The Buzz
Why job can be like marriage
Q: I interview for jobs that look great until I get into them and usually end up hating them within a year. How can I ensure I make the right choice this time?
A: Couples tend to spend more effort on the wedding than they do on the marriage. Similarly, candidates can get side-tracked by the thrill of landing the job without considering the day-to-day role.
Take an honest inventory of what tasks you love to do, the type of environment you thrive in, and the career goals you are aiming for. Then search for organizations that meet your criteria.
Many candidates just focus on their role; however, a company’s culture influences everything it does.
Research the company’s business practices, industry reputation and track record. Its website, marketing collateral, and annual report provide insight into its attitude, values and work style. Get firsthand information from past or current employees about what it’s like to work there. Ask suppliers or customers for their perceptions and experiences.
The interview contains a wealth of information for the astute candidate. The questions indicate what’s important and how employees are evaluated. Before leaving the session, ask questions to determine how well you fit together. For example, what characteristics do they value most? What investment will they make in your professional development? How do they support work-life balance?
At the short-list stage, ask more specific questions about the expectations and work style of your prospective supervisor, team and role. A job is like a marriage. Short-sighted choices that leads to divorce can be costly.
Originally printed in The Province on April 20, 2008.
Be calm when short-listed
Q: I have been short-listed for my dream job. They said they’d let me know within days, and it’s now been three weeks. I’ve sent a thank-you and called three times, but they keep saying it’ll just be a bit longer. How much do I pester and how long do I wait?
A: It’s a delicate balance between being a stellar standout and a nagging nuisance. Treat it as an extended job interview with the opportunity to set yourself apart.
Stay on their radar screen. Engage them in ongoing dialogues so you are top of mind when they review the applications. Keep your tone inquisitive and interested rather than insistent or challenging. Cultivate a personal connection so they can put a face to a resumé.
Pay close attention to the cues. Don’t assume you are out of the running. When the selection process is slow going, listen for an underlying cause such as overwhelming response, reduced urgency or competing business pressures. Notice how they are responding to you: Positive interest or cool indifference?
Demonstrate your unique qualities. Employers’ criteria may not be visible on a resumé. Attitude and character are valued attributes. Make a lasting impression by being consistently professional, positive, enthusiastic, confident and calm in your interactions. Proactively staying in touch shows initiative, determination and perseverance. What firm wouldn’t want that?
Don’t pin all your hopes on this one role. Court other job opportunities so you don’t come across desperate or demanding. A highly sought-after candidate can be more appealing to a prospective employer. Who knows, in the meantime you may discover another dream job.
Originally printed in The Province, March 2, 2008.
Heart has to be in your work
A: There are so many choices and a working life is decades long. Regardless of career trends, job titles or enticing incentives, if your heart’s not in your work, you’ll simply lack the staying power.
Focus on a direction you are drawn to — be it finance, medicine or technology. Don’t panic if you can’t pinpoint the ideal job. Instead, explore with an open mind what is possible and available in that field. Future careers can be built on the experience and expertise gained in other areas.
Know that many other factors, such as industry sector, company culture, management style and work environment, influence job satisfaction. Information interviews with people already on the job can foreshadow what lies ahead.
To discover what would sustain you over the long haul, explore questions such as the following:
PURPOSE: Upon my retirement, what contribution would I want to be remembered for?
PASSION: What tasks and activities do I enjoy? What bores me? What “causes” motivate and inspire me to action?
STRENGTHS: What are my unique talents? What are my key skills? What am I interested in developing further?
VALUES: What core values are essential for me in my professional life? For example, integrity, service, flexibility.
A mentor, coach or career counsellor can help connect your key motivators with suitable opportunities.
Originally printed in The Province, January 20, 2008.
How to send your message
Q: I give instructions to my team and they just don’t get it. I keep repeating myself yet it doesn’t get any clearer for them, then I get angry and frustrated and nothing gets accomplished. What could I do differently?
A: Before you blow another gasket, know that 85 per cent of business issues are people-related not skill-related. Even clear, direct communication can often result in a different message received. The onus is on the sender to ensure it is received as you intended.
Here are some tips:
- Begin by clearly stating your reason and the result you are expecting from the receiver. Do you want them to take action immediately, to file this information until required, or is it simply FYI? Explain how following these directions will benefit them, the team, the client or other stakeholders.
- Many people miss this next crucial point: Step outside of what you want and consider it from your listener’s perspective. Are your instructions clear? Are the outcomes realistic? What vital information must they have to carry out these instructions and successfully meet your expectations? The receiver needs enough detail to deliver on, yet not so much that they get bogged down.
- Your message requires three key elements: What you want done, when it needs to be finished and how you want to be informed when it’s completed. Empower team members to complete the task in their own way.
- Now about that tone — yes, even e-mail has a voice quality that telegraphs volumes. If your message is emotionally charged, even the clearest directions will be resisted. Keep your message light and to the point.
Originally printed in The Province, December 9, 2007.
Preparing to cast off the safety net
Q: I want to leave my job to start my own consulting business, but I’m nervous about paying my monthly bills until I am up and running. What tips do you have for making a smooth transition?
A: Doing market research, setting up business systems, even creating a financial nest egg can provide you with a solid foundation that will save you migraines later.
Actively test-market your service immediately. You’ll quickly learn what the demand is for your services, how much people will pay and which marketing approach results in a sale.
Gage people’s reaction to your message and fine-tune it until you can say it with confidence — and people are saying, “Sure, I’ll buy from you.”
New entrepreneurs tend to grossly underestimate the time and effort it takes to secure a new client, complete the work satisfactorily and get paid.
By taking on manageable contracts now, you will have realistic expectations based on experience.
Experiment with what to charge to cover your time, meet the client’s expectations and net a profit after expenses.
Aim to accurately forecast your marketing and sales cycle so you are not caught off-guard later.
This is a perfect time to create business systems. Standardizing will keep you from being overwhelmed when customers are knocking down your door.
Beta-test your business with a low-risk trial run. You’ll recognize when you have worked out enough of the wrinkles to smoothly step into self-employment without a safety net.
Originally printed in The Province, October 28, 2007.
