200: Episode 200: Celebrating the Best of the Best

Today, we’re talking about how to increase your chance of choosing an employer who is a good fit for you. I’m dividing this discussion into two parts: How to determine what qualities or characteristics are most important to you and what you can do to assess an employer.  What are you looking for?There are no right or wrong answers here – what IS important is that you separate out your “non-negotiables” from your “gee – wouldn’t it be nice’s.” What am I talking about? When I was applying for positions all over the U.S. back in 1999, I had spent the previous decade working in a literal fallout shelter. We were in the bottom level of the student union in a cement block structure with no windows. So – one of my “gee – wouldn’t it be nice” things was an office with windows.  In other words, not essential, like ice cream for an ice cream sundae. More like the whipped cream or the cherry. What WAS a non-negotiable was campus support for the Career Center. I had worked too long with very little budget and practically no staff – coupled with a campus environment that didn’t appreciate or utilize the career center.  Here are some things that might be important to you: -A particular industry -A product or service you like, have utilized, respect -A certain aspect in their mission statement/vision statement -Whether it is a for-profit or nonprofit organization -Revenues -Number of employees -Some aspect of the organization’s culture -Geographic location of the company/where you would work -Commute distance -If hybrid, the % of each -Amount of travel required -The company’s reputation -The company’s position in their industry -The company’s phase – startup, etc.  -A certain quality of your direct supervisor -The number – and possibly level – of the people you would supervise -Your budget and staffing relative to what you are expected to accomplish -Salary / bonus potential -Benefits -PTO -The expectation for the actual workday/work week – what about weekends, evenings, etc.? How many hours every week?  -4-day workweek -Opportunity for advancement -Access/opportunity for training and professional development  This is not intended to be an exhaustive list.  Next, identify no more than 4-5 non-negotiables. You may even want to weigh them if one or two are far more important to you than the others.  The idea here is to avoid “shiny object syndrome.” You are swayed by things that aren’t on your list while forgetting about one or more of your non-negotiables.  How do you assess these things? The answer, of course, depends on WHICH things you’ve selected as your non-negotiables.  To research something qualitative about the company, you can’t depend on the company’s website. Rather, try Glassdoor.com, news releases about the company, and talking to current/former employees. To research something quantitative about the company, I recommend accessing Data Axle at your local library, Wikipedia, or the company’s website. If they are publicly traded, you can get information from Standard & Poor’s, Dun & Bradstreet, and the EDGAR database from sec.gov.  Some of the information most important to you may not be available until you apply for a specific position (such as a quality in your direct supervisor) but knowing that it is a non-negotiable keeps it on your radar screen as you go through the interview process.   Next, let’s talk about touchpoints throughout the hiring process where you can gather the information you need. -Pay attention to how you are treated, and the attitude of those you come in contact with, throughout the process. Are they upbeat and friendly? Do you receive prompt responses to your questions/requests? Do they stay in regular contact and keep you apprised of what’s going on with the search? -How are your interactions with the team you would be working with? Do they include you or are they standoffish – and how does that feel? (Trust your gut on this one.)  -Ask questions during the interview process about opportunities for advancement, training and professional development, compensation and benefits, and expectations for the role. Pay attention to whether you receive direct and honest answers or feel they may be hedging. You can also ask about company culture – you want to hear pretty much the same thing from everyone you ask.  -Consider any red flags that come up throughout the process and do your due diligence on those areas. This is especially important if you aren’t unhappy where you are – you certainly don’t want to leave that situation for a difficult one.  Ultimately, finding the right employer involves a combination of self-knowledge, research, self-reflection, and your intuition. Trust your instincts and carefully consider how well the employer aligns with your values, goals, and preferences so you can make an informed decision.   Are you in the wrong job that chips away at you every day? The document and coaching programs offered by Exclusive Career Coaching will help you find a job that uses your zone of genius, recognizes your value, and pays you what you’re worth.  If you’re ready to take your job search to the next level by working with a highly experienced professional with a track record of client success, schedule a complimentary consult to learn more:  https://calendly.com/lesaedwards/zoom-meetings2  

Gaps in employment. I want to start with the big picture, then drill down to some specifics. If it was several years ago, or more recently for only a few months, it probably isn’t the problem you think it is.  You can eliminate or minimize the appearance of an employment gap on your resume and LinkedIn, but you can’t do this on an application. You CAN cover the employment gap with consulting work or other self-employment – but only if it is legitimate.  Be prepared to answer questions about how you spent that gap and what you learned during that time.  On Your ResumeI had a client who took an intentional sabbatical to travel the world – and she had measurable achievements from her travels. We included that on her resume. I’ve got a client right now who spent 1 year building an Amazon business. This wasn’t on-brand for him — but does show his entrepreneurial spirit and ability to build a business from the ground up by himself. We included this on his resume.  Other clients have left their employer months before their actual end date due to accrued PTO or other reasons – we use the latest end date on the resume and LI profile. After all, they are still an employee of that company all that time, even though they no long show up every day.  You can take months of employment off your resume, but keep in mind that you will need to include them when you upload your resume to an ATS. I’ve started including months of employment on all resumes so my clients don’t have to have a separate “dates of employment” document they must refer to.  Sometimes, a gap in employment makes for a natural cut-off with older jobs. Why include a position from 17 years ago when it will show a two-year gap while you were having children?  Clients often ask me about consulting work or other gap entrepreneurial ventures – my question to them is, did you do something that was substantive during that time? I don’t ask them about whether they were paid or not, because that’s not what is important.   LinkedInLinkedIn has a feature where you can “add a career break” as if you were adding a new job. If you choose to use this feature, it’s important that you provide some narrative – what did you do? Learn? Experience? How did you grow? If appropriate, why did you have a career break, e.g. was it intentional or were you part of a layoff that affected 75% of your company’s workforce?  I personally wouldn’t use this feature if I was simply job searching, although there may be situations where this makes sense.   In the InterviewHere are some ways to address your gap in employment: -In your answer to the “tell me about yourself” question: You may choose to include something like this:            “As you can see from my resume, I took an intentional sabbatical for six months last year to fulfill a lifelong goal of writing a book. It’s called BLANK and was published in February of this year by PUBLISHING COMPANY. “            “In 2020, I was part of a massive layoff at ABC that affected more than half the total workforce. Rather than immediately attempting to find my next role, I opted to lean on my savings so I could improve my physical health after working 100-hour weeks for months at a time as we were trying to save the company. I did SOME SPECIFICS, and I’m proud to say I improved my health based on all available metrics.”  -If you are directly asked about a gap in employment, be prepared with an answer similar to the one above.  Here are some things to consider as you prepare your answer: -Don’t sound defensive -Don’t embellish -No need to tell them you weren’t paid for consulting work unless they ask -Be sure to tell them how the experience helped you grow professionally or personally  When it becomes a problemAs the saying goes, “Once is an accident, twice is a coincidence, three times is a pattern.”  If you’ve had multiple gaps in employment, I strongly recommend working with someone like me on a) how to position this in your marketing materials (one size DOES NOT fit all), and b) how to talk about this in the interview.   The bottom lineEveryone has something they believe makes them a less-than-ideal candidate. If that something for you is a gap in employment, it isn’t a bigger deal than someone else’s something, which could be age, lack of education, or multiple terminations.  The important thing is to come up with a strategy to address, both on paper and in the interview, in a way that neutralizes it – or if possible – turns it into a positive.   Are you in the wrong job that chips away at you every day? The document and coaching programs offered by Exclusive Career Coaching will help you find a job that uses your zone of genius, recognizes your value, and pays you what you’re worth.  If you’re ready to take your job search to the next level by working with a highly experienced professional with a track record of client success, schedule a complimentary consult to learn more:  https://calendly.com/lesaedwards/zoom-meetings2             

SO…you’ve landed a new position at a new company. How can you make your transition as smooth as possible? Here are 15 strategies:  Exit GracefullyYou don’t want your reputation to be tarnished in the final weeks with your old employer. Finish up any projects you need to, create whatever you need to help your successor in the role, say your goodbyes, and leave gracefully.  Announce on Social MediaBe cognizant of your previous and new employer when you decide the best timing to announce your new job on LinkedIn and elsewhere. Be kind and gracious to your former employer NO MATTER WHAT, and express your excitement about your new position. Nothing even remotely negative is appropriate here.  Take Care of BusinessYou may have paperwork to fill out for your new employer, questions you need answers to, and logistical information around start date and location.  Do Your HomeworkLearn as much as you can about the company and its culture, the department you’ll be working in, the people you’ll be working with, and the role you’ll be stepping into. Review the company’s website, LI profiles of key individuals, and any materials the company has provided you. Get Clear on ExpectationsMeet 1:1 with your manager so you can get on the same page as to expectations for your role, goals, responsibilities, and performance metrics. You should have access to your manager for frequent meetings during your first 90 days or so to ensure you’re staying on track.  Build RelationshipsBe intentional about getting to know your coworkers and others within the organization. If there are company events, by all means attend and get to know people. (It would be a good idea to find a mentor who can help you navigate so-called “optional” social events…are they REALLY optional?)  Limit “This is How We Did it…”You have a grace period of no more than a month to use the phrase “At my old company, we did it this way..” or any of its cousins. You can still introduce new ways of doing things – just don’t attribute your ideas to your previous employer.  Listen and LearnEven if you are highly experienced in your role, you’ll have much to learn in THIS role. Listen and observe, paying close attention to how things are done. Ask lots of questions and seek guidance from experienced colleagues.  Keep Lines of Communication OpenUpdate your manager and team members on your progress, as for feedback, and seek clarification when needed. This is particularly important if you are working remotely. Seek FeedbackActively solicit feedback from your supervisor and colleagues to help you identify areas for improvement. Don’t wait for formal performance reviews to seek feedback. Be Kind to YourselfDuring this introductory period, you’ll be learning a lot of new information – and likely making a few mistakes or missteps. Don’t beat yourself up – understand that mistakes are bound to happen in a new role and show yourself some grace and kindness. Manage Your TimeAs you adjust to your new role, be sure to prioritize tasks, set realistic deadlines, and establish a work routine that works for you.  Stay Positive and FlexibleMaintain a positive attitude and stay flexible as you navigate the challenges of your new role. Approach each day with a willingness to learn and grow. Seek SupportThere are resources to help you succeed no matter what your role is or what challenge you are facing. Reach out to your manager, HR, or a mentor within the organization for help.  Take Care of YourselfIt is really important to prioritize self-care during this transition period. Get plenty of rest, eat healthy, exercise regularly, and make time for activities that help you relax and recharge. Don’t forget your friends and family during this time period – remember, this is a marathon, not a sprint. Act accordingly.   If you are a high-achieving professional with the goal of landing in the C-suite, the Highly Promotable coaching program may be just the ticket! This 1:1 program is targeted to strategically leverage one of your strengths to become a signature strength — and move the needle on one of your developmental areas so it becomes a strength.  This is a four-figure investment in your professional future! If this sounds like just what you need, schedule a complimentary introductory call to determine if you are a fit for Highly Promotable:  https://calendly.com/lesaedwards/highly-promotable-introductory-call

I want to talk with you today about what SHOULD and SHOULDN’T be on your resume in 2024. Like many of the topics I bring to the podcast, this one comes from resumes I’ve seen lately with very old-school information.  What Should Be Included-Branding statement & Summary (which I covered in episode #314 last week). -Professional Experience section, written in reverse chronological order and going back 15-20 years. -You can include internships in this section if you are a recent college graduate, but will generally be removed once you have full-time, post-graduate experience. -Remember: a 2-3-line paragraph for your job duties, followed by up to six bulleted achievements that each start with an action verb and lead with results. -Education section, also written in reverse chronological order but generally without dates -GPA is good for recent college graduates but should be removed as your college education gets further in your past. -Include relevant coursework only if you are a recent graduate. -Certifications and Credentials that are relevant and current (non-relevant certifications can confuse the reader as to your true career goal). They should be spelled out and abbreviated, preferably with the granting body listed. -Volunteer experience, provided it is recent or current and relevant, without any controversial element to it. -Foreign languages, with your level of proficiency in each – where this should go will depend on how important it is to your candidacy.  Let’s Talk About the Order of These Sections Think of this as an inverted pyramid – the most important, relevant, and weighty information goes first.  -Branding and Summary always goes at the top above the fold. -For experienced candidates, Experience will be next. If you are right out of college, you may think your Education carries more weight – and it might.  -From there, it’s your decision as to whether your Education, Credentials, and Volunteer Experience is more important for your candidacy – and this may change depending on the requirements of the job you are applying for.   What Should NOT Be Included -An objective, which tells the reader what YOU want rather than what you can do for them. -“References provided upon request” or the actual reference list. -Hobbies, unless they are DIRECTLY related.  -A picture. -Other personal information, such as marital status or children info. -You have the option of leaving off any position on your resume, so long as you include that position on a job application. You may leave yourself with a gap in employment, so weigh that against your reason for not wanting to include the position. Especially if it was very short-term, the gap in employment may hardly be noticeable.   A Note About a Separate Skills SectionApplicant tracking systems (ATS) score resumes higher when skills are integrated into positions where you demonstrated that skill. While you can have a Skills section – I sometimes find this necessary – you can also try to incorporate as many of them as possible into your Experience section.   Are you in the wrong job that chips away at you every day? The document and coaching programs offered by Exclusive Career Coaching will help you find a job that uses your zone of genius, recognizes your value, and pays you what you’re worth.  If you’re ready to take your job search to the next level by working with a highly experienced professional with a track record of client success, schedule a complimentary consult to learn more:  https://calendly.com/lesaedwards/zoom-meetings2 

I want to talk with you today about how to approach your resume summary. I will also be talking a lot about personal branding in this section.  If you are new to this concept, the resume summary goes “above the fold” on page 1 of your resume – after your name and contact information, before your Experience section.  Here’s what DOESN’T go in this space: an old-school objective, which tells a prospective employer what YOU want, rather than how you are uniquely qualified to provide them with what THEY need.  An objective sounds something like this: High-achieving communications professional seeking a mid-level position in public relations that utilizes skills in BLANK, BLANK, and BLANK.  I hate to break it to you, but a prospective employer does not care what YOU want.  Rather, this space should be utilized to lay out your brand differentiators – what you bring to the table that no other candidate likely will.  These brand differentiators are then followed by concrete examples that support your brand.  I see two primary problems with the resumes I look at that aren’t written by me:Either there is no branding at all, or the attempt at branding merely tells the reader that the candidate has the minimum qualifications expected of everyone they would even consider for the role.  If there is no summary or branding, the job seeker hasn’t set the stage for what is to follow in the Experience section – there’s no context for what the prospective employer is reading.  If the attempt isn’t differentiating, the job seeker has wasted valuable space above the fold when they could have provided compelling evidence that the employer MUST continue reading.  How do you know if your branding is differentiating? By looking at what you have with an objective eye. As you read each component, are you merely stating what EVERY candidate should have – or what is unique to you?  The mistake many people make in attempting to brand themselves is to try to appeal to everyone – this is not the purpose. Rather, an effective branding statement will have an immediate polarizing effect – a prospective employer will either know this is not the person for them - or they will be highly interested in speaking with this candidate.   Three Great Examples Remember: The goal here is differentiating and attention-grabbing. Here are three examples from my clients: Transformational Leader, Creative Operations Change Management | Integrated Team Leadership | Content Champion Bringing best practices in content creation and creative production from a wide range of B2B, B2C, and D2C experience spanning financial services, food & beverage, CPG, retail, luxury automotive, OTC pharma, and online media. Global leadership experience includes onshore and offshore teams spanning U.S., Canada, China, and Italy. This is then followed by:  Leadership Highlights: ¨   Increased production capacity by as much as 52% ¨   Generated savings by as much as 50% on contracts  ¨   Reduced expenses by as much as 49% Proven Record of Success in:  ¨   Restructuring creative departments and workflows, achieving greater productivity and efficiency ¨   Negotiating contracts and developing vendor relationships that slash costs and minimize financial, operational, and legal risk  ¨   Optimizing in-house utilization and external resources by creating transparency around demand  From 2021: Chief Human Resource Officer Delivering an executive presence, coupled with a data-driven decision process and willingness to engage in tough conversations Senior HR professional with an exceptional record of improving employee engagement and retention in the high-turnover field of healthcare through a combination of building strategic relationships, gathering data directly from front-line workers, and restructuring hiring, on-boarding, and compensation processes.  Representative Achievements:  »       Transformed perception of HR into a true business partner in support of organizational leadership with an optimal blend of training, change management, coaching, and a full branding shift.  »       Served in key leadership capacity during COVID-19 including massive furlough and establishing remote work structure for 5,000 employees.  »       Reduced turnover by as much as 4% for front-line healthcare workers and 3.3% for corporate areas.   Enterprise Risk ExecutiveStrategically tackling mission-critical problems, increasing efficiency, and improving processesHighly adept at collaborating across enterprises to solve complex challenges Known for thriving in ambiguity and bringing structure through processes, cross-functional engagement and communication, and high-level strategic focus — coupled with an eye on risk / reward balance and achievement of organizational goals.  Experience includes: Credit risk, operational risk, compliance risk, reputation risk, and strategic risk expertise, coupled with exposure to liquidity risk, price risk, and interest rate risk A foundation in commercial banking underwriting and relationship management, with 7+ years’ experience in sales and sales management Enterprise-level strategic planning and risk oversight Building operational risk and AML programs from the ground up M&A due diligence and integrations of banks and fintechs including developing governance frameworks  Two points about the bullets:  -I don’t ever duplicate a bullet from the client’s experience section in the Summary section. Rather, I think of it as “reconstituting” an achievement or experience from elsewhere in their resume. For example, if a client is in sales and has a strong record of increasing market share in each role he’s held, I might pull that information together in a bullet like this: -Consistently catapulted market share by as much as 34% with a strategic combination of BLANK, BLANK, and BLANK The second point is this: What you include in your Summary MUST be anchored somewhere else in your resume – otherwise, there’s no context for it. You’ll just confuse the reader.  Now that I’ve given you three great examples, let’s look at what isn’t so great:  Objective: Self-motivated and energetic Healthcare Administrator looking for a full-time position in a company where there is always an opportunity to grow, gain experience, and improve skills. Experience in medical operations, excellent interpersonal communication skills, and the organizational savvy to run a facility smoothly, also proudly maintain a highly productive, efficient and quality-driven environment always.  Sales LeaderA results-oriented sales professional with a proven track record in business development and sales management. Over 20 years of consultative sales experience, adept at building relationships, developing tailored solutions, and closing deals with multiple decision makers throughout the U.S. and Canada. Consistent top revenue producer with exceptional track record for exceeding sales objectives. Knowledgeable in technology, with experience in working with start-ups and SaaS solutions.  A determined self-starter who is intrinsically motivated with demonstrated ability to deliver results. With a graduate education in social work and field-based clinical experience, I apply my training and skills in critical thinking, creative problem solving, adaptability, and cultural competence throughout the work I do daily.  Android Developer / Web Developer WORK EXPERIENCE - Self-taught Android developer who designed, developed, deployed and maintained various different apps for a diverse user base.  At the risk of beating a dead horse, make sure your branding statement and summary are a) differentiating, b) not just the minimum requirements of the position, c) compelling.  Are you in the wrong job that chips away at you every day? The document and coaching programs offered by Exclusive Career Coaching will help you find a job that uses your zone of genius, recognizes your value, and pays you what you’re worth.  If you’re ready to take your job search to the next level by working with a highly experienced professional with a track record of client success, schedule a complimentary consult to learn more:  https://calendly.com/lesaedwards/zoom-meetings2 

Over the years, a number of people have reached out to me with concerns about their resume – in some cases, resumes I wrote for them.  They went to a website that offered a free resume critique and got back harsh criticism that worried them.  Here’s what’s going on: Larger, so-called “resume mills” have software they run your resume through. That software is set up for the express purpose of telling you things are terribly wrong with your resume, after which they do a hard sell to get you to buy a resume package from them.  I promise you, I could send my own resume to them and they would give it a terrible score – their system is set up to make sure everyone does.  They hook you in with the “free” part – after all, what’s the harm in having them take a look at your resume at no cost? There’s plenty of harm, as it turns out.   A second scenario you will find is where an actual human looks at and evaluates your resume.  The most common setup for this scenario is a charge for the resume critique, which can then be applied to the purchase of a resume package should you choose to move forward with that company.  In this scenario, your question SHOULD be: Who’s doing this critique? What are his/her qualifications/credentials? And would this person also be the one writing a resume for me should I purchase a package?   A third and final scenario is how I have my business structured: I take a cursory look at your resume prior to your consult with me (no charge), and let you know during the consult 3-4 issues I see with your existing resume.  And here’s the thing: The issues I find are almost always the same, which I’m going to cover next.  In other words, you may not need to spend money on a resume critique, or subject yourself to a “free” review that ends up with a hard sell.  You know whether your resume is pretty good…really great…terrible, don’t you? Either because it’s not getting the job done – interviews – or because someone who knows has told you (such as a recruiter or hiring manager).  If you want to have a professional rewrite your resume, choose wisely. Obviously, I want you to come to me – the link to my calendar to schedule a complimentary consult is in the show notes.  If you want some guidelines around what to look for and what questions to ask, pick up a copy of my “How to Assess Resume Writers,” Here’s the link:  https://bit.ly/assessresumewriter  So, what are those common problems I see with virtually every resume I am asked to take a look at? Branding: Either there is no attempt to position you as a unique product employers will be excited to purchase, or the attempt at branding is non-differentiating. In other words, what you’ve told the employer in your branding statement is essentially a list of the minimum qualifications EVERY candidate should have to even apply for the role.  Death By Bullets: You’ve created a laundry list of job duties, each of which is bulleted, rather than a 2-3-line paragraph that succinctly tells a prospective employer what you did in each job.  Achievements: I see one of two scenarios here. Either there isn’t an achievement anywhere in sight, or there are weakly written achievements mixed in with death-by-bullets job duties that dilute the impact of those achievements.  ATS Repellent: Many resumes I see are incapable of getting the applicant a high enough score to be seen, or seriously considered, by the humans. Specific issues might include:           -Using headings that are non-traditional           -Submitting as a pdf           -Not customizing for each application           -Columns, charts, and graphs that can’t be read by the ATS           -Stacking jobs  You guys like it when I bottom-line things for you, so here it is:  -If you know you need a new resume, find the most-qualified resume writer you can afford – expect it to cost about 1% of your anticipated annual salary for the resume alone.  -If you really don’t know whether your resume is any good, it’s a safe bet it isn’t. Find a reputable resume writer like me.  -If you think your resume is fantastic and want someone to confirm that for you, DON’T use a “free” resume evaluation service. Ask me, preferably – or someone you know in the business, such as a recruiter or HR professional.   A couple of final thoughts: One of the things I frequently talk with prospective clients about is this: How high is the bar? Not everyone needs a top-of-the-line resume like the ones I create for my clients.  Also: It may not be your resume. Or at least not JUST your resume. In my consultations, I ask you questions about your entire job search including conversion rates of applications to interviews, interviews to job offers. I want to get the full picture of where your problem(s) might be – it isn’t always the resume.   Are you in the wrong job that chips away at you every day? The document and coaching programs offered by Exclusive Career Coaching will help you find a job that uses your zone of genius, recognizes your value, and pays you what you’re worth.  If you’re ready to take your job search to the next level by working with a highly experienced professional with a track record of client success, schedule a complimentary consult to learn more:  https://calendly.com/lesaedwards/zoom-meetings2 

Today’s topic is how to become a thought leader on LinkedIn. This is something I work with many of my mid- and upper-level clients on and I wanted to share some of that work with you in this episode.  Let’s start with the obvious: If you want to become a thought leader on LinkedIn, you need a complete, professional, and optimized profile. If this is something you want help with, reach out for a consult and I can give you the specifics of what I can do for you and the associated investment.   Why do I want to become a thought leader on LinkedIn?If you want to become a thought leader, LI is the place to do it. There are numerous reasons to make this a goal, including: -Increased visibility for your personal brand-To move up within your current organization-To increase awareness for potential employers -Increased visibility for your company and/or industry -Increased visibility for your profession -To showcase your side business   What should I be doing? Let’s start with some basics. These are the things I do every time I sit down at my computer for LI:  -Respond to your messages -Respond to connection requests -Begin cultivating relationships with those you’ve already connected with -Engage with posts/birthdays/anniversaries/new jobs in the Notifications section (5-word minimum)  Now that we’ve covered the bare minimum, let’s take things to the next level: -Original content (think of LI as your blog) -Sharing others’ content, with a question that will elicit engagement -Content in the Featured section of your profile – these can be videos, posts, newsletters, articles, links) -Join groups appropriate for your job function and/or industry and participate -If you are also trying to grow your audience, set a weekly goal for how many connection requests you will send out and who you want to connect with. Then CULTIVATE – don’t try to sell right away.  -Once you begin contributing, you may be asked to be a contributor to collaborative articles on LinkedIn. A lot of people have found me through these contributions. Here’s how it happens: “LinkedIn identifies members who are likely to be experts in a certain topic based on their work experience, skills proficiency, and prior engagement on the platform. They must also meet high trust and quality standards by adhering to LinkedIn’s User Agreement and Professional Community Policies, and their contributions must remain relevant, original, and additive.”  How much time will this take? The biggest pushback I get from clients is “this will take too much time.” I’m going to break this down into bite-sized chunks, all of which can be managed much like a buffet – take what you want and leave the rest. It’s not all-or-nothing here.  -Make this a priority, or it won’t happen-Calendar in time, along with the specific deliverables you want to achieve -I spend 15 minutes, twice a week, on the basics:           -Messages           -Requests           -Initial greetings           -Notifications -It was recently recommended to me that I might try spending 1 hour a day commenting on posts – this would be on LI as well as my other platforms. I don’t have that much time, but I plan to expand what I’m currently doing now.  -Original content will take additional time, of course – but you may have “recyclable” content you can use, at least to start with. Is there an article you’ve written that could be broken up into several posts? -You’ll need some artwork to help attract eyes to your posts. If you haven’t learned Canva yet, I recommend either doing so or soliciting help from someone who knows how to use it. You may be able to create a template for your posts that would then require a minimum of changes each time you use it – this would also help with branding.  -If you want more eyes on your thought leadership, you may also want to add to your connections/followers. My goal is 50 new connections per week – people who are in jobs and at the seniority level of my ideal client. This takes me about 1 hour/week.  -Look for podcasters who speak on topics that intersect with your SME and schedule a virtual coffee date with them. Rather than asking to be on their podcast, focus on building the relationship and let them ask you. This is part of my 50 new connections each week.  So the amount of time you need each week depends on which of these suggestions you want to take on. Start with a manageable goal and get that under your belt before trying to expand – I recommend 15 minutes/day. Again – calendar it in and set specific deliverables for each day.  For example, you might do the basics – check messages, respond to connection requests, check and respond to Notifications – every day, while you may do original content on Mondays, share something on Wednesdays…you get the idea. MAKE IT MANAGEABLE. I was thinking…this is episode #312. Episode #1 aired on October 25th, 2017, so this is my seventh year of putting out weekly content FOR FREE. So here’s all I ask of you: if you haven’t subscribed or followed the podcast, please do so. And I would greatly appreciate it if you could do me a solid and write a review if you love what I’m putting out for you.  One more thing: if there is a career-related topic you’d like me to cover on the podcast, shoot me an email at [email protected]. If I’ve covered it, I’ll send you links to what’s already out there; if I haven’t, I’ll put it in the queue and mention your first name when I cover it.   Are you in the wrong job that chips away at you every day? The document and coaching programs offered by Exclusive Career Coaching will help you find a job that uses your zone of genius, recognizes your value, and pays you what you’re worth.  If you’re ready to take your job search to the next level by working with a highly experienced professional with a track record of client success, schedule a complimentary consult to learn more:  https://calendly.com/lesaedwards/zoom-meetings2   

Here’s the scenario: You’ve been promoted in your current unit. You are now managing people who used to be your peers – at least one of whom may have also applied for the promotion.  How do you transition from a colleague to a manager? This can happen as you move from an individual contributor to a first-time manager, or from a manager to a director or senior manager. You could also become a VP and start managing your former director colleagues. In short, this scenario can happen at any level.  As I researched this topic, many of the resources I looked at gave rather generic advice – in other words, here are the things any manager should do in a new role. I wanted to give you advice specific to leading those you used to work alongside, so here are my nine suggestions. I used mindtools.com and mondostaffing.com to help me with this episode.   Let’s start off with why it is important to start this new role off on the right foot. You want to avoid, as much as possible, negative feelings (“why did SHE get the role and not me?” or “HE didn’t deserve this promotion as much as XXX did”) You want to maintain what has, hopefully, been a positive professional relationship and earn their trust and respect. You may not immediately be afforded trust and respect – it’s yours to EARN.  #1. Be humble. This can work both ways – you can choose to brag about the promotion or you can choose to beat yourself up when you make a rookie mistake. Neither of these approaches will serve you. Acknowledge the promotion when someone else brings it up, but don’t boast. Also, recognize that you WILL make mistakes – and that those mistakes are a necessary ingredient in your success.  Unfortunately, some people may revel in your mistakes – even sabotage you. Address these situations appropriately as soon as possible – they are workplace cancers.   #2. Acknowledge the shift – and the awkwardness.It’s up to you to acknowledge the change between yourself and your former peers – bring it out in the open and acknowledge that it may feel awkward at first.  Your professional relationships WILL change now – pretending anything else won’t serve you or your team.  Bring the shift out into the open and allow time for the transition.   #3. Be transparent. Setting clear expectations for each team member, and for the team as a whole, is important. Lay out your goals and the changes you want to implement and be open to hearing their feedback.   #4. Set clear boundaries.Friendships previously formed may need to change. After-hours activities may no longer include you. You’ll need to set clear boundaries and recognize that your team may need to do the same.   #5. Don’t pick favorites. It can be tempting to show favoritism towards a team member who was your friend. Remember: Now you are making decisions based on what is best for the team and your unit – not who you like the most.  Your goal should be to make sure everyone is treated fairly, regardless of their relationships with you prior to the promotion.   #6. Recognize the change in dynamic. If you previously vented work frustrations or joked about company or department policies with your peers, you now want to set a professional tone with your team. You’ll be under more scrutiny as a manager and you don’t want to get a reputation as not being a loyal member of management. Lead by example – with a high level of integrity.   #7. Set clear expectations. One of your primary goals as a manager is to ensure your team members know what is expected of them and they have the tools to be successful.  Make sure you set clear expectations around what is and isn’t acceptable in terms of work quality, adhering to deadlines, and other important issues.  And piggy-backing on #4 – Don’t Pick Favorites – make sure the expectations you set apply equally to everyone, as do the consequences of not meeting those expectations.   #8. Schedule regular 1:1s. Regular 1:1s with each member of your team will help ensure you are on top of each person’s progress and development, allow you to address any concerns or issues quickly, and help keep everyone on the same page relative to goals and objectives.   #9. Ask for help. At whatever level you are rising to, there are a multitude of trainings out there – from online courses to in-person seminars and even certifications. If you feel you need training to help you succeed in this transition – ask for it.  Along those lines, ask for a mentor(s).  Here’s a quote from the Mindtools.com website: “A new boss who tries to remain "one of the team" can end up frustrating everyone. When you're more concerned about friendships than results, poor decisions are usually inevitable. If you're afraid of being called "bossy," you may not hold people accountable, or you may avoid making unpopular decisions.” The bottom line can be summed up as follows: -It’s not going to be the same – don’t try to make it be the same. -Don’t expect automatic trust and respect – you’ll have to earn it.  -Set clear expectations – and make them consistent for all team members.  -Lead by example – your professionalism will help earn the trust and respect you want. -Ask for help – whether training, a mentor, or other assistance to set yourself up for success.   Are you in the wrong job that chips away at you every day? The document and coaching programs offered by Exclusive Career Coaching will help you find a job that uses your zone of genius, recognizes your value, and pays you what you’re worth.  If you’re ready to take your job search to the next level by working with a highly experienced professional with a track record of client success, schedule a complimentary consult to learn more:  https://calendly.com/lesaedwards/zoom-meetings2   

I want to start by being clear: This is a topic I’ve covered before. I’m covering it again because, based on the resumes that come to me for consults, ya’ll haven’t gotten the message yet.  In addition to touching on this topic in several episodes, I specifically covered job duties and achievements in episode #174. I’m going to expand on the content from that episode in this one.  What I seeLet’s start with what I see on almost every resume that comes my way: either there isn’t an achievement in sight, or the few achievements that are there are mixed in with bulleted job duties – and they are poorly written.  This creates what we resume writers call “death by bullets.” A looooong laundry list of job duties and maybe a few achievements that don’t impress the reader and causes them to lose interest fast.  Job duties are important, because this is your opportunity to tell the reader what you did on a day-to-day basis. This is particularly helpful when you have had job duties outside what someone with that job title would normally have.  Job duties tell the employer WHAT you did. There is an assumption that everyone with XXX job title does approximately the same thing on a daily basis.  Achievements, on the other hand, tell an employer HOW WELL you did your job. This is your opportunity to show how much money you made or saved, how you improved efficiency, increased retention…whatever is appropriate for your job function.  Think of it this way. If you were a Nike athletic shoe, your job description might read:Made of rubber. Come in a variety of color combinations. Includes shoelaces and an insert. Can be spot-washed by hand. Can be worn for athletic or casual wear – by men and women.  Here are your achievement bullets: Shaved 7.8 seconds off Sue Smith’s running performance in the mile. Received prime placement in athletic shoe stores including… Played key role in Jonathan Jones’ 15th-place finish in the Boston Marathon.  Generated $1.2 gazillion dollars top-line revenue.   Now, let’s break down the specifics of job descriptions and achievements.  Job descriptionsThis should be a 2-to-3-line paragraph of the daily job duties you performed – either most frequently, those that are most applicable to the specific position you are applying for, or those not normally performed by someone with your job function (but only if you want to continue to perform those duties).   There’s no room for fluffy words or extra verbiage in this paragraph. Stick with the most important, most relevant, and/or most differentiating tasks.  Here’s an example: Aligned marketing plans and GTM tactics to drive audience awareness and growth for $12M international entertainment product. Drove branding, design, website, video production, customer journey, social media, billboards, subway ads, taxi tops, paid ads, customer experience improvements, celebrity and influencer partnerships, and content creation.  Here’s another example: Drove all management and operational components including reporting functions, scheduling, hiring, onboarding, training, policies / procedures, compliance, and strategic planning. Collaborated with marketing director to promote and grow all offices. Managed P&L including net profitability, net revenue per visit, and net cost per visit.  Note that these are paragraphs – not bullets. Bullets should be reserved for achievements ONLY.   AchievementsYour achievements are what market you on your resume. When you mix your job duties with your achievements, you dilute the effectiveness of your achievements.  Ideally, you will have progressively more achievements with more recent jobs. At most, 5 achievements per role.  What makes an achievement impactful? -Is specific-Starts with an action verb (parallel structure)-Leads with results-Leaves the reader wanting more (2 lines max)  Example #1: Instead of  Grew customer base This high-impact achievement bullet:  Catapulted customer base 400% and revenue 700% by launching a comprehensive social media campaign.   Example #2:  Instead of  Managed new-hire in-processing This high-impact achievement bullet:  Processed 140 new employees in just 30 days including all paperwork, orientation, security clearances, and computer access.   Example #3:  Instead of  Managed IT installation project This high-impact achievement bullet:  Spearheaded 1200-unit IT installation project including beta testing, identifying and training superusers, and troubleshooting. How do you know what to include as an achievement? Here are some guidelines: -Choose achievements that, in combination, present you as well-rounded and competent for the role you are applying for.  -Focus on achievements that demonstrate the skills you want to use moving forward. If, for example, you’re really good at managing budgets but hate them, and they aren’t an essential part of the job you’re applying for, don’t focus an achievement on your budgeting magic.  Two more things: With some clients, I will separate out a 1-to-2- line statement about the scope of their work. Doing this makes it easy for the reader to see things such as size of budgets managed, number of direct reports, reporting structure, size of sales territory, etc.  Here’s an example:  Directly supervised 5; total team of 14 | Hired, developed, and managed marketers, vendors, and agencies | $3.8M Marketing budget Finally, I am increasingly beginning each of my clients’ bullets with an introductory phrase. This serves two purposes: It allows the reader to quickly scan the resume and determine the “buckets” of achievements this candidate has had, and it further packs the resume with keywords that will increase its score in the ATS.  I determine what phrases to use based on two things: The content of the achievement (what is it really about) and the keywords I find in the job descriptions the client gives me.  Examples: Stakeholder Advocacy & Education: Developed and managed Regional Advocate Program, which delivered grassroots, legislative, political, and investor development support and resources to Florida Chamber, local chambers of commerce, legislators, candidates, and business advocacy partners across 6 regions of Florida.  Efficiency Enhancements: Achieved annual cost reduction of 30%, enhanced financial reporting processes, and increased productivity through strategic technology implementations including dashboarding and cloud solutions.  Latinx Community Leadership: Recognized with Hispanic Heritage Foundation Award — for courage and commitment to elevating Latinx culture in all its expressions.   Are you in the wrong job that chips away at you every day? The document and coaching programs offered by Exclusive Career Coaching will help you find a job that uses your zone of genius, recognizes your value, and pays you what you’re worth.  If you’re ready to take your job search to the next level by working with a highly experienced professional with a track record of client success, schedule a complimentary consult to learn more:  https://calendly.com/lesaedwards/zoom-meetings2        

As most of you know, the first 90 days in a new job are critical for your long-term success – not only in that role, but for your future with the organization.  Today, I want to give you key steps you can take in those first 90 days to set yourself up for success.  Let’s start with an Individual Contributor role. A primary focus from week 1 should be getting clear success metrics and priorities from your boss. This typically goes beyond the job description, although that’s a good starting point if you don’t already have one. If your boss doesn’t have success metrics and priorities prepared for you and can’t / won’t communicate them verbally, write your own and get your boss to sign off on them.  Another focus in the first 90 days is learning how your department works and interacts with other departments within the organization. How does work flow? Who does what? How does the work your department generates fit into the larger organization?  As part of this process, learn how to communicate with others in your department, especially your boss. Get a good understanding of the culture of your department and of the larger organization. Remember: there’s what is in writing and there’s what is actually happening – learn when people come to work and leave, how lunches and breaks work, and other day-to-day practicalities.  Your boss or a mentor within your department should be able to direct you to key stakeholders and peers outside your department that you need to get to know. Schedule 1:1s with them to introduce yourself and learn how you can work together most effectively.  Key words for this level: ALIGNMENT, ORIENTATION, COMMUNICATION  For a New Manager.As with an Individual Contributor, it is important that you get a clear understanding of what you will be responsible for delivering and how your success will be measured. Get this in writing.  Schedule 1:1s with your direct reports and get to know their strengths, growth areas, communication and work styles, how they like to be rewarded, how best to deliver feedback, and their professional goals. This is THE major shift for you from an Individual Contributor role – the adjustment that the work you produce will now largely be through others. Their development is of paramount importance.  Learning about leadership is another critical component – read and learn about different leadership styles and determine what will work best for you. Remember to be authentically you as you adapt to this new role – if you try to be someone you aren’t, you will not be successful in the long run. Develop your plan for the year and get alignment from your boss as to priorities, goals, and measures of success. Key words for this level: ALIGNMENT, MANAGEMENT, LEADERSHIP  As a new Director or Senior Manager. Once again, step one should be alignment of success measures and KPIs with your VP. Make sure you understand how these fit into your VP’s broader goals.  A key difference at this level is that your direct reports may also have direct reports. If they don’t, it is likely that one of your key goals is to mentor and coach them to become managers. Meet with your direct reports about goals, working styles, and key cultural norms for your area and make sure there is alignment with what they are saying and doing with their direct reports. Establish clear expectations and make sure they are doing the same.  You will be meeting regularly with others across the organization, so quickly begin to set up those meetings and establish those relationships.  You will be expected to regularly evaluate what is and isn’t working in your area, so make sure you are seeing and hearing what is going on. Get on top of issues quickly before they have a chance to fester and become cancerous.  You’ll likely be expected to create a long-term plan – possibly a 1-3-5-year plan. Create this, get insight and buy-in from your VP, and disseminate this information to your team and other key stakeholders.  Key words for this level: ALIGNMENT, INFLUENCE, STRATEGIC PLANNING   For a VP or C-Suite Executive. Developing a vision and aligning your leadership team with that vision is a critical component at this level. You will be expected to do so with executive presence and compelling communication that elicits buy-in and engagement.  Once you have established your strategic initiatives, select 1-2 for quick wins. It is important for you and your team to have early victories. Pulling the lens out a bit further, communicate your 90 or 120 day and 1-year goals. Be sure to celebrate these wins! Listening to employees at all levels is another critical element for you. Conduct a listening tour to not only listen, but to show your team their voices are important and will be heard. Gather information as to where gaps exist and develop a plan to address. Develop a communication plan for your unit that is open and transparent, both internally and externally.  Key words for this level: ALIGNMENT, LEADERSHIP, COMMUNICATION  You may have noticed that a consistent element at each level is ALIGNMENT. What that looks like will differ at each level, but it is so important that you make sure your goals and priorities are in alignment with your boss and the larger organization.   Are you in the wrong job that chips away at you every day? The document and coaching programs offered by Exclusive Career Coaching will help you find a job that uses your zone of genius, recognizes your value, and pays you what you’re worth.  If you’re ready to take your job search to the next level by working with a highly experienced professional with a track record of client success, schedule a complimentary consult to learn more:  https://calendly.com/lesaedwards/zoom-meetings2