Finding a job may be easy, but landing a real career is a different story. Go beyond punching the clock and getting through the day and elevate your work experience by seeking to truly excel at your profession. Here are a few versatile tips that will help you succeed on any career path. Get to […]
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Being prepared to speak about your problem-solving skills is essential if you want to be a competitive applicant for any job. But many job-seekers arenât sure where to start! This guide will help you come up with great examples of your problem-solving skills, so you can impress the interviewer. The Importance of Demonstrating Problem-Solving Skills […]
The post 10 Best Examples Of Problem-Solving Skills For Interviews appeared first on Career Sherpa.
You haven’t heard back from a recruiter about a job you’re interested in. What should you say in your follow-up email?
When you’re following up with a recruiter on a job where you feel like they’ve ghosted you or you simply haven’t heard from them in a while, I know that you want to email them and say, “I’m just following up to see where you are in the hiring process.”
Don’t do that.
Never use the word “just” or the phrase “I’m just following up.” It sounds passive-aggressive. It’s a real turnoff. And I know you’re thinking, “But they’re the one who blew me off.” They might be, but they’re also the customer in this scenario. You want their job. They’re trying to decide whether to hire you, aka pay you (a business-of-one) to provide a service for the company. They’re the customer. We’re never rude to the customer.
So, here’s what you send instead…
@j.t.odonnell What to email when a recruiter doesn’t follow up. #careertok #jobsearch #learntok #jobs ⬠original sound – J.T. O’Donnell
Example of a follow-up email to a recruiter:
Dear recruiter,
I wanted to be proactive and see if there’s anything else I can do to further my candidacy for the XYZ job. I’m really interested.
Sincerely,
Your name
That’s it. By wording your follow-up email this way, you’re being polite, not calling them out, and keeping it short. And that’s exactly what recruiters are looking for.
Does this email get you a response every time? No. But it certainly increases the chances that a recruiter will respond and let you know where everything’s at in the hiring process.
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There have been a lot of changes in the last year that impact how you search for a job. Familiarize yourself with some of these advancements that give job seekers a slight advantage! As you review and read this week’s compilation of job search articles, I hope you will ask yourself, how will I use […]
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I was recently working with a midsize business owner/CEO who wanted to know if I thought we were headed to a recession or if what he was hearing on his favorite news show was true about how it wasnât true and I said…
âTIME OUT.”
They looked at me and it was silent for a few seconds, and I said, would you be open to a discussion about something? They said of course! I said, âWhat really is the #1 thing on your mind that we should be really talking about?â The person looked away, took a deep breath, and said, âI am really stuck trying to decide where to prioritize my organization given all the uncertainty I am hearing about.â They then rattled off several ideas that all sounded like great ideas to pursue to grow and the individual was very excited and passionate about all of them. They then shared all the risks of changing but they know they need to.
Sound familiar? It led us down a whole different path that ultimately uncovered what so many leaders struggle with when there is so much uncertainty.
When it comes to small to midsized business owners/CEOs, there are typically three reasons I see that lead to them stalling out in their growth.
A. They are paralyzed and work to rationalize why they have not changed anything they are doing, knowing that they need to. I hear things like, âI am too busy,â âDo you know how hard it is to find good help,â âI am still working on sizing the market,â âI think this or that,â âDo I invest, retrench, and just ride it out and hope for the best?â
B. They donât know where/how to begin, or stick to what they know. This often explains why they use the phrases above as excuses for not moving forward.
C. FOMO (fear of missing out). If they were to prioritize they could miss out on something else so they keep all options open and see what happens.
The problem with all three reasons above is they risk creating financial, operational, and emotional issues that ultimately could take the company downâand result in employees losing jobs.
When CEOs fail to address their reasons for getting stuck, A LOT can go wrong. Financially and operationally, there are potential revenue and profit declines, market share losses, and higher costs. Emotionally there will be decreased morale, increased stress, decreased trust, and anxiety without a clear vision and an effective communication plan.
FACT: The #1 mistake that small and midsize business owners make during uncertain times is failing to adapt quickly enough to changes in the market or consumer behavior.
This can manifest in a few different ways:
Sticking with the status quo: Some business owners may be reluctant to change their business models or processes, even when it becomes clear that the old way of doing things is no longer effective.
Clinging to familiar methods or routines: Usually, out of fear of the unknown, even as the business suffers.
Cutting too many corners: Conversely, other business owners may panic and overreact to uncertain conditions by making drastic cuts across the board.
Trying to save money in the wrong places: They may lay off too many employees, reduce marketing and advertising budgets, or stop investing in new products or services altogether.
Failing to communicate effectively: During times of uncertainty, it’s crucial for business owners to communicate clearly and frequently with employees, customers, and other stakeholders.
Hesitating to share bad news or admit to uncertainty: Holding back on the truth can lead to confusion, mistrust, and frustration.
Over-communicating: Sharing too much or too vaguely may also create confusion and uncertainty.
The decisions above may provide some immediate relief, but they can hurt the long-term health of the business.
Here are ideas on how to assess the various opportunities and challenges you are facing:
In summary, having a solid business foundation is crucial for a CEO before pursuing new products or services because it ensures they have a clear understanding of the market, and provides financial stability, operational efficiency, risk management, and strategic planning abilities.
Overall, prioritization is essential for small/midsize business owners to effectively manage their workload and achieve their goals. It’s important to identify any barriers to prioritization and work to overcome them to ensure that tasks are completed in a timely and efficient manner.
If you want to connect with me to discuss further or provide other insights please let me know at [email protected] or connect with me on LinkedIn.
I recently worked with an accidental CEO early in her career. She took over a business upon the sudden death of the previous owner. She stepped in as the interim president, not knowing that she was walking into a situation that would ultimately be a turn-around or shut-down situation. Or, that this would become her new career.
Not only did she succeed in turning the business around, she now leads a larger and very successful business, less than 10 years later, and is now looking to acquire a company in order to expand.
As a small business CEO, if you are not thinking of M&A as part of your strategic growth in your 3-to-5-year plan, you are potentially ignoring the largest opportunities for growth. If you are waiting until the economy stabilizes, you are missing an opportunity. As you consider acquisitions, there are five things you should contemplate:
1. Is your house in order? Do a self-audit or at least look in the mirror before starting down the road of a transaction. Do you have the right players, in the right seats, and is everything running smoothly? Understand where you will be stretched during a transaction and where you will pull from to meet the needs.
2. Understand your risk tolerance. Identify the risk you can tolerate if things donât go according to plan with either your organic business or the slowing economy. Do you have your reserves and contingency plans? Thorough due diligence should be expected; small and mid-sized acquisitions by small and mid-sized companies often mean more detailed due diligence because of the catastrophic impact a failed deal could have on a business. Involve your team members in the diligence as practicable; besides becoming invested in the success of the transaction and post-integration, they become better leaders as a result.
3. Whatâs the growth opportunity? Specifically, whatâs the strategic growth opportunity? M&A can drive growth, especially during slower economic times when organic growth may be lagging.
4. Whatâs the culture like? Culture is often neglected, especially in small deals, even though people and culture are a significant part of how the small business became successful. Culture diligence is as important as financial and operational diligence. A culture clash can kill a deal or cause a post-deal integration failure.
5. Are you being bold enough? Through exponential growth, a small business can disrupt an industry and become the industry leader. Acquire one business a year and you can be positioned to be that industry leader. In short, donât miss an opportunity by waiting for a stable economy; a good deal in tough times is a good deal.
Finally, if you are struggling to contemplate these on your own, seek some help. Smart small business owners know they should work with mentors and coaches to help them navigate the expansion of their business. You are heading into unfamiliar territory. It only makes sense to have someone whoâs been there to help you navigate the process and help you take advantage of the M&A opportunities in your industry and business model.
As a Vistage Chair, I work with high-performing CEOs like you who are committed to what we call âa life of climbââcontinuously working together to be better leaders who enjoy better outcomes for their companies. If this article resonates with you, I invite you to connect with me by email at [email protected], or on LinkedIn.
Although we shoot for perfection and success at work, we all experience failure at some point in our careers. Failure can be difficult to handle in a professional setting. Executives and other leaders in the workplaceâour mentors, the ones we look up to at workâhave all failed. Not only that, but they’ve recovered from failure and found success in the process.
We recently asked our successful executives how they recover from a failure at work.
Here are their responses…
When I worked at The Disney Channel, one of my jobs was to proof ads. I was the last sign-off before the ad went to press. It was an exciting time as we launched a new campaign in support of a new series. It was quickly dampened when I learned that the ad, which had gone live that morning, had a glaring error Iâd missed.
The most forward-thinking companies embrace risk-taking and the possibility of failure. What’s wonderful about failure is the learning you receive from it. You learn substantially more from failures than successes. Failures should push you to bounce back and work harder to achieve your goals, making you stronger. Here are three things you should model as a leader within your organization:
1. Lead by Example: Management should share past examples of company failures, suggest new solutions that might work, and receive ideas from others without judgment.
2. Provide a Solution: While failing is okay, managers need to encourage employees to provide solutions to problems and propose an action plan for the next steps. Managers can then review and provide guidance on how best to proceed.
3. Don’t Repeat Failures: The key here is to learn from your mistakes, document the learning, establish a process that ensures these failures won’t happen again, and share these learnings throughout the organization.
The best advice I received is that failure is a success if we learn from it.
Lisa Perry helps companies build leadership brands, driving loyal customers & delivering profitability. She does this through a process that builds brands consumers love. Her goal is to help companies develop, monetize, and grow their brands.
As a lover of the outdoors and living within driving distance of Oregonâs Mt. Hood, I was drawn to skiing. I volunteered as a cross-country instructor for an alpine club, then taught for a ski resort, secretly motivated by free lift tickets so I could get better at skiing downhill. Initially, I was afraid of failure and intimidated so when venturing onto harder runs it was natural to lean into the mountain. Yet I quickly learned that when I leaned out, though counterintuitive, I fell less, and I became a better skier.
As an executive, I see leaning out as risking to attempt something new and being aggressive to grow, learn, and accomplish greater things, knowing that along the way I will probably break some stuff. In my mind, as long as I learn from it and bring future success out of it, it has value.
After I launched my first company, leaning out manifested a failure as I negotiated a supply chain partnership to source products globally vs. just domestically. It represented a huge opportunity for my business, but in doing so, I failed to dig deeply into the relationship, the financial chain of custody, and the quality assurance process with each of the individual factories. As a result, my orders experienced missed lead times and material defects that were costly and embarrassing, and I later learned there was another party between my contractual partner and the factories who failed to perform.
This taught me to take full ownership of every aspect of my business and prompted me to implement a four-point policy that helped me select, negotiate, and manage all future partnerships successfully.
Here are some of my learnings about failing in business, recovering from it, and using it to propel our careers:
When I think about recovering from a failure at work, I always have to ask/think about the context of the culture and psychological safety of the team, the business segment, and the organization where the failure happens.
As leaders or people managers, we play a critical role in how our team members perceive and react to failure when it happens; creating the necessary psychological safety and culture of learning is key to this.
Promoting a growth mindset for our people calibrates how they interpret failure in a completely different way than people with a fixed mindset. Folks with a growth mindset see failure as a signal that they need to put in more effort, try different strategies, or seek feedback and guidance. They use failure as a motivation to improve and grow, rather than as a reason to give up or feel ashamed.
Some examples of how people with a growth mindset view failure include:
However, having/exercising a growth mindset is not always easy or simple. It requires practice, persistence, and support from your leader/manager.
Bouncing back from failure at work can be hard, but itâs not impossible. There are some steps we can all take to recover from a setback and move forward with confidence.
Some of the steps you/we can take are:
Using failure as an opportunity to improve your skill set and potentially become a better leader.
These steps can help you bounce back from failure at work and show that you are resilient, adaptable, and committed to your goals.
Ana Smith helps people & organizations achieve their full talent potential by developing and co-creating people strategies and customized solutions, and turning them into impactful outcomes and collaborative relationships, using coaching as the “red thread.”
Successful executives get used to failure because it provides so much growth and opportunity to learn. Creating a culture of celebrating failure is important and that starts with humility in the workplace.
While I worked for Spotify, Dawn Ostroff, a C-suite executive at Spotify, would share failures, break them down, and celebrate in our town halls (in front of 3000 employees) where we could learn as a team from the mistakes. I remember seeing the title for her presentation and I was so intrigued and teams across the company were inspired. We took notes on how to not repeat those mistakes, lean into them, and forward progression for new strategies.
When a failure occurs:
I believe developing your skills in the practice of losing and accepting is a huge educational opportunity, so your skill set includes being put in uncomfortable positions, so that you can get good at rejection. I believe that people are too addicted to positive reinforcement and we could all grow from learning how not to repeat the failure where the next project benefits from the previous failure.
Kathryn Marshburn has spent 12+ years in the music and gaming industries guiding teams on identifying targeted goals with an agile approach resulting in driving revenue and reducing risk.
No one begins a journey with failure as part of their plan. Caution might lurk, but turning back is not an option.
As executives and leaders, we know that failure is part of success. The real work for leaders begins when you must figure out what works and what doesnât.
The first step is to own the failure. Donât blame anyone or anything else. Take full responsibility for the failure and the action needed to correct it.
Find the fix, and understand what went wrong.
Test the solution from beginning to end to ensure everything works as planned.
Meet with your team to outline what failed. Inform everyone what was done to solve the problem. And share with the team the new protocols going forward.
In summary, everyone on the team must communicate a breakdown or failed system. Leaders canât effectively lead with missing information. Leaders need to lead teams that are invested in the end product.
Michael Willis has 18+ years of experience working with accounting & sports organizations and has managed P&Ls of $10M – $125M+ with budgets of $3M-$50M+. He worked for the NFL for 22 1/2 years, mainly with the game officials working on the financial/accounting side of the business.
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âI like to conduct after-action reviewsâor AARsâafter failures on the job.
The AAR process is as follows:
What I like about the AAR process is that it is not just about identifying a problem but highlighting solutions/next steps which hold me (and others) accountable for change. This works for project-based failures.
When it comes to leadership failures that are often surfaced in 360-degree/other performance reviews, I like to find mentors/resources in that area and discern what is and what is not in my power to address/change.
John Schembari is a current K-12 teacher/school leader academic improvement coach and former school building and district administrator. He loves to draw, travel, swing dance, and read nonfiction.
Being a creative producer in the film and live experiential event industry requires handling setbacks, challenges, and adverse conditions. Therefore, the skill of dealing with failure, or redefining it as setbacks on the job, is crucial for success.
To excel as a creative producer, it’s essential to understand the primary responsibility of bringing a TV or live event concept to life:
Maintaining a positive attitude and staying focused on finding solutions is essential, and identifying pitfalls and solving problems is a superpower honed from years of experience. Setbacks can be turned into opportunities for growth and success, but this requires clear communication of expectations to stakeholders and realistic goals.
Instead, by approaching setbacks as opportunities for growth and focusing on finding solutions, creative producers can overcome challenges and succeed in bringing innovative and creative concepts to life.
With experience and agility, you learn to expect the unexpected because failure is not an option for a creative producer.
John Hoffman has 15+ years of leadership experience creating and producing video content, branded entertainment, PR stunts, and experiential and live events. At his core, he’s a storyteller who has mastered the creative map and can scale logistical mountains.
How do you recover from a failure at work? Join the conversation inside Work It Daily’s Executive Program.
It’s easy to think that taking a lower-level position means putting the brakes on your career track or even taking a step back. But in fact, there can be a lot to gain with such a decision.
Sometimes you have to take a step back in order to take a step forward in your career. There are a number of practical reasons why taking a lower-level position makes sense.
A large percentage of professionals making a career change will face the need to start near the beginning with entry-level workers. If you make a drastic career change, such as going from ER nursing to accounting on the CPA track, you can’t expect an opportunity to jump right to the top until you have honed skills and subject matter expertise.
Of course, if you have transferable skills from a previous career that may help to secure an opportunity above entry-level.
There are many people who choose to stay in their profession, but make a change in their field of practice. For example, you may have started your career in marketing for the travel industry, but decided to switch to the pharmaceutical industry.
A lateral move may not always be possible because, like the career changer, you may not have the industry knowledge needed in the field, especially if it is a highly specialized sector. For instance, the technical language used to market pharmaceuticals in the United States follows strict guidelines approved by the Food and Drug Administration. The approaches taken to marketing may be drastically different between the two fields.
Job changers include individuals who want to make a switch in the type of company or organization they work for. Certainly, working for a non-profit is not the same as corporate, and going from an agency to an in-house position has its differences. So while you may take a lower-level position, the title and associated responsibilities may vary widely between employersâand it is important to consider the experiences and opportunities available with the open position.
For instance, you may go from an agency to an in-house position at a lower level. Expectations for formal promotions also may vary given the different corporate cultures involved. Essentially, you may start off in what is perceived as a lower-level position, but wind up with far more advanced experiences than you might otherwise have.
Times of economic uncertainty typically result in a large pool of unemployed professionals who are well-educated and qualified for positions. Under such circumstances, it’s not rare for job seekers to be unemployed for six months or longer. There are simply more qualified candidates than job openings available. So, it may come to a point where you have to make the decision to take a lower-level position in order to:
Regardless of the situation, here are four key questions you should ask yourself to help decide whether taking a lower-level position is the right move for you and your career:
If you answered “yes” to the questions above and can put your ego aside, making the decision to take a lower-level position can be a rational move to help move your career forward. You can expect to be happier with life and your career. However, after taking a lower-level position, you need to maintain perspective on your reasons for the decision. It is easy to let pride get in the way of things. Remember this decision is based on a long-term plan, not a short-term plan for your career.
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This article was originally published at an earlier date.
Establishing personal development goals for work can be a fantastic way to take your career to the next level. Youâll not only become a more knowledgeable and capable employee, but also a more accomplished person! This guide goes over setting effective personal development goals, and the benefits they can bring. What are Personal Development Goals? […]
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Finding a job can be a long process. You apply for a job, maybe hear back, and a month later you go in for an interview. The worst part? There’s no guarantee any opportunity will pan out. So, how do you stay positive when you’re going through so much job search stress?
It can be easy to lose confidence in yourself as time passes and you’re still without a promising job lead. But losing confidence will only make it worse.
Here are a few things you should tell yourself when the job search gets tough:
When you don’t get offered the job even though you aced the interview and did everything right, there’s a good chance you did do everything right.
The hiring process is complicated. The employer might’ve had another person in mind even before they began to interview for the open position. Or, it was a toss-up between you and another candidate, and the other candidate just so happened to be the one to get a phone call.
You will never be able to know what a potential employer is thinking. If you don’t get offered the job, don’t think of it as a loss or missed opportunity. Think of it in positive terms. You got more interview experience, you met new people, and you’re one step closer to finding the right job for you.
And remember, a “no” doesn’t mean “never.” It simply means “not now.”
If you’re putting your best foot forward during the hiring process and you’re actively learning from your mistakes, you’ll find the right job for you. But that requires patience and perseverance.
The key to keeping your confidence up is believing the right job for you is out there. When you remind yourself of your end goal, it puts the job search process in perspective. You walk into every interview believing this job could be the oneâbut if it isn’t, that’s okay too. You will try your best, of course, but also accept that you can’t control everything in the hiring process. It will take some of the pressure off.
Take responsibility for the things you can control and accept the things you can’t. Acceptance is the key to maintaining your confidence.
When all else fails, sometimes the best thing to tell yourself after not getting a job offer is that the job simply wasn’t meant for you. If you don’t believe this right away, chances are you will later on.
As you move on to the next interview and apply for more and more jobs, you start to feel better about the initial rejection. You realize that new opportunities are popping up every day and it really isn’t the end of the world after all.
If you still feel uncertain, that’s okay. Staying positive during a long job search isn’t easy. Just know that your mom is right: all good things take time!
Need more help with your job search?
Join our community to learn how to land a job and UNLEASH your true potential to get what you want from work!
This article was originally published at an earlier date.
Gratitude is one of the most underrated yet powerful tools in every workplace. It has a profound ability to foster greater collaboration, support, and commitment amongst coworkers and provide everyone with a more positive outlook on their work. A culture of gratitude helps workers feel recognized for their efforts and increases morale and engagement levels […]
The post The Importance of Showing Regular, Authentic Gratitude in the Workplace appeared first on Jobacle.com.
âTell me about a time you worked in a teamâ is a common interview question that you need to be ready for. Due to the importance of teamwork in professional settings, hiring managers will pay close attention to your answer! This guide will help you give a great response and improve your chance of getting […]
The post Answering “Tell Me About A Time You Worked In A Team” appeared first on Career Sherpa.