With the current job market, openings are few and far between and I want to make the most of any interviews that I get. Do you have any interviewing tips to pass along? What do you look for when you interview job candidates?
I have a lot of interviewing tips, but first let me give you a few things to think about. Before you start thinking about the actual interview, I would challenge you to define those things that make you different from all of the other people who might be vying for the position. What makes you special? What makes you particularly well suited for the job? Put yourself in the hiring manager’s seat and ask what would really “wow” you if you were comparing job applicants.
Think about those traits and skills that are at the top of your “strengths” list and determine which of these set you apart, and which apply to the job. Keep it simple. I suggest defining three or four things that really make you stand out from the crowd, and practice describing those traits aloud. That way, when you are asked in an interview why you are right for the job you will have already thought out the answers and will be ready to sell yourself smoothly.
When I’m interviewing, I look for that proverbial first impression to see how the person comes across. Is he or she friendly, comfortable, well mannered, and well groomed? Is he or she confident, poised, and ready to contribute to the team? During the interview, I’m asking myself how this person will fit into and be received by our team. I’ll bet the hiring managers you meet will be thinking about this, too.
So, I will leave you with this suggestion. Enter the room like you own it but are willing to give it up. Project a comfortable, confident, and engaging demeanor. Most important, articulate your strengths and skills and how you can contribute value to the team. Good luck!
Thursday, February 16, 2012
Monday, February 13, 2012
A Message From Debbie
Dear Readers,
Due to an incredibly hectic schedule we are re-running some of our more popular posts for the next few weeks.
We have a backlog of your questions to be answered and I will be posting new material again next month.
Thank you for your interest, comments, and questions! Please spread the word and tell your friends about our blog. We love seeing new readers as they continue to grow daily from different countries around the world!
My best to all of you,
Debbie
Due to an incredibly hectic schedule we are re-running some of our more popular posts for the next few weeks.
We have a backlog of your questions to be answered and I will be posting new material again next month.
Thank you for your interest, comments, and questions! Please spread the word and tell your friends about our blog. We love seeing new readers as they continue to grow daily from different countries around the world!
My best to all of you,
Debbie
Communication Skills
Dear Debbie,
In my last two performance evaluations, I've been told that I need to improve my communication skills, but I haven't been given many specifics on what I need to do. Can you help me with any general workplace communication pointers?
I encourage you to ask for more specific feedback that defines which communications skills are lacking as well as suggested improvements that you could take immediate action to implement. You might request another brief follow-up meeting with your manager to seek the information as well as to let your manager know that you are taking constructive action to address the concerns.
In the absence of specifics from your evaluating manager, I would suggest that you seek input from your peers and other managers as to how they see you and your communications skills. There are very specific behavioral styles that dictate the way people communicate and receive information, both at work and in their personal lives. Some styles tend to mesh better than others. Gaining an understanding of your style can help you see how others perceive you and how you might adjust your approach when interacting with other styles.
For example, if you are a strong, results-oriented person and you are working primarily with more methodical, detail-oriented individuals, you may be perceived as being abrasive and pushy which is not entirely the case. So, get input from those who know you well and who have observed your communications skills in action. Put it all together to assess how you are coming across and what you need to do to improve.
There are several really good behavioral based assessment tools that I use with clients that are extremely effective in improving workplace communication. See if your organization has access to similar instruments. With the right information and some effort on your part, you can form new and better communication skills and habits.
One more thing – be sure to document the steps that you have taken to improve so that you can present your actions to your manager at your next performance review.
In my last two performance evaluations, I've been told that I need to improve my communication skills, but I haven't been given many specifics on what I need to do. Can you help me with any general workplace communication pointers?
I encourage you to ask for more specific feedback that defines which communications skills are lacking as well as suggested improvements that you could take immediate action to implement. You might request another brief follow-up meeting with your manager to seek the information as well as to let your manager know that you are taking constructive action to address the concerns.
In the absence of specifics from your evaluating manager, I would suggest that you seek input from your peers and other managers as to how they see you and your communications skills. There are very specific behavioral styles that dictate the way people communicate and receive information, both at work and in their personal lives. Some styles tend to mesh better than others. Gaining an understanding of your style can help you see how others perceive you and how you might adjust your approach when interacting with other styles.
For example, if you are a strong, results-oriented person and you are working primarily with more methodical, detail-oriented individuals, you may be perceived as being abrasive and pushy which is not entirely the case. So, get input from those who know you well and who have observed your communications skills in action. Put it all together to assess how you are coming across and what you need to do to improve.
There are several really good behavioral based assessment tools that I use with clients that are extremely effective in improving workplace communication. See if your organization has access to similar instruments. With the right information and some effort on your part, you can form new and better communication skills and habits.
One more thing – be sure to document the steps that you have taken to improve so that you can present your actions to your manager at your next performance review.
Monday, January 16, 2012
Taking Charge of My Professional Development
Other than an annual performance review that is administered by my immediate manager I do not get much, if any, feedback on how I am doing. I really want to develop skills that will serve me well in competing for future promotions. How should I go about putting in place a structured developmental plan that will provide me with regular beneficial feedback?
There are specific steps that I will recommend for you to take in order to get regular feedback, however this may be more challenging than it seems. The reason I say this is that you should first look at your organizational culture and determine whether it is a feedback rich environment. If it is not and this is more of an mandated exercise than a true developmental tool, then you have your work cut out for you in seeking additional feedback.
We know that organizations in which there is regular and ongoing feedback generate more creativity and innovation. However, when there is limited or little feedback, such as in your case, it is difficult to foster more unless the culture supports it.
Regardless, I would still attempt to set up regular meetings with your immediate manager as well as establish mentors outside of your chain of command who can give you ongoing and regular feedback to further your development. Presenting your request in a positive light as a way to improve your performance as well as to help the company will hopefully help you get some action.
There are specific steps that I will recommend for you to take in order to get regular feedback, however this may be more challenging than it seems. The reason I say this is that you should first look at your organizational culture and determine whether it is a feedback rich environment. If it is not and this is more of an mandated exercise than a true developmental tool, then you have your work cut out for you in seeking additional feedback.
We know that organizations in which there is regular and ongoing feedback generate more creativity and innovation. However, when there is limited or little feedback, such as in your case, it is difficult to foster more unless the culture supports it.
Regardless, I would still attempt to set up regular meetings with your immediate manager as well as establish mentors outside of your chain of command who can give you ongoing and regular feedback to further your development. Presenting your request in a positive light as a way to improve your performance as well as to help the company will hopefully help you get some action.
Thursday, January 12, 2012
Women Helping Other Women
I work in a predominantly female workgroup and find that the women who are in management are not very open to helping develop and promote other women. Is this an isolated situation or do you see this in other organizations?
Unfortunately, the research and studies have shown that women are not as apt to help other women as men have historically done in the workplace. In a recent informal study conducted by CNN on bullying in the workplace, it was found that most of the bullying is done by women and most is directed toward other women. Honestly, this is a workplace phenomenons that saddens me greatly. I so long for women to be mentors to one another and to encourage each other in corporate life.
Some people contribute this negative behavior to something called the Queen Bee syndrome, which implies that when a woman has clawed and scraped her way to a senior position, she isn’t as anxious to help others because perhaps nobody helped her. This is an unfortunate response, for many reasons. First, it’s a negative outlook to have. Second, helping deserving professionals of either gender to reach their potential is one of the most rewarding and satisfying facets of being a leader. Helping others to develop and grow is one of the most positive work experiences that a leader can have.
All I can say about women who aren’t open to helping other women is this. We can’t control what others do, but we can control ourselves. The best way to break this cycle is to approach your own career differently. Lend a hand to women coming up along with you or behind you, and to men as well. Be known as a woman who is secure enough in her own abilities and career to help others develop their own talents. You’ll have a richer professional life as a result, and you won’t be sorry. I promise.
Unfortunately, the research and studies have shown that women are not as apt to help other women as men have historically done in the workplace. In a recent informal study conducted by CNN on bullying in the workplace, it was found that most of the bullying is done by women and most is directed toward other women. Honestly, this is a workplace phenomenons that saddens me greatly. I so long for women to be mentors to one another and to encourage each other in corporate life.
Some people contribute this negative behavior to something called the Queen Bee syndrome, which implies that when a woman has clawed and scraped her way to a senior position, she isn’t as anxious to help others because perhaps nobody helped her. This is an unfortunate response, for many reasons. First, it’s a negative outlook to have. Second, helping deserving professionals of either gender to reach their potential is one of the most rewarding and satisfying facets of being a leader. Helping others to develop and grow is one of the most positive work experiences that a leader can have.
All I can say about women who aren’t open to helping other women is this. We can’t control what others do, but we can control ourselves. The best way to break this cycle is to approach your own career differently. Lend a hand to women coming up along with you or behind you, and to men as well. Be known as a woman who is secure enough in her own abilities and career to help others develop their own talents. You’ll have a richer professional life as a result, and you won’t be sorry. I promise.
Thursday, January 5, 2012
Gender Bias in the Workplace – Still!
There is so much published about how women outnumber men in the workforce now but still can’t make it to the top of the corporate ladder. What are your thoughts on this and what do you see as being the real issues behind the statistics?
There are many different viewpoints on this topic these days, but the news is getting better. Albeit slowly, but things are improveing with more women rising to the top ranks within corporations. While women still hold only a handful of the CEO positions within Fortune 500 companies, they are continuing to make headway in attaining more senior level jobs.
I think there are a number of things at play here, so I’ll start by describing the make-up of the power base within organizations and who the decision makers are when it comes to promoting women. The majority of senior level positions are still held by middle-aged, and older, white males, many of whom are much more comfortable promoting like-males over females. This is the unspoken reality in many organizations.
The counter piece to this reality is the fact that women do not help other women and promote them as men do for each other,. Sometimes females will make it to the top but are slow to encourage, mentor, and promote other females. Men in general are more inclusive, comfortable, and natural working with other men and tend to ‘default’ to what their comfort zone can handle, especially when it comes to powerful positions. This has been proven by studies, time and again, and we know it is still at the root of why we still have comparatively small numbers of females in top-level jobs.
There is also another combination of contributing factors, one being that more women choose to get off of the fast track and not play politics once they hit the mid- to upper-level management positions. Again, studies have shown that more women decide to change career paths and take time off than men, and they do so for a number of reasons. Research has also shown that women still bear the burden of the family decisions and responsibilities, such as who will pick up the children, or when will the household chores get done. Even women who have additional help still bear the responsibility for family and household management.
So, while the number of women rising to the top ranks is steadily and slowly improving, there is a confluence of factors that work together which continue to limit the number women in high-level positions. A great article that delves more into this topic and expounds on my answer is at: http://www.catalyst.org/file/523/the_myth_of_the_ideal_worker_does_doing_all_the_right_things_really_get_women_ahead.pdf
There are many different viewpoints on this topic these days, but the news is getting better. Albeit slowly, but things are improveing with more women rising to the top ranks within corporations. While women still hold only a handful of the CEO positions within Fortune 500 companies, they are continuing to make headway in attaining more senior level jobs.
I think there are a number of things at play here, so I’ll start by describing the make-up of the power base within organizations and who the decision makers are when it comes to promoting women. The majority of senior level positions are still held by middle-aged, and older, white males, many of whom are much more comfortable promoting like-males over females. This is the unspoken reality in many organizations.
The counter piece to this reality is the fact that women do not help other women and promote them as men do for each other,. Sometimes females will make it to the top but are slow to encourage, mentor, and promote other females. Men in general are more inclusive, comfortable, and natural working with other men and tend to ‘default’ to what their comfort zone can handle, especially when it comes to powerful positions. This has been proven by studies, time and again, and we know it is still at the root of why we still have comparatively small numbers of females in top-level jobs.
There is also another combination of contributing factors, one being that more women choose to get off of the fast track and not play politics once they hit the mid- to upper-level management positions. Again, studies have shown that more women decide to change career paths and take time off than men, and they do so for a number of reasons. Research has also shown that women still bear the burden of the family decisions and responsibilities, such as who will pick up the children, or when will the household chores get done. Even women who have additional help still bear the responsibility for family and household management.
So, while the number of women rising to the top ranks is steadily and slowly improving, there is a confluence of factors that work together which continue to limit the number women in high-level positions. A great article that delves more into this topic and expounds on my answer is at: http://www.catalyst.org/file/523/the_myth_of_the_ideal_worker_does_doing_all_the_right_things_really_get_women_ahead.pdf
Tuesday, January 3, 2012
Management Responsibilities
As a fairly new manager, when I have employees come to me and tell me they would like to talk to me as their manager but in the strictest of confidence, I many times feel uncomfortable. How do I handle these types of employee conversations when it could damage their trust in me as their manager?
When an employee starts out a conversation by telling you that they want to talk in strict confidence, before they go any further remind them that if they tell you something that requires you to take action, then you will do what you must do as a manager and leader. Many times, what an employee tells you will be about themselves or something they may be going through and you don’t have to do anything but listen and understand. Other times, they may divulge something that you are required by law or by ethics to report to your boss or perhaps even the authorities. It could even be something about another employee that you will need to further investigate.
It can sometimes be a challenge when faced with this type of discussion, but be prepared to make it clear up front that you will take the necessary action if your good judgement calls for it. As a leader, it is important to know that you have a greater responsibility to act upon certain situations than you do outside of your leadership role. This is what you make clear to anyone that begins a discussion requesting confidence.
Once your employees know that you will do what is right, even in the face of challenge and adversity, chances are good that they will trust you completely and not feel that they must precede their statements with a confidentiality statement.
When an employee starts out a conversation by telling you that they want to talk in strict confidence, before they go any further remind them that if they tell you something that requires you to take action, then you will do what you must do as a manager and leader. Many times, what an employee tells you will be about themselves or something they may be going through and you don’t have to do anything but listen and understand. Other times, they may divulge something that you are required by law or by ethics to report to your boss or perhaps even the authorities. It could even be something about another employee that you will need to further investigate.
It can sometimes be a challenge when faced with this type of discussion, but be prepared to make it clear up front that you will take the necessary action if your good judgement calls for it. As a leader, it is important to know that you have a greater responsibility to act upon certain situations than you do outside of your leadership role. This is what you make clear to anyone that begins a discussion requesting confidence.
Once your employees know that you will do what is right, even in the face of challenge and adversity, chances are good that they will trust you completely and not feel that they must precede their statements with a confidentiality statement.
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