Whenever you get asked this question during an interview, it's impossible to not feel like it's a trap. What other answer can you possibly give for, "What are you looking for in a new position?" other than, "Everything this one offers?"
Well, it depends on the humor of the hiring manager, but in general, that's probably not your best option. To play it a little safer and to be thorough, follow these four steps. Remember, you want to be honest, but diplomatic.
1. Start with your skills
The question is about you, but you need to think about it from the hiring manager's perspective. Sure, you'd love for your new position to pay extremely well, have an effortless commute, and ensure access to nap rooms during all work hours, but that's not going to impress anyone. Instead, dive into your skills — an area the hiring manager is sure to care about — and talk about how you're looking for a place where you can use them.
In The Speed of Trust, Stephen M.R. Covey suggests that trust is essential for a team to function effectively. When trust is high, performance accelerates. Covey describes it as a leavening agent for performance. And when trust is lacking, the opposite is true. As I found with Angela (and likely she with me), because we didn’t trust each other, everything took longer, felt harder and as a result, cost more — emotionally and financially.
Everybody knows that you're an idiot if you show up late for an interview. It's completely disrespectful of the interviewer's time.
But showing up insanely early is also going to make you look like a jerk. Why? Because, when you arrive more than five or 10 minutes before your meeting, you're putting immediate pressure on the interviewer to drop whatever she may be wrapping up and deal with you. Or, she's going to start the interview feeling guilty because she knows she just left you sitting in the lobby for 20 minutes.
What's interesting to note is the UK is actually below the world average in terms of hours worked each year. The U.S. is above the average. Both countries are way below the long hours worked in Mexico, Greece and Chile.
What differentiates these tools from one another? In other words, are there certain stories that Vine can tell better than Snapchat, for example? JP: Obviously different platforms lend themselves to different forms of content. It might be extremely powerful to see a stunning hi-res image, but that image could lose its value if looped with a Ken Burns effect from iPhoto 2k4 on Vine for all eternity. Knowing what goes where is a mixture of practice and common sense.
It gives you actionable insights One of the greatest benefits of a good email marketing program is detailed statistics about your campaign.
Compared with other marketing channels — like a billboard or television commercial — email marketing metrics provide exponentially more information regarding the success, or failure, of a marketing campaign.
Conversions from emails are clearly defined and thus easier to repeat, contrary to the vague nature of more traditional broadcast marketing techniques.
For an email marketing app, opens and clicks are standard — but you can easily dig deeper and see how long recipients spend reading your emails, as well as the devices they use to access them. Monitoring these analytics provides incredibly valuable — and actionable — insight into what’s working and what isn’t with your campaign.
I love words. They are at the foundation of our ability to communicate, and they are a significant part of my life, both spoken and as a writer. As a leadership consultant, trainer and coach, I spend much of my […]
Savvy organizations are taking a fresh approach to development programs for their new managers by going virtual. Traditional short-duration, face-to-face workshops seldom yield lasting results. The behavior change needed only occurs when learning takes place over time, with the opportunity to put that learning immediately into action. When delivered over time, the best programs allow new leaders to learn by doing, incorporating new skills and behaviors directly into their daily work activities. A key benefit of virtual learning is that it fits easily into today’s demanding work style and can be efficiently shared among an organization’s often geographically dispersed new-manager workforce. And, because millennials are comfortable with technology and virtual communication, this type of learning program has generational appeal.
The line between newspapers, magazines, and books is about to become blurred. In the old world of analog (non-digital) publishing, several things differentiated these media from one another: The delivery format—newsprint, glossy paper, or bound books The length of time it took to go from concept to market—daily, weekly, monthly, or several months The number of content contributors involved—one author (or two) or many writers
Don Dea's insight:
The way the contributors were compensated—royalties, staff salaries, or work-made-for-hire arrangements
The financial model—advertising, subscription, or outright purchase
These nine activities make up my nighttime ritual:
Eliminate negative input. I’m a worrier by nature. To ensure I fall sleep easily, I avoid negative news, conversations, and anything else that strands my mind in Worst-Case-Scenario-Ville. Read something light. I save my serious reading for morning, but I like to let my mind wander through some pages in the evening. Nothing stressful or too involved. A tech magazine is usually perfect.
Don Dea's insight:
Optimize the environment. Temperature and light can really affect my sleep patterns. I sleep best when it’s chilly and absolutely dark, so I turn the temp down a bit lower than during the day and make sure the blackout blinds are shut tight.
Take the right supplements.Natural Calm and Kavinace Ultra PM finally allowed me to punch Ambien in the face. They flat work—at least for me. (Your mileage may vary.)
Use essential oils. Several of my daughters are involved in dōTERRA essential oils. I use them topically to help set the stage for optimal relaxation and sleep. Vetiver, frankincense, and lavender are three of my favorites. After my supplements and oils, I’m nearly out.
Overall, 50 percent of the survey respondents reported that cyber-attacks are either the most important issue or a top three IT issue for their organization. Only 20 percent indicated that cyber-threats weren't a major issue, though the figure dropped to 8 percent at large enterprises.
In all, 76 percent of the business and IT leaders reported that their organization has experienced a damaging breach over the past year. The leading problems included corruption of servers (26 percent), prolonged email system failure (18 percent), revenue loss (18 percent), loss of employee information (14 percent) and other losses (24 percent).
As threats increase, organizations aren't standing still. The report found that as a result of a breach, nearly half of respondents (44 percent) have increased the portion of their IT budget that's allocated to security. Among large enterprises, that figure rose to 51 percent.
What's more, the executives surveyed noted that in some cases, they are shifting their focus to new and different risks as a result of a changing threat landscape. For example, 71 percent of respondents at large firms cited concerns over cloud vulnerabilities, and 59 percent rated the bring-your-own-device (BYOD) movement as a major risk.
Don Dea's insight:
Top Protection Methods
Purchasing patterns are also changing. Ninety-five percent of the survey respondents said that they purchased six or more security products in order to aggregate and assimilate information about attacks.
Top protection methods include firewall/intrusion detection and protection (77 percent), antivirus and malware protection (75 percent), remote access (67 percent), spyware blocking and detection (66 percent), and Internet filtering and content control (60 percent).
However, more advanced methods are also gaining favor. These include unified threat management (26 percent), security incident and event management (24 percent) and advanced persistent threat (APT) solutions (21 percent).
The report also found that traditional infrastructure companies are now playing an increased role in providing security solutions. Respondents ranked traditional security vendors such as Symantec, Microsoft, Intel/McAfee, Kaspersky and Trend Micro high, but they also ranked Cisco, HP, EMC, Dell and IBM as important providers.
While we mostly think of diamonds in jewelry, most people think of questions as a way to gain understanding or solve problems. But like diamonds, which have many industrial and other non-jewelry uses, questions have many other uses too. I want to use the remainder of the space I have here to talk about some uses we haven’t discussed much yet this month.
Questions to generate conversation. A monologue isn’t a conversation. Too often as a leader we do too much of the talking! One of the ways to help us avoid this is to ask more and assert less. You can’t learn the perspectives of others by talking. The best way to generate a conversation or dialogue with a group or an individual is to ask a question, shut up and listen.
When did you last do that?
Don Dea's insight:
Questions to promote engagement. Engagement seems to be the Holy Grail in the business world these days — everyone wants to engage people more and create a more engaged workplace. It is a worthy goal and isn’t always as hard as consultants, speakers and authors like me make it sound. When you listen to people, and care about them and their ideas, they are more engaged. Questions play a big role in that process.
What are you doing to engage your team more today?
If you work in an office, chances are you're sitting face to face and elbow to elbow with your coworkers. And while we're sure they're lovely people, that's just not for everybody.
Such is the bane of the open-office plan, which can now be found in 70% of offices. The idea sounds nice — breaking down walls to encourage collaboration and communication — but in practice it can be awkward, not to mention pretty damn distracting.
Enter the Brody, Steelcase's first desk meant to counter the emergence of the open-floor plan and provide some refuge for people who need a place to focus.
Watch the video up top to get a feel for it. It comes off as a new-age cubicle, offering some privacy and comfort while minimizing the surrounding distractions. You might not want to sit in it all day — it might feel a little cramped to some — because it's meant as an in-chair vacation, more for periods of intense focus.
It’s possible that your boss has already been providing opportunities for you to manage up. For example, does he encourage you to lead your check-in meetings? Does he ask how you would approach a situation before giving his own opinion? These are both opportunities to manage up by taking a leadership role in the discussion of your work, and these cues suggest that you have a boss who’s very supportive of managing up (and of you!).
In a perfect world, supervisors would be cool under pressure and the perfect source of inspiration — and always say the right thing at exactly the right time.
But if you're in that type of role, you know that in reality, that usually doesn't happen. Management is chaotic. People — employees, managers, customers, and everyone in between — are unpredictable, situations escalate, and in the heat of the moment, it's easy to let something not so appropriate slip out, without even realizing it.
Recruiting IS Marketing! Marketers, vendors, hiring managers, recruiters, when it comes to outreach, your goals are the same, so let’s just pause a moment to have you take a good look at your strategies. Go on, go do it. Right now. I’ll wait. Go on, and examine your strategies. Done? Good. Now, ask yourself these questions: Have you abandoned Gen X? Have you tossed them aside in favor of sticking with the Boomers (because they’re the ones with money) or the Millennials (because they’re “the future”)?
#SocialMedia might not be the “the content,” but it’s how you discover “the content”
Imagine getting turned on to a great book. Perhaps you learned of it from a TV program, or maybe a magazine article, possibly even a conversation with a friend. And then imagine this book provided you with valuable information — perhaps even life-changing information. This is a wonderful thing to have happen. But note, while none of these “delivery mechanisms” (TV, magazine, friend) were the source of the life-changing information, they were a critical link to the information. The book itself may even serve as a conduit to other important information. All are means of communication.
There is no value in asking yourself “Am I a leader?” Instead, ask “Who am I leading? And where am I going?”
With recovery underway in many advanced economies, money is surging back into leadership development after the down-years of the recession. In 2013, companies spent an estimated worldwide total of US$45.5 billion on education for leaders at all levels. But a raft of recent statistics show that these whopping investments are failing to move the needle where it matters most — from employee engagement to public trust. Even as they keep the billions pouring in, a majority of executives claim to have lost faith in leadership development altogether.
Blue ocean strategy is based on a decade long study of more than 150 strategic moves spanning more than 30 industries over 100 years. Industries ranged from hotels, cinema, retail, airlines, energy, computers, broadcasting, and construction to automobiles and steel. We analysed not only winning business players who created blue oceans but also their less successful competitors. We searched for convergence among the group that created blue oceans and within less successful players caught in the red ocean. We also searched for divergence across these two groups. In so doing, we tried to discover the common factors leading to the creation of blue oceans and the key differences separating those winners from the mere survivors and the losers adrift in the red ocean. As our database and research have continued to expand and grow over the last ten years since the first edition of our book was published, we have continued to observe similar patterns whether blue oceans were created in for-profit industries, non-profit organisations, or the public sector.
The fact that toxic employees exist certainly isn't news to anyone who has worked in virtually any type of organization. These troublesome individuals have been analyzed, studied and written about for decades. Nevertheless, they continue to wreak havoc on both their co-workers and their managers, and they consistently undermine both morale and productivity in their organization. A new report from learning and talent development firm Cornerstone OnDemand, "Toxic Employees in the Workplace: Hidden Costs and How to Stop Them," snaps the issue into sharp focus and provides insights into how to deal more effectively with "bad apples." Among other things, the report points out that the problem extends beyond the direct costs of dealing with toxic employees. Hidden costs also exist. The study, based on a behavioral analysis of 63,000 hired employees and 250,000 specific observations, points out that good employees quit at a much higher rate when they have to work with an intolerable co-worker. Additionally, the onboarding cost of hiring a toxic employee is considerably higher than for other staff members. "Hiring is a very complex process, and a candidate who gave a stellar performance during the interview may turn out to be a poor fit," warns Adam Miller, founder and CEO of Cornerstone OnDemand. "Science-based assessments help … to identify applicants who are not only more qualified for the job, but also a healthier, long-term fit for the organization." Here are some key points from the report.
The majority of HR managers queried acknowledge that they've occasionally misjudged a job candidate's capability to fit in with their organization's professional environment, and these decisions have often led to employees either quitting or getting fired, according to a recent survey from OfficeTeam. In many cases, a company's culture can affect the overall job experience as much as the work itself or the salary. So it's up to professionals to understand the key qualities that determine their job satisfaction.
Here are the steps to follow when developing an effective plan: Don’t Ignore The Facts. Bad behavior is, unfortunately, subjective in many cases. Therefore, when dealing with difficult employees, it is essential to focus on the facts and not to ignore them when issues come to light. Don’t Act On Rumors. There are few places as rife with rumors as a corporate office. Managers aren’t the only ones who notice bad behavior, but the odds are that team members are all too happy to share their own stories of frustration when it comes to difficult employees. Never act on information received third-hand. Always verify facts in any given case, and disregard anything that has not been proven to be true.
Don Dea's insight:
Develop An Objective Performance Plan. The key word in performance plan is “performance.” In order to change bad behavior, managers should focus on the employee’s performance and their behaviors, rather than personality issues. How is bad behavior impacting the employee’s own effectiveness and the effectiveness of the team? Provide clear feedback surrounding the reasons why the behavior needs to change, and clearly outline the ways in which that behavior impacts others.
Set Clear Consequences. An employee on a performance plan should be clear when it comes to setting consequences for failing to change behavior. Outline the consequences in writing, review them with the employee and allow plenty of time for questions. Have the employee sign a paper indicating an understanding of the performance plan and the consequences for not meeting its stated goals.
Follow Up With Regularly. Performance plans are designed to give employees the time and the resources to step up their performance if, in fact, they want to improve. However, they cannot do it alone. Managers should check in weekly with the employee to review progress.
There are two big reasons for this growing friction. The first is that many innovative companies are using digital technology to attack heavily regulated bits of the service economy that are ripe for a shake-up. Often they do so by creating markets for surplus labour or resources, using websites and smartphone apps: Uber and Lyft let people turn their cars into taxis; Airbnb lets them rent out their spare rooms; Prosper lets them lend out their spare cash. Conventional taxi firms, hoteliers and banks argue, not unreasonably, that if they have to obey all sorts of regulations, so should their upstart competitors.
The second is the power of network effects: there are huge incentives to get to the market early and grow as quickly as possible, even if it means risking legal challenges. Benjamin Edelman of Harvard Business School argues that YouTube owes its success in part to this strategy. When it launched in 2005, it was one of dozens of video sites competing for both content and viewers. Some, such as Google Video, diligently screened each video for copyright infringement. YouTube was more risk-taking, waiting for copyright owners to complain before taking down videos. The strategy worked: Google bought it for $1.65 billion in stock in 2006; and YouTube, which has just celebrated its tenth anniversary, is now huge, whereas many early rivals have faded away.
After several years of strong growth, wages across all industries stalled in the first quarter of 2015 and previous top-performing sectors such as the professional, scientific and technical services industries as well as the oil and gas industry have declined, according to cloud compensation data and software provider PayScale's most recent PayScale Index.
The PayScale Index shows national wages for Q1 across industries barely increased (0.1 percent) and the average 12-month change in U.S. wages across all industries was a small 1.8 percent. While STEM fields experienced a decline in wages, construction jobs and the real estate industry are now showing signs of recovery, according to the Index.
Don Dea's insight:
Finally, the Index shows that overall wage growth across all industries continues to lag, with real wages down almost 7 percent since 2006, a measure calculated by analyzing nominal wage growth and the average change in price of a fixed basket of goods and services, according to analysis released by the company.
"We saw wage growth in certain industries and jobs shift in Q1 as some previous high performers, such as IT and biotech jobs, moved down the Index and others that were lagging, like construction and real estate, showed considerable improvement," said Katie Bardaro, lead economist at PayScale, in the release. "While there are signs of life with some wage growth in certain pockets, the national average shows wages are still lagging far behind other indicators in our rebounding economy."
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