the company to achieve success. We talk about sales goals and aligning sales and personal career goals. Sales goals are usually tied to revenue, but we talk about how a certain revenue target will help them to achieve personal goals- whether that is a new house, a working spouse or other personal goals. We then go bigger picture and learn about other people’s compelling “why” around their career driver. L’areal wrote a book called A Woman With Vision. She instructs people to divide their yearly goals into quarters, and then uses her CLARITY method to dive deeply into what each goal looks like and what it will take to get there. Focusing on quarterly goals helps L’areal’s clients prevent being overwhelmed, and allows them to break goals into achievable chunks. Having a visual representation in front of you helps you stay focused, but also having the whole team share their goals helps teams get to know each other. For example, 4 people on a team L’areal worked with wanted to buy a house, so they brought in a home buying expert to help…. Increasing transparency, especially when times are tougher, is hard as a leader, but it helps keep the team aligned and help everyone get on the same page to success. Especially if there are discrepancies between different teams at a company, helping everyone understand each other’s needs and struggles allows everyone to set goals that lead everyone to success. Gratitude is a powerful mindset tool, and when we need to shift our goals (like we all did in 2020), we look to gratitude and our core beliefs to reset or adjust our goals. Want a tool to help? Here's L'areal's free tools page. Want to changed a fixed mindset? Remind yourself (like L’areal does with her 4 year old), “I can figure it out!" Believing in yourself and your ability to overcome will help you move to a growth mindset and get rid of your negative beliefs. How do I shift my mindset? We think 55-75,000 thoughts a dayand 80% of them are negatively pre-dispositioned, so if we’re not actively working on positivity, we could allow those negative thoughts to take over. We have to identify our negative thoughts and then find the positive, rooted in truth and then repeat it as an affirmation. It takes practice, but eventually you can do it in real time. L’areal loves the image of a caterpillar turning into a butterfly, shedding old skins to grow into our new selves. She also talks about Vision, Goals, and Rewards. A goal is not a handbag -- a goal is something that moves you forward and a reward is something you can get when a goal is met. Rewarding yourself is important to avoid burnout and grind. Another important thing about setting goals that align with your vision is to identify and make a plan for any potential roadblocks. Roadblocks often derail us from our goals, but if we have a plan for us, we can overcome them with ease. L'areal's web site: A Woman with Vision L'areal Lipkin on Instagram: @awomanwithvision L'areal Lipkin's book: A Woman With Vision
44 minutes | 4 months ago
Episode 53: Landing a real job in this virtual world with Jason Levin
Welcome Jason Levin, founder and CEO of Ready, Set, Launch. We’re talking with Jason about launching a job search in a virtual world. Jason grew up with a happy family whose lives changed dramatically when his father lost the only job he had ever had in New York's garment district. Suddenly Jason and his brothers were the kids getting free lunch in school, and the family was struggling. Jason was always the person who would help with mock interviews and resume review in school; later his MBA program asked him to be a coach, and that became the foundation of his career. Job searching has always been a mindset game, but with Covid, it’s about maintaining the mindset to get through the day -- and to deal with the job uncertainty as well as career and financial uncertainty. Jason tells people to follow their energy; for him, he needs to laugh, for someone else, it might be sports. He wants people to approach change from a place of strength vs a place of fear. His advice is to work through roadblocks to focus on the good behaviors you do have. We discuss avoiding things that suck your energy in order to build your energy towards the positive. He distinguishes between people who help you and people who mean well... Identifying the people who help vs the ones who project onto you without help allows you to know who to reach out to, and who will build you up. Jason reminds his clients that “Waiting is the Hardest Part." You can do things while you wait, but waiting is part of the process. It’s easy to tell yourself stories while you wait -- to imagine what is going on or why the process is taking a long time; but instead, keep trucking and don’t try to figure out why things are dragging. Your goal is the next job, and spending time wondering doesn’t help you towards your goal. Ready, Set, Launch is Jason’s career coaching business. He uses the principles of consumer marketing for outplacement, resume writing and speaking. He helps people go from point A to point B. He sees career decisions as purchasing decisions -- a two sided marketplace. One service Jason offers is Outplacement, which is a benefit given to people when they are laid off to help them transition to their next role. If you get this benefit, USE IT! It’s paid for by your current employer to help you find your next position, and it is free career coaching. We asked Jason what he is telling people about job search after a layoff during this pandemic. His first piece of advice was to write out what gives you energy, strength, and joy, and then to practice articulating those strengths. He looks at industry, employer, and role around where you want to go, and having the pitch that addresses all three. Once you define what you want to do, then get your pitches in order. Number 1 rule: no complaining. Number 2: know how much time you have to spend looking and hold yourself to it. Number 3: Lists are your friend; they help you stick to your plan. Jason tells people to put together a list of people who have been most influential in your career and reach out to ask advice, which may just lead to jobs (vs asking for jobs, which may lead to advice). Networking will get your resume seen faster and by the right people, more than "posting and praying." Jason says to spend the majority of your time networking, and then when you see a posting, think of who you can network with to get close to the job. If you have 60-70% of the job spec, you need to apply by seeing if you know someone at the company. Employee referral programs are awesome, so are Diversity/Equity/Inclusion officers. Employees want to refer you and get the bonus, and DEI want to hire you because it helps their numbers. These folks are your ins! “Your life is not in danger because of this interview." This is what Jason tells people who need to psych themselves up for interviews. Be yourself and find people you like and who like you. Do your homework so you feel good about you and you feel prepared. Be ready to answer what’s driving you to want to work in this job at this company. You have to want the job; there are plenty of people who do. We asked Jason about Covid’s impact on job searches. Industries like hospitality have been hard hit, and also the hiring process across many industries seems to take longer. People with more experience adding value when they can articulate their value, but new grads with less experience sometimes struggle when entering this kind of job market. Jason's site: [readysetlaunch.net](readysetlaunch.net) Jason's email
54 minutes | 5 months ago
Episode 52: Coming Together to End 2020 with David Campt
Dr. David Campt is a national expert on inclusion and intergroup dialogue. David has worked with groups from large corporations to the White House, and has appeared on The Daily Show. He speaks about about how we talk with each other, and how to help people come together. In 4th grade, David had a teacher tell him that “People are more alike than they are different,” and in his critical work, David shows audiences how to use dialogue in order to connect and come together. David tells us about how the world has changed over the last 20 years. When he was in the White House in 1998, black people took on the unpaid job of trying to talk to white people about racism. Now black people are saying, “You do the work -- it’s not up to us.” And 55% of white people think that racism experienced by white people is just as important as the racism experienced against black people. The work isn't helping people to understand the importance of that question, it's to hel the 45% of people who do believe racism is an issue to talk with the 55% who do not -- that's the basis of David’s important work. David encourages conversation, and has been inspired by the growth of the ally movements across all areas. We talked about "race method"and "reach method": in difficult conversations, in order to be productive, you want to do two things up front. First, move from facts and beliefs to experiences; and secondly, ABC: "Agree Before Challenging," meaning establish common ground before inviting people to new thinking. RACE is David's acronym for racial conversations, and REACH is for other conversations. R - Reflect (get centered) and think of stories you want to tell. A - Ask questions (vs attacking).... ask about their experience (vs their beliefs) that inspires their point of view. C - Connect; find something you can agree with in their position and tell a story about that. E - Expand their view... by telling another story where you had a different experience R - Reflect E - Enquire (British spelling) A - Agree C - Confess H - Harmonize David wants people to invite each other to a place of new thinking vs coercing or forcing them to it. David’s methods have people first coming to agreement before they try to teach people to think differently. According to David, people on the Left are “too woke” and treat the people on the Right like they don’t know anything. In David’s book, Compassion Transforms Contempt, he talks about moving the country forward by treating each other with more compassion, which is more persuasive. Compassion is key to personal change. Moving towards something vs fighting something you hate is so much more effective. If you want to be effective, finding common ground is a good thing. These are skills to practice, but you have to want to do it. 2020 has been an eye-opening year in terms of race. We’ve opened our eyes to experiences like George Floyd’s gruesome murder, unconscious bias, and mircoaggressions (or as David says, Inadvertent Dignity Violations), and now it’s up to each of us to do better. David’s tips can be helpful in this. Moving on to our work lives -- the key to building and maintaining diverse teams? We have to support people in a reasonable way so that they can be themselves. We asked about David’s approach to handling unconscious bias and microaggression situations with peers and leaders at work, and how to handle them as a bystander. David’s #1 strategy is to say to either person, not that one person is wrong or even that you're offended. Instead, David recommends: “When [the thing you're bringing up] was said, I felt weird.” This phrase doesn’t make presumptions about how someone should feel, or show malicious intent, but instead invites people to talk. This can work with both peers and leaders, and can be followed with, “I don’t believe you intended that” or “I’m not sure how the other person felt.” How are companies improving diversity hiring? David talked about removing diversity markers from resumes to promote equality. He also talked about the importance of employee resource groups. To make these effective, top level management must say they are important, and must train people to be mentors and allies outside of their own group. Lastly, David believes in high quality unconscious bias training that shows that everyone is subject to biased thinking. We feel more comfortable when we understand that everyone has bias. Employee surveys are are an important too, and are important, but looking at the top level numbers can be misleading; instead, breaking down the data by group can allow up to come to a deeper understanding to create a workplace that works for everyone. For executives to get DE&I sensitive, they may need private coaching, because they can’t be completely honest about their own biases, struggles and concerns in front of employees. Executives also need to support diverse hires in building up their skills in order to help those colleagues feel welcome, Telling people the potential you see in them, and supporting them, can help them reach that potential from a place of empathy. If a manager hires a person to diversify the team, but there is a skills gap that can be learned, it is up to the manager to empower the person to fill that skills gap in order to help them succeed. What about creating roles for diverse candidates with relevant experience? David’s a believer in that strategy, because diverse teams make companies and products better. As long as it’s a quality role for a relevant candidate, be creative to add diversity. As we closed out the podcast, we asked the hard question about healing our nation. David encourages people to find ways to come together, and reach out to people who voted differently and find that common ground. Own up to the transgressions we made to the other side, and admit your part in the polarization. He asks us to reach out to friends with different opinions and ask questions and not put yourself in a position to argue. Learn and understand if you can handle it, and call out different viewpoints. You can start with figuring out something we all want, or where we all want to go, and figure out how we can come together to recognize that shared value of completing this project together. “If a plane is going to fly, it needs a left wing and a right wing.” David Campt's website: davidcampt.com David on Twitter: @thedialogueguy White Ally Toolkit: whiteallytoolkit.com
34 minutes | 5 months ago
Episode 51: Imposter Syndrome with Joep Piscaer
This week we welcome Joep Piscaer, who has grown his career by moving up the ranks in a technical organization, from sys admin to CTO, and now is an independent consultant focused on creating content in the devops space. Throughout his career, Joep has struggled with Imposter Syndrome, and despite numerous indications to the contrary, he has had to work on how to control his impulses to hold himself back. We invited him on for this very open conversation to help listeners understand that imposter syndrome can happen to any and all of us. Joep’s definition of Imposter Syndrome is “the feeling that you’re not as good as the people around you”. He realized that he compares his life with other people’s Instagram lives, and has learned how to use his imposter syndrome to drive success. Imposter Syndrome rears its head when you’re asked to be an authority. Joep knows that when he’s doing something new, he’s going to feel that Imposter voice. When he hears that Imposter message in his head, Joep now leans in to do the thing. So if he’s worried about going to a conference, he goes. And then he writes down all the compliments he gets and reads them to fight off the negativity. His hope is that by reading positivity, it will combat the negativity. Joep teaches about giving compliment; they’re not all created equal! Make compliments specific, timely, and show that you’re paying attention to the person you’re complimenting. We compare Joep’s compliments to the Nurtured Heart parenting approach, both to show people when they are seen., but also, if you don’t mean it, don’t say it. False compliments are the worst! Learning to give compliments helps with receiving them, but sometimes it’s not easy. Joep still struggles. He writes them down to take the emotion out and make it into words, which are easier to absorb. No matter what’s happening in your head when you get a compliment, the best response is always, “thank you”. We all have an internal measuring stick, and people with Imposter Syndrome have unrealistic measuring sticks. Joep talks about shifting it a tiny bit every day, and how that will help you retrain your brain and your measuring stick. Our bodies react to imposter syndrome as well, and Joep recommends physical activity and getting away from the technology or social sites that make you feel like an imposter. Joep fought imposter syndrome with drones; he started flying his drones and learned to get better at it over time. He’s now learning to cook and he’s exploring getting better at things as hobbies, where the stakes are not as big as in his career. When he saw himself pushing himself to be the best at his hobbies, he challenged himself to pull back and just enjoy the learning and process of doing the activity. And in his hobbies, practicing at failing in is one of the keys! When you feel like an imposter, being vulnerable with yourself and others is even more difficult. Joep says that vulnerability is about knowing what you need and when you need it. Joep now works with a coach. and we talk with him aboout learning to practicie vulnerability without destroying trust. Joep also relied on his Board of Advisors to help him explore vulnerability without feeling too vulnerable. Joep Piscaer on Twitter: @jpiscaer Joep’s NextBuild talk: https://www.youtube.com/watch?v=Kl21zya4i0g
55 minutes | 6 months ago
Episode 50: Quitting your job to balance multiple jobs, multiple roles with Adam Bertram
This week we welcome Adam Bertram, aka Adam the Automator. Adam wrote a post called “I told my boss I quit and……” which went viral, so we invited Adam to join us. Our goal for having Adam on RJT is to learn from his personal journey of career discovery. Adam’s a tech pressional/sys admin, blogger, and content creator. We asked Adam to share his journey before he quit. At the beginning of Adam’s career, he hopped jobs for money. He started a side hustle selling used books on Amazon. With the freedom of making extra money, he realized that he could take his side hustle contracts and make them his full time job. Adam started taking contracts writing blog posts, which he loved, and doing projects, which he loved, which led him to realize that he could build a satisfying career around writing and project contracts. We talk through multiple income streams and balancing different roles, family and more. Adam gives his wife a lot of credit for helping him to focus on work by managing their home and family. He is conscious at his different roles: contract/consulting for automation/devops, content creation and community building, and personal brand enhancement. When he looks at them, Adam makes sure he’s consistent and knows what the vision he's heading for in the end. Adam brings his talents into everything he learns. For example, he’s started learning about stock trading and he already started a blog go share his process and help others benefit. Building content helps Adam build his brand as a content developer. Adam has multiple resumes: writing/content creation, consulting and systems administration. He focuses on different roles for each resume so that he can find a variety of work and have more open options. When we know our patterns, we can make choices that work for us. When Adam gets bored, he finds something new and gets obsessed and tries to learn everything about it. Knowing his own patterns allows Adam to know when he needs to pick up something new, and also that he’s going to need lots of time to dive in deeply. Exploring being your own boss with Adam, we learned about his entrepreneurial spirit. Adam looked at his happiness when he had great jobs and still wasn’t happy, and realized he needed to make a big change to working for himself. Knowing this, he realized he needs the freedom of consulting and building his own schedule. Knowing himself and that he’s “unemployable” has helped him tailor his career and consultancy. The move to consultancy happened by dabbling in consulting while working full time. His past as a job hopper helped Adam know that he CAN find a job when he needs to. Having an exit plan helped Adam to navigate the unknown. The boundaries and parameters around the exit plan help to assess. Not everyone has freedom to decide on work without money being the driver, but Adam has worked hard to build his FU account in order to make the best personal choices for his career without the pressue of needing the next paycheck. He chooses work, clients and colleagues based on work and team fit vs paychecks. His happiness is tied to his ability to choose the work he does. Adam advice to others who wanted to get started is to monetize a hobby. He started selling books on Ebay and Amazon, and then started a blog about how to do it, and then wrote an ebook, which became a lucrative side business that had nothing to do with his day job. We discussed using community to power a career. Adam has always been a documenter. He blogged about what he did, and used it to help him manage projects. He ranked on a post in Google and heard that he was helping others, which really motivated him to be a part of the community and make connections. The connections grew at conferences, on Twitter, on Linkedin, and then as he grew as a MSFT MVP and learned from others. He saw his impact grow and learned so much from others that it motivated him to continue to share and learn from his communities. When starting a blog, it’s all about creating content and not overthinking. Over time you can look at things like SEO, but it’s about writing and sharing and engaging other writers to build an audience. Adam also advises writing on all types of different sites to make sure you spread yourself out to get a bigger audience to link to your blog. Adam on Twitter: @abertram Adam's blog: adamtheautomator.com
35 minutes | 6 months ago
Episode 49: Should I quit my job to be a consultant?
We have a letter!!! Our writer (Ready to Be Independent) asks about being a consultant: what does it take, what do they need to do, and what is the pros and cons list? We break it down. Some of the things to consider as you're looking at making a leap like this: to consider are: inconsistent revenue as a consultant vs a regular paycheck and salary. What’s your brand and what do you uniquely offer? Are you ok with instability? If you’re a consultant, you’re a small business person and you have to assess your risk tolerance. Are you ready to take on the expenses of running your business? We talk about doing soul searching around risk tolerance and not knowing where the money is coming from. You have to believe in yourself. It’s time for your Board of Advisors to fish around to see what they would hire you for. What’s your pitch? Put together a business plan: sometimes people do side gigs to build cash and a customer base. The costs are there, and you want to be in a place of financial stability so that it’s not financially uncomfortable. Be clear on your mission, vision and values to make sure you can decide who you are so that can communicate that to your customers. Think about marketing and if you’re going to be comfortable with your marketing plan. Are you ready to go into a pitch meeting? If you can’t sell yourself, don’t go into consulting. Rely on your experts. Know what you’re good at and who you will need to hire (attorney, accountant, etc.). Are you organized, consistent and reliable? If it’s not you, you need to have others do it for you, Figure out how to make it work or decide if being independent isn’t for you. Something to think about: as a consultant, you’re an outsider and not actually on the team. Sometimes you’re left out of conversations. Consulting gets lonely. Not everyone’s made for that and it can be stressful. Also, vacations as a consultant usually mean a dip in revenue, and client work still needs to get done. So as a consultant, you don’t have a boss, but you also don’t have co-workers to cover for you, or even to have coffee with and talk about what you're working on. Career growth is possible as a consultant. It’s about relationships you make and the value you deliver. How strategic are you and what value do you bring? You can grow in many areas based off your core competencies. If you’re not want to be where you want to be professionally, it may not work. Kat’s favorite part of being a consultant is working from everywhere, and being able to see if a role will be a right fit for her and her client. Liz likes that she’s had an impact on a number of companies according to her values. Thanks for the question, Ready to be Independent. So listeners, are you ready to make the leap and be a consultant? As always, feel free to reach out to ask your questions or talk through your current situation.
15 minutes | 7 months ago
Episode 48: Navigating Politics at Work
The US election is heating up, and Liz and Kat want to help you navigate politics, voting, and all related topics at work. First of all, know your company’s rules around voting and if you have time off to vote. Make a plan to vote! And do it within your employer’s rules. Know that social media is public, and if you are choosing to be political on social media, our advice is to be as minimalist as your integrity allows and you feel that the situation calls far. Being aware of what you’re putting out there and that your words can get back to your co-workers. If your opinions will make someone uncomfortable around you, it can affect your career. Our goal for discourse at work on all topics is to allow people to be who they are, to not shame anyone, and to feel comfortable participating as you choose to in company events, like company representation at parades and protests. And at the same time not to shame someone for not participating in social activism. If politics come up at work, you should come from a place of inquiry, understanding and conversation -- rather than a place of defensiveness. Try something like this: “I haven’t heard great things about that candidate; can you tell me why you like them?”. As far as your workspace environment, try to keep it neutral at work. And try not to check the news at work, especially if it's something that's likely to rile you up or make you anxious or distracted or otherwise nutty. To create a postitive impact, rather than just adding ot the flames of political fighting, try to focus on how alike we are, and what we have in common -- vs zooming in our differences. People who pick fights unnecessarily yat work can be assholes. Our asshole episode- see RJT Episode 6 for more tips on how to work with assholes, but don’t be one! Our basic rules around politics at work: Ask open questions about political and policy topics Stay away from the biggies like abortion and same sex marriage if that topic is going to make someone uncomfortable Walk away or change the topic if you feel uncomfortable. Don't poke the bear. Or ask someone "why do you support xYZ?" Be honest, but answer with tact and facts. Try "Education is my hot button belief, and I believe that candidate XYZ will do more to support modernizing education than the other candidates, so they have my vote." instead of "Only idiots will vote for candidate ABC, " Don't try to win a debate... you're most likely not going to change someone's mind in either Slack or the break room at work. If you're in the US, make sure you have a plan to vote!
41 minutes | 7 months ago
Episode 47: Dare to Lead
Both Kat and Liz are BIG fans of Brene Brown’s Dare to Lead. This book is about leadership; we adhere to the belief that we’re all leaders of our own lives and careers, and so we think that this book applies to everyone. Having the ability to "rumble," whether it’s in your personal or work life, will help you authentically connect with people around you to solve hard problems and come together with shared goals. Brene Brown defines rumble like this: A rumble is a discussion, conversation, or meeting defined by a commitment to lean into vulnerability, to stay curious and generous, to stick with the messy middle of problem identification and solving, to take a break and circle back when necessary, to be fearless in owning our parts, and, as psychologist Harriet Lerner teaches, to listen with the same passion with which we want to be heard. Having an uncomfortable conversation? It takes courage, but to set the stage and then lean into the uncomfortable topic, establishing trust and safety -- that's what builds a stronger team. Setting the stage as kind and respectful helps to alleviate some anxiety, and knowing that everyone’s trying to do the best for the company helps with that. Brene’s rumbling context makes it so much easier. When you’re a leader and you see an issue and you don’t address it because it’s uncomfortable, it just grows. You must address uncomfortable situations. If things get heated, it’s ok to schedule time the next day, step away, think it over, and come back together again tomorrow. Stopping before you do damage is important. Take breaths to calm yourself when you get stressed. Taking a minute before a big meeting for a technique like box breathing will help you stay centered and calm. (Box breathing = inhale for 4 seconds; hold for four, exhale for four, hold for four.) You can use a technique like this to transition between moments and contexts that may be stressful, especially when working at home and potentially multi-tasking. Your family commitments are important. When planning a rumble, it’s important to talk about what you need to talk about. Otherwise the person’s imagination can get carried away, and they can get unnecessarily worked up for no reason. If Liz tells Kat that they need to rumble about RJT marketing, it’s a lot different than saying “we need to rumble about something.” If you’re only listening to the voice in your head, you’re not open, and it’s important to be neutral and quieting the voices in your head, while being open to being wrong. Be both open and solutions-focused. Rumbling isn’t just for careers; it can be personal too. Approaching personal issues as open-minded and solutions-oriented will help build trust and help strengthen any relationship. Brene talks about values and how we bring values into everything we do, and challenges us to pick two core values out of her list of 50. After a lot of thought, Kat picked service to others and integrity and Liz picked authenticity and reliability. Brene also challenges her readers to pick times that they were aligned with and also against their core values. We talk about how being more aligned with values is easier as we get older. Understanding someone’s values helps you understand and appreciate their perspective; diverse values and perspectives at the table help move businesses forward. Understanding those viewpoints make you better. When you show others who you are, it helps you to grow. Trust is earned in all relationships, including atwork. Doing what we say we’re going to do establishes trust. Asking for help is critical to success in Brene Brown’s world; it shows people you’re working on it and you’re focused on doing what’s needed to get things done. Gossip is toxic. If someone gossips about someone else, they’ll gossip about you, and then trust is lost. Failurd happens, and it’s uncomfortable. But through the creative process, failure happens in order create and grow. Growth mindset celebrates failure, and if you communicate about trying something new, and you fall, own it and iterate. Check out any of Brené Brown's books, but if you're interested in how her work applies to your work, we especially recommend Dare to Lead.
51 minutes | 8 months ago
Episode 46: Getting Federal Job Results with Corliss Jackson
On this episode, we welcome to Corliss Jackson, the founder and CEO of Federal Job Results and author of Cracking the Federal Job Code. Corliss is a speaker and panelist, and her company mission it to help people find jobs with the US federal government. Corliss started as a consultant after college; she decided that she wanted to work for the government but didn’t know how. She figured it out, and she learned a lot about what to do -- and what not to do in the process. She also realized that many other people would need help in figuring out the federal government application process. And so she started her firm, which focuses on helping people transfer into the federal sector. Federal jobs are working for the US Department of Something-or-other. 85% of the jobs are outside of Washington DC, and there are regional and state agencies for each department. The most sought after skills are the same as you find in the corporate sector. There are positions in finance, healthcare, IT, project management, librarians…..It’s a great place to look for security, camaraderie, and if you want to be a part of a team. One place to look is usajobs.com; there are 13,000 positions open across the US on a given day. Federal Government has to spend a certain amount on hiring, and now has extra money from Covid needs (healthcare, finance, HR….). The Small Business Admin has hired 6000 people nationwide over the last pandemic to help distribute Covid money. What’s it like to land a Federal job? It’s VERY different from corporate. Corliss helps people understand the process and move their resume from a corporate sector resume (1-2 pages) to a Federal sector resume (5+ pages). She helps people understand what they need to show on their application package to be successful in the process. 90-95% of people who apply to Federal jobs get turned down because they don’t get through the process. Sometimes people don’t know which jobs to apply for, so Corliss helps them to target the right choices and then tailor their resume for the right job. HR people in the Federal sector want to see how you respond to the Self Assessment questionnaire. You have to fill that out by bragging on yourself. Once you get through that filter, HR will scan your resume for the right keywords. It takes 4-8 weeks to get through the resume review process. You then get put into three categories -- no, middle, or yes. Sometimes your resume can get shared within an agency, but often you will need to apply to multiple roles. Sharing only happens within an agency and when you’re the best qualified. We asked if it hurts you to not have Federal experience, and Corliss said that it’s good to bring your transferrable skills to the Federal government. Most roles and skillsets are not only Federal. Once you have assembled a good Federal job seeker package, apply to as many Federal jobs as you can, so you get as many interviews as you can. Have a great package, know what you want to target, and then apply across the board. Who should call Corliss? Someone who is open to coaching will do well. Corliss takes information and helps clients build a Federal resume retrofitting experience into what the agencies need to see. They coach people on what to do, and when and why to do it in order to successfully navigate the HR process. Federal interviews are different, and Corliss helps you to navigate the interview process, answer questions well, and then negotiate salary and vacation time. You have to negotiate in a certain way, and many people leave 10-20k on the table because they don’t ask. Hot skills in the Federal government: IT, security, contractor. Government loves certifications -- even more than degrees. It can take 2-18 months to land a Federal job. Interviewing takes a lot of time, but after you pass that, you go through an extensive background check to make sure you aren’t a threat to the federal government. They give you a tentative offer while they do the background check, and this takes at least 2 months. If you need a clearance, it takes a lot longer. Most of Corliss’ clients land in 4-6 months because she helps them to avoid landmines. Corliss advises you not to leave you current job until you have a start date, and even then you need to be careful. You’re not a Federal employee until you take your oath of office. During an administration shift, all jobs freeze at the beginning of a new President’s term, but there is always hiring going on for when the freeze is over. It’s stable once you get in. Referrals are good in the Federal land, but you need to be on the Most Qualified list. Read Corliss’s book, Cracking the Federal Job Code, and find her online at FederalJobResults.com.
22 minutes | 8 months ago
Episode 45: Take a vacation
Vacation is important for relaxation and connection, even in times of COVID. Our goal is to encourage you to take vacation, especially during this strange and difficult period. It takes trust and confidence to take time away from your desk, but we want you to unplug and take vacation, even if it means you aren’t leaving your house. Plan vacation around times when your job/group aren’t busy so you don’t end up having to log on. For example, if you’re in sales, plan it for the 1st week of the quarter, not the last. If you have a vacation planned before you start a new job, let them know in the offer process. Don’t plan a new vacation in the first 3-6 months in your job. When you’re new, ask your boss or colleague when a good time is to take vacation. Plan what you’re going to do and block your calendar. ESPECIALLY for a staycation. Don’t check email and act as if you’re in a place without internet access. Don’t try to vacation around meetings. Setting boundaries around vacation time is important, but managing calendars are critical. Clear your calendar, declining or rescheduling meetings for when you are gone. Managers- TAKE YOUR VACATION. Your employees are watching, and if they don’t see you take vacation, they’ll think they can’t. Lead by example. Hand off your stuff while you’re out. Ask someone you trust to cover for you. The more thorough you are, the less likelihood you will get called while they’re out. When you run a business, it’s very hard to fully unplug. You can do some things like having a good out of office saying when you’re out and when you’ll check email and respond to urgent emails. Liz checks emails twice a day to block, tackle and delegate, but does not do any projects while on vacation. Checking emails allows her to relax and know that her business is in good shape. Turn off Slack and all communication tools in vacation mode. Our rule: phones are only for camera use and communication with people who you are with. Set expectations for anyone you think may need you. Coming back: keep your vacation mojo by cleaning up your inbox before your first day back or blocking the 1st half day, prioritizing important projects and making your to-do list. Read emails top down to know what’s been handled. Remember that most of the emails will have been handled by the person covering for you, so look at them as an FYI. Have a meeting first thing to talk with the person covering for you to get questions answered about what you missed. When you’re covering for someone, at the end of their vacation time, send a “Here’s What you Missed” email to catch them up quickly. Vacations are important to fill your tank, take care of yourself, set example for others around you, and connect with your loved ones. You’re taking time off for you, and no matter where you go, use the time to rejuvinate and reenergize, even if it’s in la backyard.
36 minutes | 8 months ago
Episode 44: Surviving Business Travel with Stephen Andert
On this episode, we’re learning more about traveling for work. Despite most of us not travelling now, we all have had to travel before, and some of us are slowly starting to travel again for work. Our guest, Stephen Andert, has taken business travel and turned it into an art form. His book, Surviving Business Travel, helps others get the most out of their business travel. (Use code REALJOB for 15% off on the book.) Stephen is an introvert who has learned about public speaking and found ways to enjoy being out of his comfort zone. He is a technical person who helps with sales, and learned skills needed to share his technical knowledge by doing Toastmasters. His first travel role had him supporting sales world-wide. He thought the job was going to be only 25% travel, but it ended up being 60%, with long global trips. Stephen is a "checked bag" person, as he brings enough running and business clothes to make sure he’s ready for any extensions or situations that may arise. Why write a book? He was always being asked questions about business travel from his social media posts. He wanted to write for the people who glamourized business travel as well as those who were burnt out by it. Stephen's tips for surviving business travel: Experience the world through food. Stephen asks his driver what he can’t leave without eating. You never know when it’s the last time you’ll see a place, so Stephen makes sure to plan time to experience at least one special thing from each place he visits. He does a Google search looking for races and other events he can participate in when he’s there. Stephen looks for things that recharge him and that fulfill him when traveling, since being an introvert makes business travel extra exhausting. He doesn’t watch TV, but instead reads and walks. Growing up in Ecuador gives Stephen a different perspective on different cultures, and using that helps him show others how alike different cultures really are. How does Stephen handle time zone and climate changes? Stephen uses noise cancelling headphones on planes, and starts adjusting his body before he leaves to go overseas. When he lands, he exercises a bit and gets to bed early to get plenty of sleep so he can also run in the morning. What’s Stephen’s health kit look like? For one thing, it includes supplements. Melatonin to fall asleep on his first night, and a bunch of meds that work for him in different situations so that you don’t have to navigate foreign drug stores. Stephen’s on the road tech kit includes personal and professional laptops and chargers, and he has a list of anything else he might need, again so that he doesn't have to navigate emergency electronics purchases in other countries. He does walking and photography tours to learn about the city he’s in. He does think that business travel will change during the pandemic and afterwares, especially in how we build relationships, but it will be different with masks. A lot of the in-person events will by necessity say virtual. Surviving Business Travel: What do do if business travel is killign you by Stephen Andert. On Amazon and survivingbusinesstravel.square.site - use code REALJOB for 15% off Stephen on Twitter: @FlowingDesert Stephen Andert on Linkedin
50 minutes | 9 months ago
Episode 43: Title: Building your personal brand and evolving with Carla Birnberg
Welcome to RJT, Carla Birnberg! Carla is a friend of both Kat and Liz, and today we’re talking with Carla about her fascinating career journey as a solo-prenuer, marketer, writer and blogger. Carla has SO much information to offer, and she’s a wonderful example of someone who hustles and creates opportunities through talent, grit and ingenuity. Carla’s career was never planned. At the beginning of her career, she thought she would go into academia, and she landed a job at the University of North Carolina. Unfortunately, that job got eliminated before she even started! This forced Carla to think about what she liked to do, which revolved around training and fitness. Shethen became a certified personal trainer, and has had a series of entrepreneurial adventures ever since. Carla opened af fitness studio, but then moved to Austin, so she needed to ask herself what she wanted to do in the new city. Should she open a training studio or should she do something else? The key questions Carla asked herself were: What do I like that I can take with me and what do I want to change? Why am I doing this? Who do I want to help? Who is my target person? That's when Carla started blogging under the name Mz Fit . She worked at the Austin American Statesman during the day to make money, and then worked on the the Mz Fit blog at night and on weekends until it could become her full-time gig. Carla found her niche and defined her audience in each iteration of her career. For her blog, it was for women getting into fitness. She was really clear about who she was aiming her writing at. Everything Carla’s done as an entrepreneur is something she’s passionate about, and something she’s healed in herself. The understanding and drive helps her help others. Mission statements: they drive where you are and where you’re going. You can have them for fitness, business... anything that needs you to find your “why.” Why are we here? What do we stand for? Why are we doing this? Carla saw niches that needed filling and created spaces for herself in the fitness world. She reads landscapes, works with brands she loves, and is able to keep her fingers on the pulse of what’s coming. As an influencer, she pivoted to do more content creation for others vs herself and showed up consistently. By doing a little every day, whether it’s with fitness or writing, Carla had no hard and fast rules and does everything on a case-to-case basis. She looks at the opportunity in the big picture and takes risks that have potential payoff later vs pay today. Even today, as Carla has a traditional day job, she defines herself by her side hustles because they define her entrepreneurial nature. Carla is now the CMO of an RPO company, and she’s learning a whole new skill set, while also using her core competencies of seeing how to make things work better, being quick thinking, creative and taking risks to be successful. The value-add that Carla brings is being unafraid of her creativity. She is “unapologetically herself” and believes that age and thick skin allows her to take risks. She works through her ideas and thinks through businesses whether they’re viable. Carla asks herself if she wants to make something the focus of her career. If the answer is no, she doesn’t go through with it. However, if she enjoys a project, like being the show note writer for Esther Perel, she holds on to it, boh because she loves doing it, and also because she doesn't know where it will lead. Carla talks about searching for jobs and how to tie experiences together to explain where you are now. She was also able to anchor her job search with the desire to be part of a consistent team. It wasn’t a stretch to take all of her freelancing success and showing how she could have the same success in-house. We asked Carla how she gets her freelance gigs. She is part of communities (mostly women) where they want to help each other out: she helps other women and they help her. She mentions a Facebook group called “The Binders” for freelance writers. It’s about vulnerability, being human and real, and reaching out to people and building relationships. We also talked with Carla how she engages in her Facebook groups in order to build relationships.
36 minutes | 9 months ago
Episode 42: How to prepare for a job interview
This episode, we caught ourselves; we talk a lot about interviewing, but we forgot to talk about how to prepare for an interview. Get out your notebook and listen closely …. this episode will teach you how to be prepared for your interviews. Behavioral Interviewing became popular about 25 years ago, and is based on the assumption that past performance will predict future performance. It’s usually based on competencies that come out of the responsibilties of the job, and the interviewers will each cover a different part of those competencies with you. The key to behavioral interviewing, as our old boss J. Mike Smith used to teach us, is to tell a story. Be ready with examples of: Success Failure Teamwork Leadership: taking a leadership role, taking the lead when you weren’t the manager Turn-arounds and pivots Working cross-functionally: how do you navigate diversity of mindset? of skillset? Taking risks It’s beautiful to learn, adapt and change, and take risks. When talking about mistakes, talk about the learning. Don’t be afraid of failure; talk about what went wrong, what you did to try to save it (or what you wish you had thought to do in the moment). The key here is to avoid the blame game and to take responsibility when appropriate, but also acknowledge when you were not the decision maker. How do you get your examples together? Set aside a few hours and go down memory lane -- but not too far back -- to remember projects and teams to get you ready to tell your story. Write down your examples, read them over and practice them. Make sure that your examples are recent; someone who gives examples from 10 years ago, but no current examples, makes the interviewer wonder if you’re past your heyday. Unless it’s something really “once in a career,” try to keep your examples in the last 5 years. Use examples that share a story that help you show that you could be successful in that job. Look at the job description and build your examples around it that show that you are going to be strong in that role. Some companies give examples of questions they may ask. It’s more important to be prepared for those answers, since they aren’t a surprise. If you’re not confident, ask for help from a coach or colleague or your Board of Advisors. Or use your recruiter to ask what they will ask you. If you can use the product the company makes, do it! Have an opinion and talk about your experience. Have your numbers; be able to show your impact in a factual way. If you saved your company money, tell that story with facts. Have your “whys” ready to go. Why did you switch careers? Why did you leave your last company? Be able to share logically why you made the decisions you made. If you've been part of a layoff, you want to show as much as possible that it wasn’t aboiut you and your performance. “It was a down economy and they laid off my whole division.” Be able to tell your story and what you learned, even if it involves unfortunate situations. If there is a gap, don’t over explain. Say what you did in that time, and answer with a direct question. If they want to know more, they’ll ask. Let the interviewer be in charge of the interview. Be strategic and don’t be afraid to take a moment to compose your answer. It’s better than being a motormouth or saying, “That’s a great question.” A lot of companies ask situational questions, which you can't really prepare for. Take a minute, think it through for a minute, and then talk and ask qualifying questions. If you go down a certain path but you to back away from, come back to ask a clarifying questions but then pivot. Many situational questions are asked to see how you inquire and learn more. There’s nothing wrong with following up after the question, and realizing that this new information leads you to a different answer. Listen to what your interviewer is asking. When someone asks, “Have you thought about this….?” they are leading you to understand what they are trying to elicit as an answer. Listen to the first question, but also the follow-ups to see where they may want you to go. Always ask questions, both job- and culture-related, and make sure you know how the company aligns with your own must-have list. "What do you like about working here?" is a good question. And "What would you change if you could?" is a great question to get to the truth of working there. Do your research; they’re going to want to know what you think about them. Look at their website, Glassdoor, Google them, and search Linkedin for emploiyee profiles. By doing all this, you avoid the "blank brain" problem, and you will go in confidently and prepared for your job interview.
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