He Wants Subjects, Verbs and Objects
Interview of Richard Anderson, chief executive of Delta Air Lines
Vocabulary
squelches
insight
trajectory
Rubik’s cube
intangibles
avocations
adaptability
proliferate
stoic
BlackBerrys
uncollegial
violation
uncollegial
daunting
Moleskine
Questions to ponder:
1. How did the interviewer select the title for this interview?
2. Summarize in three words, the essence of the first answers to the interviewer first three questions.
3. What are the “intangibles” Mr. Anderson is looking for when he interviews a potential vice president?
4. When he asks questions about family, what is he really looking for?
5. Ten years ago, this may not have been as important as it is today, what is it?
6. Explain “operational awareness” in your own words.
7. If you understand what’s right culturally, both in your company and globally, it is called ____________.
8. He gives 6 time management skills, list them and discuss the one most important to you.
9. Could you run a meeting using the 5 points he discusses? What are they?
10. What does he say about PowerPoint and how is his style different?
Moleskine (mol-a-skeen’-a) is a brand of notebook manufactured by Moleskine srl, an Italian company. Although the name implies otherwise, the notebook is not bound in moleskin, but in oilcloth-covered cardboard. Other distinct features include an elastic band to hold the notebook closed, a sewn spine that allows it to lie flat when opened, rounded corners, a ribbon bookmark and an expandable pocket inside the rear cover.
Monday, April 27, 2009
Great Interview with the CEO of Delta Airline
Here is a Great Interview with the CEO of Delta Airline explaining the importance of communication and working with people. Enjoy - Joe
CORNER OFFICE
He Wants Subjects, Verbs and Objects
This interview of Richard Anderson, chief executive of Delta Air Lines, was conducted and condensed by Adam Bryant.
Q. What was the most important leadership lesson you learned?
A. I’ve learned to be patient and not lose my temper. And the reason that’s important is everything you do is an example, and people look at everything you do and take a signal from everything you do. And when you lose your temper, it really squelches debate and sends the wrong signal about how you want your organization to run. And it was a good lesson. It was a long time ago. And I had a C.E.O. who I was very close to, and he just took me aside and gave me a really short instruction about it. And it was a really important instruction.
We have a tendency in these jobs to push really, really hard and want to go really, really fast. Change can’t ever be fast enough. But you do have to be patient enough and make sure that you always remain calm.
Q. Are there other things that you’ve learned to do more of, or less?
A. You’ve got to be thankful to the people who get the work done, and you’ve got to be thankful to your customers. So, I find myself, more and more, writing hand-written notes to people. I must write a half a dozen a day.
Q. Looking back over your career, even to the early years, do you recall an insight that set you on a different trajectory?
A. Yes, and it was actually at my first job while I went to night law school at South Texas College of Law. And I had a good full-time job as the administrative assistant to the D.A. And what you understood was you really needed to be a problem-solver, not a problem-creator. You know, don’t bring a Rubik’s cube to the table, unless you have an idea on how you’re going to try to get an answer. And always try to be a leader that comes up with the creative answers to the hard problems.
Q. And what about advice on your career?
A. If you just focus on getting your job done and being a good colleague and a team player in an organization, and not focused about being overly ambitious and wanting pay raises and promotions and the like, and just doing your job and being a part of a team, the rest of it all takes care of itself.
Q. Did somebody give you that advice, or was that something that you came to understand yourself?
A. My mother and father died from cancer when I was 20, and so I was working full time, and I was pretty fortunate to be around a lot of good people that had that kind of culture and approach to things. It was just by osmosis that I came to those kinds of conclusions.
Q. Let’s talk about hiring. What are you looking for in job candidates?
A. Typically, when you’re hiring a vice president of a company, they already have the résumé and they already have the experience base. And so what you’re trying to find out about are the intangibles of leadership, communication style and the ability to, today, really adapt to change.
And there are a lot of ways to go at that. I like to ask people what they’ve read, what are the last three or four books they’ve read, and what did they enjoy about those. And to really understand them as individuals because, you know, the résumés you get are wonderful résumés. Wonderful education, great work history. So you have to probe a little bit deeper into the human intangibles, because we’ve all seen many instances where people had perfect résumés, but weren’t effective in an organization.
So it’s not just education and experience. It’s education, experience and the human factor. The situational awareness that a person has and their ability to fit into an organization and then be successful in the organization. It’s a whole series of intangibles that are almost gut instincts about people.
Q. What other questions do you ask?
A. You want to know about their family. Where they grew up. What their parents did. Where they went to high school. What their avocations were. How many kids they had in their family. You know, what their whole background and history is.
I learned that from a C.E.O. I worked for. The C.E.O. wouldn’t really spend that much time on the résumé, but spent most of the time wanting to know everything about the person’s life, family, what they liked, where they liked to go on vacation, what their kids were like. And it gave you a really good perspective about who they were as people.
You spend more of your waking time with your colleagues at the office than you do with your family and when you bring someone into that family — we have 50 senior leaders at our company and 70,000 employees — you need to make sure that they’re a fit to the culture. And that they’re going to be part of that group of people in a healthy functioning way.
Q. What are you listening for as somebody describes their family, where they’re from, etc.?
A. You’re looking for a really strong set of values. You’re looking for a really good work ethic. Really good communication skills. More and more, the ability to speak well and write is important. You know, writing is not something that is taught as strongly as it should be in the educational curriculum. So you’re looking for communication skills.
You’re looking for adaptability to change. You’re looking at, do you get along well with people? And are you the sort of person that can be a part of a team and motivate people? You know, do you have the emotional I.Q.?
It’s not just enough to be able to just do a nice PowerPoint presentation. You’ve got to have the ability to pick people. You’ve got to have the ability to communicate. When you find really capable people, it’s amazing how they proliferate capable people all through your organization. So that’s what you’re hunting for.
Q. And is there any change in the kind of qualities you’re looking for compared with 5, 10 years ago?
A. I think this communication point is getting more and more important. People really have to be able to handle the written and spoken word. And when I say written word, I don’t mean PowerPoints. I don’t think PowerPoints help people think as clearly as they should because you don’t have to put a complete thought in place. You can just put a phrase with a bullet in front of it. And it doesn’t have a subject, a verb and an object, so you aren’t expressing complete thoughts.
And a lot of what we do in communication, when you write e-mail, you need to express yourself very clearly so people understand whether we’re going to L.A. today or we’re going to Boston today.
The second thing is, I think you’ve got to have what our pilots call operational awareness. You’ve got to have your head up. You know, when you’re flying an airplane, you’ve got to have your head up and you’ve got to have situational awareness of everything that’s going on around you. There is so much going on in the world today, you’ve got to know what’s going on globally, what’s going on around you, particularly today with what’s going on in this economy.
And, third, you’ve got to have not just the business skills, you’ve got to have the emotional intelligence. It’s not just enough to be the best person operating an H.P. calculator. You have to have the emotional intelligence to understand what’s right culturally, both in your company and outside your company.
Q. Any good management or leadership books that you’ve read?
A. I think good history books are the best books on management. And particularly autobiographies and biographies. Right now, I’m reading “Theodore Rex.”
Q. What about time management?
A. Only touch paper once. No. 2, always have your homework done. No. 3, return your calls very promptly. No. 4, stick to your schedule. I keep my watch about 10 minutes ahead. It’s important to run on time, particularly at an airline. And use your time wisely. And then, once a month, take the rest of the calendar year, or the next six months and re-review how you are using your time and reprioritize what you’re doing.
Q. How do you run meetings?
A. One, get the materials out ahead of time and make sure they are succinct and to the point. Second, start the meeting on time. Third, I tend to be a stoic going into the meeting. I want the debate. I want to hear everybody’s perspective, so you want to try to ask more questions than make statements.
I don’t think it’s appropriate to use BlackBerrys in meetings. You might as well have the newspaper and open the newspaper up in the middle of the meeting. So let’s stay focused on what we’re doing. Let’s have a really good debate, but it can’t get uncollegial. If it gets uncollegial, we actually have a bell you can ring, in the conference room.
Q. Tell me more about this.
A. If you are in a really hard debate and somebody veers off the subject and goes after you in a way that isn’t fair, you get to ring the bell. It’s a violation of the rules of the road. So you ring the bell if something wasn’t a fair shot, and we all laugh.
Q. If you had to choose another profession, what would it be?
A. Probably a public defender. I enjoyed doing criminal trial work. Teach law school or go back into health care. You know, I spent three years at UnitedHealth Group, and the health care problems we face as a country are so daunting that it would be interesting, particularly given the focus on our government today, on trying to solve that set of problems.
Q. Are you a list keeper?
A. I use Moleskines. It’s just lists of things. Sometimes I’ll just sit down and write what I’m thinking about things, because I’m not a PowerPoint person. I’ll start at the upper left corner of the page and start writing, in complete thoughts, what I think. I have a long paper that I’m writing about our marketing strategy.
Q. What would you like to see business schools teach more?
A. When you’re managing as much change as corporations globally must deal with today, the ability to communicate and communicate effectively is so important that it ought to be a core capability in a business school curriculum. We measure, study, quantify, analyze every single piece of our business. Business schools in the United States have done a phenomenal job of creating that capability. But then you’ve got to be able to take all that data and information and transform it into change in the organization and improvement in the organization and the formulation of the business strategy.
You’ve got to execute, and that human factor part is important. I know it’s intangible and it’s not like finance where 2 plus 2 is 4. I don’t know whether it can be taught, but it can certainly be studied.
CORNER OFFICE
He Wants Subjects, Verbs and Objects
This interview of Richard Anderson, chief executive of Delta Air Lines, was conducted and condensed by Adam Bryant.
Q. What was the most important leadership lesson you learned?
A. I’ve learned to be patient and not lose my temper. And the reason that’s important is everything you do is an example, and people look at everything you do and take a signal from everything you do. And when you lose your temper, it really squelches debate and sends the wrong signal about how you want your organization to run. And it was a good lesson. It was a long time ago. And I had a C.E.O. who I was very close to, and he just took me aside and gave me a really short instruction about it. And it was a really important instruction.
We have a tendency in these jobs to push really, really hard and want to go really, really fast. Change can’t ever be fast enough. But you do have to be patient enough and make sure that you always remain calm.
Q. Are there other things that you’ve learned to do more of, or less?
A. You’ve got to be thankful to the people who get the work done, and you’ve got to be thankful to your customers. So, I find myself, more and more, writing hand-written notes to people. I must write a half a dozen a day.
Q. Looking back over your career, even to the early years, do you recall an insight that set you on a different trajectory?
A. Yes, and it was actually at my first job while I went to night law school at South Texas College of Law. And I had a good full-time job as the administrative assistant to the D.A. And what you understood was you really needed to be a problem-solver, not a problem-creator. You know, don’t bring a Rubik’s cube to the table, unless you have an idea on how you’re going to try to get an answer. And always try to be a leader that comes up with the creative answers to the hard problems.
Q. And what about advice on your career?
A. If you just focus on getting your job done and being a good colleague and a team player in an organization, and not focused about being overly ambitious and wanting pay raises and promotions and the like, and just doing your job and being a part of a team, the rest of it all takes care of itself.
Q. Did somebody give you that advice, or was that something that you came to understand yourself?
A. My mother and father died from cancer when I was 20, and so I was working full time, and I was pretty fortunate to be around a lot of good people that had that kind of culture and approach to things. It was just by osmosis that I came to those kinds of conclusions.
Q. Let’s talk about hiring. What are you looking for in job candidates?
A. Typically, when you’re hiring a vice president of a company, they already have the résumé and they already have the experience base. And so what you’re trying to find out about are the intangibles of leadership, communication style and the ability to, today, really adapt to change.
And there are a lot of ways to go at that. I like to ask people what they’ve read, what are the last three or four books they’ve read, and what did they enjoy about those. And to really understand them as individuals because, you know, the résumés you get are wonderful résumés. Wonderful education, great work history. So you have to probe a little bit deeper into the human intangibles, because we’ve all seen many instances where people had perfect résumés, but weren’t effective in an organization.
So it’s not just education and experience. It’s education, experience and the human factor. The situational awareness that a person has and their ability to fit into an organization and then be successful in the organization. It’s a whole series of intangibles that are almost gut instincts about people.
Q. What other questions do you ask?
A. You want to know about their family. Where they grew up. What their parents did. Where they went to high school. What their avocations were. How many kids they had in their family. You know, what their whole background and history is.
I learned that from a C.E.O. I worked for. The C.E.O. wouldn’t really spend that much time on the résumé, but spent most of the time wanting to know everything about the person’s life, family, what they liked, where they liked to go on vacation, what their kids were like. And it gave you a really good perspective about who they were as people.
You spend more of your waking time with your colleagues at the office than you do with your family and when you bring someone into that family — we have 50 senior leaders at our company and 70,000 employees — you need to make sure that they’re a fit to the culture. And that they’re going to be part of that group of people in a healthy functioning way.
Q. What are you listening for as somebody describes their family, where they’re from, etc.?
A. You’re looking for a really strong set of values. You’re looking for a really good work ethic. Really good communication skills. More and more, the ability to speak well and write is important. You know, writing is not something that is taught as strongly as it should be in the educational curriculum. So you’re looking for communication skills.
You’re looking for adaptability to change. You’re looking at, do you get along well with people? And are you the sort of person that can be a part of a team and motivate people? You know, do you have the emotional I.Q.?
It’s not just enough to be able to just do a nice PowerPoint presentation. You’ve got to have the ability to pick people. You’ve got to have the ability to communicate. When you find really capable people, it’s amazing how they proliferate capable people all through your organization. So that’s what you’re hunting for.
Q. And is there any change in the kind of qualities you’re looking for compared with 5, 10 years ago?
A. I think this communication point is getting more and more important. People really have to be able to handle the written and spoken word. And when I say written word, I don’t mean PowerPoints. I don’t think PowerPoints help people think as clearly as they should because you don’t have to put a complete thought in place. You can just put a phrase with a bullet in front of it. And it doesn’t have a subject, a verb and an object, so you aren’t expressing complete thoughts.
And a lot of what we do in communication, when you write e-mail, you need to express yourself very clearly so people understand whether we’re going to L.A. today or we’re going to Boston today.
The second thing is, I think you’ve got to have what our pilots call operational awareness. You’ve got to have your head up. You know, when you’re flying an airplane, you’ve got to have your head up and you’ve got to have situational awareness of everything that’s going on around you. There is so much going on in the world today, you’ve got to know what’s going on globally, what’s going on around you, particularly today with what’s going on in this economy.
And, third, you’ve got to have not just the business skills, you’ve got to have the emotional intelligence. It’s not just enough to be the best person operating an H.P. calculator. You have to have the emotional intelligence to understand what’s right culturally, both in your company and outside your company.
Q. Any good management or leadership books that you’ve read?
A. I think good history books are the best books on management. And particularly autobiographies and biographies. Right now, I’m reading “Theodore Rex.”
Q. What about time management?
A. Only touch paper once. No. 2, always have your homework done. No. 3, return your calls very promptly. No. 4, stick to your schedule. I keep my watch about 10 minutes ahead. It’s important to run on time, particularly at an airline. And use your time wisely. And then, once a month, take the rest of the calendar year, or the next six months and re-review how you are using your time and reprioritize what you’re doing.
Q. How do you run meetings?
A. One, get the materials out ahead of time and make sure they are succinct and to the point. Second, start the meeting on time. Third, I tend to be a stoic going into the meeting. I want the debate. I want to hear everybody’s perspective, so you want to try to ask more questions than make statements.
I don’t think it’s appropriate to use BlackBerrys in meetings. You might as well have the newspaper and open the newspaper up in the middle of the meeting. So let’s stay focused on what we’re doing. Let’s have a really good debate, but it can’t get uncollegial. If it gets uncollegial, we actually have a bell you can ring, in the conference room.
Q. Tell me more about this.
A. If you are in a really hard debate and somebody veers off the subject and goes after you in a way that isn’t fair, you get to ring the bell. It’s a violation of the rules of the road. So you ring the bell if something wasn’t a fair shot, and we all laugh.
Q. If you had to choose another profession, what would it be?
A. Probably a public defender. I enjoyed doing criminal trial work. Teach law school or go back into health care. You know, I spent three years at UnitedHealth Group, and the health care problems we face as a country are so daunting that it would be interesting, particularly given the focus on our government today, on trying to solve that set of problems.
Q. Are you a list keeper?
A. I use Moleskines. It’s just lists of things. Sometimes I’ll just sit down and write what I’m thinking about things, because I’m not a PowerPoint person. I’ll start at the upper left corner of the page and start writing, in complete thoughts, what I think. I have a long paper that I’m writing about our marketing strategy.
Q. What would you like to see business schools teach more?
A. When you’re managing as much change as corporations globally must deal with today, the ability to communicate and communicate effectively is so important that it ought to be a core capability in a business school curriculum. We measure, study, quantify, analyze every single piece of our business. Business schools in the United States have done a phenomenal job of creating that capability. But then you’ve got to be able to take all that data and information and transform it into change in the organization and improvement in the organization and the formulation of the business strategy.
You’ve got to execute, and that human factor part is important. I know it’s intangible and it’s not like finance where 2 plus 2 is 4. I don’t know whether it can be taught, but it can certainly be studied.
Tuesday, April 14, 2009
Team Teaching of a Job Hunting Skill – Final Exam
Team Teaching of a Job Hunting Skill – Final Exam
You will be graded on the following:
1.Group involvement (each team member is to have and active part)
2.Class participation and involvement (involve everyone in active learning through activities and ease to understand instructions)
3.Preparation (No Reading of Presentation – May use PowerPoint and note cards)
4.Time (Keep within the assigned time – 20 to 30 minutes)
You will be graded on the following:
1.Group involvement (each team member is to have and active part)
2.Class participation and involvement (involve everyone in active learning through activities and ease to understand instructions)
3.Preparation (No Reading of Presentation – May use PowerPoint and note cards)
4.Time (Keep within the assigned time – 20 to 30 minutes)
Team Teaching of Idioms
Team Teaching of Idioms
You will be graded on the following:
1.Group involvement (each team member is to have and active part)
2.Class participation and involvement (involve everyone in active learning through activities with your instructions being easy to understand)
3.Teach at least one idiom per team member.
4.Preparation (No Reading of presentation – May use PowerPoint or note cards)
5.Time (Keep within the assigned time – 20 to 30 minutes)
You will be graded on the following:
1.Group involvement (each team member is to have and active part)
2.Class participation and involvement (involve everyone in active learning through activities with your instructions being easy to understand)
3.Teach at least one idiom per team member.
4.Preparation (No Reading of presentation – May use PowerPoint or note cards)
5.Time (Keep within the assigned time – 20 to 30 minutes)
Monday, April 13, 2009
Idiom Presentation Assignments By Group #
Idiom Presentation Assignment – Group 1
Team Name:___________________ Class # ___________
1. A chain is no stronger than its weakest link
2. A picture is worth a thousand words
3. Bet your bottom dollar
4. Butterflies in your stomach
5. Could eat a horse
6. Diamond in the rough
7. Early bird catches the worm
8. Feel like a million
9. Garbage in, garbage out
10. Healthy as a horse
11. Just for the heck of it
12. Kiss something goodbye
*********************************************************
Idiom Presentation Assignment – Group 2
Team Name:___________________ Class # ___________
1. All your eggs in one basket
2. A fool and his money are soon parted
3. Beggars can't be choosers
4. Bird in the hand is worth two in the bush
5. Calm before the storm
6. Dead wrong
7. Don't bite the hand that feeds
8. Every trick in the book
9. Fly by the seat of one's pants
10. Frog in my throat
11. Jungle out there
12. Know which side one's bread is buttered on
*********************************************************
Idiom Presentation Assignment – Group 3
Team Name:___________________ Class # ___________
1. A penny saved is a penny earned
2. Beauty is in the eye of the beholder
3. Can of worms
4. Clean bill of health
5. Don't count your chickens before they're hatched
6. Fair and square
7. Fool me once, shame on you; fool me twice, shame on me
8. Give someone a piece of your mind
9. Hold your horses
10. If it ain't broke, don't fix it
11. Just for the record
12. Kick the bucket
*********************************************************
Idiom Presentation Assignment – Group 4
Team Name:___________________ Class # ___________
1. Don't cry over spilt milk
2. Change horses in midstream
3. Absence makes the heart grow fonder
4. Blow your own horn
5. Face only a mother could love
6. Head over heels in love
7. Keep your head above water
8. Know which way the wind blows
9. It's your funeral
10. Just in the nick of time
11. Kill the goose that lays the golden egg
12. Give me a hand
*********************************************************
Idiom Presentation Assignment – Group 5
Team Name:___________________ Class # ___________
1. Blow the whistle
2. Cat got your tongue?
3. A little bird told me
4. A day late and a dollar short
5. Clean as a whistle
6. Draw the line
7. Early to bed, early to rise, makes a man healthy wealthy and wise
8. Egg on your face
9. Eyes are bigger than one's stomach
10. Fly off the handle
11. Go fly a kite
12. Jury's out
*********************************************************
Idiom Presentation Assignment – Group 6
Team Name:___________________ Class # ___________
1. Food for thought
2. Between a rock and a hard place
3. Ducks in a row
4. Actions speak louder than words
5. Beating a dead horse
6. Call on the carpet
7. Dead to the world
8. Face the music
9. Fat chance!
10. Full of hot air
11. Hook, line, and sinker
12. Keep your nose clean
*********************************************************
Idiom Presentation Assignment – Group 7
Team Name:___________________ Class # ___________
1. A little learning is a dangerous thing
2. Bite off more than you can chew
3. All the tea in China
4. Change of heart
5. Do their dirty work
6. Every cloud has a silver lining
7. Good fences make good neighbors
8. Icing on the cake
9. Keep your options open
10. Kill two birds with one stone
11. Brownie points
12. Bite someone's head off
*********************************************************
Idiom Presentation Assignment – Group 8
Team Name:___________________ Class # ___________
1. A rolling stone gathers no moss
2. Behind someone's back
3. Call it a day
4. Class act
5. Draw the line
6. Eleventh hour
7. Go for broke
8. Green light
9. Head south
10. Just around the corner
11. Foot in mouth
12. Count sheep
Team Name:___________________ Class # ___________
1. A chain is no stronger than its weakest link
2. A picture is worth a thousand words
3. Bet your bottom dollar
4. Butterflies in your stomach
5. Could eat a horse
6. Diamond in the rough
7. Early bird catches the worm
8. Feel like a million
9. Garbage in, garbage out
10. Healthy as a horse
11. Just for the heck of it
12. Kiss something goodbye
*********************************************************
Idiom Presentation Assignment – Group 2
Team Name:___________________ Class # ___________
1. All your eggs in one basket
2. A fool and his money are soon parted
3. Beggars can't be choosers
4. Bird in the hand is worth two in the bush
5. Calm before the storm
6. Dead wrong
7. Don't bite the hand that feeds
8. Every trick in the book
9. Fly by the seat of one's pants
10. Frog in my throat
11. Jungle out there
12. Know which side one's bread is buttered on
*********************************************************
Idiom Presentation Assignment – Group 3
Team Name:___________________ Class # ___________
1. A penny saved is a penny earned
2. Beauty is in the eye of the beholder
3. Can of worms
4. Clean bill of health
5. Don't count your chickens before they're hatched
6. Fair and square
7. Fool me once, shame on you; fool me twice, shame on me
8. Give someone a piece of your mind
9. Hold your horses
10. If it ain't broke, don't fix it
11. Just for the record
12. Kick the bucket
*********************************************************
Idiom Presentation Assignment – Group 4
Team Name:___________________ Class # ___________
1. Don't cry over spilt milk
2. Change horses in midstream
3. Absence makes the heart grow fonder
4. Blow your own horn
5. Face only a mother could love
6. Head over heels in love
7. Keep your head above water
8. Know which way the wind blows
9. It's your funeral
10. Just in the nick of time
11. Kill the goose that lays the golden egg
12. Give me a hand
*********************************************************
Idiom Presentation Assignment – Group 5
Team Name:___________________ Class # ___________
1. Blow the whistle
2. Cat got your tongue?
3. A little bird told me
4. A day late and a dollar short
5. Clean as a whistle
6. Draw the line
7. Early to bed, early to rise, makes a man healthy wealthy and wise
8. Egg on your face
9. Eyes are bigger than one's stomach
10. Fly off the handle
11. Go fly a kite
12. Jury's out
*********************************************************
Idiom Presentation Assignment – Group 6
Team Name:___________________ Class # ___________
1. Food for thought
2. Between a rock and a hard place
3. Ducks in a row
4. Actions speak louder than words
5. Beating a dead horse
6. Call on the carpet
7. Dead to the world
8. Face the music
9. Fat chance!
10. Full of hot air
11. Hook, line, and sinker
12. Keep your nose clean
*********************************************************
Idiom Presentation Assignment – Group 7
Team Name:___________________ Class # ___________
1. A little learning is a dangerous thing
2. Bite off more than you can chew
3. All the tea in China
4. Change of heart
5. Do their dirty work
6. Every cloud has a silver lining
7. Good fences make good neighbors
8. Icing on the cake
9. Keep your options open
10. Kill two birds with one stone
11. Brownie points
12. Bite someone's head off
*********************************************************
Idiom Presentation Assignment – Group 8
Team Name:___________________ Class # ___________
1. A rolling stone gathers no moss
2. Behind someone's back
3. Call it a day
4. Class act
5. Draw the line
6. Eleventh hour
7. Go for broke
8. Green light
9. Head south
10. Just around the corner
11. Foot in mouth
12. Count sheep
Team Presentations For Week of Apr. 20 - 24
Team Presentations For Week of Apr. 20 - 24
Please review the following four questions/statements and prepare to discuss at least one with your team next week.
1. Do you agree or disagree with the following statement? Parents are the best teachers. Use specific reasons and examples to support your answer.
2. It has been said, "Not everything that is learned is contained in books." Compare knowledge gained from experience with knowledge gained from books. In your opinion, which source is more important? Why?
3. Do you agree or disagree with the following statement? Television has destroyed communication among friends and family. Use specific reasons and examples to support your opinion.
4. Neighbors are the people who live near us. In your opinion, what are the qualities of a good neighbor? Use specific details and examples in your answer.
Please review the following four questions/statements and prepare to discuss at least one with your team next week.
1. Do you agree or disagree with the following statement? Parents are the best teachers. Use specific reasons and examples to support your answer.
2. It has been said, "Not everything that is learned is contained in books." Compare knowledge gained from experience with knowledge gained from books. In your opinion, which source is more important? Why?
3. Do you agree or disagree with the following statement? Television has destroyed communication among friends and family. Use specific reasons and examples to support your opinion.
4. Neighbors are the people who live near us. In your opinion, what are the qualities of a good neighbor? Use specific details and examples in your answer.
Sunday, April 12, 2009
S U C C E S S F U L I N T E R V I E W
S U C C E S S I N I N T E R V I E W I N G A N D N E T W O R K I N G
INTERVIEW
TECHNIQUES
K E Y T O A S U C C E S S F U L I N T E R V I E W
The key to a successful interview is adequate preparation. Most employers ask the same basic questions, so prepare answers before an interview. Below is a list of questions frequently asked by employers, with some ideas on how you might answer. Avoid memorizing answers, but become confident about what you will say so that you can leave a positive first impression. Find someone to coach you through the questions—a friend, someone at the employment resource center, or your ward or stake employment specialist.
C O M M O N Q U E S T I O N S A N D A N S W E R S
Tell me something about yourself.
Develop a brief summary (two minutes or less) that includes positive work and volunteer habits. Use your “Me in 30 Seconds” statement along with “Power Statements” to answer.
What are some of your strengths? or
Why should we hire you?
Know your strengths, and use your Power Statements to prove them. Tell how you can add value to the company and how you can help make or save money.
Why do you want to work for us? or
What do you know about our company?
Do research before the interview in order to give an appropriate answer. Discuss how your skills would fill the needs of that company. Use a Power Statement.
What are some of your weaknesses?
Explain how you have turned perceived weaknesses into strengths. For example: “Some people say that I am too nice. But I have found that by being nice I am able to serve 14 percent more customers per shift, and I have 40 percent fewer complaints than my average co-worker.”
What do you think of your present [or past] employer?
Never criticize your last company or boss. Always use positive terms. Try using a Power Statement for your previous employer.
What do you hope to be doing in five years?
Indicate how you hope to make a positive contribution to the employer’s company. For example: “I’d like to be working for you in a position of responsibility.” Use a Power Statement to describe how you plan to benefit the company.
What do you expect as a salary or compensation?
Avoid mentioning a specific salary. You may respond with:
• What do you normally pay someone with my experience?
• What does your budget allow for this type of position?
• I know that I have to make you more money than it costs you to employ me. Let me first explain how I can do that.
[Use a Power Statement.]
Or you can ask to not discuss money until you find that you and the employer are a good match. Suggest that if you both find that you want to work together, then you can agree on a salary arrangement later.
Do you have any questions for me?
Ask questions such as:
Where do you see this company in five years?
What have been your experiences with this company?
Why is this position open?
Do you have any concerns about my abilities to do this job?
Would you share them with me?
What is your time frame for making a decision?
B E H A V I O R A L Q U E S T I O N S
Employers often ask questions to see how you react or behave in certain situations. Try to understand why the employer might be asking the question. As you give your answer, provide specific examples that show the employer your thought process. The following is a list of typical behavioral questions and what an employer might be evaluating:
• Describe the most recent situation you faced under pressure. How did you react?
Evaluation: Does the candidate explode? Walk away?
Give up? React in a mature way?
• Describe your last major mistake. Why did it happen? What did you do about it?
Evaluation: Does the candidate understand the seriousness of the situation? Is the reason he or she gives for the mistake logical?
• Tell me about a time when your ideas were rejected by your boss. How did you work through the situation?
Evaluation: Does the candidate bow down to management? Does he or she go back and do homework for another try? Is he or she persistent when right?
INTERVIEW
TECHNIQUES
K E Y T O A S U C C E S S F U L I N T E R V I E W
The key to a successful interview is adequate preparation. Most employers ask the same basic questions, so prepare answers before an interview. Below is a list of questions frequently asked by employers, with some ideas on how you might answer. Avoid memorizing answers, but become confident about what you will say so that you can leave a positive first impression. Find someone to coach you through the questions—a friend, someone at the employment resource center, or your ward or stake employment specialist.
C O M M O N Q U E S T I O N S A N D A N S W E R S
Tell me something about yourself.
Develop a brief summary (two minutes or less) that includes positive work and volunteer habits. Use your “Me in 30 Seconds” statement along with “Power Statements” to answer.
What are some of your strengths? or
Why should we hire you?
Know your strengths, and use your Power Statements to prove them. Tell how you can add value to the company and how you can help make or save money.
Why do you want to work for us? or
What do you know about our company?
Do research before the interview in order to give an appropriate answer. Discuss how your skills would fill the needs of that company. Use a Power Statement.
What are some of your weaknesses?
Explain how you have turned perceived weaknesses into strengths. For example: “Some people say that I am too nice. But I have found that by being nice I am able to serve 14 percent more customers per shift, and I have 40 percent fewer complaints than my average co-worker.”
What do you think of your present [or past] employer?
Never criticize your last company or boss. Always use positive terms. Try using a Power Statement for your previous employer.
What do you hope to be doing in five years?
Indicate how you hope to make a positive contribution to the employer’s company. For example: “I’d like to be working for you in a position of responsibility.” Use a Power Statement to describe how you plan to benefit the company.
What do you expect as a salary or compensation?
Avoid mentioning a specific salary. You may respond with:
• What do you normally pay someone with my experience?
• What does your budget allow for this type of position?
• I know that I have to make you more money than it costs you to employ me. Let me first explain how I can do that.
[Use a Power Statement.]
Or you can ask to not discuss money until you find that you and the employer are a good match. Suggest that if you both find that you want to work together, then you can agree on a salary arrangement later.
Do you have any questions for me?
Ask questions such as:
Where do you see this company in five years?
What have been your experiences with this company?
Why is this position open?
Do you have any concerns about my abilities to do this job?
Would you share them with me?
What is your time frame for making a decision?
B E H A V I O R A L Q U E S T I O N S
Employers often ask questions to see how you react or behave in certain situations. Try to understand why the employer might be asking the question. As you give your answer, provide specific examples that show the employer your thought process. The following is a list of typical behavioral questions and what an employer might be evaluating:
• Describe the most recent situation you faced under pressure. How did you react?
Evaluation: Does the candidate explode? Walk away?
Give up? React in a mature way?
• Describe your last major mistake. Why did it happen? What did you do about it?
Evaluation: Does the candidate understand the seriousness of the situation? Is the reason he or she gives for the mistake logical?
• Tell me about a time when your ideas were rejected by your boss. How did you work through the situation?
Evaluation: Does the candidate bow down to management? Does he or she go back and do homework for another try? Is he or she persistent when right?
P R E S E N T I N G Y O U R S K I L L S
PRESENTING
YOUR SKILLS
I N T E R V I E W S, R É S U M É S, A N D O T H E R I N T E R A C T I O N S
P R E S E N T I N G Y O U R S K I L L S
When presenting your skills to others, use concise statements that briefly describe the value you can bring to the organization. Highlight a strength you have, and show how you have used that strength to achieve results. This kind of statement is referred to as a Power Statement.
Presenting facts about your skills and experience is not boasting; it allows others to understand how you can add value to their organization. Power Statements strengthen interviews, résumés, thank-you letters, and “Me in 30 Seconds” statements Power Statements include two elements, “power words” and achievements.
P O W E R W O R D S
When highlighting your strengths, use “power words”—positive words or short phrases that describe you, such as the following:
• Self-starter • Results-oriented
• Creative • Productive
• Motivated • Problem-solver
• Decisive • Teachable
• Resourceful • Responsible
• Persistent • Adaptable
• Organized
A C H I E V E M E N T S
When you describe an achievement, you may include:
• A challenge you faced.
• Actions you performed to overcome the challenge.
• The results of your actions.
Be sincere about your achievements, and do not explain every detail. Be very brief, but share enough so that the person you are talking to will be interested in hearing more. He or she will keep the conversation going by asking for more detail or calling you for an interview. Below are some examples of different types of achievements you could share:
Efficiency
• Implemented a new statistical tracking method that reduced the average error rate by 14 percent.
• Introduced the design of a new product line that became a best seller in the marketplace.
• Successfully kept all delinquent accounts under 5 percent each week.
Value
• Developed a new employee training program that increased employee retention by more than 80 percent.
• Facilitated the reorganization of the inventory- purchasing department. More than 90 percent of the employees identified the changes as improvements.
• Implemented product design changes that resulted in fewer rejects.
Magnitude
• Developed a training program that contributed to a 35-percent increase in customer participation.
• Implemented a marketing strategy that directly increased quarterly sales by 25 percent.
• Restructured the manufacturing department, increasing daily yield by 15 percent.
Cost and Revenue
• Designed a new product line that increased annual revenue by $250,000.
• Negotiated a contract that increased annual revenue by over $3 million.
• Reduced quarterly operating expenses by 35 percent.
• Facilitated the turnaround of a troubled organization from a negative $150,000 to a positive $1.5 million.
S A M P L E P O W E R S T A T E M E N T S
• I can achieve results. For example, I started a new tracking method that reduced the errors by 14 percent.
• I make good decisions. For example, I applied product- design changes that resulted in fewer rejects.
• I am creative. For example, I designed a new product line that increased revenue by $250,000.
• I have organization management skills. For example, I reorganized the company’s manufacturing department, increasing yield by 15 percent.
C R E A T E Y O U R O W N P O W E R S T A T E M E N T
Use the following formula to create a Power Statement:
I am [use a “power word” to describe a major strength]. For example, I [describe an achievement].
YOUR SKILLS
I N T E R V I E W S, R É S U M É S, A N D O T H E R I N T E R A C T I O N S
P R E S E N T I N G Y O U R S K I L L S
When presenting your skills to others, use concise statements that briefly describe the value you can bring to the organization. Highlight a strength you have, and show how you have used that strength to achieve results. This kind of statement is referred to as a Power Statement.
Presenting facts about your skills and experience is not boasting; it allows others to understand how you can add value to their organization. Power Statements strengthen interviews, résumés, thank-you letters, and “Me in 30 Seconds” statements Power Statements include two elements, “power words” and achievements.
P O W E R W O R D S
When highlighting your strengths, use “power words”—positive words or short phrases that describe you, such as the following:
• Self-starter • Results-oriented
• Creative • Productive
• Motivated • Problem-solver
• Decisive • Teachable
• Resourceful • Responsible
• Persistent • Adaptable
• Organized
A C H I E V E M E N T S
When you describe an achievement, you may include:
• A challenge you faced.
• Actions you performed to overcome the challenge.
• The results of your actions.
Be sincere about your achievements, and do not explain every detail. Be very brief, but share enough so that the person you are talking to will be interested in hearing more. He or she will keep the conversation going by asking for more detail or calling you for an interview. Below are some examples of different types of achievements you could share:
Efficiency
• Implemented a new statistical tracking method that reduced the average error rate by 14 percent.
• Introduced the design of a new product line that became a best seller in the marketplace.
• Successfully kept all delinquent accounts under 5 percent each week.
Value
• Developed a new employee training program that increased employee retention by more than 80 percent.
• Facilitated the reorganization of the inventory- purchasing department. More than 90 percent of the employees identified the changes as improvements.
• Implemented product design changes that resulted in fewer rejects.
Magnitude
• Developed a training program that contributed to a 35-percent increase in customer participation.
• Implemented a marketing strategy that directly increased quarterly sales by 25 percent.
• Restructured the manufacturing department, increasing daily yield by 15 percent.
Cost and Revenue
• Designed a new product line that increased annual revenue by $250,000.
• Negotiated a contract that increased annual revenue by over $3 million.
• Reduced quarterly operating expenses by 35 percent.
• Facilitated the turnaround of a troubled organization from a negative $150,000 to a positive $1.5 million.
S A M P L E P O W E R S T A T E M E N T S
• I can achieve results. For example, I started a new tracking method that reduced the errors by 14 percent.
• I make good decisions. For example, I applied product- design changes that resulted in fewer rejects.
• I am creative. For example, I designed a new product line that increased revenue by $250,000.
• I have organization management skills. For example, I reorganized the company’s manufacturing department, increasing yield by 15 percent.
C R E A T E Y O U R O W N P O W E R S T A T E M E N T
Use the following formula to create a Power Statement:
I am [use a “power word” to describe a major strength]. For example, I [describe an achievement].
N E T W O R K
T H E B E S T W A Y T O F I N D J O B L E A D S
W H Y N E T W O R K ?
A “network” consists of people you know and the people they know. When you talk to people you know about your job search, find out who they know who can also help you with your job search. This is “networking.” Networking is the most effective way to find a job; approximately 70 percent of all jobs are found this way. In addition, it allows you to find out about jobs that are never advertised—the “hidden job market,” which accounts for 80 percent of all available jobs. Networking can also help you identify or find financing for self-employment or educational pursuits. Through networking you develop the ability to build and maintain relationships with a variety of people. This skill is fundamental not only to a successful job search but to your overall job success.
M E T H O D S
The word work is part of networking. It is not easy work because it challenges you to reach outside your comfort zone. Besides meeting in person, use other effective methods of communication, such as letters, notes, clippings, and other positive interactions. Any honest effort can yield positive results.
Who is Most Helpful in Building a Network?
Begin networking with the people you know—family, friends, neighbors, church groups, social groups, volunteer organizations—and build your network to include:
• People who know something about your chosen career.
• People who know others who have influence.
• People who know a lot of other people.
Remember that to achieve quicker, better results, you should:
• Contact at least 10 people or resources per day.
• Get 2 new referrals from each contact.
• Set up at least 2 face-to-face meetings or interviews each day.
G U I D E L I N E S
It takes practice to learn how to network well. The best way to learn is by role-playing in a small group or workshop. It may take a while to feel comfortable. Here are some guidelines that can help you:
• Before meeting with someone, determine what you want to find out or accomplish.
• Make a good first impression. Within 10 seconds we form a detailed and persistent impression of anyone we meet. Researchers conclude that the impression we make when speaking to others comes largely from these three categories: What impressions do you give when speaking to others about your job search?
• When meeting someone for the first time, be sure to introduce yourself. Use a “Me in 30 Seconds” statement
• Ask those you meet with about themselves, and then listen. Ask about their work, how they got into their field, what they like about it, what is challenging, and so on. Remember that they may be networking too. Share information you have that may
be useful to them.
• Briefly describe what you are seeking and how you are qualified. Use a “Power Statement”.
• When appropriate (usually at the end of your conversation), exchange business cards and the namesof other people you should contact.
• The entire dialogue—introduction, discussion of your background, and agreement for further contact—can take place in as little as 2 or 3 minutes. After 8 or 10 minutes, move on.
• Although the exchange should be brief, avoid the mistake of trying to “sell” yourself prematurely. Those who are most successful establish a rapport first. Don’t rush it.
• Keep all commitments. The key to networking is to follow up. If you say you will call someone, do it soon after your conversation.
• Keep in contact with people in your network. While great benefit comes from new contacts, the best networking contact is someone you interact with more than once.
• Always send a thank-you note.
W H Y N E T W O R K ?
A “network” consists of people you know and the people they know. When you talk to people you know about your job search, find out who they know who can also help you with your job search. This is “networking.” Networking is the most effective way to find a job; approximately 70 percent of all jobs are found this way. In addition, it allows you to find out about jobs that are never advertised—the “hidden job market,” which accounts for 80 percent of all available jobs. Networking can also help you identify or find financing for self-employment or educational pursuits. Through networking you develop the ability to build and maintain relationships with a variety of people. This skill is fundamental not only to a successful job search but to your overall job success.
M E T H O D S
The word work is part of networking. It is not easy work because it challenges you to reach outside your comfort zone. Besides meeting in person, use other effective methods of communication, such as letters, notes, clippings, and other positive interactions. Any honest effort can yield positive results.
Who is Most Helpful in Building a Network?
Begin networking with the people you know—family, friends, neighbors, church groups, social groups, volunteer organizations—and build your network to include:
• People who know something about your chosen career.
• People who know others who have influence.
• People who know a lot of other people.
Remember that to achieve quicker, better results, you should:
• Contact at least 10 people or resources per day.
• Get 2 new referrals from each contact.
• Set up at least 2 face-to-face meetings or interviews each day.
G U I D E L I N E S
It takes practice to learn how to network well. The best way to learn is by role-playing in a small group or workshop. It may take a while to feel comfortable. Here are some guidelines that can help you:
• Before meeting with someone, determine what you want to find out or accomplish.
• Make a good first impression. Within 10 seconds we form a detailed and persistent impression of anyone we meet. Researchers conclude that the impression we make when speaking to others comes largely from these three categories: What impressions do you give when speaking to others about your job search?
• When meeting someone for the first time, be sure to introduce yourself. Use a “Me in 30 Seconds” statement
• Ask those you meet with about themselves, and then listen. Ask about their work, how they got into their field, what they like about it, what is challenging, and so on. Remember that they may be networking too. Share information you have that may
be useful to them.
• Briefly describe what you are seeking and how you are qualified. Use a “Power Statement”.
• When appropriate (usually at the end of your conversation), exchange business cards and the namesof other people you should contact.
• The entire dialogue—introduction, discussion of your background, and agreement for further contact—can take place in as little as 2 or 3 minutes. After 8 or 10 minutes, move on.
• Although the exchange should be brief, avoid the mistake of trying to “sell” yourself prematurely. Those who are most successful establish a rapport first. Don’t rush it.
• Keep all commitments. The key to networking is to follow up. If you say you will call someone, do it soon after your conversation.
• Keep in contact with people in your network. While great benefit comes from new contacts, the best networking contact is someone you interact with more than once.
• Always send a thank-you note.
RESUME
G E T T I N G N O T I C E D B Y P O T E N T I A L E M P L O Y E RS
WRITING A
RESUME OR CV
R E C O M M E N D A T I O N S
Employers will probably spend less than 30 seconds looking at your résumé or curriculum vitae (CV). They will interview only the strongest candidates. Follow the recommendations below to make yourself stand out:
• Focus on the needs of the potential employer. An employer should think, “Wow, this person has exactly what I need.” If possible, tailor your résumé or CV to employers’ specific job openings. Use key words found in the job description or advertisement.
• Use an easy-to-read format. This makes it more likely that the employer will read it.
Master Accounting Group—Plain City, CA
A California-based accounting group and tax consultancy, serving small to medium-sized businesses and private, high net-worth individuals.
Managed nine individuals at Master Accounting Group. Responsible for the corporate finance, budgets, accounting, payroll, accrual, cash flow, and reporting systems for numerous client companies. Achieved the following for client companies:
• Negotiated $125,000 settlement with the IRS, saving thousands of dollars in tax penalties.
• Saved $375,000 for a fast-growing client by setting up proper budgeting, backlog management, and cash-flow and reporting systems.
• Improved cash flow by $486,000 by designing and implementing an inventory purchasing department using a material requirement planning (MRP) system.
• Advised on organizational issues to minimize federal and state tax liabilities and improve profit margins and overall sales growth.
Master Accounting Group—Plain City, CA
A California-based accounting group and tax consultancy, serving small to medium-sized businesses and private, high net-worth individuals.
Managed nine individuals at Master Accounting Group. Responsible for the corporate finance, budgets, accounting, payroll, accrual, cash flow, and reporting systems for numerous client companies. Achieved the following for client companies:
• Negotiated $125,000 settlement with the IRS, saving thousands of dollars in tax penalties.
• Saved $375,000 for a fast-growing client by setting up proper budgeting, backlog management, and cash-flow and reporting systems.
• Improved cash flow by $486,000 by designing and implementing an inventory purchasing department using a material requirement planning (MRP) system.
• Advised on organizational issues to minimize federal and state tax liabilities and improve profit margins and overall sales growth.
• Put your strongest selling points at the beginning of sections or sentences.
• Ask others to proofread your résumé or CV to eliminate errors or inconsistencies. Employers notice sloppy mistakes.
• Clearly indicate contact information.
• Focus on measurable accomplishments from your prior experience that are relevant to the employer. Be succinct, but include substance and depth. Do not share everything about yourself.
• Be bold and honest. Use Power Statements to highlight your skills and experience.
T Y P E S O F R É S U M É S A N D C V
Targeted
A targeted résumé or CV focuses on a particular objective within a specific industry or company. It highlights skills, qualifications, and experience matching a position’s requirements. This format is most effective when you know the specifics about the position or company.
Chronological
A chronological résumé or CV shows the progression of your career, from entry-level to senior-level jobs.
Hiring managers prefer employment information with the most recent job listed first. Many employers want to know details about where you have worked in the past, including dates. This format is most appropriate if:
• You have a solid career history within the same area with no major gaps.
• Each career change has brought you increased responsibilities.
• You have had high-profile job roles.
• Your recent jobs are the most important in your career history.
Functional (Skills)
A functional résumé or CV emphasizes your accomplishments, skills, and qualifications rather than when and where you used them. It focuses on the skills relevant to the current job search and groups them by function. This format is best for graduating students with little “real-world” experience, those who have been out of the workforce for long periods, and job seekers who are changing from one career or industry to another.
Combination
A combination résumé or CV combines the functional and chronological formats. It lists your achievements and skills and then your job history. A combination format is the best choice if:
• You have performed a diverse or unique range of job functions and you need to showcase your abilities.
• You have a definite career path.
• You have targeted a job that is related to your job history and experience.
You will want to use a different format if your work experience is limited, if you have several or unexplained employment gaps, or if you have changed jobs frequently.
Inventory
An inventory résumé or CV presents a general overview of your skills, achievements, and qualifications. If it states an objective or career path, it uses general terms (such as “a secretary working with a local company,” “a computer programmer,” or “a salesperson”), though it should still be consistent with your career goals.
This format is most effective if you:
• Plan to send your résumé or CV to various recruiters.
• Do not have a specific job objective.
• Need to submit your résumé or CV for many positions
in order to save time.
• Need to compose different résumés or CV that correspond to a different career objective. If you are interested in several careers, write several inventory résumés or CV, each for a particular career goal.
Note: Use caution when using the inventory format. This is not the most effective method, but may be appropriate for some. Consult with your ward or stake employment specialist or the employment resource center to determine if it is right for you.
WRITING A
RESUME OR CV
R E C O M M E N D A T I O N S
Employers will probably spend less than 30 seconds looking at your résumé or curriculum vitae (CV). They will interview only the strongest candidates. Follow the recommendations below to make yourself stand out:
• Focus on the needs of the potential employer. An employer should think, “Wow, this person has exactly what I need.” If possible, tailor your résumé or CV to employers’ specific job openings. Use key words found in the job description or advertisement.
• Use an easy-to-read format. This makes it more likely that the employer will read it.
Master Accounting Group—Plain City, CA
A California-based accounting group and tax consultancy, serving small to medium-sized businesses and private, high net-worth individuals.
Managed nine individuals at Master Accounting Group. Responsible for the corporate finance, budgets, accounting, payroll, accrual, cash flow, and reporting systems for numerous client companies. Achieved the following for client companies:
• Negotiated $125,000 settlement with the IRS, saving thousands of dollars in tax penalties.
• Saved $375,000 for a fast-growing client by setting up proper budgeting, backlog management, and cash-flow and reporting systems.
• Improved cash flow by $486,000 by designing and implementing an inventory purchasing department using a material requirement planning (MRP) system.
• Advised on organizational issues to minimize federal and state tax liabilities and improve profit margins and overall sales growth.
Master Accounting Group—Plain City, CA
A California-based accounting group and tax consultancy, serving small to medium-sized businesses and private, high net-worth individuals.
Managed nine individuals at Master Accounting Group. Responsible for the corporate finance, budgets, accounting, payroll, accrual, cash flow, and reporting systems for numerous client companies. Achieved the following for client companies:
• Negotiated $125,000 settlement with the IRS, saving thousands of dollars in tax penalties.
• Saved $375,000 for a fast-growing client by setting up proper budgeting, backlog management, and cash-flow and reporting systems.
• Improved cash flow by $486,000 by designing and implementing an inventory purchasing department using a material requirement planning (MRP) system.
• Advised on organizational issues to minimize federal and state tax liabilities and improve profit margins and overall sales growth.
• Put your strongest selling points at the beginning of sections or sentences.
• Ask others to proofread your résumé or CV to eliminate errors or inconsistencies. Employers notice sloppy mistakes.
• Clearly indicate contact information.
• Focus on measurable accomplishments from your prior experience that are relevant to the employer. Be succinct, but include substance and depth. Do not share everything about yourself.
• Be bold and honest. Use Power Statements to highlight your skills and experience.
T Y P E S O F R É S U M É S A N D C V
Targeted
A targeted résumé or CV focuses on a particular objective within a specific industry or company. It highlights skills, qualifications, and experience matching a position’s requirements. This format is most effective when you know the specifics about the position or company.
Chronological
A chronological résumé or CV shows the progression of your career, from entry-level to senior-level jobs.
Hiring managers prefer employment information with the most recent job listed first. Many employers want to know details about where you have worked in the past, including dates. This format is most appropriate if:
• You have a solid career history within the same area with no major gaps.
• Each career change has brought you increased responsibilities.
• You have had high-profile job roles.
• Your recent jobs are the most important in your career history.
Functional (Skills)
A functional résumé or CV emphasizes your accomplishments, skills, and qualifications rather than when and where you used them. It focuses on the skills relevant to the current job search and groups them by function. This format is best for graduating students with little “real-world” experience, those who have been out of the workforce for long periods, and job seekers who are changing from one career or industry to another.
Combination
A combination résumé or CV combines the functional and chronological formats. It lists your achievements and skills and then your job history. A combination format is the best choice if:
• You have performed a diverse or unique range of job functions and you need to showcase your abilities.
• You have a definite career path.
• You have targeted a job that is related to your job history and experience.
You will want to use a different format if your work experience is limited, if you have several or unexplained employment gaps, or if you have changed jobs frequently.
Inventory
An inventory résumé or CV presents a general overview of your skills, achievements, and qualifications. If it states an objective or career path, it uses general terms (such as “a secretary working with a local company,” “a computer programmer,” or “a salesperson”), though it should still be consistent with your career goals.
This format is most effective if you:
• Plan to send your résumé or CV to various recruiters.
• Do not have a specific job objective.
• Need to submit your résumé or CV for many positions
in order to save time.
• Need to compose different résumés or CV that correspond to a different career objective. If you are interested in several careers, write several inventory résumés or CV, each for a particular career goal.
Note: Use caution when using the inventory format. This is not the most effective method, but may be appropriate for some. Consult with your ward or stake employment specialist or the employment resource center to determine if it is right for you.
ME IN 30 SECONDS
ME IN 30 SECONDS
H O W T O S U C C E E D I N I N T E R V I E W S A N D N E T W O R K I N G
W H A T I S A “ M E I N 3 0 S E C O N D S ”
S T A T E M E N T ?
A “Me in 30 Seconds” statement is a simple way to present to someone else a balanced understanding of who you are. It piques the interest of a listener who invites you to “Tell me a little about yourself,” and it provides a brief and compelling answer to the question “Why should I hire you?”
W H A T S H O U L D I T I N C L U D E ?
When well crafted, your “Me in 30 Seconds” statement will include:
• A brief personal introduction that includes your career objective or the type of position you want.
• Three or four specific accomplishments that prove you meet or exceed the requirements for that position.
• A few character traits or adaptive skills that set you apart from typical applicants. When networking, finish your “Me in 30 Seconds” statement with probing questions that cannot be answered with a “yes” or “no” to start a conversation that may lead to referrals or job opportunities. For example:
WHO do you know who works in _______________?
WHAT businesses are in the area that _______________?
WHO do you know who knows a lot of people?
O T H E R P O I N T S T O C O N S I D E R
• Keep your “Me in 30 Seconds” statement brief. People generally listen effectively only 30 to 60 seconds, and they appreciate concise responses to questions. This indicates that you are clearly focused and waste no time getting to the point.
• Speak in the present tense to show that your skills are current and applicable in today’s market.
• Remember your audience. Adjust the level of detail and industry jargon you use according to the interest and experience of the person you are addressing.
• Avoid common claims such as: “I’m trustworthy, loyal, helpful, courteous, kind,” and so on. Not only are these claims made by most job seekers, but without detailed examples, they don’t convey your value to a potential employer.
• Make your “Me in 30 Seconds” statement natural. It is a genuine form of communication that will help you organize everything you are into brief, coherent thoughts.
S A M P L E S T A T E M E N T S
Sample “Me in 30 Seconds” statements for networking:
“My name is Randy Patterson, and I’m currently looking for a job in youth services. I have 10 years of experience working with youth agencies. I have a bachelor’s degree in outdoor education. I raise money, train leaders, and organize units. I have raised over $100,000 each of the last six years. I consider myself a good public speaker, and I have a good sense of humor.
“Who do you know who works with youth?”
“My name is Lucas Martin, and I enjoy meeting new people and finding ways to help them have an uplifting experience. I have had a variety of customer service opportunities, through which I was able to have fewer returned products and increased repeat customers, when compared with co-workers. I am dedicated, outgoing, and a team player. Who could I speak with in your customer service department about your organization’s customer service needs?”
Sample “Me in 30 Seconds” statement for an interview:
“People find me to be an upbeat, self-motivated team player with excellent communication skills. For the past several years I have worked in lead qualification, telemarketing, and customer service in the technology industry. My experience includes successfully calling people in director-level positions of technology departments and developing viable leads. I have a track record of maintaining a consistent call and activity volume and consistently achieving the top 10 percent in sales, and I can do the same thing for your company.”
“I am a dedicated person with a family of four. I enjoy reading, and the knowledge and perspective that my reading gives me has strengthened my teaching skills and presentation abilities. I have been successful at raising a family, and I attribute this success to my ability to plan, schedule, and handle many different tasks at once. This flexibility will help me in the classroom, where there are many different personalities and learning styles.”
H O W T O S U C C E E D I N I N T E R V I E W S A N D N E T W O R K I N G
W H A T I S A “ M E I N 3 0 S E C O N D S ”
S T A T E M E N T ?
A “Me in 30 Seconds” statement is a simple way to present to someone else a balanced understanding of who you are. It piques the interest of a listener who invites you to “Tell me a little about yourself,” and it provides a brief and compelling answer to the question “Why should I hire you?”
W H A T S H O U L D I T I N C L U D E ?
When well crafted, your “Me in 30 Seconds” statement will include:
• A brief personal introduction that includes your career objective or the type of position you want.
• Three or four specific accomplishments that prove you meet or exceed the requirements for that position.
• A few character traits or adaptive skills that set you apart from typical applicants. When networking, finish your “Me in 30 Seconds” statement with probing questions that cannot be answered with a “yes” or “no” to start a conversation that may lead to referrals or job opportunities. For example:
WHO do you know who works in _______________?
WHAT businesses are in the area that _______________?
WHO do you know who knows a lot of people?
O T H E R P O I N T S T O C O N S I D E R
• Keep your “Me in 30 Seconds” statement brief. People generally listen effectively only 30 to 60 seconds, and they appreciate concise responses to questions. This indicates that you are clearly focused and waste no time getting to the point.
• Speak in the present tense to show that your skills are current and applicable in today’s market.
• Remember your audience. Adjust the level of detail and industry jargon you use according to the interest and experience of the person you are addressing.
• Avoid common claims such as: “I’m trustworthy, loyal, helpful, courteous, kind,” and so on. Not only are these claims made by most job seekers, but without detailed examples, they don’t convey your value to a potential employer.
• Make your “Me in 30 Seconds” statement natural. It is a genuine form of communication that will help you organize everything you are into brief, coherent thoughts.
S A M P L E S T A T E M E N T S
Sample “Me in 30 Seconds” statements for networking:
“My name is Randy Patterson, and I’m currently looking for a job in youth services. I have 10 years of experience working with youth agencies. I have a bachelor’s degree in outdoor education. I raise money, train leaders, and organize units. I have raised over $100,000 each of the last six years. I consider myself a good public speaker, and I have a good sense of humor.
“Who do you know who works with youth?”
“My name is Lucas Martin, and I enjoy meeting new people and finding ways to help them have an uplifting experience. I have had a variety of customer service opportunities, through which I was able to have fewer returned products and increased repeat customers, when compared with co-workers. I am dedicated, outgoing, and a team player. Who could I speak with in your customer service department about your organization’s customer service needs?”
Sample “Me in 30 Seconds” statement for an interview:
“People find me to be an upbeat, self-motivated team player with excellent communication skills. For the past several years I have worked in lead qualification, telemarketing, and customer service in the technology industry. My experience includes successfully calling people in director-level positions of technology departments and developing viable leads. I have a track record of maintaining a consistent call and activity volume and consistently achieving the top 10 percent in sales, and I can do the same thing for your company.”
“I am a dedicated person with a family of four. I enjoy reading, and the knowledge and perspective that my reading gives me has strengthened my teaching skills and presentation abilities. I have been successful at raising a family, and I attribute this success to my ability to plan, schedule, and handle many different tasks at once. This flexibility will help me in the classroom, where there are many different personalities and learning styles.”
C O V E R L E T T E R S
G E T T I N G N O T I C E D B Y P O T E N T I A L E M P L O Y E R S
WRITTEN
COMMUNICATION
C O V E R L E T T E R S
A cover letter usually accompanies a résumé or curriculum vitae. It should be written to show how your skills and experience meet the specific requirements of a position. Be simple and direct in your cover letter; remember that most people spend less than 10–30 seconds reading a cover letter and résumé.
A cover letter typically consists of three short paragraphs. In the first paragraph, explain how you know of the company, state the job you are interested in, and describe how you fit with the company’s needs. In the second paragraph, list your strengths, accomplishments, skills, and goals, and explain how these will add value to the company. Use of your Power Statement will help you make your cover letter stronger and persuasive.
In the third paragraph, indicate that you will follow up by a specific date to answer questions. You may also indicate that you want to arrange for an interview.
As you write your cover letter, include the specific job title you are applying for, and use other key words that the employer will recognize as requirements for the job. When sending a résumé as an e-mail attachment, send the cover letter in the same attachment. For example, if you have a two-page résumé, send a three-page attachment, with the cover letter as the first page and the résumé as the second and third pages.
Joe Jobseeker
12334 N. East Dr.
Plain City, CA 90987
1-987-555-3210
Joe_jobseeker@e-mail.com
May 25, 2007
(4) Mr. John Doe, District Sales Manager
XYZ Corporation
1234 Main St.
Plain City, CA 90987
Dear Mr. Doe,
(3) For more than 12 years I have been in international sales, with the last 8 years in the
biotech industry. I have lived in four different countries and have worked with both
civilian and military establishments in developing sales. Your recent add in the Wall
Street Journal for a sales engineer indicates that your needs are well matched by my
qualifications:
(2) You Require
• 8–10 years sales and marketing experience
• Overseas selection and training
• Knowledge of selling U.S. products overseas
• Engineering degree
• Knowledge of foreign biotech industries
My Experience
• 12 years in international sales
• Hired, directed, and trained more than one hundred sales reps in four countries
• Generated $28 million in sales with excellent margins
• BS degree in chemical engineering
• Worked with numerous markets in various countries
I feel confident that my expertise would benefit an established, growing biotech company
such as yours. (1) I will call you early next week to answer any questions you may
have. Thank you for your attention. I look forward to discussing the benefits I could
bring to your company.
Sincerely,
Joe Jobseeker
(1) Always promise to follow up, thank the reader for his or her time and consideration, and sign the letter.
(2) Use the specific job title; show how you meet the job requirements. The cover letter should not, however, be a summary of your résumé.
(3) The introduction should be strong and straightforward. Minimize the use of “I,” especially at the beginning of a sentence.
(4) Customize each letter with accurate company, job, and specific contact information.
E M P L O Y M E N T A P P L I C A T I O N S
Employers use applications to judge you. Applications also provide an opportunity to sell your qualifications. The following suggestions will help you make a positive first impression.
Following Directions
Read the entire application before you begin. Pay close attention to what is asked and how you should respond. Observe instructions such as “Do not write below this line” and “Office use only.”
Positive Visual Impact
Print neatly, and use correct spelling and grammar. Use black ink, and respond to all questions. Don’t leave any spaces blank or questions unanswered. Write “NA” (not applicable) if an item doesn’t apply to you. Avoid negative information if possible. Look for ways to show you’re the right person for the job.
Content
When the application asks what position you are seeking, use the specific job title used in the advertisement (not “Any” or “Open”). If you are interested in more than one job, fill out more than one application. Include education, employment history, clear and concise descriptions of previous job duties, a list of significant skills, and reference information. However, don’t volunteer more information than the employer requires. Try to use positive statements about why you left a job. If possible, avoid terms like “Fired,” “Quit,” “Illness,” or “Personal Reasons.” Such terms may screen you out of the job.
Honesty
Your application will become a permanent part of your record when hired. False information can be a basis for dismissal.
Salary Requirements
Use “Open” or “Negotiable” in response to salary questions.
References
When asked to provide references, choose people who can talk specifically about your qualifications. Ask them for permission to use them as references, and give them suggestions of things they might say about you. Work and professional references usually carry more weight than academic or personal references.
T H A N K - Y O U L E T T E R S
A good follow-up letter, such as a thank-you letter, is one of the most important tools in job searching and networking. Send a thank-you letter within three days of your conversation or interview. In the letter, thank the person for taking time to meet with you, and reemphasize your interest. Refer to things you discussed in your conversation or interview that were most appealing to you. Thank the person again for his or her time and consideration. Offer to provide further information as needed, and offer to meet again.
WRITTEN
COMMUNICATION
C O V E R L E T T E R S
A cover letter usually accompanies a résumé or curriculum vitae. It should be written to show how your skills and experience meet the specific requirements of a position. Be simple and direct in your cover letter; remember that most people spend less than 10–30 seconds reading a cover letter and résumé.
A cover letter typically consists of three short paragraphs. In the first paragraph, explain how you know of the company, state the job you are interested in, and describe how you fit with the company’s needs. In the second paragraph, list your strengths, accomplishments, skills, and goals, and explain how these will add value to the company. Use of your Power Statement will help you make your cover letter stronger and persuasive.
In the third paragraph, indicate that you will follow up by a specific date to answer questions. You may also indicate that you want to arrange for an interview.
As you write your cover letter, include the specific job title you are applying for, and use other key words that the employer will recognize as requirements for the job. When sending a résumé as an e-mail attachment, send the cover letter in the same attachment. For example, if you have a two-page résumé, send a three-page attachment, with the cover letter as the first page and the résumé as the second and third pages.
Joe Jobseeker
12334 N. East Dr.
Plain City, CA 90987
1-987-555-3210
Joe_jobseeker@e-mail.com
May 25, 2007
(4) Mr. John Doe, District Sales Manager
XYZ Corporation
1234 Main St.
Plain City, CA 90987
Dear Mr. Doe,
(3) For more than 12 years I have been in international sales, with the last 8 years in the
biotech industry. I have lived in four different countries and have worked with both
civilian and military establishments in developing sales. Your recent add in the Wall
Street Journal for a sales engineer indicates that your needs are well matched by my
qualifications:
(2) You Require
• 8–10 years sales and marketing experience
• Overseas selection and training
• Knowledge of selling U.S. products overseas
• Engineering degree
• Knowledge of foreign biotech industries
My Experience
• 12 years in international sales
• Hired, directed, and trained more than one hundred sales reps in four countries
• Generated $28 million in sales with excellent margins
• BS degree in chemical engineering
• Worked with numerous markets in various countries
I feel confident that my expertise would benefit an established, growing biotech company
such as yours. (1) I will call you early next week to answer any questions you may
have. Thank you for your attention. I look forward to discussing the benefits I could
bring to your company.
Sincerely,
Joe Jobseeker
(1) Always promise to follow up, thank the reader for his or her time and consideration, and sign the letter.
(2) Use the specific job title; show how you meet the job requirements. The cover letter should not, however, be a summary of your résumé.
(3) The introduction should be strong and straightforward. Minimize the use of “I,” especially at the beginning of a sentence.
(4) Customize each letter with accurate company, job, and specific contact information.
E M P L O Y M E N T A P P L I C A T I O N S
Employers use applications to judge you. Applications also provide an opportunity to sell your qualifications. The following suggestions will help you make a positive first impression.
Following Directions
Read the entire application before you begin. Pay close attention to what is asked and how you should respond. Observe instructions such as “Do not write below this line” and “Office use only.”
Positive Visual Impact
Print neatly, and use correct spelling and grammar. Use black ink, and respond to all questions. Don’t leave any spaces blank or questions unanswered. Write “NA” (not applicable) if an item doesn’t apply to you. Avoid negative information if possible. Look for ways to show you’re the right person for the job.
Content
When the application asks what position you are seeking, use the specific job title used in the advertisement (not “Any” or “Open”). If you are interested in more than one job, fill out more than one application. Include education, employment history, clear and concise descriptions of previous job duties, a list of significant skills, and reference information. However, don’t volunteer more information than the employer requires. Try to use positive statements about why you left a job. If possible, avoid terms like “Fired,” “Quit,” “Illness,” or “Personal Reasons.” Such terms may screen you out of the job.
Honesty
Your application will become a permanent part of your record when hired. False information can be a basis for dismissal.
Salary Requirements
Use “Open” or “Negotiable” in response to salary questions.
References
When asked to provide references, choose people who can talk specifically about your qualifications. Ask them for permission to use them as references, and give them suggestions of things they might say about you. Work and professional references usually carry more weight than academic or personal references.
T H A N K - Y O U L E T T E R S
A good follow-up letter, such as a thank-you letter, is one of the most important tools in job searching and networking. Send a thank-you letter within three days of your conversation or interview. In the letter, thank the person for taking time to meet with you, and reemphasize your interest. Refer to things you discussed in your conversation or interview that were most appealing to you. Thank the person again for his or her time and consideration. Offer to provide further information as needed, and offer to meet again.
T H E B E S T W A Y T O F I N D A J O B
T H E B E S T W A Y T O F I N D A J O B
JOB SEARCH
PLANNING
H O W P E O P L E F I N D J O B S
People spend the least amount of time during their job search contacting companies directly or talking to people about their job search, and they spend most of their time looking at ads in papers and online.
However, people find jobs from four major sources:
• Word-of-mouth referrals
• Direct contact with companies
• Advertisements and Internet listings
• Employment agencies and recruiters
Of these four major sources, most people find jobs through word-of-mouth referrals and by contacting companies directly. However, all of these sources produce results.
35% Word of mouth
30% Contacting companies
14% Ads and Internet
11% Agencies and recruiters
10% Other*
*Includes referrals from schools, unions, trade journals, and civil services (government) tests
Successful job seekers spend some time using each source, and they spend the most time using the sources that produce the most success.
W E E K L Y J O B S E A R C H M O D E L
To achieve job-searching results as quickly as possible, you should:
• Contact at least 10 people or resources per day, 5 days per week.
• Get 2 new referrals from each contact.
• Set up at least 2 face-to-face meetings or interviews each day.
The following model, based on the goal of contacting 50 people or resources per week, will help you optimize your job search. After contacting companies and employers, be sure to follow up within a few days to maintain momentum.
Word-of-Mouth Referrals
Make at least 18 networking contacts per week.
Contacting Companies Directly
Make at least 15 contacts with companies per week.
Advertisements and Internet Listings
Limit your use of this source to 7 leads per week.
Employment Agencies and Recruiters
Limit your use of this source to 5 leads per week.
Additional Contacts
Make 5 more contacts during the week using any of the 4 main sources or through schools, unions, trade
journals, or government services.
E V A L U A T E Y O U R J O B S E A R C H
Record your daily activities, and compare your job search to the suggested model. Over time, you will see how well your search is progressing and how long the search might take. Evaluate your experiences with a job coach to determine what works well and what you might do to improve.
R E M E M B E R
Employers suggest you also include the following in your job search:
• Maintain a neat appearance, including good hygiene. Body piercings and shorts can give employers a negative impression.
• Be complete, honest, and accurate on applications and résumés or curricula vitae.
• Exhibit a good attitude (be polite and eager, maintain good eye contact, smile, and so on).
• Prepare for meetings by researching companies, practicing interviewing, and bringing your personal information.
Finding a new job is a full-time job. Plan to work at it with the same discipline you would if you were working full-time. For example, keep regular working hours. It is important that family members and others support your efforts. Help them understand that if you work half-time on your job search, you will be unemployed twice as long.
Your job search is expensive. Just to make the math easy, assume you will be making $50,000 yearly at your next job. Since most people work 50 weeks per year, your job search is costing you approximately $1,000 per week, so try to make it as quick and efficient as possible.
JOB SEARCH
PLANNING
H O W P E O P L E F I N D J O B S
People spend the least amount of time during their job search contacting companies directly or talking to people about their job search, and they spend most of their time looking at ads in papers and online.
However, people find jobs from four major sources:
• Word-of-mouth referrals
• Direct contact with companies
• Advertisements and Internet listings
• Employment agencies and recruiters
Of these four major sources, most people find jobs through word-of-mouth referrals and by contacting companies directly. However, all of these sources produce results.
35% Word of mouth
30% Contacting companies
14% Ads and Internet
11% Agencies and recruiters
10% Other*
*Includes referrals from schools, unions, trade journals, and civil services (government) tests
Successful job seekers spend some time using each source, and they spend the most time using the sources that produce the most success.
W E E K L Y J O B S E A R C H M O D E L
To achieve job-searching results as quickly as possible, you should:
• Contact at least 10 people or resources per day, 5 days per week.
• Get 2 new referrals from each contact.
• Set up at least 2 face-to-face meetings or interviews each day.
The following model, based on the goal of contacting 50 people or resources per week, will help you optimize your job search. After contacting companies and employers, be sure to follow up within a few days to maintain momentum.
Word-of-Mouth Referrals
Make at least 18 networking contacts per week.
Contacting Companies Directly
Make at least 15 contacts with companies per week.
Advertisements and Internet Listings
Limit your use of this source to 7 leads per week.
Employment Agencies and Recruiters
Limit your use of this source to 5 leads per week.
Additional Contacts
Make 5 more contacts during the week using any of the 4 main sources or through schools, unions, trade
journals, or government services.
E V A L U A T E Y O U R J O B S E A R C H
Record your daily activities, and compare your job search to the suggested model. Over time, you will see how well your search is progressing and how long the search might take. Evaluate your experiences with a job coach to determine what works well and what you might do to improve.
R E M E M B E R
Employers suggest you also include the following in your job search:
• Maintain a neat appearance, including good hygiene. Body piercings and shorts can give employers a negative impression.
• Be complete, honest, and accurate on applications and résumés or curricula vitae.
• Exhibit a good attitude (be polite and eager, maintain good eye contact, smile, and so on).
• Prepare for meetings by researching companies, practicing interviewing, and bringing your personal information.
Finding a new job is a full-time job. Plan to work at it with the same discipline you would if you were working full-time. For example, keep regular working hours. It is important that family members and others support your efforts. Help them understand that if you work half-time on your job search, you will be unemployed twice as long.
Your job search is expensive. Just to make the math easy, assume you will be making $50,000 yearly at your next job. Since most people work 50 weeks per year, your job search is costing you approximately $1,000 per week, so try to make it as quick and efficient as possible.
Subscribe to:
Posts (Atom)