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| Job Search Lessons from The Super Bowl |
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The Super Bowl is a game but, like sports in general, it offers useful life lessons that we can take with us . . . if we only look below the surface. As I watched the game, I saw a number of things. How many did you see?
1. Winning is a team effort. The teams that make it to the game don’t get there by accident. There are teams of planners and leaders who are constantly evaluating player performance and performing competitive analysis of the team and its capabilities with others. Scouts are looking to improve it. A GM looks at the draft and player cost to see where he can improve. Trainers and doctors are reviewing medicals. And then the coaches start getting involved.
You need to look at your own career in the same way in advance of when you need to make a job change. What is the market like for what you do? Do you excel, are you ordinary or below average? What can I do to upgrade my skills before management starts looking for lower cost alternatives? What is my real value (and understand that is a changing figure both up AND down)?
2. It is important to network to develop close and effective relationships with other professionals in your field. When management starts looking to hire new players, they are working with player agents who they often know from other negotiations. Doesn’t that make the process smoother for everyone?
3. Attack your search like your life depends on it. Teams often come out attacking their opponent on both offense and defense. You need to attack your search with ferocity and not casually.
4. If your plan isn’t working, make adjustments. Both teams enter the locker room with concrete feedback about their plan and how it’s working or not working. If your plan isn’t working as well as you like, change it using the feedback you’re getting, just like the pros do. Analyze what is working and what isn’t and adapt.
5. Keep a level head about you. It’s one thing to play with a lot of emotion on the field, but it’s hard to sustain for 60 minutes. Both the Eagles and Patriots came out with aggressive blitzes early in the game and attacking offenses before settling into a rhythm. In job searching, you may start off the search with a lot of fervor, but you need to remember that a search can take a long while. You need to manage your emotions for a 60 minute game and not just the first quarter.
6. Try not to be predictable. A football team that runs the same plays in the same sequence or under the same circumstances becomes predictable and other teams learn what they will do and will out perform them
7. Big mistakes can be critical. It’s one thing to be defeated on a play or a series. It’s another to make a bad call and be left exposed to a big play at a critical time like the Patriots did letting the Eagles back in the game with a 30 yard touchdown late in the game. When you get to the end of the search, it is best to have an agent negotiate for you, rather than leave you exposed to your own emotional whipsawing; if you aren't being represented by one, try to get input from trusted advisors with real knowledge (not your uncle who knows nothing about your industry but has good intentions).
8. Planning starts as soon as the game is over. As soon as the teams walked off the field, I can assure you that both will be planning for change for the next season and will take steps to rectify perceived weaknesses. What that means for you is that you continue your career development, training and networking even when you’ve just started a job. After all, the time when you have the most leverage in a negotiation is when you don’t need a new job.
If you have other suggestions, email them to me at nymtj@optonline.net and we’ll forward them to him.
Jeff Altman
Concepts in Staffing
jeffaltman@cisny.com
© 2005 all rights reserved.
For other articles by Jeff Altman, go to www.newyorkmetrotechnologyjobs.com; for help with hiring staff, email Jeff and let him know how to best reach you.
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| Practice Speaking |
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Practice Speaking
For many people, interviewing is not a natural act any more than going on a blind date is. You are asked a bunch of questions about your work. You answer them. They ask a bunch more; you answer them. You’re graded on your performance (you receive a job offer or not). Yet interviews are predictable processes and as such can be planned for
What does an employer want to know about you?
1. Do you have the skills to do the job that needs to be filled?
2. How will you fit in with my company?
3. If I hire you, are you someone I will need to worry about?
How does this get determined in an interview?
1. By asking questions about what you have done and how you did it or decided it should be done.
2. By asking behavioral questions that will give an employer a sense of the scope of your experiences
3. By asking concrete questions to ascertain your knowledge
4. By observing your body language or physical response to questioning to observe whether it is consistent with a successful person.
The fourth way (observing body language or physical response to questions) is particularly interesting because it is not skill or experience based and is completely subjective and emotional. AND it is part of the decision process.
And want are firm’s trying to find out about you? Leadership. Honesty. Trustworthiness.
You can practice with a friend or family member but they may not be much better than you. So how do you practice you presentation and get immediate feedback in order to improve your presentation and demonstrate these attributes?
Toastmasters (www.toastmasters.org) offers people an opportunity to practice how to speak throughout their program. Whether you answer extemporaneous questions off the cuff for 1-2 minutes in Table Topics (“It’s warm! It’s summer! People start to go to the beach and spending time outdoors. Tell us about a time you had fun at the beach, Jeff.” Notice that you only find out when you will speak at the end when you hear your name) or by doing actual 4-6 minute speeches, Toastmasters offers concrete opportunities to get used to being “on the spot” as happens in an interview. It also gives you an opportunity to observe others and learn from them and from the evaluations that are given.
There are Toastmasters clubs throughout the world. To find one, you can go to http://www.toastmasters.org/find/.
Jeff Altman
Concepts in Staffing
jeffaltman@cisny.com
Jeff Altman, Managing Director with Concepts in Staffing, a New York search firm, has successfully assisted many corporations identify management leaders and staff in technology, accounting, finance, sales, marketing and other disciplines since 1971. He is also co-founder of Your Next Job, a networking group focused on assisting technology professionals with their job search, a certified leader of the ManKind Project, a not for profit organization that assists men with life issues, and a practicing psychotherapist. For additional job hunting or hiring tips, go to http://www.newyorkmetrotechnologyjobs.com
If you would like Jeff and his firm to assist you with hiring staff, or if you would like help with a strategic job change, send an email to him at jeffaltman@cisny.com (If you’re looking for a new position, include your resume).
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| TEN WAYS TO GET READY FOR YOUR NEXT INTERVIEW |
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Like preparing a great meal, interviewing requires preparation. Get good ingredients and give yourself time. Prepare the food on the plate to make the meal attractive. All of these go into a great meal. Taking the time to prepare for an interview will give you a huge leg up on your completion.
1. Schedule interviews at times that work for your metabolism. Are you a morning person? Why would you accept a 6PM interview? If you are a person who functions best in the afternoon, try not to accept early morning appointments. If you are a person who needs to be conscious of their blood sugar, try to schedule your appointments at times when you are at your peak. If forced to accept one of your less ideal times, have a quick bite prior to the interview to avoid “fading.” Avoid overeating.
2. Give yourself extra time to get to their offices. There are few things worse than getting to an interview late.
3. Arrive at the office building 7-10 minutes early. If it is summer, you want to wait in the lobby to cool off; no one likes shaking sweaty hands. If its winter, warm up; you don’t want someone’s early impressions of you formed by shaking a cold hand. Take a few minutes in the lobby to get focused on what you will say. Allow a few minutes to get through building security so that you actually arrive at your interview on time and ready to go.
4. Properly introduce yourself to everyone you meet by saying. “My name is __________ and I have a 1:30 interview with ________________.”
5. If you are asked if they can hang your coat, accept the offer; if offered a beverage, accept a beverage. You don’t have to drink coffee or tea. Soda, bottled water or water is fine. Thank whoever helps you. Declining the offer may be rude in some cultures.
6. Take your seat in order to face the greatest number of entry points into the room so tat you can see someone approaching you. Being startled is not a good way to start a meeting.
7. If you are given an application, complete it and complete it accurately and neatly. Do not attach your resume and write, “See attached resume.” An application is a legal document and failure to complete it accurately can be grounds for termination.
8. If you are not sure about the month you started a job or your exact salary, write “approx” (for the word approximately) next to the item. If asked, indicate you are not absolutely certain of the exact month and don’t wish to deceive anyone. Obviously, if you can ascertain your salary or starting date prior to interviewing, do so; for some people, the date or salary may be so far in the past to make it impossible to determine.
9. Write legibly (or as legibly as you can). This may be the twelfth application you’ve completed, but it is the first of yours that they’ve seen. In many professions, sloppiness is seen as a flaw.
10. When you hear your name announced, stand, and smile, shake the hand of your interviewer and immediately size them up as a person. Are they smart (or not). Aggressive (or not). If you were meeting this person socially, I’m sure your instincts would be right. Unfortunately, because people think interviews are important, they think they have to feel the interviewer out. Doing that is a mistake. Hard and fast impressions of you will be formed during the next ten minutes that will be difficult to change. If you tend to be right in social situations about the people you meet, trust your instincts in professional ones, too.
Using these ten steps as a check list will get you started better than your competition. What you do after that is up to you.
Jeff Altman
Concepts in Staffing
jeffaltman@cisny.com
Jeff Altman, Managing Director with Concepts in Staffing, a New York search firm, has successfully assisted many corporations identify management leaders and staff in technology, accounting, finance, sales, marketing and other disciplines since 1971. He is also co-founder of Your Next Job, a networking group focused on assisting technology professionals with their job search, a certified leader of the ManKind Project, a not for profit organization that assists men with life issues, and a practicing psychotherapist. For additional job hunting or hiring tips, go to http://www.newyorkmetrotechnologyjobs.com
If you would like Jeff and his firm to assist you with hiring staff, or if you would like help with a strategic job change, send an email to him at jeffaltman@cisny.com (If you’re looking for a new position, include your resume).
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| The Top 10 Reasons Your Staff Wants to Quit |
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From an employee’s perspective, management often conducts itself in ways that make no sense. When the economy is slow, jobs are few and far in between or people are fearful, staff will tolerate management behaviors and policies that are nonsensical (in their eyes) or they judge are harmful.
But when staff gets together for lunch and they start critiquing management, these are the Top 10 Reasons Why Staff Quit.
10. “My boss is arrogant and believes his own press clippings.” As a result, staff feels taken advantage of.
9. “My manager micromanages rather than trusting staff to perform.” Staff hates the boss and looks for ways to resist being over controlled.
8. “My manager is crushing my drive and desire.” Hired because they were smart and energetic, the manager is afraid that she will not be seen as the shining light (the reason for success) and crushes the very qualities that made the new employee attractive to hire (and desirous of joining).
7. “My boss guesses what is needed without resorting to data or facts.” Maybe he has the facts, but they sure aren’t being communicated leaving the impression of “It’s my way or the highway.” There are a lot of new roads being built in this country and staff will leave rather than be abused.
6. “I’m treated like a child.” Look, there are often generational differences between how managers and employees work. Younger workers may have “know-it-all” attitudes and unfamiliar techniques using technology to accomplish tasks. Staff feels misunderstood and resent their boss.
5. “Manager promotes someone from a different function who does understand the job and how to be successful.” Staff does not believe they can learn from this person, judges her to be an anchor around their department and resents that they were passed over for promotion.
4. “My boss is extremely critical.” The only way they interpret their boss is pleased is in the absence of nit picking.
3. “I get ideas lobbed at me with little clarity and I have to figure out what is really wanted.” Staff is caught between a rock and a hard place and doesn’t know the target of the task or have a clear idea of what needs to get done.
2. “I don’t have sufficient resources to get the job done.” Fitting 10 pounds of stuff into a five pound bag is pretty tough. Imagine you’re the ten pounds and have to get squeezed in there! Staff often believes they have inadequate resources to get a job done.
And the number one reason your staff wants to quit:
“My company is grossly underpaying me.” Show me the money! Staff can read job ads online and learn what their real value is. As much as they may love you and their work, eventually people realize they need to pay their bills and start to think of leaving.
Your staff, the ones you are mistreating or taking for granted are your competition’s staffing solution (just as theirs is for you). Rather than taking their continued employment for granted, motivate them, excite them, coach and encourage them and they will go do anything for you (at almost any price).
Jeff Altman
Concepts in Staffing
jeffaltman@cisny.com
© 2004 all rights reserved.
Jeff Altman, Managing Director with Concepts in Staffing, a New York search firm, has successfully assisted many corporations identify management leaders and staff in technology, accounting, finance, sales, marketing and other disciplines since 1971. He is also a certified leader of the ManKind Project, a not for profit organization that assists men with life issues, and a practicing psychotherapist.
For additional job hunting or hiring tips, go to http://www.newyorkmetrotechnologyjobs.com
If you would like Jeff and his firm to assist you with hiring staff, or if you would like help with a strategic job change, send an email to him at jeffaltman@cisny.com (If you’re looking for a new position, include your resume).
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