No matter how much we grow or change, one aspect of our being remains the same. We all still look to those who have come before us to serve as good examples. As young professionals, we seek out mentors. But, as with everything in life, we need to make good decisions and choices in selecting the people we want to emulate.
Getting prepared for that first interview in 10 years. There’s no excuse for going to any interview cold.
Remember: This is your opportunity to sell yourself. You are the product and the service. The employer has a problem, and you as the candidate could be the solution.
Advertising a job and not getting the response you want? The people you want likely aren’t looking; but you can find them
Advertising a job and not getting the response you want? The people you want likely aren’t looking; but you can find them.
I hear success stories about people who are considering multiple offers. Who are they and what do they have that you don’t? They have a diverse network that works for them, specific knowledge and skills, charming personalities, chemistry and passion.
Adopt a flexible attitude, and think of yourself as a consultant. Take off your dedicated full-time hat and put on your consultant’s hat. Start thinking like a consultant who has been hired because of your knowledge, skills and abilities for a specific project, and always do your best. Experienced consultants know that when the project is complete they will be asked to work on additional projects because they’ve proven themselves.
Developing a network takes time and does not transpire overnight. Network development is a lot like planting a garden. What is the goal, to plant flowers, grow vegetable or both? Every great gardener knows that gardens are seasonal; one must take the time to prepare and enrich the soil, plant the appropriate seeds, provide the right amount of sunshine and water and insecticide to keep out the pests in order to have a thriving garden.
Are you an “A” player or a “B” player? The answer to this question is the key to your next opportunity.
Are you an “A” player or a “B” player? Why is that so important? Before you commence a search for a new opportunity, you need to know who you are, your value proposition, what you’re selling and who your buyer is. Ask yourself, “Who will be attracted to me and why?” The answer to this question is your next opportunity.
Making sure your company hires the right executive. From job description to search to screening, traps and dangers lurk
I am the founder and CEO for a $20 million distribution company. Our general manager of five years has informed me that he will be moving out of state in June to be closer to his family. He has recommended the operations manager whom he hired two years ago as his replacement. The problem is that the operations manager is not qualified to be a general manager; he lacks formal education and essential knowledge and experience required to be successful. What are my options?
I’m a senior operations manager with 10-plus years of consumer electronics industry experience. My goal is to become a CEO in the next two to five years. What are the most important leadership skills one should develop for a C-level position?
Q. I’m a senior financial consultant with several years of experience servicing corporate clients throughout the greater Bay Area. I’ve been very fortunate to receive the majority of my business through referrals, but over the past year my clients claim to have no budget to use my services and new leads have dried up. My question to you is about marketing my services via traditional methods versus online solutions, what are the pros and cons?
Q. Our company CEO has confided in me that he is contemplating leaving his position in the next six to 12 months. I feel that I am the obvious choice to replace him. I’ve been a loyal and dedicated employee to the company for the past 10 years and have held various positions ranging from individual contributor to management to executive level. And for the past two years I have held the position of vice president of finance and operations. What steps can I take to secure my future with this company without jeopardizing my relationship with the CEO whom I directly report to and is also my friend?
Q. I am the VP of human resources for a 30-year-old, $20 million consumer product company. I’ve received requests from some of our employees about incorporating sustainability programs. I’m all for it, but the president-founder is old school, does not see the value and is opposed to making any changes. A. I’ve done some research on incorporating sustainability programs over the past six months – studying sustainability programs in the workplace, attending workshops and interviewing corporate leaders. Here’s what I’ve learned so far. Discussions around sustainability can foster confusion thanks to terms like global warming, carbon footprint, green products and