Are You Sabotaging Your Career?

My experience working with thousands of leaders world wide for the past two decades teaches me that most leaders are screwing up their careers.

On a daily basis, these leaders are getting the wrong results or the right results in the wrong ways.

Interestingly, they themselves are choosing to fail. They're actively sabotaging their own careers.

Leaders commit this sabotage for a simple reason: They make the fatal mistake of choosing to communicate with presentations and speeches -- not leadership talks.

In terms of boosting one's career, the difference between the two methods of leadership communication is the difference between lightning and the lightning bug.

Speeches/presentations primarily communicate information. Leadership talks, on the other hand, not only communicate information, they do more: They establish a deep, human emotional connection with the audience.

Why is the later connection necessary in leadership?

Look at it this way: Leaders do nothing more important than get results. There are generally two ways that leaders get results: They can order people to go from point A to point B; or they can have people WANT TO go from A to B.

Clearly, leaders who can instill "want to" in people, who motivate those people, are much more effective than leaders who can't or won't.

And the best way to instill "want to" is not simply to relate to people as if they are information receptacles but to relate to them on a deep, human, emotional way.

And you do it with leadership talks.

Here are a few examples of leadership talks.

• When Churchill said, "We will fight on the beaches ... " That was a leadership talk.

• When Kennedy said, "Ask not what your country can do for you ... " that was a leadership talk.

• When Reagan said, "Mr. Gorbachev, tear down this wall!" That was a leadership talk.

• You can come up with a lot of examples too. Go back to those moments when the words of a leader inspired people to take ardent action, and you've probably put your finger on an authentic leadership talk.

• Mind you, I'm not just talking about great leaders of history. I'm also talking about the leaders in your organizations. After all, leaders speak 15 to 20 times a day: everything from formal speeches to informal chats. When those interactions are leadership talks, not just speeches or presentations, the effectiveness of those leaders is dramatically increased.

• How do we put together leadership talks? It's not easy. Mastering leadership talks takes a rigorous application of many specific processes. As Clement Atlee said of that great master of leadership talks, Winston Churchill, "Winston spent the best years of his life preparing his impromptu talks."

• Churchill, Kennedy, Reagan and others who were masters at giving leadership talks didn't actually call their communications "leadership talks", but they must have been conscious to some degree of the processes one must employ in putting a leadership talk together.

Here's how to start. If you plan to give a leadership talk, there are three questions you should ask. If you answer "no" to any one of those questions, you can't give one. You may be able to give a speech or presentation, but certainly not a leadership talk.

(1) DO YOU KNOW WHAT THE AUDIENCE NEEDS?

Winston Churchill said, "We must face the facts or they'll stab us in the back."

When you are trying to motivate people, the real facts are THEIR facts, their reality.

Their reality is composed of their needs. In many cases, their needs have nothing to do with your needs.

Most leaders don't get this. They think that their own needs, their organization's needs, are reality. That's okay if you're into ordering. As an order leader, you only need work with your reality. You simply have to tell people to get the job done. You don't have to know where they're coming from. But if you want to motivate them, you must work within their reality, not yours.

I call it "playing the game in the people's home park". There is no other way to motivate them consistently. If you insist on playing the game in your park, you'll be disappointed in the motivational outcome.

(2) CAN YOU BRING DEEP BELIEF TO WHAT YOU'RE SAYING?

Nobody wants to follow a leader who doesn't believe the job can get done. If you can't feel it, they won't do it.

But though you yourself must "want to" when it comes to the challenge you face, your motivation isn't the point. It's simply a given. If you're not motivated, you shouldn't be leading.

Here's the point: Can you TRANSFER your motivation to the people so they become as motivated as you are?

I call it THE MOTIVATIONAL TRANSFER, and it is one of the least understood and most important leadership determinants of all.

There are three ways you can make the transfer happen.

• CONVEY INFORMATION. Often, this is enough to get people motivated. For instance, many people have quit smoking because of information on the harmful effects of the habit.

• MAKE SENSE. To be motivated, people must understand the rationality behind your challenge. Re: smoking: People have been motivated to quit because the information makes sense.

• TRANSMIT EXPERIENCE. This entails having the leader's experience become the people's experience. This can be the most effective method of all, for when the speaker's experience becomes the audience's experience, a deep sharing of emotions and ideas, a communing, can take place.

There are plenty of presentation and speech courses devoted to the first two methods, so I won't talk about those.

Here's a few thoughts on the third method. Generally speaking, humans learn in two ways: by acquiring intellectual understanding and through experience. In our schooling, the former predominates, but it is the latter which is most powerful in terms of inducing a deep sharing of emotions and ideas; for our experiences, which can be life's teachings, often lead us to profound awareness and purposeful action.

Look back at your schooling. Was it your book learning or your experiences, your interactions with teachers and students, that you remember most? In most cases, your experiences made the most telling impressions upon you.

To transfer your motivation to others, use what I call my "defining moment" technique, which I describe fully in my book, DEFINING MOMENT: MOTIVATING PEOPLE TO TAKE ACTION.

In brief, the technique is this: Put into sharp focus a particular experience of yours then communicate that focused experience to the people by describing the physical facts that gave you the emotion.

Now, here's the secret to the defining moment. That experience of yours must provide a lesson and that lesson is a solution to the needs of the people. Otherwise, they'll think you're just talking about yourself.

For the defining moment to work (i.e., for it to transfer your motivation to them), the experience must be about them. The experience happened to you, of course. But that experience becomes their experience when the lesson it communicates is a solution to their needs.

(3) CAN YOU HAVE THE AUDIENCE TAKE RIGHT ACTION?

Results don't happen unless people take action. After all, it's not what you say that's important in your leadership communications, it's what the people do after you have had your say.

Yet the vast majority of leaders don't have a clue as to what action truly is.

They get people taking the wrong action at the wrong time in the wrong way for the wrong results.

A key reason for this failure is they don't know how to deliver the all-important "leadership talk Call-to-action".

"Call" comes from an Old English word meaning 'to shout.' A Call-to-Action is a 'shout for action.' Implicit in the concept is urgency and forcefulness. But most leaders don't deliver the most effective Calls-to-action because they make three errors regarding it.

First, they err by mistaking the Call-to-Action as an order. Within the context of The Leadership Talk, a Call-to-action is not an order. Leave the order for the order leader.

Second, leaders err by mistaking the Call as theirs to give. The best Call-to-action is not the leader's to give. It's the people's to give. It's the people's to give to themselves. A true Call-to-action prompts people to motivate themselves to take action.

The most effective Call-to-action then is not from the leader to the people but from the people to the people themselves!

Third, they error by not priming their Call. There are two parts to the Call-to-Action, the primer and the Call itself. Most leaders omit the all-important primer.

The primer sets up the Call, which is to prompt people to motivate themselves to take action. You yourself control the primer. The people control the Call.

The primer/Call is critical because every leadership communication situation is in essence a problem situation. There is the problem the leader has. And there is the problem the people have. In many cases, they are two different problems. But leaders get into trouble regarding the Call-to-action when they think it's only one problem, mainly theirs.

For instance, a leader might be talking about the organization needing to be more productive. So, the leader talks PRODUCTIVITY.

On the other hand, the people, hearing PRODUCTIVITY, think, YOU'RE GOING TO GIVE ME MORE WORK!

If the leader thinks that productivity is the people's problem and ignores the "more work" aspect, h/she's Call-to-action will probably be a bust, resulting in the people avoiding committed action.

Let's apply the primer/Call dynamic to the productivity case. The leader talks PRODUCTIVITY: but this time uses a PRIMER. The primer's purpose is to establish a "critical confluence" - the union of your problem with the problem of the people.

In this case, the leader creates a critical confluence by couching productivity within the framework of MORE MEANINGFUL WORK.

The primer may be: LET'S GET TOGETHER AND SEE IF YOU CAN COME UP WITH AN ACTION PLAN THAT WILL ENSURE THAT THE PRODUCTIVITY GAINS YOU IDENTIFY AND EXECUTE WILL ENABLE YOU TO WORK AT WHAT'S REALLY MEANINGFUL TO YOU.

Note what we've done: The primer is LET'S GET TOGETHER AND SEE IF YOU CAN COME UP WITH AN ACTION PLAN.

The actual Call is from the people to themselves: LET'S INCREASE PRODUCTIVITY BY WORKING AT WHAT'S MEANINGFUL.

With that Call, the leader moves from just getting average results (YOU MUST BE MORE PRODUCTIVE: i.e., you're going to solve MY problem) to getting great results (YOU COME UP WITH WAYS TO TIE PRODUCTIVITY INTO MEANINGFUL WORK: i.e., you're also going to solve your problem.)

So, here's what the leadership talk Call-to-action is truly about: It's not an order; it's best manifested when the people give themselves the Call; and it is always primed by your creating the "critical confluence" -- they'll be solving their problem as well as yours.

The vast majority of leaders I've worked with are hampering their careers for one simple reason: They're giving presentations and speeches -- not leadership talks.

You have a great opportunity to turbo charge your career by recognizing the power of leadership talks. Before you give a leadership talk, ask three basic questions. Do you know what the people need? Can you bring deep belief to what you're saying? Can you have the people take the right take action?

If you say "no" to any one of those questions you cannot give a leadership talk. But the questions aren't meant to be stumbling blocks to your leadership but stepping stones. If you answer "no", work on the questions until you can say, "yes". In that way, you'll start getting the right results in the right way on a consistent basis.

Are Your References Ready?

One of the most common forms of background check performed by companies hiring new employees is the reference check. They typically request that candidates provide them with three names of previous bosses. If you don't have three former bosses, then provide co-workers, teachers, college professors and/or professional colleagues as character references.

The first thing you should do is develop your list of potential references and then contact each one. Explain that you're applying for a job, describe the type of work and the company, and ask if they would feel comfortable giving you a good recommendation. If they have any hesitation, do not include them as a reference. You goal is to have three strong references who can help you land the job.

Be sure to verify their contact information.

Don't list these references on your resume, but have them handy during an interview. Put the names, titles, phone numbers, mailing addresses and email addresses of your references on a single sheet of paper and take it to your interview.

After the interview, if this seems like a job you'd enjoy, go ahead and hand them this list of references along with any other "leave-behind" materials that are appropriate, such as a portfolio with samples of your work (this depends on the type of job, of course).

Here's a step most people forget -- after you land the job, contact your references, tell them what happened, and thank them for their help!

Are Your Intentions Clear in Your Job Search?

1. Do you REALLY know what you want?

2. Do you know yourself well? What your interests, talents, and transferable skills are?

3. Are you articulate? Can you explain what you want and do it clearly?

4. Do you have supportive people interested in you and your welfare? If not, find some, NOW!

5. Do you have a network of contacts? Start with your friends.

6. Do you rely too much on the "want ads". Don't.

7. Do you have an agenda of who to see, who to talk to, who to network with, every day of your job search?

8. Do you have good job skills?

9. Do you practice gratitude? It works, especially with thank-you notes.

10. Are your intentions good ones? Make them known to all.

Acing The Interview

It's no secret that there is a lot of competition for writing jobs.

What makes or breaks you in an interview is more of a mystery that some writers may try to unravel for years. After you've developed an impressive resume (see my previous feature "Finding Your Niche"

http://www.bellaonline.com/articles/art5746.asp

for more on that topic), consider some of the suggestions below from professionals in the industry, who tell us how a writer can "sell" themselves in an interview.

"I look for someone who presents themself professionally, shows confidence, motivation and creativity," says Margaret Daleman, director of a national non-profit organization. "I want to hear a writer tell me in their own words why they can the job better than anyone else..."

Credentials may look great on paper, but if you can't deliver the whole deal in person, your qualifications alone will not get you hired, says H. Stevens, a Public Relations professional, who's worked as an editor and manager for several East Coast colleges.

"Your 4.0 G.P.A. (yes it matters) and your letters of recommendation (yes they count for something) and your internships in the industry (yes they help) are not enough," Stevens says. "Those qualities do not automatically qualify you for a writing job. It takes a combination of credentials, creativity, confidence, the ability to sell yourself in the interview and sheer luck to land a job as a writer." Stevens says he needs to see something special when he meets you for the first time.

"Whether it's the ambitious look in your eyes or the "I'm ready for a challenge - I can tackle any assignment you throw my way" attitude or the way you present yourself as a serious, professional capable of delivering what I want when I need it..." Stevens explains. "You have the floor for about five minutes when I'm interviewing you," he adds. "Make yourself memorable. Give me a reason to want to call you back for a second interview."

Daleman offers a few other tips: "Know what writers do within my company - know what I'm looking for," she says. "Know as much as you can about my company - do your research on us and the industry in general. Know what your answers will be to the questions I may throw at you in an interview - prepare yourself."

Assess Your Transferable Skills

One of the most important parts of a job search is assessing your Transferable skills. These are skills which you can use in other jobs such as: Communication, Information Management, Human Services, Managerial, Manual/Physical Labour, Personal Attributes, Organization.

Often when people have been working in the same job for a long time, they become so accustomed to performing their duties that they fail to recognize the skills they have.

It is beneficial to sit down and write out a list of all the things you do in a work day and all the things you do at home as well. It is easy to forget that skills such as problem-solving, decision-making, and organization which you use at home and in volunteering are skills that you can transfer and use on a new job.

A benefit to this recognition of your skills is that you can come up with a variety of Ideas for jobs or places that these skills may be used. If you are currently unemployed and are having a difficult time with this, talk to some friends or a career/employment counsellor.

Once you have determined where your transferable skills may be best used, you can work on some Productive Strategies to market yourself. This may be using your networking skills to gain access to some new employers, or it may be revising your resume to highlight your skills instead of your work history. It may also involve doing some volunteer work to expand your network by putting you in touch with people who might have other contacts you can use in your job search.

A Career in Image Consulting

You might have seen them while watching TV shows such as Extreme Makeover, Queer Eye for the Straight Guy, or What Not to Wear. Or you might have heard that Martha Stewart needed them to give her advice on how to look sympathetic to a jury.

We're talking about Image Consultants, and they have one of the hottest new businesses today.

Also known by such titles as wardrobe consultant, fashion stylist, or makeover consultant, image consultants are paid to show people how to create a fabulous impression. They might recommend wearing different colors or new styles, go through closets to toss out clothing that isn't working, shop for a new wardrobe, and put together incredible outfits. They might advise a change of hairstyle, makeup, or grooming.

However, image is more than physical appearance. In addition to how someone looks, we also form impressions based on how someone talks and behaves. So image consultants may also advise people on their vocal communication (voice, grammar, vocabulary, etc.), non-verbal communication (handshakes, posture, eye contact, etc.) and etiquette - from dining to cell phones.

Most image consultants also develop a network of strategic partners they can refer clients to, such as hair stylists, makeup artists, nutritionists, dentists, personal trainers, plastic surgeons, and voice coaches.

Image consultants offer the kind of advice that can help people land a job, get a promotion, find someone to love, or just feel good about themselves.

It's no wonder they are so well rewarded, typically earning at least $50 per hour advising individuals how to present a better image. A particularly lucrative avenue is presenting training programs for corporations. Image consultants can earn thousands of dollars a day teaching seminars on dressing professionally (including dos and don'ts for casual Fridays), telephone etiquette for customer service staff, communication skills for new supervisors, and other topics.

TIP: If you are one of the rare few who think image doesn't matter, try shopping at a fine store dressed in what you would normally wear to clean your basement or move furniture. Then visit the same store looking well-groomed and wearing your best suit. Chances are the staff will treat you quite differently!

The first step to becoming an image consultant is to decide what kind of services you want to offer. You could specialize in wardrobe or fashion consulting, offer advice on communication skills and etiquette, or be a makeover consultant who gives feedback on "the whole package."

The next step is to get some experience. While there are a variety of books and training programs you can use to quickly learn the basics, nothing beats hands on experience. Offer free makeovers for friends and family members who will agree to let you take "before and after" photos. You can then put the photos in a portfolio or on a web site to help you get paying clients.

There are many types of clients who use the services of image consultants, including: women who want a new look, job-seekers, corporate executives and their spouses, beauty pageant contestants, lawyers and their clients, cancer survivors, television personalities, transgender individuals, politicians, and singles seeking a partner.

"It is a great time to get into the field," says celebrity image consultant Gloria Starr. A 20 year industry veteran who has helped shape the image of clients such as Destiny's Child, 3M, and Celebrity Cruise Lines, she shares expert advice on how to get started in the FabJob.com Guide to Becoming an Image Consultant.

"This is the busiest time in my 20-plus years. People are looking for the edge in business," says Starr. "Presenting themselves for success by dressing well and using appropriate business and dining skills opens the doors for greater recognition and success."

Is image consulting the right career for you?

- Skills that can help you succeed in this career are a strong visual sense as well as excellent communication skills. You must be able to diplomatically tell someone what they need to improve about their appearance.

- Image consulting is a service business so it doesn't require a large investment to get started.

- You can start part-time while working at another job.

- To be credible, you must have a professional image yourself.

Why Choose A Professionally Written Resume?

Good question, considering that nowadays you can find many useful resources to help you write your own resume (including many located at http://www.impressive-resumes.com).

A professionally written resume might be just what you need. On the other hand, perhaps you can easily write your own resume using a resume template or commercially available resume writing software. How do you decide which is right for you?

Here are a few questions you can ask yourself to help you decide.

* "Do I have the time to do the job right?"

If you want to create a resume that works, i.e. one that captures the attention of a hiring manager during a 10 second initial "toss or keep" scan, you need to be willing to invest some time. Depending on your comfort level, your familiarity with resume design factors and how well you're organized, this can take anywhere from a couple of hours to several days or more.

If you have the time, energy, focus and desire to learn how to write an effective resume, you're probably a good candidate to do it yourself. If you're really not ready to devote the time and effort, you'd be better served by allowing a professional resume writer to write it for you.

* "Can I afford the services of a professional resume writer?"

If you're on a no kidding shoestring budget, writing your own resume is probably the way to go. But most people are surprised at how inexpensive and easy it is to hire a professional resume writer who can write a truly effective resume. Chances are good that there's room in your budget for a professionally written resume, especially considering that the right career step could pay back your investment a thousand times over (or more).

You've probably already spent tens of thousands of dollars on your education, (not to mention incredible amounts of sweat equity) to get where you are today. The small amount of additional money you spend on a professionally written resume may just be the best career advancement investment you'll ever make.

* "What makes a resume writer a "professional" writer?

There are several well known professional resume writing organizations through which individuals can attain professional resume writing credentials. These include the National Resume Writers' Association (NRWA) and the Professional Association of Resume Writers and Career Coaches (PARW/CC). Individuals who attain accreditation from these organizations have demonstrated an in depth knowledge of the resume writing process. The writers at http://www.impressive-resumes.com are certified by one or more such organizations.

* "What are some of the benefits of hiring a professional resume writer to write my resume for me?"

There are many. You'll likely save time and almost certainly money in the long run. You'll avoid making one or more of the common resume writing mistakes that so many people make when writing their own resumes. You'll enjoy the peace of mind that comes with knowing your resume was "done right" from the beginning. You'll be able to devote more time to doing all the other things required of you when looking for a new job. And you'll have someone in your court who has your best career interests at heart.

* "How do I work with a professional resume writer?"

Nowadays you no longer need to meet with a resume writer in person or by telephone to conduct an interview. You can order an online resume and complete your interview conveniently on your own schedule. In fact, purchasing an online resume that is written by a professional resume writer is one of the nice things about the online world. The whole process is built around YOU. You and the professional resume writer working with you always have the option to communicate by telephone or email if additional information is required.

Tips for Getting Your Movie Career Launched

Hollywood helps those who help themselves! In you want to get your movie career fast tracked then here are three common sense tips to help you on your way.

1. Borrow the Boy Scout's Motto: Be Prepared.

Once you start the ball rolling you never know when you're going to get a casting call. When that call comes there isn't going to be any time to get all of the basics covered so get them out of the way right now.

Get your portfolio in order. Have plenty of copies of your PROFESSIONALLY done publicity photo's on hand.

Have all of your stage and screen credits listed even if it's only summer stock and school performances.

List any special skills you have, such as dancing, juggling, yodelling, foreign languages, anything which might catch a casting director's eye.

List any union memberships such as SAG, AEA or AFTRA.

Build a web site that contains everything that's included in your portfolio and make sure that there is contact information available. If you have an agent then list the agent's contact information instead of yours. If you stink at building web sites then pay a pro to do it for you. Hire a copywriter as well if you have no writing talent. Register your name, if possible, and make that your domain name.

2. Stay Connected

Join local theater groups, read the trades looking for casting calls, hang out where other actors hang out so you can stay on top of the local gossip and happenings. Sometimes you can pick up a valuable tip or hear about a film crew that's coming to do some local shooting. I know a girl who landed an extra role in Robert Dinero's 'Meet the Parents' by "accidentally" showing up at the train station in Oyster Bay, NY where a scene was being shot. She picked up that juicy tip at an actor's workshop she attended.

3. Make your own luck

The harder and smarter that you work the luckier you get. Remember my friend from 'Meet the Parents'? What's the chances that she'd have that screen credit if she didn't go out of her way to "get lucky".

If you live in Podunk, and no one ever films in Podunk, then move somewhere where they do film.

If your state or city has an agency that works with movie companies to help scout locations and strip away red tape, call them and see if they have a mailing list or any other way of finding out IN ADVANCE when a film crew will be shooting. SHOW UP on shooting days. Don't make a pest of yourself but be "noticeable". Hey, you might just get noticed. If you have enough advanced notice then find out who the casting director is and fire off a copy of your portfolio. Sure, it's likely to get "filed" but you never know when yours will show up and be the right thing at the right time.

If you look like someone famous then make that work for you. Now, I don't mean that you kind of resemble Julia Roberts if only you lost 60 pounds, got a cut and dye, and had your teeth capped. But if people come up to you in restaurants and ask for your autograph then you could have an instant ticket to the movies!

Get a recent publicity photo of Ms. Roberts and take it to the hair salon. Have your stylist cut, style and color your hair to exactly match the style and color in the photo. Then make your way to the local boutique and buy something to wear which matches as closely as possible what Ms. Roberts is wearing in the photo and then get a professional photographer to shoot you in the exact same pose.

Now, take the real photo of Julia and your own and fire it off to her agent, your agent, any agent you can find. Send it to casting directors, heck, send it to the local and national newspapers. Write a letter asking: Can you tell which one is the real Julia Roberts? Might not work for you; but I'll tell you this -- It doesn't have any chance of working at all if you don't at least try it.

The road to Hollywood can be long an never ending, or it could be the next exit on your journey through this world. The fun thing is: You never know!

Factual Employment Screening Part 1

We have all heard in recent years that the need for a substantive policy of conducting pre-and post-employment background checks exists in more than just defense contractor and fiduciary-based enterprises. Today, with the overwhelming preponderance of employer liability litigation, and with negligent hiring being the focal point of round-table discussions of some of the plaintiff's firms, the need for thorough background checks has been substantiated. This is a common sense perspective, not only from the standpoint of getting the best possible people for the job, but also to protect a company form this type of litigation.

In 1979, our company set out to learn how to not only provide the best possible background checks, but also to determine just where "factual employment screening" would fall in the scheme of things. To understand why "screening" is where it is today, one needs a little history of the subject.

In the beginning, screening usually started with the security department. These were typically highly qualified, deeply motivated, wholly energetic, recently retired law enforcement professionals who were completely inundated. After being given the entire responsibility for the safety and security of the company, its executives and their families, they were given the task of qualifying those who would pass through the gates each day as employees. Since these individuals were for the most part "old boys," they sometimes used, in today's politically correct terminology, "improper" methods of "checking out" the applicants.

This responsibility typically stayed in the security department until about the late 1970s, when what are now called human resources departments saw the need to get in the loop for what was to become "employment screening." Needless to say, those "improper" methods referred to have all but disappeared in smart companies. However, due to the lack of knowledge of some human resource personnel when it comes to things like criminal records, credit reports, and driving histories, some have fallen prey to those who would sell them "employment screening" at the touch of a button. As you will see later, this can pose a big problem.

Why do you need to know this simplified history? Simple - not all companies evolve equally, and in order to understand whether or not you are going to get your pilot program of employment screening to fly, you need to know where the exposure for negligent hiring will rest in the scheme of things. Talk about inner conflict - try to become thoroughly knowledgeable in either the security or human resources area, let alone both! These are two disciplines, which may rarely see eye to eye on anything.

But you are going to have to know both equally well if you re charged with spearheading the drive to get your company's management to commit to a competent policy of factually screening employment candidates, regardless of your position. In this era of "political correctness" we are often reminded that, more often than not, something cannot be "right" or "wrong" because of the judgmental connotations those words convey. Employment screening is not immune to this distinction, but as well all know, facts are facts, and vent the best con artist can't dispute them. This is why you must be thorough in conducting a background check.

This article will not address drug testing, psychological testing referencing, or verification work, as these areas do not yet have as many legal implications surrounding them, and most employers have their own methods which are about as unique as fingerprints. However, the following recommendations are suggested for a comprehensive screening program.

Three "Must Knows"

You must know the person's true identity by obtaining positive candidate identification. Major recent studies have shown that as much as 20% to 30% of the population maintains undisclosed aliases or AKAs. This is critical, since checking a wrong name for criminal convictions will yield a "no record" response almost every time. There are many ways that an identity can be verified and cross-checked without breaking the law. These are usually proprietary to the vendor, but can include social security number traces, driver's license number checks, address-telephone verifications, and a myriad of other attainable bits of research.

You must grasp the person's responsibility attitudes. This is usually best determined by a person's payment attitudes (credit history and driving history. Beware! One argument that is encountered against running credit reports is that "minorities have it tougher." While studies do exist that set forth deficient societal and employment opportunities which plague certain groups, the fact is that if an employment candidate agrees to pay someone back after borrowing money from then, but doesn't, it doesn't matter what their color, race, sex, or persuasion is.

That person defaulted, and they should have a good explanation as to why. Judge this explanation on the merits of the individual situation, not the argument that a certain class of people may be disadvantaged. If they borrow, they should pay it back; if they can't, there's usually a good (or bad) reason why.

As far as driving histories go, even if the person will not be driving a company vehicle, you till need to know the manner in which they drive and the manner in which they resolve issues that may arise while they are driving. These are nuts and bolts responsibility attitude indicators here - nothing fancy, but good common sense, and very important if you want to make a good hiring decision.

You must know the full extend of the subject's criminal history. This can only be done jurisdictionally, and you must see all levels, not just felonies. The courts today are downgrading many felonies in order to stop the logjam occurring everywhere in the higher courts, so if you don't research at the lower levels you may miss some eye-openers.

Don't forget that people commit federal crimes, which do not appear in the local or state court indices. They have to be researched at the U.S. District Court level. Most screening companies don't do this, and if they do, it's usually through databases of microfilm. Beware! You need a company that checks all levels, or the search is no good.

Many times our company has been hired after an "$8.25 criminal check" failed and someone was subsequently murdered, raped, maimed or defrauded. In these instances, we sometimes not only perform employment screening from then on, but also testify as an expert witness against the firm who did the faulty job of screening. Beware of companies that offer a newspaper or police blotter clipping service in the form of "nationwide" criminal checks. These firms do not cover all areas of the U.S., just the major metropolitan areas. Most important is the fact that the root company is many times resold through distributors who might not fully convey that the search, while touted as "nationwide," is actually limited to these more populated areas.

Database Services

Let's also take a moment to further address the growing industry called "database." It is very important to understand some basic things about database services that they will never tell you. Databases, no matter how good, are only as good as the search logic used to retrieve the data that's put in. That's the rub. What you are really buying when you buy a database service is how much the database company invested into its search logic.

And this is usually an area where these companies are tempted to scrimp, because good search logic is very expensive. You simply can't use off-the-shelf software to retrieve this type of publicly compiled repository information. It simply comes in too many forms, and the search logic must be able to delineate between the different languages that are bridged into the database company's archival system, because all jurisdictions maintain different hardware, software and archival philosophy. It's a wonder the sometimes anything comes back, given the diversity of the data that goes in the front end.

Any computer expert will tell you that no matter how much money you put into the best of the best, you can never expect 100% storage of information. These are the things called "data drops" where bytes mysteriously disappear into thin air. There are also viruses, different from the kind you may be aware of which can reside undetected in mainframes for years and which eat data to survive.

All in all, computers are still not fool-proof enough to be relied upon, especially where such an important decision is concerned. At this point, you're probably wondering how to handle getting employment screening into the mainstream of the hiring process without exposing the company to possible litigation for privacy and discrimination issues, not to mention how to use what you have been taught that you need to get to evaluate a candidate's worthiness.

You've probably also wondered how to maintain the records, as well as how to qualify the firm you are considering to do your screening. Read Factual Employment Screening - Part Two, An Employment Screening Outline, a roadmap that will help you handle both of these critical issues.

Make The Right Career Move

It is not realistic for HR Managers to believe that there will not be any staff turnover in the organisation. Having regular staff turnover need not be a negative proposition as it may imply that the industry is very dynamic. There are also other varied reasons for this: The organisation may undergo a restructuring exercise or its headquarters may be relocated to a different country. With new talents to improve the competitiveness of the organisation, it is dependent on each employee to take full control of his career progression.

In this article, tips will be provided about making the best decisions in career progression.

Your Expertise:

You have to be objective and honest about your own personal expertise assessment. Are you suitable for a particular job or are you expected to learn in new skill? It is best to find out about the future progress of your chosen industry so that your skills will not be deemed as outdated by other organizations.

Your Networks:

You should also get in contact with your corporate networks and find out more about the industry. This will be useful if you want to take up relevant courses to boost your employability in the industry. You can also join informal Internet Forums to get more information.

During The Transition:

It is wise to take stock of your current situation before you make a career transition. The most important aspect is your regular financial commitments. The reason is that making a career transition needs considerable adjustment in time and building new working relationships. You may have to set aside more money in your new working environment for transport, eating and business entertainment.

Your Company Has Changed Focus:

You feel that your organisation may have changed its long-term focus and your skills may not be as important as before. This is not uncommon occurrence especially with globalisation. It is good to have a word with your immediate superior and explain your wish to change your job specification. Your initiative may actually prompt your immediate supervisor to recommend you for a promotion.

Needing New Challenges:

With the recent dot-com explosion, many people have been exposed with the excitement of setting up a company from scratch. There is a lure of being an entrepreneur. You may not want to be a technopreneur but you are certainly considering to be an Independent Consultant.

Do not throw away your current contacts: They may prove to be instrumental in getting new contract. Leave your organisation in good terms; they may be your future alliances.

Overseas Posting:

Your Career Move may also be an overseas posting. The reason is that your performance may be monitored and a good showing will bring positive results. Before you accept the overseas posting, you should make the effort of finding out about the living conditions and expenses. A lot of this information can be found on the internet It is also prudent to get in contact with other employees who have had the same overseas posting.

Developing A New Product/Expertise:

If you are in the R&D industry and you are developing a patent, you may decide to make a career move because your current work environment may not be conducive. This is not a difficult decision as developing a patent may take about 5 years and you do not want to waste your productive years not completing the patent design.

Needing More Flexibility:

A career move be a signal your deep desire to pursue other interests. This can be in the form of writing a book or completing a study program. Many senior employees make this conscious decision after their children's education have been settled or after accumulating a comfortable retirement fund.

7 Deadly Cover Writing Sins

Don't start off your job search with one (or more) strikes against you by committing any of these common cover letter blunders. Each is easy to avoid, but they can sink your chances of an interview if you include them in your letter.

1. Sending your letter to the wrong person, location, or department.

Do you really want your letter to land you a job at the company you're sending it to? Then take the time to verify that you have the proper name, title and address for the hiring manager or other decision maker who should receive it.

Unless you're absolutely sure you already have the most up- to-date contact information, take a few minutes to call and ask. Otherwise you may as well not bother sending your letter - it most likely won't reach the intended recipient. And if it does, he or she won't be impressed that you didn't bother to take this simple step.

2. Irritating your potential employer with a pushy, arrogant or conceited tone to your letter.

Are you truly God's gift to humanity? If not, chances are you ought to come across with a bit of humility, not braggadocio. Save the "I am too good for you not to hire me" stuff for when you're bragging to your friends about the great job you just landed. (Even they probably won't be impressed - and they already like you!) Instead, let your accomplishments and skills speak for themselves.

3. Typos, misspellings, punctuation or grammatical errors.

There's no excuse for leaving any of these mistakes in a cover letter (or a resume for that matter). If such matters truly aren't your strong suite, ask a friend to look your letter over for you. Blatant errors like these are just one more reason for a hiring manager to shunt your resume and cover letter aside, never to be seen again. Why? Because they'll think you are too lazy, too uncaring or too unskilled to be a good fit at their company.

4. Writing rambling, unfocused sentences and paragraphs.

Few hiring managers want to think they're reading a newly discovered missing page from James Joyce's Ulysses. Especially when all they really want to understand is why they should read the enclosed resume. Tightly written sentences and three or four short paragraphs that communicate the answer to that question will help ensure your resume gets read, not tossed.

5. Writing long letters, even if well focused and well written.

Here's a good rule to live by: Don't go over one page. It's a cover letter, not your autobiography. Capture your reader's attention quickly and impress him or her with your well written main points. Then let your resume do the rest of the talking. Until the interview of course.

6. Writing a letter that is all about you, and not about what you can do for your prospective employer.

Do you listen to WIFM? Sure you do. That's What's In it For Me, the little radio station in our heads that everyone listens to, including the person who receives your letter. Your potential employer wants to know what you can do for him or her, not the other way around. Make sure your letter highlights why you will be able to help their company sell more widgets, design better satellites or otherwise make its future brighter.

7. Using odd layouts, too many fonts, colors and other attention getting devices.

With rare exception, attention getters like overly busy layouts, exotic multi-color designs and odd sized paper have no place in a cover letter or resume. Save it for the decorations at the next office party.

Follow these common sense suggestions and you'll write a cover letter that is bound to make you stand out-and land you an interview.

Great Salary Negotiation Tips

11 Commandments For Smart Negotiating

1 - BE PREPARED.
The more information you have about your market value and the prospective employer, the greater your likelihood of success. This is the first commandment because it's the most important. There's a wealth of information available on the Internet, at the public library and through professional associations and networking groups. Time spent learning how to negotiate and preparing for negotiations may be the best investment you'll ever make.

2 - RECOGNIZE THAT EMPLOYMENT NEGOTIATIONS ARE DIFFERENT.
When the negotiations are over, you'll have to work with the person with whom you're negotiating. Moreover, your future success may depend on that person. So, while you want to negotiate the best possible deal, you need to do so in a way that doesn't damage your image. At the same time, the employer's primary concern isn't negotiating the least expensive compensation package it can get away with. Rather, their focus will be on getting you to accept the job.

3 - UNDERSTAND YOUR NEEDS AND THOSE OF THE EMPLOYER.
To be successful in this type of negotiation, you need to examine your priorities. What do you really want? Are you comfortable with a low salary and a large equity stake? Are you able to handle dramatic swings in income from year to year? Understanding your needs will also help you determine the type of company you want to work for. For example, a family-owned company may be able to offer a competitive salary and a large bonus based on results, but may not be willing to offer significant equity to a non-family member. A start-up company, on the other hand, may not be able to offer market salary, but will typically offer stock options. By recognizing what an employer can and can't do, you'll be able to determine what issues you should press.

4 - UNDERSTAND THE DYNAMICS OF THE PARTICULAR NEGOTIATIONS.
Sometimes you'll have skills that are in great demand. And sometimes, you may be one of several qualified candidates the company would be happy to hire. Sizing up the situation and understanding the relative position of each party will help you determine when to press your advantage and when to back off.

5 - NEVER LIE, BUT USE THE TRUTH TO YOUR ADVANTAGE.
It's not only wrong to lie, but in employment negotiations, it's ineffective. If you lie during negotiations, sooner or later you're likely to be caught. Once you are, even if you don't lose the offer, you'll be at a tremendous disadvantage, and your credibility will always be suspect. On the other hand, total candor wont be rewarded. You're under no obligation to blurt out everything you know. You can determine what you want to say and how you want to say it, and try to put everything in its most positive light. One key element of your preparation should be to recognize areas of concern so you can rehearse how to handle them when they inevitably come up.

6 - UNDERSTAND THE ROLE FAIRNESS PLAYS IN THE PROCESS.
The guiding principle for most employers when negotiating is fairness. Within the constraints of their budget and organizational structure, employers usually will agree to anything that's fair and reasonable to hire someone they want. Appeals to fairness are your most powerful weapon. Thus, you should be able to justify every request you make in terms of fairness. For example, if other computer programmers in similar companies are being given sign-on bonuses, you should expect to be treated no differently. Your prospective employer will want you to accept it's offer and feel that you've been treated fairly. Understanding the importance of fairness as a negotiating principle can make the difference between success and failure.

7 - USE UNCERTAINTY TO YOUR ADVANTAGE.
The more information you convey to a potential employer about your bottom line, the more likely it will limit what you get. Before making an offer, a company typically tries to determine what it will take for you to accept the position. With that information, the prospective employer will be able to determine the minimum package it needs to offer. While they may not offer you as little as they can get away with, if you've divulged too much information, they likely wont offer you as much as they might have otherwise. By not disclosing exactly what your current compensation is or exactly what it would take to get you to leave your job, you'll force a potential employer to make it's best offer.

8 - BE CREATIVE.
Consider the value of the total package. Look for different ways to achieve your objectives. Be willing to make tradeoffs to increase the total value of the deal. If you're creative, you can package what you want in ways that will be acceptable to the company. You'll also be able to find creative "trades" that allow you to withdraw requests that might be problematic to the company in return for improvements in areas where the company has more flexibility. That way, you can maximize the value of the package you negotiate.

9 - FOCUS ON YOUR GOALS, NOT WINNING.
Too often in negotiations, the act of winning becomes more important than achieving your goals. And it's also important not to make your future boss feel as if he's lost in the negotiations. You'll have gained little by negotiating a good deal if you alienate your future boss in the process.

10 - KNOW WHEN TO QUIT BARGAINING.
The one sure way to lose everything you've obtained is to be greedy. There comes a point in every negotiation when you've achieved everything you could have reasonably expected to gain. While most companies will want to treat you fairly and make you happy, few companies want a to hire a prima donna. Being perceived as greedy or unreasonable may cause the deal to fall apart. Even if it doesn't, you'll have done immeasurable harm to your career. This brings us to the 11th and most important commandment:

11 - NEVER FORGET THAT EMPLOYMENT IS AN ONGOING RELATIONSHIP.
Job negotiations are the starting point for your career with a company. Get too little and you're disadvantaged throughout your career there; push too hard and you can sour the relationship before it begins.

Understanding these principles will allow you to effectively negotiate the terms of your new job. Then do your job well and continually seek out new challenges. As you take on added responsibilities and learn new skills, there will be opportunities to negotiate further improvements.

How to Write a Simple Job Description

1.0 A timely reminder

In a recent decision in a New South Wales court it was found that an employee was psychologically injured and that contributing factors such as not having a job description and controlling management behaviours were responsible. The employee was subsequently awarded $500,000.00 for psychological injury.

Not having a clear job description can lead to significant expense, declining morale and uncertainty. In this is the case, you the employer is the party that will be penalised and the courts' will not display leniency for ignorance or busyness.

2.0 The Job description

A job is a collection of tasks and responsibilities that an employee is responsible to conduct. Job descriptions are lists of the general tasks and responsibilities of a position.

Typically, they also include to whom the position reports, specifications such as the key responsibilities and qualifications and experience needed by the person in the job and can sometimes includes the salary range for the position.

Job descriptions are usually developed by conducting a job analysis, which includes examining the key tasks necessary to perform the job. The analysis looks at the areas of knowledge and skills needed by the job. A typical job description is used for advertising to attract an employee to fill a position, or to set the boundaries and parameters of the particular position that you want filled.

However, many job descriptions are not framed well and this includes, not worded a job description in a manner such that the employee's performance can be measured and leaving out key flexibility clauses. It is not uncommon for a person to write a position description, hire the employee and then have the employee refuse to do the banking because banking was not incorporated in their job description.

In cases where the dispute has gone legal the employee has a good chance of winning. It's all in the documentation.

When drafting a job description it is paramount to include a flexibility clause that will allow the employer the right to direct the employee to perform other work that is within their recognized skill set.

3.0 What should I include in job description

Your job description is an important document that needs to set out a number of key matters.

3.1 Purpose of the position

The purpose of the position summarises the key reason the position exists within the organisation and a short paraphrase of duties the incumbent is required to understand and take responsibility for.

3.2 Position reports to

Having stated professional boundaries is an important part of the organisation and employees understanding in who they report to and what they are responsible for. This prevents any misunderstanding which in the event of dispute will work against you if you do not have it documented.

3.3 Key responsibilities

This section of the job description details the main tasks that the employee is accountable and responsible for.

It should include the macro items however some employers like to include the micro detail as well.

Of paramount importance is point four of the example (you may be required to undertake a variety of tasks, both skilled and semi-skilled, or carry out some other task which is not specifically within your traditional role provided the task is within your core skill competencies and legal requirements). This gives you flexibility to direct your employee to undertake other work not detailed in their job description. We are now living in an age of discontinuous change where today's tasks change tomorrow and this gives you the flexibility to grow with those changes.

3.4 Core Skills

Core skills are those skills and experience that the incumbent will need as a minimum to perform the job in a professional and responsible manner. As such, you need to take particular notice when interviewing a perspective employee in ensuring they really do have these attributes.

Research has discovered that up to 35% of qualifications, memberships and experience written on a resumes are false. This includes Masters and PhD degrees.

Before giving the position to someone reference check carefully. Recently we assisted an Accountant whose employee warranted they had the skills and passed probation and then after probation dropped the ball.

If a perspective employee signs off to say they have these skills and afterwards displays the contrary you have common law and industrial rights that protect you.

3.5 Occupational Health and Safety

Occupational health and safety is a big ticket item of the industrial agenda today. To many lives lost, over 500 lives lost each year to industrial accidents.

Most job descriptions do not contain reference to the employer and employee working within the framework of health and safety and do so to their peril.

By including this clause, by induction and training you are able to demonstrate your commitment to health ad safety.

3.6 Sign off

Sign off demonstrates that the employee has the core skills, experience, and safety awareness to carry out key responsibilities. In the vent of a dispute this is critical.

You can find more information at www.biz-momentum.com

EXAMPLE

ABC ACCOUNTS

POSITION DESCRIPTION

Senior Receptionist

PURPOSE OF THE POSITION:

To effectively and in a timely manner undertake the duties of senior receptionist providing secretarial, clerical, financial & administration services to ABC Accounts. To assist with other duties as directed by your Manager.

POSITION REPORTS TO: Administration Manager

KEY RESPONSIBILITIES:

NO: DUTIES

1. Perform reception duties including answering the telephone in a timely manner, directing client queries to the correct person, screening calls and representing the company in a professional manner.

2. Provide support to the Manager as required including compiling letters, memorandum and reports, screening incoming correspondence and arranging appointments for clients.

3. Process cheques and payment advice associated with the organisation's creditors, debtors and invoices and other accounts payable and receivable in a timely manner.

4. In addition, you may be required to undertake a variety of tasks, both skilled and semi-skilled, or carry out some other task which is not specifically within your traditional role provided the task is within your core skill competencies and legal requirements.

CORE SKILLS:

1. Minimum of 4 years experience in an accounting firm

2. Minimum of Advanced Diploma of Accounting or other professional education approved by ABC Accounts.

3. Display a professional and courteous manner in representing the organisations core value of excellence in customer service.

4. Ability to remain calm under pressure and effectively manage multiple tasks and deadlines.

5. Experience in compiling letters, memorandum and reports, making appointments and dealing with sensitive organisational issues with confidentiality and discretion.

6. Able to demonstrate a high level of experience and literacy in computer software applications such as Microsoft Office and computerised accounting software.

7. Able to work within the policies and procedures of ABC Accounts.

OCCUPATIONAL HEALTH & SAFETY STATEMENT

Assist the ORGANISATION to create a safe and healthy working environment by working safely, using equipment provided and following instructions given for health and safety purposes and immediately reporting any unsafe working practices or hazardous working conditions.

I certify that I have read this Position Description have the core skills to carry out these duties contained herein and have had any questions or concerned answered to my satisfaction.

EMPLOYEE SIGNATURE: _______________________________
DATE: ______________________________

EMPLOYER SIGNATURE: _______________________________
DATE: ______________________________

Philip (Phil) Lye is Managing Director of Biz Momentum providing professional services in human resource management and employee relations (HR / IR Matters), training your people to work with you, 'coaching you' to be a better executive and commercial business consultation.

Phil is a 'keynote-speaker' who speaks with passion on subjects like 'kindness and the bottom line', 'last one standing', 'down and outers and up and outers', 'more from less on your bottom line' as well as a diverse range of other topics.

Phil started his working career as the 'postage clerk' in banking and finance rising through various business opportunities to CEO and CFO of two companies before leaving to start his own business in 2002.

Phil holds qualifications in Accounting, Leadership, Human Resource Management & Industrial Relations.

Success at Work: Techniques: Computer Literacy

It's hard to believe that there are people in today's workforce who don't know how to use a computer. In today's society, being computer illiterate is equivalent to being functionally illiterate. Obviously no one reading this article is computer illiterate, but maybe you know someone who thinks they can avoid computers and still be successful at work.

Let me tell you a story about a good friend of mine back when I worked at Motorola. The company moved the manufacturing of automobile alternators offshore, resulting in his transfer to my department. Although he had about 20 years with the company, this was to be his last stop before being booted out the door.

He was assigned to me as an Electronics Technician, and the first assignment that I gave him was to lay out a small printed circuit (pc) board. It was a tiny circuit for a tester, so computer drafting was not required. He could just sketch it out on paper. After several days, he came back to me explaining that he didn't have the technical ability to lay out a pc board.

An Electronics Technician that couldn't lay out a simple pc board? Don't all Electronics Technicians make little hobby circuits at home? At least all the technicians I knew did.

I explained that he needed to draw outlines of the components and then use the schematic to draw lines between the components connections. Then, maybe rearrange the components if that would result in fewer crossing paths. I also explained something much more profound, how to deal with the complexity of technology.

Many people, when they come into contact with technology, consider themselves too stupid to deal with it. Technology is only for geniuses and geeks. Sometimes technology is too complex, but it's not because people are stupid, it's because the technology is poorly designed.

For example, take software, like a graphics program, spreadsheet or database. Is the intended user of the software a computer programmer, or an average person? These applications are intended for use by an average person. If an application is too complex for the average person, the application is at fault - not the user.

Why are most computers and software applications too complex for the average person? Because they are designed by programmers who are under pressure to get the product out the door. Does the application have simple, easy-to-use help files? Software developers consider help files even less important than application usability.

- The bottom line is, people are not stupid - computers and software applications ARE too complex.

In today's world, where workers are required to use computers and technology, how can they deal with the complexity? Back to the story about my friend at Motorola.

After receiving my instructions, he successfully completed the pc board layout. I then introduced him to Computer Automated Engineering (CAE). I showed him how to drag electronic components from a library, use the mouse to draw circuit paths, make the computer simulate the function of the circuit, and then make the computer layout a pc board for the circuit.

He was able to easily master complex technology because he now understood that he wasn't stupid. Computers ARE complex. When he needed help, he studied the help files or asked someone for help. Eventually, his CAE skills became known and I lost him to another manager. "His last stop before being booted out the door?" I don't think so. There's no way Motorola is going to let this valuable employee get away.

Even though it's the programmers fault that computers and software are too complex, that doesn't relieve you of all responsibility. You must make an effort. Like my friend at Motorola, you must study the help files or ask someone for help when you need it. Not only must you study the help files, but you must also be willing to "try things".

Many people fear that if they click on the wrong thing, the computer will blow up and they will be blamed for it. A properly designed software application prevents the user from making a fatal mistake, either by making it impossible, or by providing a warning message. A properly designed application lets the user "back out of" or reverse any action. One of the best ways to learn is to "try things". If the computer blow ups because you made a mistake, you're using improperly designed software.

When you're learning how to perform a function with a computer, if you expect you may need to perform that same function again, take notes. No one will think you're stupid if you take notes. But if you keep asking over and over again how to perform the same function, they will think you're too stupid to take notes.

When I worked at Motorola, I used a technique called "strokes" to make symbols appear and move around the computer screen like magic. Some people called me the "Electronic God". How did I get so good? I tried things. I failed. I studied. I tried again. I understood that technology IS complex. So what?

In today's society, being computer illiterate is equivalent to being functionally illiterate. Make the effort to study the help files and to "try things". Don't get discouraged or blame yourself if you don't succeed on the first try. The computer won't blow up if you make a mistake. You can't be successful at work if you fail to embrace computers and technology.

Interview Quicksand

How will you respond when you're asked the following two questions?

1.What type of boss do you like to work for?

2.What are the pros and cons about your present employer?

-March 2003

You scan the career section. Then you see it; your dream job. Your resume is sent, calls made; an interview set up. Now you're in the hot seat.

How will you respond when you're asked the following two questions?

1.What type of boss do you like to work for?

2.What are the pros and cons about your present employer?

You're leaving your present position because you can't stand your boss. He/She drives you insane, makes your skin crawl and shatters your nerves. Put-downs and sarcasm are the norm, along with a snobbish, condescending attitude. Most of what they say sounds downright ridiculous and lacks common sense. Nothing is their fault. You are a team player, but cleaning up a rat's cage, watching the kids, emptying humidifiers, unloading 40 lb boxes up and down five flights of stairs, shoveling their driveway is beyond any job description. They listen to all your phone calls and screen everyone (including clients) like it's the Spanish Inquisition.

Seconds have lapsed and now you need to answer. The interviewer is waiting patiently with pen in hand. What will you say? Or better yet, what won't you say?

Is this you?

Ispos-Reid reported in a recent poll, that nine in ten (88%) Canadian employees agree they are happy with their current jobs, but one in ten (10%) agree they secretly hate their boss, and 11% agree they dread going to work each day because of their boss. Interestingly, working Canadians in lower income households (22%) are three times as likely as those in upper income households (7%) to say they secretly hate their boss.(1)

Everyone will answer differently. You don't want be regarded as a difficult employee. Even if your objections are valid, any type of negative response will work against you.

This is how you should respond:

1.What type of boss do you prefer to work for?

"I am adaptable and easygoing so I can work for any type of employer."

2.What are the pros and cons about your present employer?

Name his/her positive traits. It'll be hard but do it. Do not mention his/her bad points. Try to move on saying something positive such as, "He/She taught me many valuable things about the industry and myself."

When the words, "I hate my Boss" were placed on Google's search engine, the results tallied 255, 000. There is even a site where you can place a picture of your hated boss and shoot at will.www.pcbit.com The book "I Hate My Boss: How to Survive and Get Ahead When Your Boss is a Tyrant, Control Freak, or Just Plain Crazy" by Bob Weinstein, published by McGraw-Hill, promises some laughs and serious advice on how to deal with this sensitive situation.

What now? You've finished the interview confidently and landed the job. Now it's time for the resignation letter. But that's a whole other article.

(1) These are the findings of an Ipsos-Reid poll conducted on behalf of BBC Canada and Alliance Atlantis Communications between February 25th and February 27th, 2003. The poll is based on a randomly selected sample of 468 employed adult Canadians. With a sample of this size, the results are considered accurate to within ± 4.5 percentage points, 19 times out of 20, of what they would have been had the entire employed adult Canadian population been polled. The margin of error will be larger within regions and for other sub-groupings of the survey population. These data were statistically weighted to ensure the sample's regional and age/sex composition reflects that of the actual Canadian population according to the 2001 Census data.

Top 10 Skills for New World of Work

There are many changes coming in the world of work, such as increased competition, the need for more education and certifications, and the trend to change careers 5-7 times in a lifetime. No matter what job or career path you decide to take, there are some basic skills that all employers look for. To succeed in the modern world of work, keep your skill set up- to- date. The following is a list of the top ten skills needed for the new world of work.

1. Communication

Communication is the ability to effectively communicate your thoughts and ideas in person, on paper, and over the telephone. It involves listening to others and being open to other viewpoints and opinions.

What communication skills can you develop?

2. Creativity

Creativity is the ability to think and act "out of the box." To be creative is to discover new and innovative ways of thinking and doing things.

How can you be more creative?

3. Technology

Understanding technology is the willingness to utilize computer systems, the latest software, etc.. Embracing technology means using the computer in your daily life and on the job.

What do you need to embrace technology?

4. Team Work

Team work is the ability to work effectively in a team situation. It is being able to utilize the right people to get the best results and being willing to lead and to follow.

What do you can you be counted on to bring to a team?

5. Flexibility

Flexibility is the ability to "go with the flow." To be flexible, you change on an as-needed basis, with the ability to "change hats" frequently.

How can you bend and stretch more?

6. Information Management

Managing information is the ability to know where to get needed information---to search, locate, and retrieve it. This may involve utilizing various resources, whether they be people, printed materials, or the vast world of technology.

Where do you need to go to get the information you need?

7. Self Management

Self management is the ability to manage oneself in personal and professional situations. When you manage yourself, you are able to respond appropriately to stressful situations.

How can you more effectively manage yourself?

8. Customer Care

To care for the customer is the ability to care about the needs and concerns of other people, especially those you serve. It is to "go the extra mile" for your customers or clients.

In what ways can you go "the extra mile" for others?

9. Character

To have character is to project a positive image by acting in a manner that reflects trust, confidence, honesty, and integrity.

What kind of character do you want to project?

10. Personal Development

To develop personally is the ability to continuously improve upon one's skill set. It is to be dedicated to lifelong learning.

How can you commit to lifelong learning?

It is never too early to develop these key skills. And,with practice and commitment, you will become the kind of worker employers are looking for.

Negotiating Skills: How to Obtain the Salary You Want

Salary negotiating is an important topic that must be addressed prior to your initial interview with a prospective employer. Knowing your bottom rate, and being able to live with it [or on it?] is an important thing for candidates to uncover before the first interview. Why then do so many of us make the tactical mistake and go to the interview unprepared?

One of the first mistakes - a real killer - is to tip your hand too early in the interview process on what you will accept for a salary. Many interviewers will attempt to screen you out by finding out what your ballpark figure is. To mention that amount too early in the interview process can and will lock you in to a figure you might not be happy with later. Try changing your salary requirements after an offer has been made and you will come across looking flakey or greedy.

You must have a salary range in mind before going on the first interview? you then have to be determined not to reveal it in that interview or you just might find yourself on the outside looking in. In other words, you will be screened out of the selection process before you can show the employer [the person with hiring authority, not the Human Resources (HR) rep.] what you can do for them.

If you are asked on the first interview what your salary requirements are you must stall the interviewer. Chances are the first interview is with an HR rep who is trained to weed people out, oftentimes the salary requirement being one of the "weeds" the rep looks at to eliminate candidates. More than likely the rep is a "no-nothing" regarding your job; he or she is tasked with presenting a certain group of candidates to the person with actual hiring authority [e.g., chief flight attendant, chief pilot, operations manager, etc.] and knows [or cares] little about your background or what you can do for the company.

I have seen the best candidates get screened out prematurely because they tipped their hand too early in the interview process.

So, what do you do if someone insists on a salary figure? The best answer can be summed up along these lines: "my salary requirements are based on the nature and scope of the position." In other words, the more difficult the job, the higher your salary requirements will be. If pressed further -- assuming the rep insists on uncovering your salary range -- you can always announce a figure closer to your bottom rate. For example, if you want 60K and sense that announcing that figure ahead of time will sink you, you can tell them: "my range starts in the upper 40s to mid 50s." That way, you won't be screened out for what the H.R. rep might consider an excessive salary requirement. Most importantly, it will enable you to go to the all important second interview with the person who has real hiring authority.

Your second interview is your opportunity to "WOW" your potential employer. Tell them all the things you can and will do for them. Avoid salary negotiating and let them know they can't live without you. Once you sell them on that point, you will be prepared to give your salary figure of 60K, but only discuss salary if they bring it up [your third interview should be their actual offer to you, however be prepared for an offer earlier than that if you WOW them and they insist on hiring you on the spot. In that case you should be able to secure your upper figure].

Should the remark be made that HR told them you would accept a much lower salary, you must stress that the job responsibilities detailed to you in the interview are much greater than what the HR rep had indicated. Most reasonable people will understand that HR only has a general, not a specific understanding of the job requirements, and will accept this reasoning. Reemphasize your experience, your business acumen, all the points that set you apart from the average candidate, which you are not.

I cannot tell you how often I have heard candidates fail at this important game, which it is -- a cat and mouse game. Do not for a minute think that you will be able to renegotiate your salary later. If you settle for less you will have to live on less. Maybe that works for you, but chances are you will be unhappy and had wished you never caved in.

How I Joined the Outsourcing Revolution

Mention "outsourcing" to a programmer and you may as well be uttering profanity. The word suggests all the evils that have befallen the Information Technology sector since the Internet bubble burst a few years ago. We've been endlessly regaled with tragic tales of American companies who have closed up shop for many of their I.T. positions, only to "offshore" those same jobs to programmers overseas working for less pay than their American counterparts. A brain drain is taking place in the once highly secure computer programming profession.

Rather than cursing the darkness, however, I found myself recently lighting a candle (or making the problem worse, depending on your perspective). You see, just over six months ago, I joined the outsourcing revolution. I am therefore writing this article partly as a confession, my own personal "mea culpa" of complicity.

No, I haven't put myself up on the auction block to work for Indian rupees.

What I did was stumble upon several "reverse auction" web sites for outsourcing talent. If you haven't heard of them, they go by the name of Elance.com (the largest site to date) or Guru.com. Both of these sites give companies an opportunity to outsource their projects to freelance workers like programmers, graphic artists and writers. Freelancers from all over the world compete for open bid requests, offering to do these contract jobs for a fixed price.

I happened upon a site called Rentacoder. Unlike the two sites mentioned above, Rentacoder didn't require a subscription fee. Their take was a straightforward commission out of each project cost. Within minutes I posted my resume and profile. Then I had a choice to make. Which projects to bid on? In addition to programming projects, they also listed writing jobs as well. I decided to bid on some of the writing jobs first, just to see how it went, and because I had always wanted to do some freelance writing on the side.

Within my first week, I won a bid to write a document on Policies and Procedures. I completed that assignment, got paid, and then won another bid-a series of articles on stock market investing. Very soon I was addicted. I kept doing more writing?a technical white paper?web site content?economics articles?sales letters?a chapter in a novel?on and on. My payments were electronically transferred to my bank account, in New Economy style.

This addiction has grown into a decent part-time income for the past six months. I've worked for clients as far away as Australia and Turkey, in addition to clients in the East and West coasts in the United States. I became fixated with how easy it was to do business this way over the Internet, where the whole world became my market. Then I got hold of a book called Free Agent Nation, by a fellow named Daniel Pink. It was about how "teleworkers" such as myself are transforming America by doing business this new-fangled way, working for "gigs" instead of permanent commitments to one employer. I was part of another Big Thing.

Don't misunderstand, I haven't quit my day job just yet.

Am I getting rich?

Hardly. I make a few hundred extra dollars a month, and yes, I do get competition from workers in India. But now I am competing with them. The winning bid, in this case, doesn't always go to the lowest bidder. Writers from America have an edge in this arena. Some buyers of writing services prefer native English speakers.

As I said, however, there are programming jobs posted on most of these sites too. Can programmers from the United States make a living strictly off these sites? Probably not. But programmers who choose to freelance can use these sites to supplement their income while contracting through normal staffing channels. They might make some meaningful connections in the process.

So there it is. I got it off my chest.

"My name is Nader Ghali, and I joined the outsourcing revolution."

I feel much better. Now if you'll excuse me, I have to go make some more bids.

Looking the Part

I don't know his name and he wasn't trying to be profound. A man who worked for one of my colleagues always showed in a shirt and tie with a simple explanation: "if you look business, you is business". His grammar was faulty, but his reasoning was letter perfect and so is its timing as young folks head into the job market, either to start careers or to find summer jobs.

There are a lot of cheap shots taken at today's youth, questioning their work ethic and their intelligence. I have more faith than that in young folks. Frankly, everyone who is my age needs to have more faith in you than that for obvious reasons. I want them to succeed, which makes the following useful information. If you're among the job-seekers, clip this article. If you're the parent of one, do the same thing. Make several copies. Put one in your wallet. Tape another to refrigerator. Put another on the dashboard. Refer to it often. This speaks to the biggest hurdle in getting a job - the interview.

I have been interviewed and have done the interviewing, so take this as it is intended - friendly advice to help you be hired. Some of the points listed will sound silly, but each has happened. None counted in favor of the applicant

? Don't bring an entourage. No parents, no friends, no significant others, and definitely no children. Just you. If someone gave you a ride to the interview, have them wait in the car.

? If you have a cell phone, be extra sure that it is turned off. Better yet, leave it in your car or with the person who gave you a ride.

? Remember the man I mentioned at the beginning? First impressions count. Ladies: no micro skirts, no low-riders, and no bare midriffs, no visible thongs. Trust me, ladies; too much skin will not get you respect. Gentlemen: pull your pants up to your waist and tuck your shirt in. Best bet is a shirt and tie.

? Cover all tattoos. The people interviewing you don't care that body art may be trendy, and chances are that their customers won't, either.

? Pierced noses, eyebrows, and tongues are not a good idea. Limit piercings to one in each ear for females, and none at all for males. After you get the job, you can always ask what is acceptable; some workplaces are more lenient but your focus here is to get hired.

? No unnatural hair color or off-the-wall styles. Blue streaks, purple highlights, and pink tints will not help. Also, be sure it's brushed. Most workplaces don't 'get' bed head. Come to think of it, I don't get it, either. After you're hired we can talk about it.

? If you're not sure how to address the interviewer, sir and ma'am always work.Yo, bro, dude, and man do not. Please avoid 'like', 'whatever', and 'you know' as much as possible.

? Offer a firm handshake before and afterwards, thank the person for their time, and look them in the eye.

? Answer honestly, even if it's to say that you don't know. No one knows everything. Are you willing to learn?

? If you're seeking a summer jobs, accept that it will probably involve nights and weekends. If you have legitimate extracurricular conflicts - sports or band practice, volunteer activities, etc - say so and also offer a way to work around them. Being involved makes you look responsible.

? Finally, no gum, no toothpicks, no lollipops, etc. I'll just say that you would be amazed.

Chances are your first job will not be glamorous. Nonetheless, someone will be paying you to do the work, so remember the following three truths. First, jobs exist because there is work to be done; no work is beneath you. Do it well and you'll move up. Second, be pleasant to be around; no one wants to work with crabby people. Besides, your boss today may write you a letter of recommendation for a better job tomorrow. Third, no one owes you a job; be on time, work hard, and show your employer he made the right decision. Good luck.

Brainteasers: Or, How Many Crazy Interview Questions Does It Take to Get Hired?

You've looked at all the job interview tips and techniques. Did your homework and studied all the potential employer interview questions you may be asked. Plus, you've practiced your answers in front of the mirror and in a mock interview. Yep, you're a well-prepared candidate ready to show your stuff. What more does an interviewer seeking a great candidate want?

Well, for starters, they may want to know:

** How many quarters - placed on top of each other - would it take to reach the top of the Empire State Building?

** How many piano tuners are there in the world?

** What does all the ice in a hockey rink weigh?

** How many gas stations are there in the US?

** Why are manhole covers round instead of square?

** If you had to get rid of one state, what would it be?

** How do they make M&Ms?

Before you sit there scratching your head and wondering if you've entered the interviewing Twilight Zone, realize that it's becoming more and more common for interviewers to ask these kinds of brainteaser questions.

Why in the world are they using brainteasers in interviews? Because they're looking to get a feel for how you process information - how well you work through a problem.

The first thing you should do with a brainteaser question is NOT focus on coming up with the right answer. There may not be a right answer. Instead, in your mind, divide the problem up into sections (Well, first I would . . .) and then brainstorm a logical solution out loud. Employers want to see that you're smart and can reason through real-world business problems and come up with solutions.

You might want to practice some brainteaser questions before the interview so you'll be prepared if one comes up. You can even do this while enjoying a snack. Before you pop that handful of M&Ms into your mouth, ask yourself: "How would I make these round candy treats with chocolate on the inside and a coating on the outside?"

Hmmm.

How would you?

How to Evaluate Job Offers and Zoom In On the Right Opportunity for You

You've been successful in your job hunt and have received a job offer. Maybe you received more than one offer. That's great. The next question is, how do you evaluate an offer to see if it is the right one for you? Let's look at some real answers.

The first step is to identify your priorities. Many people make the mistake of evaluating just the offer. They look at salary, work content, benefits, etc but not what they themselves value in a job. Unfortunately, if you don't know what satisfies you, you're evaluating in a vacuum.

So how do you identify your priorities? First, make a long list of all possible factors you can think of. Here's a sample list: match between job responsibilities and your interests, work environment & culture, skill utilization / development, supervisor, coworkers, stability of the organization, potential for growth, salary, benefits, perks, hours you are expected to work, length of commute, location, options for formal training, opportunities to learn new skills, personality fit with the type of work, outstation travel requirements. Add more factors that interest you.

Next, rate each criterion on a scale of 1--10, where 10 indicates that a factor is extremely important to you. Ideally, you should have just a few criteria with ratings of 8, 9 and 10. Those are the critical things you should look for in a job. If you rate most criteria at 8--10, do a rethink and come up with a shorter list of factors that are really key for you. And never mind what your coworkers or friends think are important. Focus solely on what YOU think is important.

You are now ready to scrutinize the job offer(s). Your objective -- to make sure you have enough quality information on hand. Refer to the pre-interview research you would have done on the company. Your personal network can be a very valuable source of inputs -- so ask several people what they think of the organization.

Do a search on the 'net and see what you can turn up on the company, senior management personnel and even your supervisor. Call up the company and ask questions. If they truly want you, then they'll be willing to share information.

Talk to the person who last held the position. If he or she has moved on to another organization, call them up and have a short, informal chat.

Once you're reasonably convinced you have adequate information that's reliable, it's time to match the job offer to your priorities. Pull out the sheet on which you've written down your criteria.

For each criterion, review the information you gathered and see how well the job stacks up against that criterion. As you do this exercise, you may find that you either increase or decrease the importance for some criteria. That's fine.

If the offer matches well with the factors that are most important to you and many others, then you can seriously consider accepting the offer. Else, try negotiating to get more of what you want. If that's not possible, keep looking till you get a job offer that's a reasonably close fit with your interests.

Follow these simple steps and you'll find yourself making better job and career choices.

Seven Myths You Must Challenge Now To Begin Your Second Career Today

* Has it been awhile since you explored career options?

* Are you making your 21st century choices based on beliefs that were accurate when Reagan was president of the US (and Thatcher was PM of Great Britain)?

* Do you wish you could take a test that would point you to the perfect Second Career?

Then you're probably operating on yesterday's myths -- time to move to today's reality!

Myth #1: Science supports the traditional linear career change model: test for interests, identify careers and go find a job.

Reality #1 Researchers at Stanford and Harvard found that career exploration proceeds in a zig-zag trial-and-error path, almost always with a hint of serendipity. Learn more.

Myth #2: Starting a business is riskier than seeking a new job.

Reality #2: If you're midlife and/or have a high profile in your industry, you may replace income faster by starting a business -- even if you continue to seek a job at the same time. Learn more.

Myth #3 : Skills that brought you career success are the same skills you need for career change.

Reality #3: Career and business achievement calls for football skills: teamwork, planning and playing your position. Career change? Think playground basketball! Scramble and change rules with every game. Learn more.

Myth #4: Ignore unexpected thoughts like, "Maybe it's time to move. " They'll soon go away.

Reality #4: These hints come from your intuition, which is not a woo-woo concept but a reliable source of insight that has been recognized by mainstream psychologists, security consultants and scientists. Crack your intuitive code and find a new source of power. Learn more.

Myth #5: Make tough career decisions like business decisions. Or gamble. Choosing between two wonderful opportunities? Or two equally scary options? Estimate probabilities...or give up and flip a coin.

Reality #5: Work with new processes designed specifically for life decisions. Learn more.

Myth #6: Feeling scared? Stop!

Reality #6: Fear can be your friend, especially when you're moving outside your comfort zone into a new adventure. Fear means you're taking care of yourself as you move into the unknown. Learn more.

Myth #7: Career change means feeling stressed and miserable.

Reality #7: Career change can become a source of meaning and growth. Most people look back with gratitude on this time in their lives. Learn more.

Job Search Tip for College Students

Today everyone is looking for that special job that will suit their exact needs. In this day and age we all have circumstances, situations, obligations, etc. that make demands on our time and energy. In most cases students will get a job that will give them enough money to pay for the fuel for their car and a few nights out, assuming they even have a night off.

Why should any student who is studying hard and working hard, and building up a huge debt in the process, spend what little available time they have left slaving away for someone else with minimal payback? The answer is simple. That's the way it has always been. Employers know that they can get cheap labor that can add and subtract, converse if necessary, sell, stock, clean, and on and on for very little pay or benefits. This is because the jobs that pay more and offer more are only available to someone they think will stay with them for a while and not be a transient for just a few months.

However, today there is a way around this dilemma faced by thousands of students everywhere. It really is possible to make the money they need, have time to study, develop a social life, and at the same time build something for their future. That last one is something they can't even begin to think about in their current job situations.

OK, so just what is this super magical answer you ask. Well it's nothing that new or different. It simply isn't usually thought of as an answer for students. However, I believe that it is perfectly suited for the situation. Students who are reliable, honest, and serious are the very ones who are geared up and ready to take the initiative of setting the wheels of their future in motion while taking care of today's needs. They are already multitasking on a daily basis.

Why should they work for pennies for someone else when they could be in business for themselves? Yes, you read it correctly. They could decide when to work, when to have time off, when to give themselves a pay increase. While doing all of this they would also be able to build an income that could be there for them in the future.

Sound impossible? Quite the contrary. Today it is more than possible, it's fact. The truth is they have a choice today that allows them to choose the direction of their life rather than passively letting things happen. They also are savvier in general and ready to take that plunge that could change their present situation. All they need is the right vehicle. I strongly believe that vehicle goes by the name of Network Marketing. There are numerous ones out there and some are better than others. All it takes is a look-see in order to decide if it's the right one.